This document provides an introduction and methodology for a presentation comparing public and private food grain warehousing in Vidarbha, India. It discusses:
- The objectives of analyzing investment patterns, stored commodities, economic/technical/financial feasibility, and constraints of warehouses.
- The methodology includes selecting 94 total warehouses (47 public, 47 private) across 3 agro-climatic zones in Vidarbha. Primary and secondary data on costs, returns, capacity, and other metrics were collected from 2000-2012.
- Tables show investment patterns, economic viability analyses using NPV, BCR, and IRR metrics, finding public warehouses have lower costs but also lower returns than private warehouses.
This document summarizes a study on the socio-economic analysis of paddy rice marketers in Southern Bauchi, Nigeria. The study examined the factors influencing marketing efficiency, analyzed the economic effects of price variations, and identified marketing problems. Key findings included that socio-economic characteristics significantly impacted efficiency. High transportation costs, seasonal supply variations, and low capital volumes were major problems identified. The study recommends improving marketers' education, rural road infrastructure, access to loans through unions, and funding dry season farming to address issues.
Determinants of profit efficiency among smallholder beef producers in BotswanaILRI
Presented by Sirak Bahta and Derek Baker at the International Food and Agribusiness Management Association (IFAMA) annual meeting, Cape Town, South Africa, 16-17 June 2014.
Factors affecting profit efficiency among smallholder beef producers in BotswanaILRI
- The study examines profit efficiency among smallholder beef producers in Botswana using farm-level survey data from three districts.
- Stochastic frontier analysis is used to estimate profit frontiers and measure technical inefficiency, finding average efficiency levels of 0.58, 0.56, 0.62 and 0.68 for the whole sample and different herd size groups.
- Key determinants of inefficiency include education level, distance to market, herd size, access to information, and income from crop production, indicating opportunities to improve profitability through policy and practice changes.
1) The study measured the competitiveness and profit efficiency of beef production in smallholder systems in Botswana using household data. 2) On average, beef farmers achieved an efficiency score of 0.56, meaning there is potential to increase profits by reducing costs and improving prices and access to land. 3) Policy recommendations include enhancing producer prices, reducing input costs, improving infrastructure, and encouraging crop farming to help boost the competitiveness and profitability of smallholder beef production.
This document presents the objectives, methodology, findings and conclusions of a study on the impact of cold storage facilities on agriculture in Assam, India. The key findings are:
1) Cold storage capacity in Assam grew significantly from 2001-2011, reaching a total of 109,540.9 MT distributed across various districts.
2) During this period, the area, production and productivity of horticultural crops grew faster than food crops, with compound annual growth rates of 2.3%, 6.96% and 4.41% respectively for vegetables.
3) The production portfolio of farmers shifted somewhat towards horticulture as cold storage infrastructure increased, though cropping patterns were still determined more by local soil and location factors
Can improved food legume varieties increase technical efficiency in crop prod...africa-rising
Presented by Girma T. Kassie, Aden Aw-Hassan, Seid A. Kemal, Luleseged Desta, Peter Thorne, Kindu Mekonnen and Mulugeta Yitayih, ILRI, Addis Ababa, 29 September 2016
11.price behaviour of major cereal crops in bangladeshAlexander Decker
This document analyzes the seasonal price fluctuations and spatial price relationships of major cereal crops (Boro paddy and wheat) in Bangladesh from 1986-2010. It finds that Boro paddy prices fluctuate more seasonally than wheat prices, with peak prices in March before harvest. Wheat prices peak in February. Both crops show decreasing seasonal price variations over time. Using cointegration tests, it determines that selected regional markets for Boro paddy are well integrated, meaning price changes are instantly transmitted between markets, allowing for informed national policymaking.
This document summarizes a study on the socio-economic analysis of paddy rice marketers in Southern Bauchi, Nigeria. The study examined the factors influencing marketing efficiency, analyzed the economic effects of price variations, and identified marketing problems. Key findings included that socio-economic characteristics significantly impacted efficiency. High transportation costs, seasonal supply variations, and low capital volumes were major problems identified. The study recommends improving marketers' education, rural road infrastructure, access to loans through unions, and funding dry season farming to address issues.
Determinants of profit efficiency among smallholder beef producers in BotswanaILRI
Presented by Sirak Bahta and Derek Baker at the International Food and Agribusiness Management Association (IFAMA) annual meeting, Cape Town, South Africa, 16-17 June 2014.
Factors affecting profit efficiency among smallholder beef producers in BotswanaILRI
- The study examines profit efficiency among smallholder beef producers in Botswana using farm-level survey data from three districts.
- Stochastic frontier analysis is used to estimate profit frontiers and measure technical inefficiency, finding average efficiency levels of 0.58, 0.56, 0.62 and 0.68 for the whole sample and different herd size groups.
- Key determinants of inefficiency include education level, distance to market, herd size, access to information, and income from crop production, indicating opportunities to improve profitability through policy and practice changes.
1) The study measured the competitiveness and profit efficiency of beef production in smallholder systems in Botswana using household data. 2) On average, beef farmers achieved an efficiency score of 0.56, meaning there is potential to increase profits by reducing costs and improving prices and access to land. 3) Policy recommendations include enhancing producer prices, reducing input costs, improving infrastructure, and encouraging crop farming to help boost the competitiveness and profitability of smallholder beef production.
This document presents the objectives, methodology, findings and conclusions of a study on the impact of cold storage facilities on agriculture in Assam, India. The key findings are:
1) Cold storage capacity in Assam grew significantly from 2001-2011, reaching a total of 109,540.9 MT distributed across various districts.
2) During this period, the area, production and productivity of horticultural crops grew faster than food crops, with compound annual growth rates of 2.3%, 6.96% and 4.41% respectively for vegetables.
3) The production portfolio of farmers shifted somewhat towards horticulture as cold storage infrastructure increased, though cropping patterns were still determined more by local soil and location factors
Can improved food legume varieties increase technical efficiency in crop prod...africa-rising
Presented by Girma T. Kassie, Aden Aw-Hassan, Seid A. Kemal, Luleseged Desta, Peter Thorne, Kindu Mekonnen and Mulugeta Yitayih, ILRI, Addis Ababa, 29 September 2016
11.price behaviour of major cereal crops in bangladeshAlexander Decker
This document analyzes the seasonal price fluctuations and spatial price relationships of major cereal crops (Boro paddy and wheat) in Bangladesh from 1986-2010. It finds that Boro paddy prices fluctuate more seasonally than wheat prices, with peak prices in March before harvest. Wheat prices peak in February. Both crops show decreasing seasonal price variations over time. Using cointegration tests, it determines that selected regional markets for Boro paddy are well integrated, meaning price changes are instantly transmitted between markets, allowing for informed national policymaking.
