presentation on training report
TRANSCRIPT
-
8/4/2019 Presentation on Training Report
1/117
Presentation on Training Report
Topic :- RATIO ANALYSIS
CONDUCTED AT
THE ROPAR DISTRICT CO-OPERATIVE
MILK PRODUCERS UNION LIMITEDMILK PLANT MOHALI.
-
8/4/2019 Presentation on Training Report
2/117
VERKA PLANT AT A GLANCE
Establishment 1980 : The Ropar District Co-operative Milk Producers Union Milk Plant, Mohali.
Brand Name : Verka
Installed Capacity : 1,00,000 Liters of Milk Per Day
Production : 2,00,000 Liters of Milk per Day
Status : Co-operative Society
Head Office : Milk fed, Punjab, Sector 34, Chandigarh
Plant : The Ropar District Co-operative Milk
Producers Union Ltd. Milk Plant, S.A.S Nagar, Mohali
-
8/4/2019 Presentation on Training Report
3/117
Other Facts The Milk Plant Mohali produces 2 Lakhs to 2.25 Lakhs liters of
Milk per day during winter season and 1.50 Lakhs liters per dayin summer season.
The plant is supplying milk mainly to the cities Chandigarh,Mohali and Panchkula also covering some adjoining cities ofHimachal Pradesh and Haryana.
It also produces PANEER, GHEE, LASSI, BIOYOGURT, GULABJAMUN, KHEER, CURD, FLAVOURED MILK etc. All theseproducts are marketed at the plant under the name "ThePunjab State Co-operation Milk Producers Federation Ltd" underthe Brand name of 'Verka Milk Plant".
Its network is in various districts like Patiala,Ropar,Ludhiana,Faridkot,Ferozepur,Sangrur,Bathinda,Gurdaspur,Hoshiarpur,Jalandhar,Amritsar
-
8/4/2019 Presentation on Training Report
4/117
RATIO ANALYSIS Ratio analysis is a powerful tool of financial analysis. A ratio is the
mathematical relationship between two quantities in the form of a
fraction or percentage. It is essentially concerned with the calculation ofrelationships which after proper identification and interpretation mayprovide information about the operations and state of affairs of abusiness enterprise.
The analysis is used to provide indicators of past performance in terms of
critical success factors of a business. This assistance in decision makingreduces reliance on guesswork and intuition and establishes a basis for asound judgment
In financial analysis, a ratio is used as a benchmark for evaluating thefinancial position and performance of a firm. The absolute accounting
figures reported in the financial statements do not provide a meaningfulunderstanding of the performance and financial position of a firm.
Absolute figures expressed in monetary terms in financial statements bythemselves are meaningless. These figures do not convey much meaningunless expressed in relation to other figures.
-
8/4/2019 Presentation on Training Report
5/117
CLASSIFICATIONOF
RATIOS
Liquidity Ratios Activity Ratios Solvency Ratios
Current Ratio
Acid TestRatio/Quick Ratio
Inventory TurnoverRatio
Capital TurnoverRatio
Debtor TurnoverRatio
Creditor TurnoverRatio
Working CapitalTurnover
Ratio
Fixed AssetTurnover Ratio
Debt Equity Ratio
SolvencyRatio
Fixed Assets toNet Worth Ratio
Capital Gearingratio
Profitability Ratio
Gross Profit Ratio
Net Profit Ratio
Operating ratio
Operating ProfitRatio
Return on EquityFUNDED DEBT
TO TOTALCAPITALIZATION
Equity RATIO
-
8/4/2019 Presentation on Training Report
6/117
Liquidity Ratios:It refers to the ability of a firm to meet its short-term financial obligationswhen and as they fall due.
It has further two types:-
I. Current Ratio:
This ratio explains the relationship between Current Assets and CurrentLiabilities of a business. The formula for calculating the ratio is:-
Current Ratio= Current Assets/ CurrentLiabilities
Significance:According to accounting principals, a current ratio of 2:1 is
supposed to be an IDEAL RATIO. It means that Current Assetsof a business should, at least, be twice of its Current Liabilities.The higher the ratio, the better it is, because the firm will be
able to pay its Current Liabilities more easily.
