A report on Organization Study

At BMR INDUSTRIES PRIVATE LIMITED

Submitted in partial fulfilment of the requirement the Master in Business

Administration Programme offered by JAIN (Deemed-to-be University).
During the year 2018 – 2019

BY
TALLAM RAJESHMEHAR
18MBAR0245
Under the guidance of
DR. HAROLD ANDREW PATRICK
PROFESSOR & DEAN-ACADEMICS
CMS BUSINESS SCHOOL, JAIN UNIVERSITY

No. 17, Sheshadri Road, Gandhi Nagar, Bengaluru – 560009, India

Telephone: +91 80 4684 0400
E-mail: bschool@cms.ac.in , Website: bschool.cms.ac.in
 TITLE PAGE

Organisation study at BMR INSDUSTRIES

TALLAM RAJESHMEHAR
CF 1
18MBAR0245
CMS Business School
Jain Deemed-To-Be-University
2019
 CERTIFICATE BY THE DEAN

Certificate

Awarded to …………………………………………………………………………………….

This is to certify that the Organization Study/Report entitled………………………………….

…………………………………………………………………………………………………..

Has been submitted in partial fulfilment of the requirement for the award of Master of

Business Administration of JAIN (Deemed-to-be-university).

Date :
Place : Dean- Academics
CMS Business School
 CERTIFICATE BY THE MENTOR

Date :

Certificate

This is to certify that this Organization Study Report on

…………………………………………………………………………………………………..is a record of the original
and independent work carried out by ……………………………….

……………………………….. Under my guidance and supervision.

This report has not previously formed the basis for the award of any Degree/Diploma or
other similar Title or Recognition.

Date :

Place : Mentor Signature

COMPANY CERTIFICATE
 DECLARATION

I, hereby declare that this Organization Study Report on C-Dot is prepared by me during the
academic year 2019 under the guidance of Dr. HAROLD ANDREW PATRICK

This report is not based on any previously submitted project for the award of any Degree or

Diploma offered by any University. It is the result of my own effort.

Name : TALLAM RAJESHMEHAR

Semester : II Section: CF1

Reg. No : 18MBAR0245

Date : 07-02-2019 T RAJESHMEHAR

Place : Bangalore Signature

 ACKNOWLEDGEMENT

I would like to express my gratitude to everyone who has helped me complete this report. A
special gratitude to my mentor Dr. HAROLD ANDREW PATRICK whose guidance and
encouragement helped me complete my report.

Also, a special thanks to my mentor Mr. SRINIVAS KUCHIMANCHI in BMR INDUSTRIES

PRIVATE LIMITED who helped me a lot throughout the process of study and who took
initiative in helping me understand the organisation the right way. Emphasis on
understanding the organisation the right way only helped me realise the passion and
commitment he holds for the organisation.

I would like extend my thanks to friends and family who were supportive through-out the
process.
 CONTENTS PAGE

Sl. No Contents Page No.

1
Introduction to the study & industry profile
2
Company Profile
3
Organisational Design
4
Business level functions
5
Findings, Conclusion and Recommendations
6
References
 CHAPTER: 1

INTRODUCTION TO THE STUDY & INDUSTRY PROFILE

-
AN ORGANIZATIONAL STUDY ON BMR INDUSTRIES PRIVATE LIMITED

An organization consists of a group of people who collectively work together to achieve a

common goal. An organization study is conducted to gain insights on the pillars of the
organization.

1.1 OBJECTIVE OF THE STUDY

1. To understand the evolution, growth and development of the organisation over the
years.

2. To analyse how the organisation functions.

3. Understand the history and objectives of the firm.

4. Study, the organizational structure of BMR INDUSTRIES.

5. To understand all the functional areas of BMR INDUSTRIES.

6. Evaluate accounting procedure and book of accountant attached and maintained by

the firm.

7. Apply the SWOT analysis, Porter’s 5 forces model and competitive position of BMR
INDUSTRIES

8. Offer suitable suggestions for the improvement of the performance of BMR

INDUSTRIES.

9. To understand and gain adequate knowledge on the business process of the

following departments in the organisation:

 Functions of Production

 Functions of quality and control

 Functions of Human Resource

 Functions of logistics

 Functions of Finance.

10. To understand the overall working and performance of the organisation.

1.2 METHODOLOGY OF THE STUDY:
The study was based on primary data and secondary data.

PRIMARY DATA:

Primary data were collected through the repeated personal interaction with the authorities
of BMR Industries Private Limited. It was also collected through the method of careful
observation and interaction with the employees, customers and officers of the organization.

SOURCES OF SECONDARY DATA:

The secondary data were collected through the careful study of the extracts of the accounts
of the company and some of the basic information about the company was collected by
browsing the company website, bmrgroups.com Some other information related to the
project was also downloaded from the internet.

1.3 LIMITATIONS OF THE STUDY:

The limitations of the study are described as under

 Since the study was conducted in a limited period of time, in-depth

understanding of the working of the organization could not be carried out.

