A STUDY ON COST OF SALES OF SLR LTD COMPANY
STUDY OF COST OF SALES OF SLR LTD COMPANY
Chapter 11) INTRODUCTION Manufacturing concerns often examine
the cost of adding one more unit to their production schedules.
This is because at some point, the benefit of producing one
additional unit and generating revenue from that item will bring
the overall cost of selling the product line down. The key to
optimizing manufacturing costs is to find that point or level as
quickly as possible.2) OBJECTIVE
To find out the total production cost.
To find the different types of cost.
Finding the remedies to decrease cost.
To understand the role of variable cost in production.
3) SCOPE OF THE PROBLEM It includes collection, analysis of
expenses and measurement of sales at different stages of
manufactures.
It is the formal mechanism by means of which cost of product is
ascertained and controlled.
Setting the standard cost before starting of production and
compared with the actual at the end of the sales.4) LIMITATION
Monopolistic industries may restrict output and drive up prices.
Due to maintenance charges dependence up on Government rules and
regulation.
It is difficult to know the contribution of different department
to calculate accuracy of the cost. 5) METHODOLOGY Descriptive
method: using secondary data in cost sheet, balance sheet, and
journals.
Analysis is based on the comparative of previous year
performance in graphical representation.
LITERATURE REVIEW Yen and Chu, 1991, low volume and high variety
are often associated with customization, and typical manufacturing
processes require job-shop and batch process.
Lynde and Richmond (1992) estimate a translog cost function
using aggregate US nonfinancial corporate business sector data for
the period 1958 to 1989. They impose constant returns to scale on
all inputs, public capital included, and assume firms behave
competitively. Their findings suggest that publicly financed
infrastructure reduces the costs of production in the nonfinancial
corporate business sector. The production literature usually treats
location choice in the context of international production
(Ferdows, 1997). This act is usually followed by establishing
production and distribution facilities in the host country based on
certain capabilities. Lempel and Mint berg (1996) have identified
five main customization strategies based on the stage of customer
involvement.
Yen and Chu, 1991, low volume and high variety are often
associated with customization, and typical manufacturing processes
require job-shop and batch process.
Keeler and Ying (1988) estimate a translog cost function for
regional trucking firms in the US road freight transport industry,
during the period 1950 to 1973. They find that highway
infrastructure has a significant effect on the productivity growth
of the trucking industry, generating benefits that would justify
about half of the cost of the Federal-aid Highway System.Chapter
2
OVERVIEW OF IRON AND STEEL INDUSTRY2.1 INTRODUCTIONSteel is
crucial to the development of any modern economy and is considered
to be the backbone of the human civilization. The level of per
capita consumption of steel is treated as one of the important
indicators of socio-economic development and living standard of the
people in any country. It is a product of a large and
technologically complex industry having strong forward and backward
linkages in terms of material flow and income generation. All major
industrial economies are characterized by the existence of a strong
steel industry and the growth of many of these economies has been
largely shaped by the strength of their steel industries in their
initial stages of development.2.2 HISTORICAL PERSPECTIVE The
finished steel production in India has grown from a mere 1.1
million tonnes in 1951 to 36.957 million tonnes in 2003-04. During
the first two decades of planned economic development, i.e. 1950-60
and 1960-70, the average annual growth rate of steel production
exceeded 8%. However, this growth rate could not be maintained in
the decades that followed. During 1970-80, the growth rate in steel
production came down to 5.7% per annum and picked up marginally to
6.4% per annum during 1980-90. The production during the last
decade has doubled.Though India started steel production in 1911,
steel exports from India began only in 1964. Exports in the first
five years were mainly due to recession in the domestic iron and
steel market. Upon revival of the domestic demand there was a
decline in exports. India once again started exporting steel only
in 1975 touching a figure of 1 million tonnes of pig iron export
and 1.40 million tonnes of steel export in 1976-77. Thereafter,
exports again fell rapidly to meet rising domestic demand. It was
only after liberalization of the steel sector that the exports of
iron and steel have once again started increasing. During2002-03
India exported 4.506 million tonnes of finished steel recording a
growth of 66.6%. This trend has continued with exports of finished
carbon steel being 4.835 million tonnes during 2003-04. The total
volume of Finished (Carbon) Steel exported during the current year
(April-October 2004) is provisionally estimated at 2.1 MT which is
lower by 19.2% exported during the corresponding period of last
year.Though the country's production of iron and steel is
sufficient to meet the domestic demand, some quantity of steel is
always needed to be imported especially those grades and qualities,
which are required in small quantities, and therefore do not
justify setting up of production capacities. 2.3 company
profile
SLR Metaliks Limited
Plant has a Blast Furnace designed and engineered by M/s. MECON
Limited, with a volume of 292 m3 and can produce twenty thousand
tones of pig iron per month on full capacity. M/s. Centre for
Engineering and Technology Ltd, Ranchi has designed our 6 MW
captive waste based power plant. M/s. Sino India Metallurgical
Engineering and supply has designed our Sinter plant of 25 M2SPwith
a production capacity of 3.48 lakh tones per annum that can take
care of 80% sinter input to our Blast furnace.
Our dedicated team consisting of trained professionals from the
industry and well known in their respective fields successfully
commissioned the plant and started producing quality foundry grade
pig iron. Within two years of operation we could establish our
marketing network successfully. Presently we are catering many of
the reputed engineering and automotive foundries of our country. We
are committed to service and quality.
SLR Metaliks Limited
Plant has a Blast Furnace designed and engineered by M/s. MECON
Limited, with a volume of 292 m3 and can produce twenty thousand
tones of pig iron per month on full capacity. M/s. Centre for
Engineering and Technology Ltd, Ranchi have designed 6 MW captive
BF Gas based power plant. M/s. Sino India Metallurgical Engine
ering and supply have designed Sinter plant of 25 M2with a
production capacity of 3.48 lakh tones per annum that can take care
of 70% sinter input to our Blast furnace.
Our dedicated team consisting of qualified, experience and
trained professionals from the industry and well known in their
respective fields, successfully commissioned the plant and started
producing quality foundry grade pig iron. Within two years of
operation we could establish our marketing network successfully.
Presently we have been catering many of the reputed engineering and
automotive foundries across the country.
SLR Metaliks Limited Company Name: SLR Metalikspvt.Ltd.
Address
: SLR Metalikspvt.Ltd.
Village: Narayanadevarakere
Taluk:Hagaribommanahalli
District: Bellary
Year of Establishment : 2005
Nature the Business: Pig iron & steel
Number of Employees: 300 employees
Email
: [email protected]
:Tamilnadu,Hydrabad
VISION, MISSION AND QUALITY POLICY
VISION
SLR Metaliks trusts on the conduct of its business activities
and enhance the value of all those who are associated with
shareholders, customers, suppliers, creditors, Government of India,
ministry of steel, departments of public enterprise, various states
Governments. Other governmental agendas and the society at
large.
MISSION
Achieve continual growth in steel business.
Delight our customers through product quality, cost and
delivery
Sustain Environment
QUALITY POLICY
Dominal Iron Ore, an operating unit of SLR Limited, is committed
to achieve sustained consistency in quality of iron ore mined,
processed and produced by adopting and continually improving
scientific Quality Management System through active involvement of
all the employee to ensure optimum satisfaction of all the
stakeholders.
PRODUCT AND SERVICE PROFILE
An overview
Pig iron is the intermediate product of smelting iron ore with a
high-carbon fuel such as coke, usually with limestone as a flux.
Charcoal and anthracite have also been used as fuel. Pig iron has a
very high carbon content, typically 3.54.5%,[1] along with silica
and other constituents of dross, which makes it very brittle and
not useful directly as a material except for limited
applications.