A trend analysis of non performing assets (np as) of selected commercial ban...Abhishek Duttagupta
This document analyzes trends in non-performing assets (NPAs) of major commercial banks in India from 2003-2013. It finds that gross and net NPAs as a percentage of total assets declined over time for State Bank of India, Punjab National Bank, and Central Bank of India. Priority sector lending, especially to small and medium enterprises, accounted for the largest portion of NPAs, though this varied by bank. The document examines reasons for NPAs and the regulatory framework around classifying and provisioning for problematic loans.
LCAP = Local Control Accountability Plan
The LCAP is a culmination of several years of reform planning at the State level
LCAP was developed in conjunction with the Local Control Funding Formula (LCFF) – a complete overhaul of the school finance system
A significant part of the 2013-2014 State Budget
LCAP template as developed by State has three sections
Stakeholder Engagement
Goals and Progress Indicators
Actions, Services, and LCAP = Local Control Accountability Plan
District must develop, adopt, and annually update a three-year Local Control Accountability Plan beginning July 1, 2014.
Plan to be based on 8 State-identified priorities primarily focused on student achievement
Must align to overall District budget and to school site plans
Outside Review
County Superintendents must review school district LCAPs.
LCAP may reference actions/expenditures in other plans
Hindustan Unilever Limited (HUL) is the largest fast moving consumer goods (FMCG) company in India. It has a presence in over 20 consumer product categories through brands like Lux, Lifebuoy, and Surf Excel. The document analyzes HUL's revenues and profits over 12 years using various forecasting methods like time series analysis, linear and exponential modeling to predict future trends. Different analysis techniques like PivotTables, histograms and correlation are applied to HUL product sales data to gain insights.
FOSSCCIMA seeks to partner with OSAPND to retrain and develop entrepreneurs from the Amnesty program in the Niger Delta region through agricultural entrepreneurship. They plan to provide training in various agricultural fields like horticulture, crop farming, poultry, and aquaculture. FOSSCCIMA will train over 10,000 participants in batches of 250 using a hybrid approach of value chain analysis and commercial villages to strengthen coordination along the agricultural value chain and facilitate financing. Their goal is to develop sustainable entrepreneurs and improve economic growth in the region.
Checks budget availability
create a requisition
- Checks budget availability
- Requisition is routed to
- If budget available, requisition is
Assistant for budget check
approved
- If budget available, requisition
- If not, requisition is rejected
is approved
- Requisition is routed to Buyer
- If not, requisition is rejected
Buyer:
- Requisition is routed to Buyer
- Prepares solicitation documents
- Issues solicitation
- Evaluates bids
- Awards contract/PO
- Manages contract
34
Procurement Methods
Open Competition
Limited Competition
10 yrs competitive analysis of lg balakrishnanKarmveer Singh
This document analyzes the financial performance of LG Balakrishnan & Brothers over a 10-year period from 2002-2003 to 2011-2012. It provides details on sales, variable costs, contribution, fixed costs, profit before tax, and profit after tax. Key findings include a decline in sales and profits during the recession period from 2006-2007 to 2008-2009, with profits turning negative. The document also calculates metrics like P/V ratio, BEP, and margin of safety to evaluate the company's performance over time. Correlation analysis found a strong negative relationship between sales and profit.
A Study on Inventory Management at Super Spinning Mills Ltd -‘B’ Unit Kotnur,...ijtsrd
The project entitled Inventory management includes detail studies about inventory. Every enterprise needs inventory for smooth running of its activities it serves as a link between production and distribution process. The word inventory is derived from Latin word “invent Arian”.Inventory means “tangible property held for the sale in the ordinary course of business”, in accounting language it means stock of finished goods only in manufacture concern, it may include raw materials, work in progress, finished goods.Inventory management means safeguarding the company property in the form of inventories and maintaining it at the optimum level, considering the operating requirements and financial resources of the business. Inventory management emphasizes control over purchases, storage, consumption of materials and determining the optimum level for each item of investment. Sake Kalyan Kumar | Dr. B. C. Lakshmanna "A Study on Inventory Management at Super Spinning Mills Ltd--‘B’ Unit Kotnur, Hindupur, Ananthapuramu" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-6 , October 2022, URL: https://www.ijtsrd.com/papers/ijtsrd51994.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/51994/a-study-on-inventory-management-at-super-spinning-mills-ltd-‘b’-unit-kotnur-hindupur-ananthapuramu/sake-kalyan-kumar
Efficiency in Managing Working Capital of Maharatna Oil Companies in IndiaRupesh Yadav
The oil sector, one of the eight essential industries in India, makes a significant contribution
towards developing the economy. Due to changes brought by the liberalization of economy, a
number of oil companies in India which had grown exponentially over the years in a virtually
non-competitive environment started facing increasingly severe competition. Therefore, a
paradigm changes in Indian oil sector also become inevitable to meet the new challenges.
The companies operating in this sector forced to reorient their strategies for managing their
working capital (WC). Some of them have been able to adopt themselves to the new situation
while other could not so reorient. In this backdrop, the present paper attempts to analyse the
efficiency of managing WC of Maharatna oil companies during the period 2006-07 to 2020-
21. The efficiency of Working Capital Management (WCM) of the companies under study has
been analysed using Bhattacharya Model (1995). While tackling the issue relevant statistical
tools and techniques have been applied at appropriate places.
Dr. Otitoju, M. A._2023 AGRODEP Annual ConferenceAKADEMIYA2063
1) The study examines rural household participation in the cassava value chain in Kogi State, Nigeria. It identifies the main areas of participation as production (48%), processing (14%), and marketing (22%).
2) A regression model found that cassava farming experience and income negatively influence participation in production, processing, and marketing, while farming experience, access to electricity, and dependency ratio positively influence participation in production.
3) Using factor analysis, the main constraints to participation were identified as literacy and access to information, poor agricultural extension services, high costs of inputs, and risk aversion in cassava value chain operations.