 Some data could not be accessed due to its sensitive nature and confidentiality.

The organisation study was carried out in BMR Industries private limited located in Nellore
from 31/12/2018 to 15/01/2019.

1.4 Scope of the study:

The study describes the history, genesis, activities, and achievements of BMR INDUSTRIED
PRIVATE LIMITED Nellore Andhra Pradesh.

This study covers information on the present organizational system of BMR INDUSTRIES.
This information can help in better understanding the firm, its policies and strategies. This
study gives hints on how effectively an organization can design its functional areas like
production, marketing, finance, HR practices, operations and supply chain management and
how they can be constructed to improve organizational effectiveness.
1.5 PROFILE OF THE SHRIMP INDUSTRY:

Seafood is any form of sea life regarded as food by humans. Seafood prominently

includes fish and shellfish. Shellfish include various species of molluscs, crustaceans,
and echinoderms. Historically, sea mammals such as whales and dolphins have been
consumed as food, though that happens to a lesser extent in modern times. Edible sea
plants, such as some seaweeds and microalgae, are widely eaten as seafood around the
world, especially in Asia (see the category of sea vegetables). In North America, although
not generally in the United Kingdom, the term "seafood" is extended to fresh
water organisms eaten by humans, so all edible aquatic life may be referred to as seafood.
For the sake of completeness, this article includes all edible aquatic life.
The harvesting of wild seafood is usually known as fishing or hunting, and the cultivation
and farming of seafood is known as aquaculture, or fish farming in the case of fish. Seafood
is often distinguished from meat, although it is still animal and is excluded in
a vegetarian diet. Seafood is an important source of protein in many diets around the world,
especially in coastal areas.
Most of the seafood harvest is consumed by humans, but a significant proportion is used
as fish food to farm other fish or rear farm animals. Some seafoods (kelp) are used as food
for other plants (fertilizer). In these ways, seafoods are indirectly used to produce further
food for human consumption. Products, such as oil and spirulina tablets, are also extracted
from seafoods. Some seafood is fed to aquarium fish, or used to feed domestic pets, such
as cats. A small proportion is used in medicine, or is used industrially for non-food purposes.

1.6 HISTORY OF SEAFOOD:

The harvesting, processing, and consuming of seafoods are ancient practices with
archaeological evidence dating back well into the Paleolithic. Findings in a sea cave
at Pinnacle Point in South Africa indicate Homo sapiens (modern humans) harvested marine
life as early as 165,000 years ago, while the Neanderthals, an extinct human species
contemporary with early Homo sapiens, appear to have been eating seafood at sites along
the Mediterranean coast beginning around the same time. Isotopic analysis of the skeletal
remains of Tianyuan man, a 40,000-year-old anatomically modern human from eastern Asia,
has shown that he regularly consumed freshwater fish. Archaeology features such as shell
middens,[6] discarded fish bones and cave paintings show that sea foods were important for
survival and consumed in significant quantities. During this period, most people lived
a hunter-gatherer lifestyle and were, of necessity, constantly on the move. However, where
there are early examples of permanent settlements (though not necessarily permanently
occupied) such as those at Lepenski Vir, they are almost always associated with fishing as a
major source of food.
The ancient river Nile was full of fish; fresh and dried fish were a staple food for much of the
population. The Egyptians had implements and methods for fishing and these are illustrated
in tomb scenes, drawings, and papyrus documents. Some representations hint at fishing
being pursued as a pastime.

Fishing scenes are rarely represented in ancient Greek culture, a reflection of the low social
status of fishing. However, Oppian of Corycus, a Greek author wrote a major treatise on sea
fishing, the Halieulica or Halieutika, composed between 177 and 180. This is the earliest
such work to have survived to the modern day. The consumption of fish varied in
accordance with the wealth and location of the household. In the Greek islands and on the
coast, fresh fish and seafood (squid, octopus, and shellfish) were common. They were eaten
locally but more often transported inland. Sardines and anchovies were regular fare for the
citizens of Athens. They were sometimes sold fresh, but more frequently salted. A stele of
the late 3rd century BCE from the small Boeotian city of Akraiphia, on Lake Copais, provides
us with a list of fish prices. The cheapest was skaren (probably parrotfish) whereas Atlantic
bluefin tuna was three times as expensive.[9] Common salt water fish were yellowfin
tuna, red mullet, ray, swordfish or sturgeon, a delicacy which was eaten salted. Lake Copais
itself was famous in all Greece for its eels, celebrated by the hero of The Acharnians. Other
fresh water fish were pike-fish, carp and the less appreciated catfish.
Pictorial evidence of Roman fishing comes from mosaics.[10] At a certain time
the goatfish was considered the epitome of luxury, above all because its scales exhibit a
bright red color when it dies out of water. For this reason these fish were occasionally
allowed to die slowly at the table. There even was a recipe where this would take place in
garo, in the sauce. At the beginning of the Imperial era, however, this custom suddenly
came to an end, which is why mullus in the feast of Trimalchio (see the Satyricon) could be
shown as a characteristic of the parvenu, who bores his guests with an unfashionable
display of dying fish.
In medieval times, seafood was less prestigious than other animal meats, and often seen as
merely an alternative to meat on fast days. Still, seafood was the mainstay of many coastal
populations. Kippers made from herring caught in the North Sea could be found in markets
as far away as Constantinople.[11]While large quantities of fish were eaten fresh, a large
proportion was salted, dried, and, to a lesser extent, smoked. Stockfish, cod that was split
down the middle, fixed to a pole and dried, was very common, though preparation could be
time-consuming, and meant beating the dried fish with a mallet before soaking it in water. A
wide range of mollusks including oysters, mussels and scallops were eaten by coastal and
river-dwelling populations, and freshwater crayfish were seen as a desirable alternative to
meat during fish days. Compared to meat, fish was much more expensive for inland
populations, especially in Central Europe, and therefore not an option for most. [12]
Modern knowledge of the reproductive cycles of aquatic species has led to the development
of hatcheries and improved techniques of fish farming and aquaculture. Better
understanding of the hazards of eating raw and undercooked fish and shellfish has led to
improved preservation methods and processing.