The traditional shape of the molds used for these ingots was a
branching structure formed in sand, with many individual ingots at
right angles to a central channel or runner. Such a configuration
is similar in appearance to a litter of piglets suckling on a sow.
When the metal had cooled and hardened, the smaller ingots (the
pigs) were simply broken from the much thinner runner (the sow),
hence the name pig iron. As pig iron is intended for remelting, the
uneven size of the ingots and the inclusion of small amounts of
sand caused only insignificant problems considering the ease of
casting and handling them.
The vast majority of PIG IRON is produced and consumed within
integrated steel mill complexes. In this context the term pig iron
is something of a misnomer: within integrated steel mills, blast
furnace iron -hot metal - is transferred directly to the steel
plant in liquid form. The term pig iron arose from the old method
of casting blast furnace iron into mouldsarranged in sand beds such
that they could be fed from a common runner. The group of moulds
resembled a litter of sucking pigs, the ingots being called pigs
and the runner the sow.
MERCHANT PIG IRON is cold iron, cast into ingots and sold as
ferrous feedstock for the steel and metal casting industries. It
falls into the category of ferrous metallics, of which iron and
steel scrap comprises by far the largest volume, others being
direct reduced iron [DRI], hot briquetted iron [HBI] and various
other alternative iron materials. Merchant pig iron is, by
definition, produced by dedicated merchant plants all of whose
production is sold to external customers. Some integrated steel
mills produce blast furnace iron that is surplus to their internal
requirements and this is also cast into ingots and sold as merchant
pig iron.
SWOT ANALYSISSTRENGTH Largest producer of iron ore by
volume.
Financial strength characterized by high net worth, zero debt,
good credit rating.
Good work culture- skilled, experienced and dedicated
workforce.
Good brand image of SLRS iron ore in domestic/ international
market.
Highly mechanized Iron ore mines.
Core competence in iron ore mining. WEAKNES Geographically
remote location of the projects acting as deterrent in attracting
and retaining talent and also for reaching suppliers and
services.
Delay in forest and environment and other clearances affecting
time schedules for operating and commission of new machined
affecting our investment plans.
Extreme foggy weather condition causing stoppage of mining
operations at Bailadila complex during monsoon months.
The company has not diversified into other sector. As been, any
adverse impact on mining sector hits the profitability of the
company.OPPOURTUNITIES
Continues diversifying and expanding its mining activities and
products.
Expand and establish its presence as an integrated producer of
iron and steel.
Up gradation of Evacuation Infrastructure.
Financial power for investment in new projects as a Navaratna
Company.
Expand its international presence through the acquisition of
legacy iron ore ltd.THREATS Entry of MNCs and other Indian private
companies into iron mining.
The Industry being cycle in nature. SLR is exposed to sharp
fluctuations in demand for in products.
Regulatory issue arising due to judicial verdicts may also
affect mining and allotment of mining lease.
The company faces risks in respect of high inventory of stocks
and its disposal. INFRASTRUCTURE FACILITIES
The following are the infrastructure facilities provided by the
companies
1. Power: SLR Limited has the following facilities for getting
the required amount of power from MM Halli.
2. Water: Major requirements of water are being pumped from
nearly TB Dam by laying a pipeline.
3. Transportation: It have a heavy transportation facility.
4. Natural resources: The SLR Limited has good natural
resources.
5. Climate condition: A rainy season is suitable for SLR Limited
Company.COMPITITORS FOR SLR LTD.
Associated stone industries
Himadri chemicals and industries ltd BMM ltd NMDC ltd
JSW ltd
Auroma coke ltd
Kachchh minerals ltd
Manganese ore [India] ltd
Moryo industries ltd
Preshow metallurgical ltdPARTICULAR2009-20102010-2011
SOURCES OF FUNDS
SHAREHOLDERS' FUNDS:
SHARE CAPITAL ALLOCATED -
RESERVES & SURPLUS 9,990,002,393
9,990,002,393 -
GRANTS IN AID - 15,272,899,174
15,272,899,174
TOTAL 9,990,002,393
15,272,899,174
APPLICATION OF FUNDS
FIXED ASSETS :
GROSS BLOCK 3,710,034,054
Less: DEPRECIATION 1,603,446,924 4,278,807,046
1,873,530,248
NET BLOCK 2,106,587,130
CAPITAL WORK IN PROGRESS 58,220,992 2,405,276,798
2,164,808,122 424,816,454
INVESTMENTS 2,500 2,830,093,252
2,500
CURRENT ASSETS,LOANS & ADVANCES :
INVENTORIES 794,352,483
SUNDRY DEBTORS 488,568,125 409,727,134
CASH & BANK BALANCES 87,373,792 164,246,449
OTHER CURRENT ASSETS - 105,943,509
LOANS & ADVANCES 574,576,874 -
374,129,546
1,944,871,274
1,054,046,638
Less: CURRENT LIABILITIES & PROVISIONS:
CURRENT LIABILITIES 2,567,213,642
PROVISIONS - 1,903,139,132
2,567,213,642
1,903,139,132
NET CURRENT ASSETS (622,342,368)
HEAD OFFICE ACCOUNT 8,395,576,482 (849,092,494)
MISC.EXPENDITURE 51,957,657 13,291,895,916
TOTAL 9,990,002,393 15,272,899,174
BALANCESHEET ON 2009-2011
PROFIT AND LOSS ACCOUNT
2009-2011PARTICULARS2009-20102010-2011
INCOME
SALES 13,563,612,359
INCOME FROM SERVICES - 19,311,963,235
INCOME FROM SALE OF POWER 65,654,022 -
OTHER INCOME 38,408,414 44,840,773
ACCRETION/(DECRETION) TO STOCK 19,888,503 89,462,430
TOTAL 13,687,563,298
19,209,243,270
EXPENDITURE
RAISING & TRANSPORTATION CHARGES 332,582,006
CONSUMPTION OF STORES & SPARES 509,200,971 210,996,096
POWER 110,614,261 553,784,272
PAYMENTS & BENEFITS TO EMPLOYEES 930,109,326 109,008,819
REPAIRS & MAINTENANCE 77,818,874 1,006,231,902
ROYALTY & CESS 590,436,358 85,225,604
SELLING EXPENSES: 1,281,180,187
- FREIGHT OUTWARDS241,445,340
- OTHERS 78,890,783 12,101,815
---------------- 320,336,123 46,501,821
OTHER EXPENSES 393,714,545 -------------- 58,603,636
DEPRECIATION 202,008,037 227,447,765
MISC/PROMOTIONAL/DRE WRITE OFF - 239,112,509
SHARE OF HO,R & D EXPENSES 258,245,564 -
SHARE OF PO EXPENSES-KOLKATA - 194,167,113
3,725,066,065
Less: TRANSFER TO CAPITAL ACCOUNTS 32,078,692 3,965,757,903
24,073,113
NET EXPENDITURE 3,692,987,373
3,941,684,790
PROFIT(LOSS) before PRIOR PERIOD ITEMS 9,994,575,925
15,267,558,480
ADD/(LESS):PRIOR PERIOD ITEMS (4,573,532)
5,340,694
PROFIT(LOSS) 9,990,002,393
15,272,899,174
PROFIT(LOSS) brought forward from Previous Year
10,264,047,142
Less: Profit (Loss) Transferred to Head Office (10,264,047,142)
9,990,002,393
(9,990,002,393)
PROFIT(LOSS) carried over TO BALANCE SHEET 9,990,002,393
15,272,899,174
BALANCE SHEET 2011-2014
PRTICULARS2011-20122012-20132013-2014
Equity and Liabilities
Shareholders' Funds:
Share Capital00 -
Reserves & Surplus14,421,550,29717,897,167,721
21,553,544,244
14,421,550,29717,897,167,721 21,553,544,244
Non-current Liabilities :
Deferred Tax Liability (Net)00 -
Other Long term Liabilities28,764,29137,678,275 39,936,268