This document summarizes a study on the financial performance of cashew nut marketing in Oke-Ogung Area of Oyo State, Nigeria. It finds that most cashew nut marketers are male, married, and have 6-10 years of experience. The main sources of finance are personal savings and cooperative loans. Most marketers sell to wholesalers. Constraints include unstable prices, lack of access to loans, and poor pricing information. The study's cost-benefit analysis finds a 30.5% rate of return on investment. However, sales and profits declined between 2018 and 2019, indicating weak financial performance. It recommends improving quality, processing, and cooperation between marketers to enhance profits and the cashew industry.
This document summarizes a presentation given by Wayne Powell at an ISPC meeting on September 15th 2014. The presentation discussed changes in the expectations of science and research, including developments in genome editing, synthetic biology, and integrative approaches. It provided analyses of CGIAR's publication output, impact, research programs, collaboration networks, and strategic fit. It also summarized CGIAR's current portfolio and proposed a new framework oriented around challenges rather than individual commodities. Key messages included the need for strategic focus, innovation, excellence, impact, partnerships, and clear criteria for assessing success.
fundamental analysis and valuation of public sector power companiesNitin Jaggi
This document provides an overview and valuation of two major Indian public sector power companies: NTPC and NHPC. It first discusses Trustline Securities Ltd, the company conducting the analysis. It then provides background on India's power sector and an overview of NTPC, including its financials and valuation using DCF. For NHPC, it discusses the company overview and indicators but does not provide a valuation. The document aims to analyze and value these two major power companies in India.
- Emaar Properties PJSC is the largest real estate developer in the United Arab Emirates, established in 1997 with capital of AED 1 billion.
- Its main activities include property investment and development, property management services, and investing in sectors like education, healthcare, retail and hospitality.
- In 2013, its revenue came primarily from real estate (55.65%), leasing and related activities (30.36%), and hospitality (13.99%). The majority (89%) of its revenue was from domestic markets in the UAE.
Qualitative Methodology Pertaining to Risk Assessment in Small Enterprises as...IRJET Journal
This document discusses risk assessment in small enterprises in India. It notes that while the MSME sector plays an important role in the Indian economy through employment, GDP contribution, and exports, MSME units face several challenges that expose them to risk. These include low capital, lack of management skills, limited information, and external threats like raw material issues and competition. The document proposes establishing a centralized knowledge body and training for entrepreneurs to help MSMEs better identify and manage risks to ensure sustainable development.
Optimization of Capacity Utilization in a Manufacturing Industry – A Case StudyIJMER
In today’s competitive market, every organization is striving hard to excel to utilize capacities effectively which determines the position of the organization in the Market. To achieve effective utilization a lot of planning is required with respect to capacity utilization. Capacity Planning and Capacity Management are today’s modern organization requirement. The capacity plans needs to be executed flawlessly without unpleasant surprises .To match the capacity with the plans, an attempt has been made to evaluate capacity utilization index in a cement manufacturing industry. Overall equipment effectiveness is calculated with three separate but measurable components availability, performance and quality. Many manufacturing companies benchmark their industry to set challenging target at 85% capacity utilization, even though 100% OEE is possible
ERIC's diversified trend-following program had a small positive return in February 2014. The program utilizes quantitative trading systems to trade multiple assets including commodities, equities, and currencies. Gold prices increased on concerns about the US economy and political unrest in Ukraine. The Indian stock market gained on expectations of a positive outcome in the upcoming elections.
Developing an investment strategy for a private direct investorSenia Nhamo
The document outlines the steps to develop an investment strategy for investing in renewable energy projects in the Southern African Power Pool region. It identifies understanding the context, key stakeholders, investment options and assessing the external environment as important initial steps. The strategy would focus on infrastructure assets in the solar, hydropower and other renewable sectors. Ambitions and criteria are established based on UN Sustainable Development Goals for energy access and efficiency. Several strategy scenarios are considered before selecting and implementing the strategy with governance structures and performance monitoring.
This document provides information about the operations of Total Logistics (India) Pvt. Ltd., an agro-based logistics company in India. It discusses the company's mission, vision and history. It also describes the various services offered by the company, including integrated warehousing, in-plant logistics, third-party procurement, agro services, dealership, and more. Total Logistics has numerous branches across India and offers end-to-end supply chain solutions for industries like agriculture, automotive, manufacturing and more.
Coca Cola has outlined a marketing strategy to double revenues by 2020 through expanding their product portfolio, connecting with the global middle class, and promoting responsible business practices. Their objectives include refreshing customers in body, mind and spirit through their brands and actions while creating value. In India, Coca Cola holds a 60.8% market share of the carbonated drinks market and aims to grow in emerging categories like fruit juices and hot beverages by leveraging their network of partners. The marketing plan covers objectives, segmentation, budgets, and initiatives to sustain growth in changing market conditions in India.
A trend analysis of non performing assets (np as) of selected commercial ban...Abhishek Duttagupta
This document analyzes trends in non-performing assets (NPAs) of major commercial banks in India from 2003-2013. It finds that gross and net NPAs as a percentage of total assets declined over time for State Bank of India, Punjab National Bank, and Central Bank of India. Priority sector lending, especially to small and medium enterprises, accounted for the largest portion of NPAs, though this varied by bank. The document examines reasons for NPAs and the regulatory framework around classifying and provisioning for problematic loans.
LCAP = Local Control Accountability Plan
The LCAP is a culmination of several years of reform planning at the State level
LCAP was developed in conjunction with the Local Control Funding Formula (LCFF) – a complete overhaul of the school finance system
A significant part of the 2013-2014 State Budget
LCAP template as developed by State has three sections
Stakeholder Engagement
Goals and Progress Indicators
Actions, Services, and LCAP = Local Control Accountability Plan
District must develop, adopt, and annually update a three-year Local Control Accountability Plan beginning July 1, 2014.
Plan to be based on 8 State-identified priorities primarily focused on student achievement
Must align to overall District budget and to school site plans
Outside Review
County Superintendents must review school district LCAPs.
LCAP may reference actions/expenditures in other plans
Hindustan Unilever Limited (HUL) is the largest fast moving consumer goods (FMCG) company in India. It has a presence in over 20 consumer product categories through brands like Lux, Lifebuoy, and Surf Excel. The document analyzes HUL's revenues and profits over 12 years using various forecasting methods like time series analysis, linear and exponential modeling to predict future trends. Different analysis techniques like PivotTables, histograms and correlation are applied to HUL product sales data to gain insights.