-
8/4/2019 Presentation on Training Report
7/117
RATIO ANALYSIS OF VERKA PLANT FOR THE LAST FIVEYEARS
CURRENT RATIO (in times):
Current Ratio 2.09 1.95 1.97 1.76 1.76
-
8/4/2019 Presentation on Training Report
8/117
II QUICK OR ACID TEST OR LIQUID RATIO:
Quick Ratio indicates whether the firm is in a position to pay its currentliabilities within a month or immediately. As such the quick ratio isincluded by dividing liquid assets (Quick Assets) by current Liabilities:-
Quick Ratio or Acid Test Ratio = LiquidAssets/Current Liabilities
Significance: 'Liquid Assets' means those assets which will yield cash very
shortly. All current assets except stock and prepaid expensesare included in liquid assets. Stock is excluded from liquid
assets because it has to be sold before it can be converted intocash. Prepaid expenses too are excluded from the list of liquidassets because they are not expected to be converted intocash. Liquid assets thus include cash, debtors, bill receivableand short term securities. An ideal quick ratio is said to be 1:1.If it is more then it is considered better.
-
8/4/2019 Presentation on Training Report
9/117
RATIO ANALYSIS OF VERKA PLANT FOR THE LAST FIVEYEARS
Quick Ratio (in times):
Quick Ratio 1.51 1.24 1.00 0.95 0.95
-
8/4/2019 Presentation on Training Report
10/117
(B) CURRENT ASSETS MOVEMENT OR EFFICIENCY/ACTIVITY RATIOS:
Activity ratios measure the efficiency or effectiveness with which a firmmanages its resources or assets. These ratios are also called turnoverratios because they indicate the speed with which assets are convertedinto sales.
I. Inventory/Stock Turnover Ratio:
This ratio indicates the relationship between the cost of goods sold during the yearand average stock kept during that year.
Stock Turnover Ratio= COGS/Average Stock
Cost of Goods Sold= Opening Stock + Purchases + Carriage +wages + other direct charges - Closing Stock - Gross profit.Average Stock= (Opening Stock + Closing Stock)/ 2
Significance
This ratio indicates whether stock has been efficiently used or not. It showsthe speed with which the stock is rotated into sales or the number of timesthe stock is turned into sales during the year. The higher the ratio thebetter it is. Since it indicates that the stock is selling quickly. A low stockturnover ratio indicates that stock does not sell quickly and remains lyingin the godown for a long time.
-
8/4/2019 Presentation on Training Report
11/117
STOCK TURNOVER RATIO (in times):
Stock Turn OverRatio 13.13 18.58 21.09 13.90 14.7
-
8/4/2019 Presentation on Training Report
12/117
TEST OF SOLVENCY
These ratios are calculated to assess the ability of the firm to meet its longterm liabilities as and when they become due. Long term creditors including
debentures holders are primarily interested to know whether the company hasability to pay regularly interest due to them and to repay the principle amount
when it become due. Solvency ratios disclose the firm's ability to meet theinterest cost regularly and long term indebtedness at maturity.
1. Debt-Equity Ratio:This ratio expresses the relationship between long term debt and shareholders
funds. This ratio is calculated to ascertain the soundness of the long term financialpolicies of the firm. The Debt-Equity can be calculated are as follows:
Debt-Equity= Outsiders Funds/ Shareholders FundsOR External Equities/ Internal Equities
Significance
This ratio is calculated to assess the ability of the firm to meet its long termliabilities. Generally Debt-Equity Ratio is of 2:1 is considered safe, if this is more
than that it shows a rather risky financial position from the long term point of viewas it indicates that more and more funds are invested in the business; are provided
by long term lenders.