World fisheries harvest, both wild and farmed, in million tonnes, 1950–2010 [8]
 World fisheries harvest, wild capture versus aquaculture production, in million tonnes 1950–2010 [8]

1.7 TYPES OF SEAFOOD:

The following table is based on the ISSCAAP classification (International Standard Statistical
Classification of Aquatic Animals and Plants) used by the FAO for the purposes of collecting
and compiling fishery statistics. The production figures have been extracted from the FAO
FishStat database, and include both capture from wild fisheries and aquaculture production.

Crustaceans (from Latin crusta, meaning crust ) are invertebrates with segmented

bodies protected by hard crusts (shells or exoskeletons), usually made of chitin and
structured somewhat like a knight's armour. The shells do not grow, and must
periodically be shed or moulted. Usually two legs or limbs issue from each segment.
Most commercial crustaceans are decapods, that is they have ten legs, and
have compound eyes set on stalks. Their shell turns pink or red when cooked.Total
for crustaceans:   11,827
shrimps Shrimp and prawns, are small, slender, stalk-eyed ten-
legged crustaceans with long spiny rostrums. They are
widespread, and can be found near the seafloor of most
coasts and estuaries, as well as in rivers and lakes.
They play important roles in the food chain. There are
6,917
numerous species, and usually there is a species
adapted to any particular habitat. Any small crustacean
which resembles a shrimp tends to be called one.
[17]
 See: shrimp (food), shrimp fishery, shrimp
farming, freshwater prawn farming.

crabs Crabs are stalk-eyed ten-legged crustaceans, usually

walk sideways, and have grasping claws as their front
pair of limbs. They have small abdomens, 1,679[18]
short antennae, and a short carapace that is wide and
flat. See: crab fisheries.

lobsters Clawed lobsters and spiny lobsters are stalk-eyed ten-

legged crustaceans with long abdomens. The clawed
lobster has large asymmetrical claws for its front pair of
limbs, one for crushing and one for cutting (pictured). 281[19]
The spiny lobster lacks the large claws, but has a long,
spiny antennae and a spiny carapace. Lobsters are
larger than most shrimp or crabs. See: lobster fishing.

krill Krill are like baby shrimps, except they have

external gills and more than ten legs (swimming plus
feeding and grooming legs). They are found in oceans
around the world where they filter feed in huge
pelagic swarms.[20] Like shrimp, they are an important
part of the marine food chain,
converting phytoplankton into a form larger animals can 215
consume. Each year, larger animals eat half the
estimated biomass of krill (about 600 million tonnes).
[20]
 Humans consume krill in Japan and Russia, but most
of the krill harvest is used to make fish feed and for
extracting oil. Krill oil contains omega-3 fatty acids,
similarly to fish oil. See: Krill fishery.

other Crustaceans not included above 1,359

1.8 PROCESSING:

Fish is a highly perishable product. The fishy smell of dead fish is due to the breakdown