Long Term Provisions028,764,291037,678,275 - 39,936,268
Current Liabilities :
Trade payables978,047,4421,030,480,009 1,243,245,720
Other current Liabilities2,044,053,2713,241,979,836
2,163,541,720
Short term Provisions03,022,100,71304,272,459,845 -
3,406,787,440
Head office account-6,629,805,018-6,456,886,417
(4,251,001,558)
TOTAL10,842,610,28315,750,419,42420,749,266,394
ASSETS :
NON-CURRENT ASSETS :
Fixed Assets :
Tangible Assets1,063,523,0531,160,444,447 1,470,039,079
Intangible Assets577,213,055597,507,756 547,483,163
Capital Work in Progress1,686,255,3166,034,887,822
7,596,106,278
3,326,991,4247,792,840,025 9,613,628,520
Non-current investments2,5002,500 2,500
Long term Loans and Advances726,409,235144,003,029
306,693,148
Other non-current assets04,053,403,15907,936,845,554 -
9,920,324,168
CURRENT ASSETS :
Inventories816,736,9771,454,330,675 1,297,375,138
Trade receivables4,683,128,7774,898,700,095 9,043,329,207
Cash and bank balances14,422,14335,389,956 52,015,261
Short term Loans and Advances1,274,794,4741,424,887,535
435,705,039
Other Current Assets124,7536,789,207,124265,6097,813,573,870
517,581 10,828,942,226
TOTAL10,842,610,28315,750,419,424 20,749,266,394
PROFIT AND LOSS ACCOUNT 2011-2014
PARTICULARS2011-20122012-20132013-2014
I. Revenue from Operations19,271,245,56427,742,557,174
31,860,664,310
Less : Excise duty00 -
Net Sales19,271,245,56427,742,557,174 31,860,664,310
II. Other Income90,250,66649,006,546 58,973,324
III. Total Revenue (I + II)19,361,496,23027,791,563,720
31,919,637,634
IV. Expenses :
Consumption of raw materials00 -
Consumption of Stores & Spares574,766,240626,267,909
857,024,832
Changes in Inventories of Finished Goods-406,553,079-645,554,213
352,578,903
Employee Benefit expense 1,155,453,8841,287,777,859
1,607,266,364
Power, Electricity and Water 96,659,193109,524,551
112,580,657
Repairs & Maintenance114,138,04281,159,423 100,823,337
Royalty &Cess1,736,465,5532,850,234,957 2,648,380,515
Selling Expenses-Freight Outwards03,395,002,143 243,256,841
-Others27,135,655
27,135,6550 -
Share of Head Office and R&D Expenses201,023,045338,934,718
329,932,273
Depreciation 258,595,526227,840,216 300,191,276
Other Expenses654,648,4851,623,208,436 4,268,837,045
Total Expenses4,412,332,5449,894,395,999 10,820,872,043
V. Profit before exceptional and extraordinary items and tax
(III-IV)14,949,163,68617,897,167,721 21,098,765,591
VI.Exceptional items527,613,3890
VII. Profit before extraordinary items
(V-VI)14,421,550,29717,897,167,721 454,778,653
Profit for the period 14,421,550,29717,897,167,721
21,553,544,244
Add: Profit/(Loss) brought forward from Previous
Year15,272,899,17414,421,550,297 17,897,167,721
Less: Profit/(Loss) transferred to Head
Office15,272,899,17414,421,550,297 17,897,167,721
Profit for the period carried over to Balance
Sheet14,421,550,29717,897,167,721 21,553,544,244
YearCurrent assetsCurrent liabilityRatio
2009-2010194487127425672136420.75
2010-201164431950419031391320.33
2011-2012678920712430508650042.22
2012-2013781357387043101381201.81
2013-20141082894222634467237083.14
The above table shows the assets ratio of SLR ltd. The graph it
show the sufficiency of the company in meeting short term current
obligation. There is steep decline from 0.75 in the year 2009-2010
to 3.33 in the year 2010-2011 to 2.2 in the year 2011-2012to 1.81
in the year 2012-2013 to 3.14 in the year 2013-2014. QUOTE
YearQuick assetsCurrent liabilityRatio
2009-2010115051879125672136420.44
2010-201164431950419031391320.33
2011-2012597247014730508650041.95
2012-2013635924319543101381201.47
2013-2014953156708234467237082.76
The above table shows the quick ratio of SLR ltd. The graph it
show the sufficiency of the company in meeting short term quick
obligation. There is steep decline from 0.44 in the year 2009-2010
to 0.33 in the year 2010-2011 to 1.95 in the year 2011-2012to 1.47
in the year 2012-2013 to 2/76 in the year 2013-2014.
YearNet working capitalTotal assetsRatio
2009-201062234236819448712740.32
2010-201184909249410540466380.80
2011-2012222533842567892071243.27
2012-2013350343575078135738700.44
2013-2014738221851210828942266.81
Graph shows net working capital.
The above table shows the net working ratio of SLR ltd. The
graph it show the sufficiency of the company in meeting short term
net working obligation. There is steep decline from 0.32 in the
year 2009-2010 to 0.80 in the year 2010-2011 3.27 in the year
2011-2012 to 0.44 in the year 2012-2013 to 6.81 in the year
2013-2014.
YearNet incomeSalesRatio
2009-20109990002393135636123590.74
2010-201115272899174193119632350.79
2011-201214421550297192712455640.74
2012-201317897167721277425571740.64
2013-201421553544244318606643100.67
Graph shows profit margin ratio
The above table shows the profit margin ratio of SLR ltd. The
graph it show the sufficiency of the company in meeting short term
profit margin obligation. There is steep decline from 0.74 in the
year2009-2010 to 0.79 in the year 2010-2011to 0.74 in the year
2011-2012to 0.64 in the year 2012-2013 to 0.67 in the year
2013-2014.
YearSalesInventoryRatio
2009-201013563661235977163682017.57
2010-201119311963235602039808.532.07
2011-20121927124556481673697723.59
2012-201327742557174145433067519.07
2013-201431860664310129737519824.55
Graph shows inventory turnover ratio
The above table shows the inventory turnover ratio of SLR ltd.
The graph it show the sufficiency of the company in meeting short
term inventory turnover obligation. There is steep decline from
17.57 in the year 2009-2010 to 32.07 2010-2011 23.59 in the year
2011-2012to 19.47 in the year 2012-2013 to 24.55 in the year
2013-2014.
YearAnp+DepCurrent liabilityRatio
2009-20101019201043025672136423.97
2010-20111551201168319031391328.15
2011-20121442155029730508650044.72
2012-20131789716772143101381204.15
2013-20142155354424434467237086.25
Graph shows solvency ratio
The above table shows the solvency ratio of SLR ltd. The graph
it show the sufficiency of the company in meeting short term
solvency obligation. There is steep decline from 3.97 in the year
2009-2010 to 8.15 in the year 2010-2011to 4.72 in the year
2011-2012to 4.15 in the year 2012-2013 to 6.25 in the year
2013-2014.Chapter 3
THEORETICAL BACKGROUND OF THE STUDYINTRODUCTION OF COST
Cost is defined as the value of the sacrifice made to acquire
goods/services, measured in monetary terms by the acquisition of
assets or incurrence of liability at the time of benefits are
acquired . At time of acquisition, the cost incurred is for the
present or future benefits. When these benefits are utilized, the
costs become expense. An expense is defined as a cost that has
given a benefit and is now expired. Unexpired costs that can give
future benefits are classified as assets. Expense are matched
against revenues to determine net income/loss for a period Revenue
is defined as the prices of products sold /services rendered.
MEANING OF COST
Cost means a sacrifice. It is the amount of expenditure
incurred, on a given thing or in rendering service. It is nothing
but outlay.