-
8/4/2019 Presentation on Training Report
13/117
DEBT-EQUITY RATIO (in times):
Debt-Equity Ratio 1.1 1.4 1.3 1.26 1.43
-
8/4/2019 Presentation on Training Report
14/117
2. FUNDED DEBT TO TOTAL CAPITALIZATION RATIO:
The ratio establishes a link between the long term funds raised fromoutsiders and total long term funds available in the business. The debt tototal capitalization can be calculated are as follows:
Funded Debt to Total Capitalization Ratio= Funded Debt/TotalCapitalization*100
Funded Debt= Debentures + Mortgage Loans + Bonds + other
Long term Loans.
Total Capitalization= Equity Share Capital + Preference Sharecapital + Reserve & Surplus + Other Undistributed Reserves +Debentures + Mortgage Loans + Bonds + Other Long Term loans.
SIGNIFICANCE:
As funded Debt to Total Capitalization represents the relationshipof long term funds. There is no 'Rule of Thumb' but still the lesserthe reliance on outsiders the better it will be. If this ratio issmaller, better it will be, up to 50% or 55% this ratio may be to
tolerable and beyond.
-
8/4/2019 Presentation on Training Report
15/117
FUNDED DEBT TO TOTAL CAPITALIZATION RATIO (in times):
FUNDED DEBT TO TOTAL
CAPITALIZATION
RATIO (in times):0.3 0.2 0.15 0.08 0.07
-
8/4/2019 Presentation on Training Report
16/117
3. PROPRIETORY RATIO OR EQUITY RATIO
This ratio establishes the relationship between
shareholder's funds to total assets of the firm. Thisratio is important for determining long term solvencyof a firm.The equity ratio maybe calculated are as follows:
Equity Ratio= Shareholder's Funds/Total Assets
SIGNIFICANCE:
As this ratio represents the relationship of owner'sfunds to total assets, higher the ratio better is thelong term solvency position of the company. This ratioindicates the extent to which the assets can be lostwithout affecting the interest of creditors of the
company
-
8/4/2019 Presentation on Training Report
17/117
PROPRIETORY RATIO OR EQUITY RATIO (in times):
PROPRIETORY RATIO
OR EQUITY RATIO
(in times):0.35 0.31 0.32 0.38
-
8/4/2019 Presentation on Training Report
18/117
CAPITAL GEARING RATIO:
This ratio establishes the relationship between equity share
capital including reserve and surpluses to preference sharecapital and other fixed interest bearing loans.
This ratio is calculated as follows:
Capital Gearing Ratio= Fixed Income BearingFunds/Long term Debt Bearing Fixed Interest
SIGNIFICANCE:
Capital Gearing ratio is very important leverage ratio. GearingShould be kept in such a way that the company is able tomaintain a steady rate of dividend. High Gearing ratio is notgood for a new company or a company in which future
earnings are uncertain.
-
8/4/2019 Presentation on Training Report
19/117
CAPITAL GEARING RATIO (in times):
CAPITAL GEARING
RATIO (in times):4.3 7.4 10.19 17.03 22.3
-
8/4/2019 Presentation on Training Report
20/117
ANALYSIS OF PROFITABILITY ORPROFITABILITY RATIOS
The main object of all the business concerns is to earnprofit. Profit is the measurement of the efficiency of thebusiness. Equity shareholders of the company are mainlyinterested in the profitability of the company.
It is further divided into many parts:
I. Gross Profit Ratio:
This ratio shows the relationship between gross profit andsales.
Gross Profit Ratio= Gross Profit/Net Sales*100
Net Sales= Sales- Sales Return
-
8/4/2019 Presentation on Training Report
21/117
GROSS PROFIT RATIO (in %):
GROSS PROFIT
RATIO(in %):
8.2 7.6 8.1 7.69 6.8
-
8/4/2019 Presentation on Training Report
22/117
II. OPERATING RATIO:
It establishes the relationship between cost of goods andother operating expenses on the one hand and the saleson the other hand. It measures the cost of operations bydividing operating costs with the net sales.