of amino acids into biogenic amines and ammonia.[46]
Live food fish are often transported in tanks at high expense for an international market that
prefers its seafood killed immediately before it is cooked. This process originally was started
by Lindeye. Delivery of live fish without water is also being explored. [47] While some
seafood restaurants keep live fish in aquaria for display purposes or for cultural beliefs, the
majority of live fish are kept for dining customers. The live food fish trade in Hong Kong, for
example, is estimated to have driven imports of live food fish to more than 15,000  tonnes in
2000. Worldwide sales that year were estimated at US$400 million, according to the World
Resources Institute.[48]
If the cool chain has not been adhered to correctly, food products generally decay and
become harmful before the validity date printed on the package. As the potential harm for a
consumer when eating rotten fish is much larger than for example with dairy products,
the U.S. Food and Drug Administration (FDA) has introduced regulation in the USA requiring
the use of a time temperature indicator on certain fresh chilled seafood products.[49]
Fresh fish is a highly perishable food product, so it must be eaten promptly or discarded; it
can be kept for only a short time. In many countries, fresh fish are filleted and displayed for
sale on a bed of crushed ice or refrigerated. Fresh fish is most commonly found near bodies
of water, but the advent of refrigerated train and trucktransportation has made fresh fish
more widely available inland.
Long term preservation of fish is accomplished in a variety of ways. The oldest and still most
widely used techniques are drying and salting. Desiccation (complete drying) is commonly
used to preserve fish such as cod. Partial drying and salting is popular for the preservation of
fish like herring and mackerel. Fish such as salmon, tuna, and herring are cooked
and canned. Most fish are filleted prior to canning, but some small fish (e.g. sardines) are
only decapitated and gutted prior to canning.

1.9 CONSUMPTION:

Seafood is consumed all over the world; it provides the world's prime source of high-
quality protein: 14–16% of the animal protein consumed worldwide; over one billion people
rely on seafood as their primary source of animal protein. Fish is among the most
common food allergens.
Iceland, Japan, and Portugal are the greatest consumers of seafood per capita in the world.
The UK Food Standards Agency recommends that at least two portions of seafood should be
consumed each week, one of which should be oil-rich. There are over 100 different types of
seafood available around the coast of the UK.
Oil-rich fish such as mackerel or herring are rich in long chain Omega-3 oils. These oils are
found in every cell of the human body, and are required for human biological functions such
as brain functionality.
Whitefish such as haddock and cod are very low in fat and calories which, combined with
oily fish rich in Omega-3 such as mackerel, sardines, fresh tuna, salmon and trout, can help
to protect against coronary heart disease, as well as helping to develop strong bones and
teeth.
Shellfish are particularly rich in zinc, which is essential for healthy skin and muscles as well
as fertility. Casanova reputedly ate 50 oysters a day.

1.10 TEXTURE AND TASTE:

Over 33,000 species of fish and many more marine invertebrate species have been
described. Bromophenols, which are produced by marine algae, gives marine animals an
odor and taste that is absent from freshwater fish and invertebrates. Also, a chemical
substance called dimethylsulfoniopropionate (DMSP) that is found in red and green algae is
transferred to animals in the marine food chain. When broken down, dimethyl sulfide (DMS)
is produced, and is often released during food preparation when fresh fish and shellfish are
heated. In small quantities it creates a spesific smell one associates with the ocean, but
which in larger quantities gives the impression of rotten seaweed and old fish. Another
molecule known as TMAO occurs in fishes and give them a distinct smell. It also exists in
freshwater species, but becomes more numerous in the cells of an animal the deeper it
lives, so that fish from the deeper parts of the ocean has a stronger taste than species who
lives in shallow water.However, only a small number of species are commonly eaten by
humans.

Common species used as seafood

Mild flavour Moderate flavour Full flavour

Deli basa, flounder, hake, scup, smelt, ra anchovy, herring, lingcod, moi,  Atlantic

cate inbow trout, hardshell clam, blue orange roughy, Atlantic Ocean mackerel
 text crab, peekytoe crab, spanner perch, Lake Victoria
ure crab, cuttlefish, eastern perch, yellow perch, European
oyster, Pacific oyster oyster, sea urchin

Med black sea bass, European sea sablefish, Atlantic escolar, chinoo

ium bass, hybrid striped salmon, coho k salmon, chum
text bass, bream, cod, drum, haddock, h salmon, skate, dungeness salmon, Americ
ure oki, Alaska pollock, rockfish, pink crab, king crab, blue an shad
salmon, snapper, tilapia, turbot, wall mussel, greenshell
eye, lake mussel, pink shrimp
whitefish, wolffish, hardshell
clam, surf clam, cockle, Jonah
crab, snow crab, crayfish, bay
scallop, Chinese white shrimp

Fir Arctic barramundi, cusk, dogfish, king barracuda, Chil

m char, carp, catfish, dory, grouper, ha klip, mahimahi, opah, mako ean sea
text libut, monkfish, pompano, Dover shark, swordfish, albacore bass, cobia, cro
ure sole, sturgeon, tilefish, wahoo, yello tuna, yellowfin tuna, geoduck aker, eel, blue
wtail, Abalone, conch, stone clam, squat lobster, sea marlin, mullet, s
crab, American lobster, spiny scallop, rock shrimp ockeye
lobster, octopus, black tiger salmon, bluefin
shrimp, freshwater shrimp, gulf tuna
shrimp, Pacific white shrimp, squid

1.11 HEALTH BENEFITS:

Fish can form part of a nutritious diet and is a good source of vitamins and minerals; oily fish is
rich in omega-3 fatty acid, which may benefit heart health.