DEFINITION OF COST
According to I.C.M.A London says that Cost is the amount of
expenditure incurred on or attributable to a given thing
INTRODUCTION OF SALESSales is the result of co-operation between
different factors or agents of production. The factory of sales
concerns itself with the problems of combining various inputs of
factors.
Sales is a process where in inputs or resources are transformed
into outputs and it is the making of something out of something
else. It may consist not only of goods but also of services as
well. Therefore, production in economics means production of wealth
or value, and not merely utility. In the process of production man
tries to create from or place or time utility and value in a
commodity.
DEFINITION OF SALESAccording to Hicks, says that Sales means any
activity directed to the satisfaction of other peoples wants
through exchange.
LET US VIEW THE COMBINEND COST OF SALESThe expenses incurred in
the production of a commodity are included in the cost of
production. The most generally accepted concept of cost of
production is the money of cost of production which means the
aggregate money expenditure incurred by a firm on various items in
the production of a commodity.
For the production of any commodity or services, the firm has to
employ various factors of production and pay for their services. In
other words, it has to incur various expenses in a specified period
of time to produce a given output. The total of such payments to
the factors of production is called cost of production
DEINIATION OF COST SALESCost of sales means the total amount of
expenditure, implicit and explicit, incurred in the production of a
commodity or services.
ELEMENTS OF COST
There are broadly three elements of cost1. Material
2. Labor
3. ExpensesMATERIALThe substance from which the product is made
is known as material. It may be in a raw state-raw material e.g.
timber for furniture and leather for shoe, etc. It may also be in
manufactured state- components, e.g. battery for car, speaker for
radio, etc, Materials can be direct and indirect.
Direct Material: All materials which become an integral part of
the finished product, the cost of which are directly and completely
assigned to the specific physical units and charged to the prime
cost, are known as direct material.
Indirect Material: All materials, which cannot be conveniently
assigned to specific physical units, are termed as indirect
material. Such commodities do not form part of the finished
products. Consumable stores, lubrication oil, stationery and spare
parts for the machinery are termed as indirect
materials.LABOURHuman efforts used for conversion of material into
finished products or doing various jobs in the business are known
as labor. A payment made towards the labor is called labor cost.
Labor can be direct and indirect.
Direct Labor: Direct labor is all labor expended and directly
involved in altering the condition, composition or construction of
the product. The wages paid to skilled and unskilled workers for
manual work or mechanical work for operating machinery, which can
be specifically allocated to a particular unit of production, is
known as direct wages or direct labor cost. Indirect Labor: Labor
employed to perform work incidental to production of goods or those
engaged for office work, selling and distribution activities are
known as 'indirect labor'.EXPENSEAll expenditures other than
material and labor incurred for manufacturing a product or
rendering service are termed as 'expenses'. Expenses may be direct
or indirect.
Direct Expenses: Expenses which are specifically incurred and
can be directly and wholly allocated to a particular product, job
or service are termed as 'direct expenses'. It is also known as
'chargeable expenses'.
Indirect Expenses: All expenses excluding indirect material and
indirect labour, which cannot be directly and wholly attributed to
a particular product, job or service, are termed as 'indirect
expenses'.TYPES OF COST
Fixed cost
Variable cost
Average cost
Marginal cost
FIXED COST
Fixed cost are those cost which do not vary with the output and
typically includes rent, depreciation, insurance set up-cost and
normal profit. They are also called as overheads.
Definition of fixed cost
A cost that does not change with an increase or decrease in the
amount of goods or services produced .Fixed costs are expenses that
have to be paid by a company, independent of any business activity.
It is one of the two components of the total cost of goods or
service, along with variable cost.
Total Cost = Total variable cost+ Total fixed cost
Total fixed cost = Total variable cost- Total cost
Total fixed cost = TFC=Constant
VARIABLE COST
Variable costs are costs that do vary with output, and they are
called direct costs. Examples of typical variable costs include
fuel, raw material, and some labor cost.
Definition of variable costs
A corporate expense that varies with production output, variable
costs are those costs that vary depending on a companys production
volume; they rise as production increases and all as production
decreases. Variable costs differ from fixed costs such as rent,
advertising, insurance and office supplies, which tend to remain
the same regardless of production output. Fixed costs and variable
costs comprise total cost.Total Variable Cost= TVC = TVC (q)
Total Variable Cost = Total Fixed Cost- Total Cost
Total Variable Cost =Total Quantity of Output * Variable cost
per unit
AVERAGE COST
The average cost is the total cost divided by the number of
goods produced. It is also equal to the sum of average variable
costs and average fixed costs. Average cost can be influenced by
the time period for production. Average costs are the driving
factor of supply and demand within a market. Economists analyze
both short run and long run average cost. Short run average costs
vary in relation to the quantity of goods being produced. Long run
average cost includes the variation of quantities used for all
inputs necessary for production.
Average Total Cost = ATC (q) or AC (q) Average Fixed Cost = AFC
Average Variable Cost = AVC (q) = ATC = AFC + AVC
Where,
TC = Total cost.
Q = Quantity.
AFC = Average Fixed Cost.
AVC = Average Variable Cost. MAGINAL COST
In economics, marginal cost is the change in the total cost when
the quantity produced changes by one unit. It is the cost of
producing one more unit of a good. Marginal cost includes all of
the costs that vary with the level of production.
Marginal Cost = MC (q) MC (q1, q2) Marginal Fixed Cost = MFC = =
0
Marginal Variable Cost = MC = MFC + MVC = O + MVC = MVC
TOTAL COSTTotal cost, not surprising, is just the all- inclusive
cost of production a given quantity of output. Mathematically
speaking, total cost is a function of quantity.
Total Cost = TC = TC (q)
Chapter 4 Data Analysis and interpretation
YEARTOTAL COST in Rs
(lakhs)SALES in (Rs)COST/UNITS in Rs
2009-201034561.1661.66560.51
2010-201139363.4452.84744.95
2011-201253465.0055.50963.33
2012-2013105399.5177.801354.74
2013-201420627.0840.63507.68
2009-2010 2010-2011 2011-2012 2012-2013 2013-2014
INTERPRETATIONThe total cost is high in the year 2012-2013 compared
to its previous years. In the year 2013-2014 the total cost has
decreased from 1354.74 to 507.68 and it is low cost compared to its
previous year. The total cost has decreased due to decrease in the
sales cost. It is favorable to the company.
YEARTOTAL VARIABLE COST
in Rs
(lakhs)SALES
in (Rs)UNITS
in Rs
2009-201014860.5261.66241.00
2010-201120536.7252.84388.65
2011-201226944.1455.50485.48
2012-201375082.9877.80965.07
2013-201431800.6340.63782.68
INTERPRETATIONThe variable cost is high in the year 2012-2013
compared to its previous year. In the year 2013-2014 the variable
cost has decreased from 965.07 Rs to 782.68 Rs, but it is high when
compared to 2011-2012, 2010-2011 and 2009-2010. As the royalty,
tiers and tubes cost has decreased when compared to the previous
year, so the variable cost as decreased. Even though it is
favorable to the company, still it has to control the variable
cost.
YEARTOTAL FIXED COST
in Rs
(lakhs)SALES
in (Rs)
UNIT
in Rs
2009-201019700.6461.66319.50
2010-201118705.7152.84354.00
2011-201221244.7255.50382.78
2012-201330316.5377.80389.67
2013-201416567.4240.63407.76
INTERPRETATIONThe fixed cost is high in the year 2013-2014
compared to its previous years and its low in the year 2009-2010.