Operating Ratio= Operating Cost/Net sales*100
Operating Cost= COGS+ Operating expenses
SIGNIFICANCE: This ratio indicates the percentage of net sales that is
consumed by operating cost. Obviously, higher theoperating ratio, the less favorable it is, because it wouldhave margin (operating profit) to cover interest, income-tax dividend and reserves. There is no rule of thumb forthis ratio as it may differ firm to firm depending upon the
nature of its business and its capital structure.
-
8/4/2019 Presentation on Training Report
23/117
OPERATING RATIO (in %):
OPERATING RATIO (in%): 96.6 96.4 96.59 96.79 96.5
-
8/4/2019 Presentation on Training Report
24/117
(VI) Net Profit ratio:
This ratio shows the relationship between net profit
and sales. It may be calculated by two methods:
1. Net Profit ratio = Net Profit/Net sales x 1002. Net Profit ratio = Operating Net Profit/Net sales
x100
SIGNIFICANCE:-This ratio measures the rate of net profit earned on
net sale. It helps in determining the overall efficiencyof the business operation. An increase in ratio overthe previous year shows improvement in the overallefficiency and profitability of the business.
-
8/4/2019 Presentation on Training Report
25/117
NET PROFIT RATIO(OF VERKA MILK PLANT FOR THE LAST FIVE YEARS)
NET PROFIT
RATIO (in
%):2.5 2.4 2.22 1.82 2
-
8/4/2019 Presentation on Training Report
26/117
III. OPERATING PROFIT RATIO:
This ratio is calculated by dividing operatingprofit by sales. This ratio is calculated are asfollows:
Operating profit ratio = Operating profit x 100
Sales
Operating Profit = Net sales - Operating CostOperating Cost = Cost of goods sold +
Administrative and office expenses + sellingand distributive expenses.
-
8/4/2019 Presentation on Training Report
27/117
OPERATING PROFIT RATIO(OF VERKA MILK PLANT FOR THE LAST FIVE YEARS)
COST OF GOODS
SOLD RATIO
(in %):3.4 3.6 3.4 3.2 3.53
-
8/4/2019 Presentation on Training Report
28/117
CONCLUSIONS AND FINDINGS:
1. The company's short term financial positions is sound
and satisfactory because .its current as well as quick ratio isdouble than its current liabilities of the company each year,which means company's creditors secured each year.
2. From the point of view of long term financial position of
the company Debt Equity ratio, debts are always less thanequity in five years. It means company is less dependent onoutside loans.
3. Cash Profit Ratio, Return on Shareholders funds ratio
and earnings per share are earning per share are increasingeach year. It is a good sign for the company.
At the end, we can say that the financial position of thecompany is sound.
-
8/4/2019 Presentation on Training Report
29/117
THANKS
A
LOT
-
8/4/2019 Presentation on Training Report
30/117
-
8/4/2019 Presentation on Training Report
31/117
-
8/4/2019 Presentation on Training Report
32/117
-
8/4/2019 Presentation on Training Report
33/117
-
8/4/2019 Presentation on Training Report
34/117
-
8/4/2019 Presentation on Training Report
35/117
-
8/4/2019 Presentation on Training Report
36/117
-
8/4/2019 Presentation on Training Report
37/117
-
8/4/2019 Presentation on Training Report
38/117
-
8/4/2019 Presentation on Training Report
39/117
-
8/4/2019 Presentation on Training Report
40/117
-
8/4/2019 Presentation on Training Report
41/117
-
8/4/2019 Presentation on Training Report
42/117
-
8/4/2019 Presentation on Training Report
43/117
-
8/4/2019 Presentation on Training Report
44/117
-
8/4/2019 Presentation on Training Report
45/117
-
8/4/2019 Presentation on Training Report
46/117
-