FOSSCCIMA seeks to partner with OSAPND to retrain and develop entrepreneurs from the Amnesty program in the Niger Delta region through agricultural entrepreneurship. They plan to provide training in various agricultural fields like horticulture, crop farming, poultry, and aquaculture. FOSSCCIMA will train over 10,000 participants in batches of 250 using a hybrid approach of value chain analysis and commercial villages to strengthen coordination along the agricultural value chain and facilitate financing. Their goal is to develop sustainable entrepreneurs and improve economic growth in the region.
Checks budget availability
create a requisition
- Checks budget availability
- Requisition is routed to
- If budget available, requisition is
Assistant for budget check
approved
- If budget available, requisition
- If not, requisition is rejected
is approved
- Requisition is routed to Buyer
- If not, requisition is rejected
Buyer:
- Requisition is routed to Buyer
- Prepares solicitation documents
- Issues solicitation
- Evaluates bids
- Awards contract/PO
- Manages contract
34
Procurement Methods
Open Competition
Limited Competition
10 yrs competitive analysis of lg balakrishnanKarmveer Singh
This document analyzes the financial performance of LG Balakrishnan & Brothers over a 10-year period from 2002-2003 to 2011-2012. It provides details on sales, variable costs, contribution, fixed costs, profit before tax, and profit after tax. Key findings include a decline in sales and profits during the recession period from 2006-2007 to 2008-2009, with profits turning negative. The document also calculates metrics like P/V ratio, BEP, and margin of safety to evaluate the company's performance over time. Correlation analysis found a strong negative relationship between sales and profit.
A Study on Inventory Management at Super Spinning Mills Ltd -‘B’ Unit Kotnur,...ijtsrd
The project entitled Inventory management includes detail studies about inventory. Every enterprise needs inventory for smooth running of its activities it serves as a link between production and distribution process. The word inventory is derived from Latin word “invent Arian”.Inventory means “tangible property held for the sale in the ordinary course of business”, in accounting language it means stock of finished goods only in manufacture concern, it may include raw materials, work in progress, finished goods.Inventory management means safeguarding the company property in the form of inventories and maintaining it at the optimum level, considering the operating requirements and financial resources of the business. Inventory management emphasizes control over purchases, storage, consumption of materials and determining the optimum level for each item of investment. Sake Kalyan Kumar | Dr. B. C. Lakshmanna "A Study on Inventory Management at Super Spinning Mills Ltd--‘B’ Unit Kotnur, Hindupur, Ananthapuramu" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-6 , October 2022, URL: https://www.ijtsrd.com/papers/ijtsrd51994.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/51994/a-study-on-inventory-management-at-super-spinning-mills-ltd-‘b’-unit-kotnur-hindupur-ananthapuramu/sake-kalyan-kumar
Efficiency in Managing Working Capital of Maharatna Oil Companies in IndiaRupesh Yadav
The oil sector, one of the eight essential industries in India, makes a significant contribution
towards developing the economy. Due to changes brought by the liberalization of economy, a
number of oil companies in India which had grown exponentially over the years in a virtually
non-competitive environment started facing increasingly severe competition. Therefore, a
paradigm changes in Indian oil sector also become inevitable to meet the new challenges.
The companies operating in this sector forced to reorient their strategies for managing their
working capital (WC). Some of them have been able to adopt themselves to the new situation
while other could not so reorient. In this backdrop, the present paper attempts to analyse the
efficiency of managing WC of Maharatna oil companies during the period 2006-07 to 2020-
21. The efficiency of Working Capital Management (WCM) of the companies under study has
been analysed using Bhattacharya Model (1995). While tackling the issue relevant statistical
tools and techniques have been applied at appropriate places.
Dr. Otitoju, M. A._2023 AGRODEP Annual ConferenceAKADEMIYA2063
1) The study examines rural household participation in the cassava value chain in Kogi State, Nigeria. It identifies the main areas of participation as production (48%), processing (14%), and marketing (22%).
2) A regression model found that cassava farming experience and income negatively influence participation in production, processing, and marketing, while farming experience, access to electricity, and dependency ratio positively influence participation in production.
3) Using factor analysis, the main constraints to participation were identified as literacy and access to information, poor agricultural extension services, high costs of inputs, and risk aversion in cassava value chain operations.
This document summarizes a study on the financial performance of cashew nut marketing in Oke-Ogung Area of Oyo State, Nigeria. It finds that most cashew nut marketers are male, married, and have 6-10 years of experience. The main sources of finance are personal savings and cooperative loans. Most marketers sell to wholesalers. Constraints include unstable prices, lack of access to loans, and poor pricing information. The study's cost-benefit analysis finds a 30.5% rate of return on investment. However, sales and profits declined between 2018 and 2019, indicating weak financial performance. It recommends improving quality, processing, and cooperation between marketers to enhance profits and the cashew industry.
This document summarizes a presentation given by Wayne Powell at an ISPC meeting on September 15th 2014. The presentation discussed changes in the expectations of science and research, including developments in genome editing, synthetic biology, and integrative approaches. It provided analyses of CGIAR's publication output, impact, research programs, collaboration networks, and strategic fit. It also summarized CGIAR's current portfolio and proposed a new framework oriented around challenges rather than individual commodities. Key messages included the need for strategic focus, innovation, excellence, impact, partnerships, and clear criteria for assessing success.
fundamental analysis and valuation of public sector power companiesNitin Jaggi
This document provides an overview and valuation of two major Indian public sector power companies: NTPC and NHPC. It first discusses Trustline Securities Ltd, the company conducting the analysis. It then provides background on India's power sector and an overview of NTPC, including its financials and valuation using DCF. For NHPC, it discusses the company overview and indicators but does not provide a valuation. The document aims to analyze and value these two major power companies in India.
- Emaar Properties PJSC is the largest real estate developer in the United Arab Emirates, established in 1997 with capital of AED 1 billion.
- Its main activities include property investment and development, property management services, and investing in sectors like education, healthcare, retail and hospitality.
- In 2013, its revenue came primarily from real estate (55.65%), leasing and related activities (30.36%), and hospitality (13.99%). The majority (89%) of its revenue was from domestic markets in the UAE.