The fixed cost has increased due to increase in the repairs and
maintenance cost. It is unfavorable to the company as it affects
the total cost. It results in the less profit.COMPARING THE COST OF
DIFFERENT PARTICULARS
2009 to 2010
ParticularsCost
Sales
Unit
Rising & Transportation3325.8261.6653.93
Consumption of stores & spares3923.2961.6663.62
Power918.1461.6614.89
Royalty5904.3661.6695.75
Selling expenses788.9161.6612.79
INTERPRETATIONThe royalty is high in the year 2009-2010 than the
other variable input. The selling expense is less than other
expenses. The major variable cost is raising & transportation
and consumable stores and spares.
IN 2010 TO 2011ParticularsCostSalesUnit
Rising & Transportation
2109.9652.8439.93
Consumption of stores & spares4262.3352.8480.66
Power887.6152.8416.79
Royalty1281.8052.8424.25
Selling expenses465.0152.848.83
INTERPRETATIONThe consumable stores and spares are higher than
other inputs. The selling and expense is less than other inputs.
The major variable cost is raising and transportation and
consumable and spare of the total variable cost.IN 2011 TO
2012ParticularsCostSalesUnit
Rising & Transportation
4103.9655.5073.94
Consumption of stores & spares4437.7655.5079.95
Power766.4155.5013.80
Royalty1736.6655.5031.29
Selling expenses271.3555.504.88
INTERPRETATIONThe consumable and spares cost is high than the
other inputs. The selling expense is less than the other inputs.
The major cost is raising and transportation and consumable and
spares.
IN 2012 TO 2013ParticularsCostSalesUnit
Rising & Transportation
6714.8177.8086.30
Consumption of stores & spares5055.5577.8064.98
Power860.8877.8011.90
Royalty2850.3577.8036.63
Selling expenses3394.9977.8043.62
INTERPRETATIONThe rising and transportation is high than the
other inputs. The power is less than the other input. The major
cost is raising and transportation and consumption spares and
stores.IN 2013 TO 2014ParticularsCostSalesUnit
Rising & Transportation1779.6140.6343.78
Consumption of stores & spares605.5540.6314.90
Power490.5640.6312.07
Royalty1437.7140.6335.38
Selling expenses883.5940.6321.74
INTERPRETATIONThe power and raising and transportation is high
than the other inputs. Consumable stores and spares is less than
the other inputs, so here major cost is transportation and raising
and power
IN 2009 TO 2010ParticularsCostSalesUnit
Consumption of stores & spares1168.7261.6618.95
Sales and wages930.0961.6615.08
Electricity2816.3861.6645.67
Repairs & maintenance778.1961.6612.62
Misc exp3616.3661.6658.65
Depreciation2020.0861.6632.76
INTERPRETATIONThe miscellaneous expense and electricity is high
than the other inputs. Repairs and maintenance is less than other
inputs so, the major cost is electricity and miscellaneous.IN 2010
TO 2011ParticularsCostSalesUnit
Consumption of stores & spares1275.5152.8424.13
Sales and wages1006.3252.8419.00
Electricity2144.1552.8440.57
Repairs & maintenance852.2652.8416.12
Misc exp2033.7552.8438.48
Depreciation2391.1352.8443.88
INTERPRETATIONThe depreciation is high than the other inputs.
Repairs and maintenance is less than the other input, so here major
cost is electricity and depreciation.IN 2011 TO
2012ParticularsCostSalesUnit
Consumption of stores & spares1309.9055.5023.60
Sales and wages1155.5455.5020.82
Electricity2210.4155.5039.82
Repairs & maintenance1141.3855.5020.56
Misc exp2442.5355.5044.00
Depreciation2585.9655.5046.59
INTERPRETATIONThe depreciation is high than the other inputs.
Repairs and maintenance is less than the other inputs so, in this
year major cost is miscellaneous expense and depreciation.
IN 2012 TO 2013
ParticularsCostSalesUnit
Consumption of stores & spares1207.1377.8015.51
Sales and wages1287.7877.8016.55
Electricity3623.7277.8046.57
Repairs & maintenance811.5977.8010.43
Misc exp951.9177.8012.23
Depreciation2278.4077.8029.28
INTERPRETATIONThe electricity is high than the other inputs.
Repairs and maintenance is less than the other inputs so here major
cost is electricity and depreciation.IN 2013 TO
2014ParticularsCostSalesUnit
Consumption of stores & spares2116.3640.6352.08
Sales and wages2159.4940.6353.15
Electricity330.2740.638.13
Repairs & maintenance1532.3340.6337.77
Misc exp1405.0640.6334.58
Depreciation880.5040.6321.67
INTERPRETATIONThe salary and wages is high than the other
inputs. Electricity is less than the other inputs so here major
cost is stores and spares and electricity.
VARIABLE COST ITEMS PER UNIT
Transportation
YearTransportation
SALESUNIT
2009-20103325.8261.6653.93
2010-20112109.9652.8439.93
2011-20124103.9655.5073.94
2012-20136714.8177.8086.30
2013-20141779.6140.6343.78
INTERPRETATIONThe transportation cost is high in the year
2012-2013 that is 86.3 Rs than the rest years. It is less in the
year 2010-2011 that is 39.93. It is varying from year to year.
Consumption of stores & spares
YearConsumption of stores & sparesSALESUNIT
2009-20103923.2961.6663.62
2010-20114262.3352.8480.66
2011-20124437.7655.5079.95
2012-20135055.5577.8064.98
2013-2014605.5540.6314.90
INTERPRETATIONThe consumable stores and spares is high cost in
the year 2010-2011 that is 80.66. In the current year the cost is
14.9 very less than previous years. From the year 2011-2012 the
cost has decreased. This is favorable to the company.Power
YearPowerSALESUNIT
2009-2010918.1461.6614.89
2010-2011887.6152.8416.79
2011-2012766.4155.5013.80
2012-2013862.9177.8011.09
2013-2014490.5640.6312.07
INTERPRETATIONThe power cost is high in the year 2010-2011 that
is 16.79 more than the other year. The cost is fluctuating year by
year.
Royalty
YearRoyaltySALESUNIT
2009-20105904.3661.6695.75
2010-201112811.8052.84242.38
2011-201217364.6655.50312.87
2012-201328502.3577.80366.35
2013-201414375.7140.63353.80
INTERPRETATIONThe royalty is high in year 2009-2010 that is
95.75 than rest of the years .It is less in the year 2010-2011 that
is 24.25.the cost has increased from the year 2010-2011 to
2012-2013 and it has decreased from 36.63 to 35.38 in the year
2012-2013 to 2013-2014.
Selling & expenses
YearSelling& expenseSALESUNIT
2009-2010788.9161.6612.79
2010-2011465.0152.848.83
2011-2012271.3555.504.88
2012-20133394.9977.8043.62
2013-2014883.5940.6321.74
INTERPRETATIONThe selling expense is high in year 2013-2014 that
is 43.62 more than other years. It is less in the year 2012-2013
that is 4.88. The cost is fluctuating year by year. In 2013-2014 it
has decreased.
FIXED COST ITEMS PER UNIT
Consumption of stores & spares
YearStores & sparesSALESUNIT
2009-20101168.7261.6618.95
2010-20111275.5152.8424.13
2011-20121309.9055.5026.60
2012-20131207.1377.8015.51
2013-20142116.3640.6352.08
INTERPRETATIONThe fixed cost item of stores and spares is high
in the year 2013-2014 that is 52.08 with compare to the previous
years. It is less in the year 2012-2013 that is 15.51. In the
current year the cost has increased from 15.51 to 52.08.
Salary and wagesYearSalary& wagesSALESUNIT
2009-2010930.0961.6615.08
2010-20111006.3252.8419.00
2011-20121155.5455.5020.82
2012-20131287.7877.8016.55
2013-20142159.4940.6353.15
INTERPRETATIONThe salary and wages high in the year 2013-2014
that is 53.15 compare to previous years. It is less in the year
2009-2010 that is 15.08. the salary and wages has increased from
16.55 to 53.15 Rs.