1.12 HEALTH HAZARDS:

Fish and shellfish have a natural tendency to concentrate mercury in their bodies, often in
the form of methylmercury, a highly toxic organic compound of mercury. Species of fish that
are high on the food chain, such as shark, swordfish, king mackerel, albacore tuna,
and tilefish contain higher concentrations of mercury than others. This is because mercury is
stored in the muscle tissues of fish, and when a predatory fish eats another fish, it assumes
the entire body burden of mercury in the consumed fish. Since fish are less efficient at
depurating than accumulating methylmercury, fish-tissue concentrations increase over time.
Thus species that are high on the food chainamass body burdens of mercury that can be ten
times higher than the species they consume. This process is called biomagnification. The
first occurrence of widespread mercury poisoning in humans occurred this way
in Minamata, Japan, now called Minamata disease.
Shellfish are among the more common food allergens. A common misconception is a cross-
reactivity between seafood and iodinated radiocontrast agents

1.13 SUSTAINABILITY:

Research into population trends of various species of seafood is pointing to a global collapse
of seafood species by 2048. Such a collapse would occur due to pollution and overfishing,
threatening oceanic ecosystems, according to some researchers.
A major international scientific study released in November 2006 in the
journal Science found that about one-third of all fishing stocks worldwide have collapsed
(with a collapse being defined as a decline to less than 10% of their maximum observed
abundance), and that if current trends continue all fish stocks worldwide will collapse within
fifty years. In July 2009, Boris Worm of Dalhousie University, the author of the November
2006 study in Science, co-authored an update on the state of the world's fisheries with one
of the original study's critics, Ray Hilborn of the University of Washington at Seattle. The
new study found that through good fisheries management techniques even depleted fish
stocks can be revived and made commercially viable again.
The FAO State of World Fisheries and Aquaculture 2004 report estimates that in 2003, of the
main fish stocks or groups of resources for which assessment information is available,
"approximately one-quarter were overexploited, depleted or recovering from depletion
(16%, 7% and 1% respectively) and needed rebuilding."
The National Fisheries Institute, a trade advocacy group representing the United States
seafood industry, disagree. They claim that currently observed declines in fish population
are due to natural fluctuations and that enhanced technologies will eventually alleviate
whatever impact humanity is having on oceanic life.

1.14 PORTER’S FIVE FORCE ANALYSIS OF BMR INDUSTRIES:

Michael Porter identified five competitive forces that shape every single industry and
market. These forces helped us to analyse everything from the intensity of competition to
the profitability and attractiveness of an industry .The following image shows the
relationship between the different competitive forces influencing and determining the
competitiveness and profitability of an industry.

1.COMPETITIVE RIVALRY WITHIN THE INDUSTRY:

Increase in demand there are number of competitors for BMR industries in Nellore they are
Anjanaya sea foods, Devi sea foods, Avanthi sea foods, however BMR is known for quality,
variation of price leads to heavy competition, customer loyalty is the key factor for the
success of organization. If there are many competitors offering undifferentiated products
and services, this will reduce market attractiveness.

2.BARGAINING POWER OF CUSTOMERS:

 The buyers take quotations from different players in the industry and based on their
evaluating criteria as well as size of the product and quality taken into consideration
and the most favourable option is chosen.
 The criteria for choosing depend on the company policy which is unknown.
 There are various technology providers across the globe, therefore buyer has a high
power to negotiate on price and technology.
However, the bargaining power of buyers is high.

3.BARGINING POWER OF SUPPLIERS:

 This industry requires highly specialized components in the manufacturing of

products and the cost of procurement of these components is high. If number of
suppliers is high the bargaining power of suppliers is also high.
Therefore, emphasizing the importance of the specialized component supplier and the
power he holds in quoting the price.
 Monopoly of important components: certain suppliers enjoy monopoly over
specialized components.
 High value order: The higher the value of the order, greater the chances of the
agreement being honoured as compared to low value orders.

4.THREAT OF NEW ENTRANTS:

 TIME AND CAPITAL REQUIREMENT:

Shrimp processing involves huge amount in manufacturing process and therefore
posing a major threat to the new entrants. It involves a huge capital expenditure and
time consuming because the volume of the output product is high and the equipment
used in this process are also capital intensive. The quality measures taken by the
organization also in development of technology are also high.
It is a segment not attractive for small scale players.

 EXISTING BIG PLAYERS IN THE MARKET POSE THREAT:

 The existing players in the market have already established their presence. They are
robust companies because of their monetary, innovative and technical strengths. It is
also easy to upgrade technology rather than having to start from scratch making the
existing players more agile.

As a result, the threat of new entrants is high.

5.THREATS OF SUBSTITUTES:
Substitutes of shrimps are tiger shrimp, fish, crab, chicken, mutton, where close substitute
products exist in a market, customers switching to alternatives in response to price
increases. This reduces both the power of suppliers and the attractiveness of the market.