Qualitative Methodology Pertaining to Risk Assessment in Small Enterprises as...IRJET Journal
This document discusses risk assessment in small enterprises in India. It notes that while the MSME sector plays an important role in the Indian economy through employment, GDP contribution, and exports, MSME units face several challenges that expose them to risk. These include low capital, lack of management skills, limited information, and external threats like raw material issues and competition. The document proposes establishing a centralized knowledge body and training for entrepreneurs to help MSMEs better identify and manage risks to ensure sustainable development.
Optimization of Capacity Utilization in a Manufacturing Industry – A Case StudyIJMER
In today’s competitive market, every organization is striving hard to excel to utilize capacities effectively which determines the position of the organization in the Market. To achieve effective utilization a lot of planning is required with respect to capacity utilization. Capacity Planning and Capacity Management are today’s modern organization requirement. The capacity plans needs to be executed flawlessly without unpleasant surprises .To match the capacity with the plans, an attempt has been made to evaluate capacity utilization index in a cement manufacturing industry. Overall equipment effectiveness is calculated with three separate but measurable components availability, performance and quality. Many manufacturing companies benchmark their industry to set challenging target at 85% capacity utilization, even though 100% OEE is possible
ERIC's diversified trend-following program had a small positive return in February 2014. The program utilizes quantitative trading systems to trade multiple assets including commodities, equities, and currencies. Gold prices increased on concerns about the US economy and political unrest in Ukraine. The Indian stock market gained on expectations of a positive outcome in the upcoming elections.
Developing an investment strategy for a private direct investorSenia Nhamo
The document outlines the steps to develop an investment strategy for investing in renewable energy projects in the Southern African Power Pool region. It identifies understanding the context, key stakeholders, investment options and assessing the external environment as important initial steps. The strategy would focus on infrastructure assets in the solar, hydropower and other renewable sectors. Ambitions and criteria are established based on UN Sustainable Development Goals for energy access and efficiency. Several strategy scenarios are considered before selecting and implementing the strategy with governance structures and performance monitoring.
This document provides information about the operations of Total Logistics (India) Pvt. Ltd., an agro-based logistics company in India. It discusses the company's mission, vision and history. It also describes the various services offered by the company, including integrated warehousing, in-plant logistics, third-party procurement, agro services, dealership, and more. Total Logistics has numerous branches across India and offers end-to-end supply chain solutions for industries like agriculture, automotive, manufacturing and more.
Coca Cola has outlined a marketing strategy to double revenues by 2020 through expanding their product portfolio, connecting with the global middle class, and promoting responsible business practices. Their objectives include refreshing customers in body, mind and spirit through their brands and actions while creating value. In India, Coca Cola holds a 60.8% market share of the carbonated drinks market and aims to grow in emerging categories like fruit juices and hot beverages by leveraging their network of partners. The marketing plan covers objectives, segmentation, budgets, and initiatives to sustain growth in changing market conditions in India.
Assigment on rural banking and infrastructureMahesh Kadam
The document discusses the importance of rural infrastructure and banking for rural development in India. It notes that rural infrastructure plays a key role in increasing agricultural yields and market access for farmers, as well as enabling non-farm employment opportunities. Specific types of rural infrastructure discussed include roads, storage facilities, irrigation, and electricity. The document also examines the role of regional rural banks in mobilizing savings and providing credit to rural communities. An example is provided of a rural banking initiative in Assam that built bridges to connect remote villages to city markets, improving farmers' access to sell their produce. The conclusion emphasizes the need for continued investment in rural infrastructure and banking to reduce rural poverty and encourage agricultural and economic growth.
Agribusiness firm global agriculture rural advisoriesMahesh Kadam
This document discusses the Global Forum for Rural Advisory Services (GFRAS). GFRAS is a global network that aims to strengthen rural advisory services to promote sustainable rural development and poverty reduction. It was established in 2009 to provide a platform for advocacy and leadership on rural advisory issues within the global development agenda. GFRAS works at both the global and regional/national levels with various stakeholders involved in rural advisory services. Its objectives include influencing global policy dialogues, promoting evidence-based approaches, enabling networking and capacity strengthening, and creating an enabling environment for investment in rural advisory services.
Poabs Organic Estates is located in Nelliyampathy Hills, Kerala and is the largest perennial multi-crop organic farm in India growing certified organic tea, coffee, pepper, cardamom, and vanilla. Poabs tea is from a single strain of tea plants from the estate and is processed on-site. The tea has a pleasing brightness and is suitable for ready-to-drink teas. Poabs also grows certified organic Arabica and Robusta coffee varieties that are processed on the estate into cherry and parchment forms. The climate is ideal for growing the two coffee varieties and biodynamic practices are followed.
Agribusiness firm global agriculture rural advisoriesMahesh Kadam
This document discusses the Global Forum for Rural Advisory Services (GFRAS). GFRAS is a global network that aims to strengthen rural advisory services to promote sustainable rural development and poverty reduction. It was established in 2009 to provide a platform for advocacy and leadership on rural advisory issues within the global development agenda. GFRAS works at both the global and regional/national levels with various stakeholders involved in rural advisory services. Its objectives include influencing global policy dialogues, promoting evidence-based approaches, enabling networking and capacity strengthening, and creating an enabling environment for investment in rural advisory services.
This document lists 5 student names and their enrollment numbers. Pinky Prasad, Anjali Panchal, Shivansh Ranjan, Mithilesh Maurya, and K.C. Lalsiamliana are listed along with their enrollment numbers A014119119157, A014119119175, A014119119176, A014119119171, and A04119119087 respectively.
Amul is an Indian dairy cooperative owned by 3.6 million milk producers. It was formed in 1956 in Anand, Gujarat when farmers organized themselves into cooperative societies in response to exploitation by local traders. Amul has grown to become one of the largest food and beverage conglomerates in India, with a turnover of over 29 billion rupees and market leadership in dairy products. It continues to empower milk producers through fair pricing and business opportunities.
Devnadi basin_NASHIK_IMPACT AND ASSESSMENT-technical & financial proposalMahesh Kadam
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
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This document is an assignment submission from 5 students - Neeraj, Sunil, Aryan, Rupender and Sumit - to Professor Dr. Mahesh Mahadeo Kadam on the topic of Agribusiness Firm for their course at Amity Institute of Organic Agriculture.