Electricity
YearElectricitySALESUNIT
2009-20102816.3861.6645.67
2010-20112144.1552.8440.57
2011-20122210.4155.5039.82
2012-20133623.3577.8046.57
2013-2014330.2740.638.13
INTERPRETATIONThe electricity cost is high in the year 2012-2013
that is 46.57 the rest of years. It is less in the year 2013-2014
that is 8.13. The cost is varying year by year. Repairs &
maintenance
YearRepairs & maintenanceSALESUNIT
2009-2010778.1961.6612.62
2010-2011852.2652.8416.12
2011-20121141.3855.5020.56
2012-2013811.5977.8010.43
2013-20141532.3340.6337.77
INTERPRETATIONThe repairs and maintence cost is high in the year
2013-2014 that is 37.77. It is less in the year 2012-2013 that is
10.43. in the current year the cost has increased.Miscellaneous
expense
YearMisc expSALESUNIT
2009-20103616.3661.6658.65
2010-20112033.7552.8438.48
2011-20122442.5355.5044.00
2012-2013951.9177.8012.23
2013-20141405.0640.6334.58
INTERPRETATIONThe miscellaneous expense is high in the year
2009--2010 that is 58.65 it is less than the previous year. It is
less in the year 2012-2013 that is 12.23.
Depreciation
YearDepreciationSALESUNIT
2009-20102020.0861.6632.76
2010-20112391.1352.8443.88
2011-20122585.9655.5046.59
2012-20132278.4077.8029.28
2013-2014880.5040.6321.67
INTERPRETATIONThe depreciation cost is high in the year
2011-2012 that is 46.59 the rest of years. It is less than the year
2013-2014 that is 21.67.in the current year the cost has
decreased.
COST SHEET OF SLR Metaliks LTD COMPANY(Rs in
lakh)PARTICULAR2009-20102010-20112011-20122012-20132013-2014
Direct Material2714.332523.892713.993323.843256.38
Maintenance cost2714.332523.892713.993323.843256.38
Direct Expense
Royalty3325.8212811.84103.9628502.3528502.35
Rising & Transfer5904.362109.9617364.666714.186714.18
Other Expense3616.362033.752442.59517.91-
Prime Cost15560.8719479.426625.1148058.2838472.91
Add :Factory Overhead
Tools259.31285.68231.56195.51-
Indirect materials5640.026876.497941.878765.18 9,226.44
Stores & Spares1106.145537.845747.666262.68341.88
Power918.141090.09966.591095.25352.08
Repairs & maintenance778.19852.261141.38811.5928502.35
Depreciation2020.82391.132442.532278.4416.11
Total Factory
Overhead26282.7536512.8944865.1467466.8977311.77
Add: Administrative Overhead
Salary& Wages9301.0910062.3211554.5412877.783389.34
Lease Rent5904.3612811.817364.6628502.35460.06
Cost of production41488.259387.0130860.87108847.0281161.17
Add: Selling & Distribution
Loading & Dispatch1946.462189.12346.322475.653607.28
Selling & Expense788.91465.012617.6733950.0225103.84
Selling & Expense2414.45121.02---
Cost of sales46638.0262162.1476402.01145272.69109872.29
Profit182274.14255281.77269114.42418929.3134579.55
Sales135636.12193119.63192712.46273656.6124,707.26
INTERPRETATIONThe prime cost is high in 2012-2013 as compared to
previous years 2009-2010, 2010-2011, 2011-2012 & 2013-2014. The
prime cost is unfavorable to the company.
In the current year factory overhead is more than the previous
year, because here inputs are more than previous year they are
material cost and repairs. The remaining cost is less than previous
cost.
The factory cost of 2012-2013 is high compared to the rest
years. The factory cost is unfavorable to the company due to
increase in factory overheads and depreciation cost as compared to
2010-11 to 08-09 but depreciation of 11-12 is less than 10-11 ,
even though the factory cost is high, because of more prime
cost.
Cost of production iron-ore in the year 2014-2013 high, because
the cost of stores and spares overhead is more as compared to other
four years and cost of tools is less as compared to 2010-2011,
2011-2012 but the cost tools is more as compared to earlier year
because of high administrative over head . Hence it is not
unfavorable.
Cost of sales is 2012-2013 is more due to high sales values as
compared to the other four years. Hence it is favorable to the
company. Profit of 2012-2013 is high. This is due to low finance
charges as compared to 2009-2010 and 2010-2011 but it is more as
compared to 2011-2012 and also due to high profit.
The company performance in the year 11-12 is good. But it is
difficult to cell whether the iron-ore segment has performed well
or co-generation. Segment has performed well.
YearPrime costSalesPer unit
2009-201015560.87135636.120.11
2010-201116955.51193119.630.09
2011-201223911.12192712.460.12
2012-201344734.44273656.610.16
2013-201435216.5324707.261.42
INTERPRETATIONThe material cost is high in the current year than
its previous year.
YearFactory overheadSalesPer unit
2009-201010721.88135636.120.08
2010-201117033.49193119.630.09
2011-201218471.59192712.460.09
2012-201319408.61273656.610.07
2013-201438838.8624707.261.57
INTERPRETATIONThe factory cost in the year 2013-2014 is high as
compared to 2009, 2010, 2011 and 2012, due to increase in factory
overheads, power and maintenance year by year. It is unfavorable to
the company.
YearAdministrative overheadSalesPer unit
2009-201015205.45135636.120.11
2010-201122874.12193119.630.12
2011-201228919.2192712.460.15
2012-201341380.13273656.610.15
2013-20143849.424707.260.16
INTERPRETATION
The administrative cost in the year 2013-2014 is high as
compared to 2009, 2010, 20101and 2012, due increase in
administrative cost salary and lease rent cost as compared to 2011
and 2012. The administrative cost is unfavorable to the
company.
YearSelling and distribution overheadSalesPer unit
2009-20105149.82135636.120.04
2010-20112775.31193119.630.01
2011-20122617.67192712.460.01
2012-201336425.67273656.610.13
2013-201428711.1224707.261.16
INTERPRETATIONThe selling and distribution cost in the year
2013-2014 is high as compared to previous year. The selling cost is
unfavorable to the company due to increase in selling cost, loading
and selling expenses as compared to 2009 and 2012 but loading and
expenses 2013-2014 less than the 2010 and 2011.
YearProfitSalesPer unit
2009-2010182274.14135636.121.34
2010-2011255281.77193119.631.32
2011-2012269114.42192712.461.39
2012-2013418929.3273656.611.53
2013-2014134579.5524707.265.44
INTERPRETATIONThe profit of the cost sheet in the year 2013-2014
is high than the previous year. It is due to increase in the
material cost, factory cost, administrative cost and selling cost
in 2013 less than the 2010 and 2009. In this company cost of profit
is high compared to previous year.
Chapter 5
FINDINGS1) The total cost has increased continuously from 2009
to 2013 but it has decreased in the current year from 1354.74 to
507.68. It is due to decrease in the variable cost. The fixed cost
has increased in the year 2013-2014 only in 407.75.
2) The fixed cost is increasing year by Year. In the current
year the fixed has increased from 389.67 to 407.75. The reason is
increase in the consumption stores and spares, sales and wages,
repair and maintenance and miscellaneous expenses.
3) The variable cost has continuously increased from 2009 to
2013. In the current year the variable cost has decreased from
965.07 to 782.68 compared to previous year.
4) The major fixed cost are consumable store and spares is the
year 2013-2014 52.08 salary andwages is the year 2012-2012 in 53.15
and depreciation in the year 2011-2012 is 46.59.
5) The minor costs are miscellaneous expense in the year
2012-2013 is 34.58 and repairs andmaintencein year 2013-2014 is
37.77.
