presentation

1. IFFCO – AT A GLANCE
 Indian Farmers Fertiliser Cooperative Limited, also known
as IFFCO, is a multi-state cooperative society. IFFCO is wholly owned
by Cooperative Societies of India. The society is engaged in the business
of manufacturing and marketing of Fertilizers.
 IFFCO is headquartered in New Delhi, India. Started in 1967 with 57
member cooperatives, it is today the biggest co-op in the world by
turnover on GDP per capita (as per World Cooperative Monitor 2021),
with around 35,000 member cooperatives reaching over 50 million
Indian farmers.
 It covers around 19% market share in UREA and around 31% market
share in complex fertilizers (P2O5 terms) IFFCO is India's largest
fertilizer manufacturer.
 The cooperative was ranked 66th on the Fortune India 500 list of India's
biggest corporations as of 2017 with a net worth of $2.6 billion as on
March, 2021.

2.  IFFCO contributes to the growth of the country by ensuring a timely supply of
high-quality agricultural services and products like fertilizers.
 Provides veterinary services and provides better sanitation facilities in villages.
 IFFCO also helps farmers to earn more through side income through farm-
based programs like bee-keeping, dairy, etc.
 Boosting the economy and social development of the rural areas by ensuring
they get paid handsomely.
 Funding and maintaining soil testing labs that can be mobile or stationary,
thereby ensuring better knowledge and study of the different types of soils
across the country.
 Ensures timely supply of high-quality fertilizers to all the farmers of the
country.
Functions of IFFCO

3. STEPS OF COMPUTERISATION
Prior to 1986,
In 1985, a consultancy organisation was assigned the task of reviewing the
computerisation needs,
 To suggest an optimal computer configuration which would meet the
oganisations short and long term needs at different unites
 To suggest independent desktop or other systems
 Identify vendor to supply the computer configuration
 Indicate manpower requirements
Approach,
 Fact finding
 Review, analysis and development of tentative conclusions,
 Preparation of configuration
 Recommendation of EDP infrastructure

4. Fact-finding
Consultant was carried out detailed fact-finding at
the Head office, Manufacturing plants at Kalol,
Kandla and the Marketing office at Lucknow, The
documents used and the various books maintained in
each department were examined. Volume of work in
each of the areas were evaluated and problems were
discussed. Findings were pertaining to the following
departments:

5. Manufacturing plants : Material management, financial management,
maintenance scheduling, production reporting, payroll, personnel and
engineering applications
V
Accounts:
Financial accounting, budgeting, costing, fixed deposits, PF accounting, payroll
and information system
Finance division: Reports generated at MR cell including management
information, statutory reports, profitability report etc., FICC cell including
retention price and variance analysis)
Engineering Services and Project Evaluation Divisions :
Evaluation of capital projects, procurement planning cell
Marketing offices : Marketing information system, warehousing,
distribution/transformation, agricultural services including training, publicity
and promotional activities, service centres, marketing accounts
Share Division
Share accounts including addition of new societies, quantity rebate merger
cases

6. Review and Analysis
Based on review analysis tentative conclusions were drawn regarding applications
suitable for computerisation, type of processing, possible master files, recurring inputs
etc.
Suggested configuration for Area at
Marketing and Manufacturing Units:
 16/32 bit mini computer
 200 megabytes of disk capacity
 1 tape drive and floppy disk
 1 line printer
 Software supporting of multi
programming
 Communication capabilities
Suggested configuration for Area at Head
office:
 Disk capacity should be 300
megabytes
 Few terminals should be intelligent
workstations

7. PHASES OF COMPUTERISATION
Different phases of computerisation suggested keeping in mind the following:
 Necessity and priority for computerisation
 Redesign of manual systems
 Availability of standard software packages
 Manpower required and available for design and implementation

8. PHASING AT KALOL UNIT
Phase-1 :
Following areas were to be computerised - Financialaccounting, payroll, production reporting
and dispatchanalysis
Phase-2
Second Phase of Computerisationwould include:
Material control, Personnel Information System, Engineering Calculations, Cylinder control
systems, preventive maintenance scheduling and lubrication schedule, Maintenance history
analysis
Phase 3
Third Phase would include a more rigorous implementation:
An attempt at the Extension of production dispatch system to include the railway claim
systems and provident fund accounting for contract labour to be developed. Fixed asset
accounting system also need to be integrated with the Financial Accounting System when
totally developed and implemented

9. PHASING AT KANDLA AND PHULPUR UNIT
Phase-1
Financialaccounting, payroll, material accounting, dispatchanalysisand preventive
maintenanceand lubricationscheduling
Phase-2
Material control, Personnel Information System, Engineering Calculations, Cylinder control
systems, preventive maintenance scheduling and lubrication schedule, Maintenance
history analysis
Phase 3
Extension of production dispatch system to include the railway claim systems and provident
fund accounting for contract labour to be developed. Fixed asset accounting system also need
to be integrated with the Financial Accounting System when totally developed and
implemented
Benefitsenvisagedare,
 savingof time and
 considerablesavingsof manpower in consolidation of data for generation of management
information

10. THE GOAL
 Establish computer centres with appropriate equipment's and resources at
all the units.
 Develop databases to aid decision-making at all levels of management,
 Link these resources through a WAN, satellite link for data communication
and information exchange in 5 year’s time.

11. OEarly Eighties
PCXTs/ATs/Mini Computers
OLate Eighties
Mainframes in Plants
OEarly Nineties
Local LANs & Satellite based massaging & Communication
System based on NIC’s VSAT Network
THE RESULTS – EVOLUTION AT IFFCO

12. Mid-Nineties ....
New Demands ....
Enhanced use of computers
GUI based OS & applications
Sharing of applications
Faster Access
Wider use of e-mail
User
Network
Administrator

13. Resulting in ....
 Wider deployment of PCs Expansion &
Upgradation of LANS
 including introduction of faster switches, FO
backbone & structured UTP cabling
 Replacement of 1200 bps VSATs with newer 10
nos. of 64 kbps FTDMA VS ATs to provide
required networking infrastructure
 WAN covering HO, 4 Plants, 5 Zonal
Offices setup

14. A New Millennium ...
2000
New Challenges ....
 Emphasis on online integrated enterprisewide
applications
 Growing applications requiring higher bandwidth
Extension of mail / intranet applications
 Business compulsions necessitating extension of network
to 'source of information' - state offices, area offices, field
offices, FSCs
 Remote management of Domino servers
Increased Internet usage

15. The Solution ...
Wide Area Network
A new paradigm

16. Selection of Technology
Available technologies:
 VSATS
 ISDN / PSTN dial up connectivity
 Virtual Private Networks (VPN)
 Internet
Dedicated Point to Point leased lines
Availability, Affordability, Reliability

17. Core Functions and Features enable to study successful
computerisation at IFFCO are,
 Design : User interface has been made friendly with menu driven
 Training : various level of programmes of various level of users conducted periodically
and also provide training to family members of employees
 Selection of professionals : selection on the basis of aptitude tests and necessary training
imparted
 Equipment selection : introduce computerisation first rather than technology.
 In house resources

18. Findings:
1. Before implementation, it should be tested first outside or a
department so error could be identified and could be implemented
easily.
2. Management should inform employee and won their trust as old age
or lower group employee resist to adopt change.
3. Outside agencies could hire to complete task within time and less
expensive

19. THANK YOU