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Monsanto India Limited is a subsidiary of Monsanto established in 1949 in Mumbai. It is an agribusiness and biotechnology company. Monsanto aims to help farmers double corn, soybean, and cotton yields from 2000 to 2030 through its Sustainable Yield Initiative while reducing the use of key resources like water and land per unit of output. It is committed to making farmers of all sizes, including over 5 million resource-poor families, more productive. As part of this initiative, Monsanto pledged $10 million towards rice and wheat research. Success in agriculture requires ongoing research rather than miracles, as the plant biologist Norman Borlaug noted.
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Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
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Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
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In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) Curriculum
Warehousing vidarbha
1. Presentation
On
ComparativeAnalysis of Public and
Private Food Grain Warehousing in
Vidarbha
M.M.KADAM, Ph.D., Student, Agricultural Economics,
POST GRADUATE INSTITUTE
DR. PANJABRAO DESHMUKH KRISHI VIDYAPEETH
AKOLA (M.S.) – 444 104
,
2. ADVISORY COMMITTEE
• 1. Chairman Dr. R.G .Deshmukh
• 2. Member Dr. V. K. Khobarkar
• 3. Member Dr. S .C. Nagpure
• 4. Member Dr. S. M. Ghawade
• 5. Member Dr. S. W. Jahagirdar
3. INTRODUCTION
• Warehousing plays a very vital role in promoting agriculture
marketing, rural banking and financing and ensuring Food
Security in the county. It enables the markets to ease the
pressure during harvest season and to maintain uninterrupted
supply of agricultural commodities during off season. Hence, it
solves the problems of glut and scarcity, which are the usual
problems in agricultural marketing.
• Though warehousing is an independent economic activity, yet
is closely linked with production, consumption and trade.
Development of agro processing agricultural marketing
needs a strong warehousing system. Warehousing is the most
important auxiliary service for development of trade and
commerce.
4. PRODUCTION VS STORAGE
255 MILLON TONNES VS 108 MILLION TONNES
147 MILLION TONNES NEED
STORAGE………………………
WAREHOUSES
ARE MUST……………………..SO………….
WE STUDY……
5. Sr.No. Name of the Organization /Sector Storage Capacity in Million MTs
1. Food Corporation of India (FCI) 32.05
2. Central Warehousing Corporation (CWC) 10.07
3. State Warehousing Corporations (SWCs) 21.29
4. State Civil Supplies 11.30
5. Cooperative Sector 15.07
6. Private Sector 18.97
Total 108.75
Warehouse Storage Capacity in India
Source: Planning Commission Report
6. SERIAL NO. APMC (DIVISION) NAME CAPACITY (METRIC TONNES)
1. KOKAN 4786
2. NASHIK 15607
3. AMRAVATI 94204
4. NAGPUR 110850
5. KOLHAPUR 26150
6. LATUR 35150
7. AURANGABAD 47010
8. PUNE 66260
TOTAL 4,00,017
7. SERIAL
NO.
ORGANIZATIONS CAPACITY (METRIC
TONNES)
1 MAHARASHTRA STATE WAREHOUSING CORPORATION 1,24,5000
2 MAHARASHTRA STATE COOPERATIVE MARKETING
FEDERATION
2,71,000
3 COTTON MARKETING FEDERATION OF MAHARASHTRA 73,940
TOTAL 15,89,940
Source: http//www.mswarehousing.com
8. OBJECTIVES
• To study the investment pattern in different types of
warehouses.
• To analyse the profile of commodities stored in the
warehouses.
• To evaluate the economic, technical, and financial feasibility of
the warehousing.
• To identify the constraints and suggest the remedial measures.
9. METHODOLOGY
• The Vidarbha region of Maharashtra state has been
considered for the study to provide representative sample to
consider the unique characteristics covering diversified
regions in the Maharashtra State. The public undertaking
under the Government of Maharashtra the largest
warehousing services is catering to the large population in the
state. Hence, it was imperative to select the Maharashtra
State Warehousing Corporation purposively for the
investigation.
10. METHODOLOGY
• The private undertaking under the Vidarbha region of
Maharashtra is occupied by Buldhana Urban warehousing
services. Hence, it was imperative to select the Buldhana
Urban warehouses purposively for the investigation.
11. Methodology
• A total of 180 warehouses were selected purposively at the
rate of 60 warehouses in each agro climatic zones covering
Vidarbha region for comparative analysis. The warehouses
were selected based on the capacity and quantum of
commodities (tonnages) stored in the godowns in the study
area.
• Total 94 Warehouses were selected i.e; 47 government
warehouses and 47 private warehouses respectively.
12. METHODOLOGY
• The primary source of data was specially collected so as to
elicit the first hand information about the functioning of godowns
and Maharashtra State Warehousing corporation and also problems
encountered by the user group, owners of private godowns and the
officials of Maharashtra State Warehousing Corporation.
• The secondary source of data was collected to evaluate the
investment pattern, profit arised from different commodities
stored, to work out the financial feasibility, economic viability.
• The data pertaining to establishment charges and maintenance
cost like rent of godowns, equipments, insurance, disinfestation
charges, number of warehouses, capacity (owned, hired and total),
commodity-wise utilization, depositor-wise utilization, paid- up
capital, total assets, gross receipts, expenditure and profit,
miscellaneous expenditure etc. of the selected warehouses was
collected for the period from 2000-01 to 2011-12.
13. Methodology
• Simple tabular analysis was followed to analyse the
investment profile, profile of different commodities stored,
composition of user groups, capacity utilization and
constraints faced by users and warehouse operators in
functioning of warehouse services.
• In order to study the financial feasibility discounted cash flow
technique involving internal rate of returns (IRR), benefit:cost
ratio (BCR) and net present worth (NPW) was used.
• Stochastic Frontier Model was used to calculate economic
performance of warehousing.
26. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 1.245*** 0.130 21.08
Warehousing
Cost
β2
0.068*** 0.034 9.525
Invested Capital β3 0.546* 0.213 2.011
Number of
Employees
β4
1.147** 0.147 2.559
Wages of
Workers
β5
0.4788*** 0.119 7.782
Inventory β6 1.125*** 0.125 3.998
2001 ơ 1.153*** 0.565 8.978
Mean
Efficiency 0.540
EFFICIENCIES OF VARIABLES OBSERVED IN PUBLIC
WAREHOUSES
*** significance at 1 % , ** significance at 5 % , * significance at 10 %
27. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 1.587*** 0.441 5.179
Warehousing Cost β2 1.456*** 0.5617 3.598
Invested Capital β3 1.256** 0.365 2.592
Number of
Employees
β4
1.587*** 0.2687 3.441
Wages of Workers β5 1.156*** 0.538 5.908
Inventory β6 1.235* 0.1061 2.148
2002 ơ 2.592*** 1.382 11.639
Mean Efficiency
0.6286
*** significance at 1 % , ** significance at 5 % , * significance at 10 %
28. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 7.037*** 0.966 7.284
Warehousing Cost β2 1.362*** 0.265 5.133
Invested Capital β3 2.896* 1.325 2.185
Number of
Employees
β4
1.533*** 0.348 4.403
Wages of Workers β5 1.723*** 0.139 12.186
Inventory β6 1.209*** 0.163 7.420
2003 ơ 1.235*** 0.080 15.265
Mean
Efficiency 0.5521
29. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 7.022*** 0.972 7.224
Warehousing Cost β2 1.255*** 0.312 4.025
Invested Capital β3 3.302*** 0.186 17.715
Number of
Employees
β4
1.237*** 0.417 2.966
Wages of Workers β5 1.647*** 0.216 7.632
Inventory β6 1.023*** 0.336 3.049
2004 ơ 1.217*** 0.083 14.716
Mean
Efficiency 0.783
30. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 0.856*** 0.311 2.745
Warehousing
Cost
β2
3.425*** 1.102 3.107
Invested Capital β3 1.148*** 0.416 2.753
Number of
Employees
β4
1.647*** 0.215 7.632
Wages of
Workers
β5
1.956* 0.985 1.984
Inventory β6 2.985* 1.456 2.050
2005 ơ 0.782*** 0.174 4.489
Mean
Efficiency 0.559
31. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 1.515*** 0.304 4.974
Warehousing Cost β2 1.632*** 0.765 2.131
Invested Capital β3 1.545*** 0.492 3.137
Number of
Employees
β4
1.335*** 0.308 4.331
Wages of Workers β5 0.265 0.402 0.659
Inventory β6 0.469*** 0.109 4.297
2006 ơ 1.019*** 0.132 4.974
Mean
Efficiency 0.5321
32. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 1.195* 0.608 1.964
Warehousing
Cost
β2
1.985* 0.985 2.011
Invested Capital β3 1.856* 0.859 2.15
Number of
Employees
β4
1.869*** 0.216 8.620
Wages of
Workers
β5
0.369 0.623 0.592
Inventory β6 0.505*** 0.202 2.500
2007 ơ 0.774*** 0.2142 3.614
Mean
Efficiency 0.5781
33. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1
1.056*** 0.335 3.149
Warehousing
Cost
β2
1.645* 0.8077 2.037
Invested Capital β3
1.233* 0.611 2.016
Number of
Employees
β4
1.762*** 0.263 6.697
Wages of
Workers
β5
0.856** 0.3376 2.538
Inventory β6
-0.2551 0.155 -1.645
2008 ơ
0.944*** 0.0813 11.613
Mean
Efficiency 0.5729
34. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 0.895*** 0.335 2.670
Warehousing
Cost
β2
1.645* 0.807 2.037
Invested Capital β3 1.256* 0.611 2.053
Number of
Employees
β4
1.762*** 0.263 6.700
Wages of
Workers
β5
1.112*** 0.3376 3.293
Inventory β6 1.23*** 0.115 10.697
2009 ơ 0.948*** 0.081 11.617
Mean
Efficiency 0.5748
35. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 1.789* 0.899 1.989
Warehousing
Cost
β2
2.568* 1.280 2.005
Invested Capital β3 1.302*** 0.230 5.658
Number of
Employees
β4
1.213* 0.471 2.574
Wages of
Workers
β5
1.856*** 0.269 6.899
Inventory β6 1.002*** 0.243 4.122
2010 ơ 0.490*** 0.100 4.858
Mean
Efficiency 0.9958
36. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 1.988*** 0.5822 3.414
Warehousing
Cost
β2
2.788* 1.397 1.995
Invested Capital β3 1.112*** 0.278 3.994
Number of
Employees
β4
0.608** 0.233 2.609
Wages of Workers β5 3.455*** 0.988 3.496
Inventory β6 0.598** 0.206 2.898
2011 ơ 0.440*** 0.089 4.933
Mean
Efficiency 0.9962
37. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 0.253*** 0.0525 4.793
Warehousing
Cost
β2
1.640*** 0.286 5.737
Invested Capital β3 0.884*** 0.1817 4.868
Number of
Employees
β4
1.832*** 0.0566 32.375
Wages of
Workers
β5
1.234*** 0.113 10.923
Inventory β6 0.897* 0.456 1.967
2012 ơ 1.182*** 0.166 7.102
Mean
Efficiency 0.576
38. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 0.752 0.498 1.509
Warehousing Cost β2 1.965* 0.895 2.195
Invested Capital β3 1.366* 0.588 2.319
Number of
Employees
β4
1.161*** 0.207 5.599
Wages of Workers β5 1.698** 0.605 2.804
Inventory β6 0.988** 0.399 2.473
Overall ơ 0.465** 0.1714 2.715
Mean
Efficiency 0.643
39. VARIABLE EFFICIENCIES OBSERVED IN PRIVATE
WAREHOUSES
Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 15.41*** 7.7983 1.976
Warehousing
Cost
β2
1.452*** 0.495 2.933
Invested Capital β3 0.874*** 0.122 7.163
Number of
Employees
β4
0.996*** 0.223 4.466
Wages of Workers β5 1.666* 0.6733 2.474
Inventory β6 1.566** 0.566 2.766
2001 ơ 0.5667* 0.275 2.060
Mean
Efficiency 0.4956
40. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 1.737*** 0.311 5.585
Warehousing Cost β2 2.003*** 0.407 4.921
Invested Capital β3 0.966** 0.407 2.373
Number of
Employees
β4
1.952* 0.995 1.962
Wages of Workers β5 1.522** 0.678 2.245
Inventory β6 1.652*** 0.486 3.399
2002 ơ 0.896*** 0.270 3.323
Mean
Efficiency 0.9808
41. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1