8/4/2019 Presentation on Training Report
47/117
-
8/4/2019 Presentation on Training Report
48/117
-
8/4/2019 Presentation on Training Report
49/117
-
8/4/2019 Presentation on Training Report
50/117
-
8/4/2019 Presentation on Training Report
51/117
-
8/4/2019 Presentation on Training Report
52/117
-
8/4/2019 Presentation on Training Report
53/117
-
8/4/2019 Presentation on Training Report
54/117
-
8/4/2019 Presentation on Training Report
55/117
-
8/4/2019 Presentation on Training Report
56/117
-
8/4/2019 Presentation on Training Report
57/117
-
8/4/2019 Presentation on Training Report
58/117
-
8/4/2019 Presentation on Training Report
59/117
-
8/4/2019 Presentation on Training Report
60/117
-
8/4/2019 Presentation on Training Report
61/117
-
8/4/2019 Presentation on Training Report
62/117
-
8/4/2019 Presentation on Training Report
63/117
-
8/4/2019 Presentation on Training Report
64/117
-
8/4/2019 Presentation on Training Report
65/117
-
8/4/2019 Presentation on Training Report
66/117
-
8/4/2019 Presentation on Training Report
67/117
-
8/4/2019 Presentation on Training Report
68/117
-
8/4/2019 Presentation on Training Report
69/117
-
8/4/2019 Presentation on Training Report
70/117
-
8/4/2019 Presentation on Training Report
71/117
-
8/4/2019 Presentation on Training Report
72/117
-
8/4/2019 Presentation on Training Report
73/117
-
8/4/2019 Presentation on Training Report
74/117
-
8/4/2019 Presentation on Training Report
75/117
-
8/4/2019 Presentation on Training Report
76/117
-
8/4/2019 Presentation on Training Report
77/117
-
8/4/2019 Presentation on Training Report
78/117
-
8/4/2019 Presentation on Training Report
79/117
-
8/4/2019 Presentation on Training Report
80/117
-
8/4/2019 Presentation on Training Report
81/117
-
8/4/2019 Presentation on Training Report
82/117
-
8/4/2019 Presentation on Training Report
83/117
-
8/4/2019 Presentation on Training Report
84/117
-
8/4/2019 Presentation on Training Report
85/117
-
8/4/2019 Presentation on Training Report
86/117
-
8/4/2019 Presentation on Training Report
87/117
-
8/4/2019 Presentation on Training Report
88/117
-
8/4/2019 Presentation on Training Report
89/117
-
8/4/2019 Presentation on Training Report
90/117
-
8/4/2019 Presentation on Training Report
91/117
-
8/4/2019 Presentation on Training Report
92/117
-
8/4/2019 Presentation on Training Report
93/117
-
8/4/2019 Presentation on Training Report
94/117
-
8/4/2019 Presentation on Training Report
95/117
-
8/4/2019 Presentation on Training Report
96/117
-
8/4/2019 Presentation on Training Report
97/117
-
8/4/2019 Presentation on Training Report
98/117
-
8/4/2019 Presentation on Training Report
99/117
-
8/4/2019 Presentation on Training Report
100/117
-
8/4/2019 Presentation on Training Report
101/117
-
8/4/2019 Presentation on Training Report
102/117
-
8/4/2019 Presentation on Training Report
103/117
-
8/4/2019 Presentation on Training Report
104/117
-
8/4/2019 Presentation on Training Report
105/117
-
8/4/2019 Presentation on Training Report
106/117
-
8/4/2019 Presentation on Training Report
107/117
-
8/4/2019 Presentation on Training Report
108/117
-
8/4/2019 Presentation on Training Report
109/117
-
8/4/2019 Presentation on Training Report
110/117
-
8/4/2019 Presentation on Training Report
111/117
-
8/4/2019 Presentation on Training Report
112/117
-
8/4/2019 Presentation on Training Report
113/117
-
8/4/2019 Presentation on Training Report
114/117
-
8/4/2019 Presentation on Training Report
115/117
-
8/4/2019 Presentation on Training Report
116/117
-
8/4/2019 Presentation on Training Report
117/117