6) The major variable cost royalty in the year 2009-2010 is
95.75 and transportation in the year 2012-2013is 86.3.7) The minor
variable cost selling and expense in the year 2012-2013 in 43.62
and power in the year 2010-2011 is 16.79.
8) The cost of sales very high in the year 2012-2013.Due to high
in prime cost, variable cost and administrative cost hence it is
unfavorable to the company.9) The current year Repairs and
Maintenance and Salary and Wages increased.SUGGESTION1) Since the
total cost has increased due to increase in variable cost .The
management has to control the variable cost.
2) The increase in the variable cost is due to increase in
transportation. So the management has to control the two costs.
3) Even though the fixed has increased slightly. The company has
to control the cost since as the year passes it may lead in the
increase of the total cost.4) To control the fixed cost the
management has to control the major cost that is consumable store
and spares cost.
5) The material cost as control in current year.6) Due to
control the current year repairs and maintence and salary and
wages.
7) The factory overhead and administrative overhead has to be
control by the management.
CONCLUSIONIt has been an excellent opportunity for me to carry
out the study on cost of sales at SLRMetaliks. It has helped to a
great extent to have an insight into the practical realities of the
subject. I tried my best effort for the completion of my project
study.I have been able to study and I feel it essential to receive
various aspects of my study and some findings and few
suggestions.
The variable cost increased continuously from 2009-2014. The
variable cost decreased from 965.07 to 782.68 compared to previous
year.
In the cost sheet factory overhead and administrative overhead
has to be control by the management.
BIBLIOGRAPHYBOOKS
Cost Accounting----------------------------------------------M Y
Khan P K JainCost
Accounting----------------------------------------------Dr. G.B.
BaligarARTICLES
Annual reports of the company.
Cost sheet of the company.WEB BLIOGRAPHY
www.slrsltd.co.inANNEXURE
PHYSICAL PERFORMANCE
Production
Product2012-20132013-2014Percentage
change
Percentage272.6271.8436,289.00
change
Diamond18,043.4431,533.3975%
(Carats)
Sponge Iron37,260.0036,289.0075%
(Tones)
SALES OF IRON ORE
Physical performance in lakh tonespercentageValues ( rs in
core)
Particularschange
2012-20132013-20142012-20132013-2014
Domestic269.16246.72-8%10,894.60-12%
Export through MMTC3.8516.02316%272.93250%
Total Sales273.01262.74-4%11,167.56-5%
FINANCIAL PERFORMANCE
Operating Results
Percentage of
Parameter2012-132013-14change
Profit Before Tax from
continuing operations (PBT)10,7609,462-12%
(Rs. in crore
Profit Before Tax from
continuing operations (PBT)7,2656,342-13%
(Rs. in crore
Net Worth (Rs. in crore)24,39627,50513%
Book value per share (Rs.)61.5369.3713%
Earnings per Share (Rs.)18.3316-13%
BALANCESHEET ON 2009-2011
DEPARTMENT OF MBA,GMIT.Davangere
68
_1491398306.xlsChart1
23.6CS&SCS&S
20.82S &WS &W
39.82ELECTRICITYELECTRICITY
20.56R & MR & M
44M.EXM.EX
46.59DEPDEP
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
CS&S23.6
S &W20.82
ELECTRICITY39.82
R & M20.56
M.EX44
DEP46.59
To resize chart data range, drag lower right corner of
range.
_1491398324.xlsChart1
319.52009-20102009-2010
3542010-20112010-2011
382.782011-20122011-2012
389.672012-20132012-2013
407.762013-20142013-2014
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
2009-2010319.5
2010-2011354
2011-2012382.78
2012-2013389.67
2013-2014407.76
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range.
_1491398333.xlsChart1
0.742009-20102009-2010
0.792010-20112010-2011
0.742011-20132011-2013
0.642012-20132012-2013
0.672013-20142013-2014
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
2009-20100.74
2010-20110.79
2011-20130.74
2012-20130.64
2013-20140.67
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range.
_1491398340.xlsChart1
0.752009-20102009-2010
0.332010-20112010-2011
2.222011-20122011-2012
1.812012-20132012-2013
3.142013-20142013-2014
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
2009-20100.75
2010-20110.33
2011-20122.22
2012-20131.81
2013-20143.14
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range.
_1491476074.xlsChart1
0.442009-20102009-2010
0.332010-20112010-2011
1.952011-20122011-2012
1.472012-20132012-2013
2.762013-20142013-2014
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
2009-20100.44
2010-20110.33
2011-20121.95
2012-20131.47
2013-20142.76
To resize chart data range, drag lower right corner of
range.
_1491398335.xlsChart1
0.322009-20102009-2010
0.82010-20112010-2011
3.272011-20122011-2012
0.442012-20132012-2013
6.812013-20142013-2014
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
2009-20100.32
2010-20110.8
2011-20123.27
2012-20130.44
2013-20146.81
To resize chart data range, drag lower right corner of
range.
_1491398328.xlsChart1
3.972009-20102009-2010
8.152010-20112010-2011
4.722011-20122011-2012
4.152012-20132012-2013
6.252013-20142013-2014
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
2009-20103.97
2010-20118.15
2011-20124.72
2012-20134.15
2013-20146.25
To resize chart data range, drag lower right corner of
range.
_1491398331.xlsChart1
17.572009-20102009-2010
32.072010-20112010-2011
23.592011-20132011-2013
19.072012-20132012-2013
24.552013-20142013-2014
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
2009-201017.57
2010-201132.07
2011-201323.59
2012-201319.07
2013-201424.55
To resize chart data range, drag lower right corner of
range.
_1491398326.xlsChart1
2412009-20102009-2010
388.652010-20112010-2011
485.482011-20122011-2012
965.072012-20132012-2013
782.682013-20142013-2014
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
2009-2010241
2010-2011388.65
2011-2012485.48
2012-2013965.07
2013-2014782.68
To resize chart data range, drag lower right corner of
range.
_1491398315.xlsChart1
86.3R & TR & T
64.98CS &SCS &S
11.9POWERPOWER
36.63ROYALTYROYALTY
43.62S,EXS,EX
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
R & T86.3
CS &S64.98
POWER11.9
ROYALTY36.63
S,EX43.62
To resize chart data range, drag lower right corner of
range.
_1491398319.xlsChart1
39.93R & TR & T
80.66CS &SCS &S
16.79POWERPOWER
24.25ROYALTYROYALTY
8.83S.EXS.EX
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
R & T39.93
CS &S80.66
POWER16.79
ROYALTY24.25
S.EX8.83
To resize chart data range, drag lower right corner of
range.
_1491398322.xlsChart1
59.26R&TR&T
63.62CS&SCS&S
14.89POWERPOWER
95.75ROYALTY0
12.79S.EXS.EX
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
R&T59.26
CS&S63.62
POWER14.89
ROYALTY95.75\
S.EX12.79
To resize chart data range, drag lower right corner of
range.
_1491398317.xlsChart1
73.94R & TR & T
79.95CS&SCS&S
13.8POWERPOWER
31.29ROYALTYROYALTY
4.88S.EXS.EX
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
R & T73.94
CS&S79.95
POWER13.8
ROYALTY31.29
S.EX4.88
To resize chart data range, drag lower right corner of
range.
_1491398310.xlsChart1
18.95CS & SCS & S
15.08S & WS & W
45.67ELECTRICITYELECTRICITY
12.62RE &MARE &MA
58.65MISC EXMISC EX
32.76DEPDEP
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
CS & S18.95
S & W15.08
ELECTRICITY45.67
RE &MA12.62
MISC EX58.65
DEP32.76
To resize chart data range, drag lower right corner of
range.
_1491398312.xlsChart1
43.78R & TR & T
14.9CS& SCS& S
43.78POWERPOWER
35.38ROYALTYROYALTY
21.74S. EXS. EX
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
R & T43.78
CS& S14.9
POWER43.78
ROYALTY35.38
S. EX21.74
To resize chart data range, drag lower right corner of
range.