PESTLE ANALYSIS:

POLITICAL:

 Regulation and deregulation trends

 Social and employment legislation
  Tax policy and trade tariff controls
 Environmental and consumer protection legislation
ECONOMIC:

 Stage of a business cycle

 Current and present economic growth, inflation and interest rates
 Labour costs
 Levels of disposable income and income distribution
 Impact of globalization
 Impact of technological or other changes on the economy

SOCIOLOGICAL:

 Organizational culture, management style staff attitudes.

 Education, occupation, earning capacity living standards.
 Demographic changes like age, gender, race, family size.

TECHNOLOGICAL:

 Change in technology, competing technological developments, research funding

 Information technology global and local communication
 Transportation, energy uses/sources associated/dependent technologies, waste
removal/ recycling

LEGAL:

 Current home market legislation, future legislation.

 Regulatory bodies and processes
 Environmental regulations, employment law, consumer protection.
 Industry specific regulations, competitive regulations

ENVIRONMENTAL:

 Ecological
 Environmental issues, environmental regulations
 Customer value, market values,
 Management style, and staff attitudes, organizational culture, staff engagement.
 CHAPTER: 2
COMPANY PROFILE
INTRODUCTION ABOUT THE COMPANY
2.1: COMPANY PROFILE
Name of the Firm : BMR INDUSTRIES PRIVATE LIMITED
Place : NELLORE, ANDHRA PRADESH
Date of incorporation : 15-08-1990
Nature of Organization : Private Limited Company
Industry Category : Food processing
Main Products : Shrimp processing and feed for the shrimps
Power Used : Electricity from APSPDCL
Number of Employees : 800
GST Number : 37AACCB9704D1ZV

Mr.B. Mastha Rao to utilize his immense knowledge in the aquaculture area has established
a Hatchery division in the year 1994, with a specific objective to provide a qualitative and
modern hatchery division. Having established a hatchery division subsequently he
diversified his activities to other areas of aquaculture like culture, processing and
established a complete range of product from shrimp production. He not only established
the units but also exported to various countries the quality shrimp product and brand name
was established only for the quality. The firms / companies under BMR group have obtained
the highest quality certificates from almost all leading quality analysing firms.

From humble beginnings in 1991, in the idyllic village of Iskapally in Nellore District of
Andhra Pradesh, BMR Group has grown to be industry leaders in the shrimp farming and
export sector. Under the able leadership of its Chairman, Dr. B. M. Masthan Rao, the Group
has been credited as the pioneers of L.Vannamei cultivation in India. BMR Group is vertically
integrated and can boast of total traceability with its farm to fork program.

Over 25 years the BMR Group has grown to an industry conglomerate with 250 hectares of
hatcheries, 600 hectares of farming, on site labs and feed mills, a state-of-the-art factory
covering 50,000 sq. ft. in Dhamavaram, Nellore District in Andhra Pradesh, with a capacity of
25 metric tonnes per day and compliance with industry specific standards like BAP, BRC,
HACCP, etc. BMR Group has many awards and accolades to its name, including Best
Hatchery in India 2014 from the Ministry of Commerce, Govt. of India & MPEDA.

Lauded for introducing the L.Vannamei species to the Indian subcontinent, the Group
utilises its certified seed and premium feed to produce shrimp that is acclaimed for its
exceptional color and flavour. BMR group is also known for its commendable support to
local farmers.

2.2: ORIGIN AND DEVELOPMENT:

Hailing from an agrarian background, Dr. B. Masthan Rao, a Commerce Graduate, embarked
on his seafood journey by cultivating P. Monodon shrimp on his family’s land. His success in
hatcheries now spreads across 250 hectares of fully owned farms.

Dr. Masthan Rao has been credited with introducing the L. Vannamei species to the Indian
subcontinent. In 1997, when the local Indian species P. Monodon was wiped out due to
disease, he began a quest for a solution and found the L.Vannamei species which was more
resilient and high yielding to be successful in Taiwan, China, Thailand & Vietnam. On his
return, with the strong support of the Govt. of India, he began a pilot project for 6 years.
Convinced of its success, the project was introduced on a commercial scale. Technical
assistance, good quality seed, nutritious low cost feed and meticulous monitoring at every
stage are provided to the local farming community. From a yield of 150 metric tonnes in
1994 to 2,90,000 metric tonnes in 2014, the project has been very successful and proudly
accepts the credit of earning 17 crores ($3 billion) in foreign revenues.

Dr. B. Masthan Rao has been honoured with a doctorate by the International University of
Contemporary Studies (USA) and is a Member of the Andhra Pradesh Capital Formation
Committee. He dedicates a lot of his time to philanthropy, upliftment of the poor & support
of the farmers in Andhra Pradesh.