21.533*** 1.566 13.75032
Warehousing Cost β2
0.899** 0.327 2.749235
Invested Capital β3
1.233* 0.5021 2.455686
Number of
Employees
β4
1.689** 0.6 2.815
Wages of Workers β5
1.478** 0.6466 2.285803
Inventory β6
1.366*** 0.441 3.097506
2003 ơ
1.223*** 0.316 3.870253
Mean Efficiency
0.6808
42. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 12.159** 4.508 2.697205
Warehousing Cost β2 1.156*** 0.2137 5.409453
Invested Capital β3 1.233*** 0.346 3.563584
Number of
Employees
β4
1.999*** 0.485 4.121649
Wages of Workers β5 0.889*** 0.233 3.815451
Inventory β6 0.696* 0.306 2.27451
2004 ơ 0.845*** 0.25 3.38
Mean
Efficiency 0.996
43. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1
13.181*** 4.299 3.066
Warehousing Cost β2
0.596* 0.249 2.394
Invested Capital β3
1.220*** 0.319 3.829
Number of
Employees
β4
0.669*** 0.207 3.232
Wages of Workers β5
1.975* 1.002 1.971
Inventory β6
1.223*** 0.334 3.662
2005 ơ
0.888*** 0.254 3.496
Mean
Efficiency 0.9983
44. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1
20.633*** 6.059 3.405
Warehousing
Cost
β2
1.222*** 0.343 3.563
Invested Capital β3
1.045* 0.424 2.465
Number of
Employees
β4
0.999*** 0.203 4.921
Wages of Workers β5
1.585*** 0.623 2.546
Inventory β6
0.258* 0.121 2.132
2006 ơ
2.888* 1.456 1.984
Mean
Efficiency 0.994
45. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1
5.998* 2.890 2.075
Warehousing Cost β2
2.001*** 0.447 4.477
Invested Capital β3
0.888* 0.374 2.374
Number of
Employees
β4
0.540** 0.211 2.559
Wages of Workers β5
1.455* 0.706 2.061
Inventory β6
2.085*** 0.259 8.066
2007 ơ
0.656* 0.298 2.204
Mean
Efficiency 0.659
46. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1
7.858*** 1.643 4.784
Warehousing Cost β2
1.252*** 0.335 3.737
Invested Capital β3
1.645** 0.807 2.038
Number of
Employees
β4
1.222* 0.611 2.000
Wages of Workers β5
1.762*** 0.263 6.700
Inventory β6
1.577*** 0.337 4.680
2008 ơ
1.333*** 0.150 8.887
Mean
Efficiency 0.5729
47. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1
13.722*** 3.066 4.476
Warehousing
Cost
β2
2.222*** 0.121 18.364
Invested Capital β3
1.212*** 0.210 5.771
Number of
Employees
β4
1.321*** 0.299 4.414
Wages of Workers β5
1.555*** 0.377 4.125
Inventory β6
1.996*** 0.556 3.590
2009 ơ
1.555*** 0.666 2.335
Mean
Efficiency 0.999
48. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1 9.463* 4.112 2.301
Warehousing Cost β2 1.327*** 0.244 5.439
Invested Capital β3 1.985* 0.986 2.013
Number of
Employees
β4
0.891 0.475 1.876
Wages of Workers β5 -0.411 0.590 -0.697
Inventory β6 1.571*** 0.369 4.259
2010 ơ 1.522*** 0.283 5.378
Mean
Efficiency 0.579
49. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1
13.160* 5.744 2.291
Warehousing
Cost
β2
0.989*** 0.326 3.034
Invested Capital β3
1.442*** 0.420 3.433
Number of
Employees
β4
0.855*** 0.211 4.052
Wages of
Workers
β5
1.333* 0.622 2.143
Inventory β6
1.211*** 0.222 5.455
2011 ơ
1.255* 0.588 2.134
Mean
Efficiency 0.566
50. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1
9.666* 4.266 2.266
Warehousing Cost β2
1.002*** 0.089 11.258
Invested Capital β3
1.421** 0.561 2.533
Number of
Employees
β4
1.272*** 0.482 2.639
Wages of Workers β5
1.000 0.600 1.667
Inventory β6
1.474* 0.725 2.033
2012 ơ
4.225*** 1.321 3.198
Mean
Efficiency 0.532
51. Variables Particulars
Coefficient
Standard
Error t value
Working Capital β1
1.444*** 0.058 24.726
Warehousing
Cost
β2
0.190*** 0.015 12.513
Invested Capital β3
1.222*** 0.099 12.368
Number of
Employees
β4
1.346*** 0.225 5.982
Wages of
Workers
β5
1.123*** 0.060 18.820
Inventory β6
1.233*** 0.131 9.398
Overall ơ
1.012*** 0.131 7.713
Mean
Efficiency 0.515
54. CONCLUSIONS
• Investment pattern in Public Warehouses, shows that Fixed Cost
comprises (60 per cent) followed by 39.17 per cent variable cost.
• Investment pattern in Private Warehouses, shows that Fixed Cost
comprises (73.55 per cent) followed by 26.45 per cent variable cost.
• Economic Viability shows that Public Warehouse has Net Present
Worth Rs. 457360.4, followed by B:C Ratio 1.12 and Internal Rate of
return 56.7 per cent.
• Economic Viability shows that Private Warehouse has Net Present
Worth Rs. 5561085,followed by B:C Ratio 3.02 and Internal Rate of
return 43.3 per cent.
• Public Warehouses have profile of 50.00 per cent Rice, 38.8 per cent
Wheat, 3.8 per cent Pulses, 5.4 per cent Oilseeds and 1.8 per cent
other commodities stored in it.
• Private Warehouses have profile of 44.87 per cent Rice, 31.54 per
cent Wheat, 8.11 per cent Pulses, 7.34 per cent Oilseeds and 6.34
per cent other commodities stored in it.
55. CONCLUSIONS
• High storage charges, Small quantity, Delay in getting storage
space, Delay in getting storage space, Price fluctuations and
Lack of awareness are major constraints faced by farmers
through Public and Private Warehouses.
• The Overall technical Efficiency of Public Warehouses is 64.30
per cent, where invested Capital (1.366*), Warehousing Cost
(1.965*), No. of Employees (1.161***), Wages of Workers
(1.698**) variables are efficiently utilised.
• The Overall technical Efficiency of Private Warehouses is
51.50 per cent, where invested Capital (1.22***),
Warehousing Cost (0.190***), No. of Employees (1.346***),
Wages of Workers (1.22***) variables are efficiently utilised.