_1491398308.xlsChart1
24.13CS & SCS & S
19S & WS & W
40.57ELECTRICITYELECTRICITY
16.12R & MR & M
38.48M. EXM. EX
43.88DEPDEP
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
CS & S24.13
S & W19
ELECTRICITY40.57
R & M16.12
M. EX38.48
DEP43.88
To resize chart data range, drag lower right corner of
range.
_1491398287.xlsChart1
18.952009-20102009-2010
24.132010-20112010-2011
23.62011-20122011-2012
15.512012-20132012-2013
52.082013-20142013-2014
Series 1
Column1
Column2
Consumption stores and spares
Sheet1
Series 1Column1Column2
2009-201018.95
2010-201124.13
2011-201223.6
2012-201315.51
2013-201452.08
To resize chart data range, drag lower right corner of
range.
_1491398296.xlsChart1
63.622009-20102009-2010
80.662010-20112010-2011
79.952011-20122011-2012
64.982012-20132012-2013
14.92013-20142013-2014
Series 1
Column1
Column2
Consumable stores& spares
Sheet1
Series 1Column1Column2
2009-201063.62
2010-201180.66
2011-201279.95
2012-201364.98
2013-201414.9
To resize chart data range, drag lower right corner of
range.
_1491398301.xlsChart1
52.08CS & SCS & S
53.15S & WS & W
8.13ELECTRICITYELECTRICITY
37.77R &MR &M
34.58M.EXM.EX
21.67DEPDEP
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
CS & S52.08
S & W53.15
ELECTRICITY8.13
R &M37.77
M.EX34.58
DEP21.67
To resize chart data range, drag lower right corner of
range.
_1491398303.xlsChart1
15.51CS & SCS & S
16.55S & WS & W
46.57ELECTRICITYELECTRICITY
10.43R & MR & M
12.23M.EXM.EX
29.28DEPDEP
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
CS & S15.51
S & W16.55
ELECTRICITY46.57
R & M10.43
M.EX12.23
DEP29.28
To resize chart data range, drag lower right corner of
range.
_1491398298.xlsChart1
53.932009-20102009-2010
39.932010-20112010-2011
73.942011-20122011-2012
86.32012-20132012-2013
43.782013-20142013-2014
Series 1
Column1
Column2
Transportation
Sheet1
Series 1Column1Column2
2009-201053.93
2010-201139.93
2011-201273.94
2012-201386.3
2013-201443.78
To resize chart data range, drag lower right corner of
range.
_1491398292.xlsChart1
95.752009-20102009-2010
24.252010-20112010-2011
31.292011-20122011-2012
36.632012-2032012-203
35.382013-20142013-2014
Series 1
Column1
Column2
Royalty
Sheet1
Series 1Column1Column2
2009-201095.75
2010-201124.25
2011-201231.29
2012-20336.63
2013-201435.38
To resize chart data range, drag lower right corner of
range.
_1491398294.xlsChart1
14.892009-20102009-2010
16.792010-20112010-2011
13.82011-20122011-2012
11.092012-20132012-2013
12.072013-20142013-2014
Series 1
Column1
Column2
Power
Sheet1
Series 1Column1Column2
2009-201014.89
2010-201116.79
2011-201213.8
2012-201311.09
2013-201412.07
To resize chart data range, drag lower right corner of
range.
_1491398290.xlsChart1
12.792009-20102009-2010
8.832010-20112010-2011
4.882011-20122011-2012
43.622012-20132012-2013
21.742013-20142013-2014
Series 1
Column2
Column1
Selling expense
Sheet1
Series 1Column2Column1
2009-201012.79
2010-20118.83
2011-20124.88
2012-201343.62
2013-201421.74
To resize chart data range, drag lower right corner of
range.
_1491398278.xlsChart1
58.652009-20102009-2010
38.482010-20112010-2011
442011-20122011-2012
12.232012-20132012-2013
34.582013-20142013-2014
Series 1
Column1
Column2
Misellneous expense
Sheet1
Series 1Column1Column2
2009-201058.65
2010-201138.48
2011-201244
2012-201312.23
2013-201434.58
To resize chart data range, drag lower right corner of
range.
_1491398283.xlsChart1
45.672009-20102009-2010
40.572010-20112010-2011
39.822011-20122011-2012
46.572012-20132012-2013
8.132013-20142013-2014
Series 1
Column1
Column2
Electricity
Sheet1
Series 1Column1Column2
2009-201045.67
2010-201140.57
2011-201239.82
2012-201346.57
2013-20148.13
To resize chart data range, drag lower right corner of
range.
_1491398285.xlsChart1
15.082009-20102009-2010
192010-20112010-2011
20.822011-20122011-2012
16.552012-20132012-2013
53.152013-20142013-2014
Series 1
Column1
Column2
Salary and wages
Sheet1
Series 1Column1Column2
2009-201015.08
2010-201119
2011-201220.82
2012-201316.55
2013-201453.15
To resize chart data range, drag lower right corner of
range.
_1491398281.xlsChart1
12.622009-20102009-2010
16.122010-20112010-2011
20.562011-20122011-2012
10.432012-20132012-2013
37.772013-20142013-2014
Series 1
Column1
Column2
Repairs & maintenance
Sheet1
Series 1Column1Column2
2009-201012.62
2010-201116.12
2011-201220.56
2012-201310.43
2013-201437.77
To resize chart data range, drag lower right corner of
range.
_1491398274.xlsChart1
0.112009-20102009-2010
0.082010-10112010-1011
0.122011-20122011-2012
0.162012-20132012-2013
1.422013-20142013-2014
Series 1
Column1
Series 3
Sheet1
Series 1Column1Series 3
2009-20100.11
2010-10110.08
2011-20120.12
2012-20130.16
2013-20141.42
To resize chart data range, drag lower right corner of
range.
_1491398276.xlsChart1
32.762009-2002009-200
43.882010-20112010-2011
46.592011-20122011-2012
29.282012-20132012-2013
21.672013-20142013-2014
Series 1
Column2
Column1
Depriciation
Sheet1
Series 1Column2Column1
2009-20032.76
2010-201143.88
2011-201246.59
2012-201329.28
2013-201421.67
To resize chart data range, drag lower right corner of
range.
_1491398269.xlsChart1
0.112009-20102009-2010
0.122010-20112010-2011
0.152011-20122011-2012
0.152012-20132012-2013
0.162013-20142013-2014
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
2009-20100.11
2010-20110.12
2011-20120.15
2012-20130.15
2013-20140.16
To resize chart data range, drag lower right corner of
range.
_1491398271.xlsChart1
0.082009-20102009-2010
0.092010-20112010-2011
0.092011-20122011-2012
0.082012-20132012-2013
1.572013-20142013-2014
Series 1
Column1
Column2
Sheet1
Column3Series 1Column1Column2
2009-20100.08
2010-20110.09
2011-20120.09
2012-20130.08
2013-20141.57
To resize chart data range, drag lower right corner of
range.
_1491398267.xlsChart1
0.042009-20102009-2010
0.012010-20112010-2011
0.012011-2012011-201
0.132012-20132012-2013
1.162013-20142013-2014
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
2009-20100.04
2010-20110.01
2011-2010.01
2012-20130.13
2013-20141.16
To resize chart data range, drag lower right corner of
range.
_1491398265.xlsChart1
1.342009-20102009-2010
1.322010-20112010-2011
1.392011-20122011-2012
1.532012-20132012-2013
5.442013-20142013-2014
Series 1
Column1
Column2
Sheet1
Series 1Column1Column2
2009-20101.34
2010-20111.32
2011-20121.39
2012-20131.53
2013-20145.44
To resize chart data range, drag lower right corner of
range.