2.3: PRESENT STATUS OF THE COMPANY:

BMR INDUSTRIES PRIVATE LIMITED has a strong business bond with major suppliers and
customers and guarantee for quality products as per global standards and importers
specifications on customers brand and on our own brands BMR Gold in-Block and BMR
classic in – IQF (individual quick freezing).
BMR INDUSTRIES PRIVATE LIMITED processes & packs frozen aquaculture shrimp in block &
IQF(individual quick freezing) forms (Raw/ value added) for USA, Japan Middle East and
European countries etc. In the process plant, quality consciousness starts right from the
monitoring of quality of water used in the plant, workers hygiene and continues through
entire processing line. The role of operations in the processing line is the pivot for the
conformity of the product with hygiene and quality regulations of the country of
destination. The company professionally managed by qualified and well acquainted with a
team dedicated personnel. The company regularly updates quality requirements and
implements training needs of all levels.

BMR INDUSTRIES PRIVATE LIMITED is implementing the HACCP (hazard analysis critical
control point) regulations (cfr123) as Sea Food exporter and highly committed to the gospel
of quality, having highly professional HACCP team to keep good control over the process
system and all necessary microbiological analysis in the lab managed by the team of
qualified technologists and secure that the product confirm to the global standard.

2.4: ORGANIZATION AND MANAGEMENT:

Organization refers to a group of people who works together in a structured way to achieve
specific goals as objective. On the other hand, management is the practice of consciously
shaping the growth of organization.

Slno Name of the person Designation

1 Mr.B.Ramesh kumar General manager

2 MR. k. Sukumar Reddy Manager-procurement

3 MR. k. Raghuram Manager- production

4 MR. J. sivakumar Manager- exports

5 MR. A Sarathy Rajan Manager-QA HACCP team

leader

6 MR. Sampath kumar Manager-HR

 7 MR. Raghuram Finance manager

8 MR. k.Pradeep kumar Technologist-QC

9 MR. k. Krishnaiah Manager-0electrical

10 MR. Venkateswarrao Incharge- maintenance

11 MR. krishnaswamy Incharge- production

12 Mr. Murali Incharge- production

13 Mr. seenaiah Supervisor-Sanitation

2.5: COMPANY BACKGROUND:

Dr. B Masthan Rao started BMR group in the FY 1992 with shrimp culture in a traditional
way in a few acres of family land at his native village isakapalli and now it has developed
to total of 108 hectares of farming area. It comprises of 124 number of ponds that are
approved by CAA (Coastal Aqua culture Authority) in different localities in Andhra Pradesh
and the group is farming L.vannanmei adapting different methods.

Mr. Masthan Rao is the pioneer in bringing this particular variety of L vannamei to India
and he possesses in depth knowledge in shrimp culture. Right from hatchery to export. He
is Ex MLA of one of the constituencies in AP and he is a highly influential person in Nellore
District. His entire family members are involved in this business.

2.6: LOCATION:

The company has its factory at the following address,

BMR INDUSTRIES PRIVATE LIMITED

S. no 198A to D1,230/2A to D1, 203/3A to F1,

DAMAVARAM (VILLEGE) DAGADARTHI MANDAL

NELLORE-524152 A.P INDIA,

2.7: PRODUCT PROFILE:

RAW VANNAMEI HEADLESS, SHELL-ON SHRIMP (HLSO)

SIZE RANGE: 8/12 THRU 71/90
FREEZING – IQF, BLOCK
BRAND – BMR GOLD

RAW VANNAMEI PEELED, DEVEINED, TAIL-ON SHRIMP

SIZE RANGE: 8/12 THRU 71/90
FREEZING – IQF
BRAND – BMR CLASSIC
RAW VANNAMEI PEELED, DEVEINED, TAIL-OFF SHRIMP
SIZE RANGE: 8/12 THRU 110/130
FREEZING – IQF, BLOCK
BRAND – BMR CLASSIC, BMR GOLD

RAW VANNAMEI EASY PEEL SHRIMP

SIZE RANGE: 13/15 THRU 51/60
FREEZING – IQF, BLOCK
BRAND – BMR CLASSIC, BMR GOLD

RAW VANNAMEI HEADON, WHOLE SHRIMP (HOSO)

SIZE RANGE: 10/20 THRU 60/70
FREEZING – IQF
BRAND – BMR GOLD
 RAW VANNAMEI NOBASHI EBI
SIZE RANGE: 16/20 THRU 26/30
FREEZING – IQF
BRAND – BMR CLASSIC

2.8 BMR GROUP OVER ALL GOALS:

 To remain pioneers in the aquaculture sector internationally and to further

strengthen our leading position.
 To increase our production and introduce new products.
 To lay emphasis on the vertical integration of the production and to achieve added
value.
 To respect the environment.
 To increase productivity and efficiency for the benefit of our shareholders.
 To establish long-term planning for the benefit of the consumers, shareholders and
our personnel through the setting of a business plan and long-term goals.
 To successfully meet the challenges and demands of the domestic and global market.
 To seek transparency in the structure, operation and production of the company.

2.9 BMR GROUP OBJECTIVES:

 We the management and employees of BMR INDUSTRIES PRIVATE LIMITED are

committed and responsible for process quality.
 Legal substantial seafood products hence assuring the best value of money.
 Our primary objective is to process and deliver the quality seafood products to the
customer by adhering to the fair trade practices.
 We duly respect our social, ethical, environmental commitments towards society
and create healthy atmosphere among the employees

VISION AND MISSION OF BMR INDUSTRIES

2.10: VISION:

Ever since our company was founded, its vision has been to establish itself as a leader in
Mediterranean Aquaculture, among the top five producers, by producing healthy products
of high nutritional value and affordable prices for the consumer, meeting the needs of its
shareholders, its employees, the environment and the social needs of the regions where it
operates.

2.11 Our Mission:

We produce delicious, healthy seafood products of high nutritional value and affordable prices
that improve people’s lives and high-quality, innovative products that add value to our clients’
businesses.

2.12: SWOT ANALYSIS OF BMR INDUSTRIES.

The basic objective of SWOT analysis is to provide a frame work to reflect on the firm ability
to overcome barriers and to avail of opportunities emerging in the changing environment,
the diagnosis of strength and weakness can be fruitfully on if the environment factors and
market conditions are considered always with the internal capabilities. SWOT analysis is
important tool to find strength, weakness, opportunities and threats. Strength, weakness,
opportunities and threats are the elements or key factors that influence the survival and
development of any organization
Strengths :

1. Having experience in shrimp culture industry and is engaged in manufacturing of high

quality shrimp feed, processing & export of shrimps and also operating a vannamei
hatchery.

2. Collaboration with THAI UNION Group PCL., Thailand, an internationally well known
company for processing and export of marine products, feed and hatchery.

3. Well trained technical team to support farmers with global standard aquaculture
practices and processes.

4. Presence of strong dealership network and farmers base pan India.

Weakness:

1. The shrimp culture faces infrastructure-related problems like in-adequate water

resources, power supply, cold storage, etc.

Opportunities:

1. Seafood consumption is increasing worldwide as compared to other forms of meat.

2. India's long cost line is well suited for aqua culture and seafood industry's growth.
3. The successful adoption of vannamei species, shrimp culture may be replicated for other
exportable species like seabas, krouper, red-tilapia, halibut, and crab culture which will
provide opportunity for feed and exports.

Threats :

1. The aquaculture industry is dependent on climatic conditions. Natural calamities like

floods and cyclones could seriously impact the aquaculture.

2. Possibility of shrimps getting affected by diseases.

3. Other concerns include: Volatile International prices of shrimps; fluctuating foreign

exchange rates; levy of anti-dumping and countervailing duties by US.

2.13 rewards and achievements:

BRC Higher Level Certified by SGS

 BAP  Certification
Processing, BMR Industries Pvt. Ltd.

 Farms, BMR IMPEX

 Hatcheries, BMR Industries Pvt. Ltd.

Feed Mill - Due in 2016

 HACCP, Certified by BSCIC

ISO 22000:2005 Certified by BSCIC

USFDA Certification
 FSSAI Certification

ASC Certified

BMR Group is the first company to apply for ASC Certification in India 
and expect to be fully approved by July 2015.

2.14 BALANCED SCORE CARD APPROACH:

The balanced scorecard is the most widely applied performance management system today. The
balanced score card was originally developed as a performance measurement system in 1992 by Dr.
Robert Kaplan and Dr.,David Norton at the Harvard business school. Unlike earlier performance
measurement system, the balanced scorecard measures performance across a number of different
perspectives:

1. Financial perspective
2. Customer perspective
3. Internal business process preceptive
4. Innovation and learning perceptive

The balanced scorecard is system for performance measurements that links a company’s strategy to
specific goals and objectives, provides measures for accessing progress towards the goals and
indicates specific initiatives to achieve those goals.

Particulars Objective Measures Targets

Financials Increase profitability  Net profit

 Operating cost

Customer Improve market Market share index

perception Customer satisfaction

Internal process Innovation in the Sales of the new

products products
End users perceptive

Organizational capacity Improve knowledge and Employee development

skills plans
Technology based
training
 CHAPTER- 3
ORGANIZATIONAL DESIGN

3.1: ORGANIZATION STRUCTURE OF BMR INDUSTRIES

 General
Manager

Manager -
Production Manager Manager - Manager
HR Incharge Manager QA Maint/Electri
Manager Finance Exports Procurement
cal

Store Shift Shift Export Purchase

Assistants QC Incharge Cashier Accountant
Incharges Incharges Operators Executive Supervisors

Sanitation
Supervisors Supervisors Technologist Operators Assistant Assistant
Incharge

workers Workers ON LINE QC Sanitation

Sanitation
Lab Assistant
Workers

3.2 STUDY OF ORGANIZATION DESIGN:

An organizational structure defines how activities such as task allocation, coordination and
supervision are directed towards the achievement of organizational aims. It can also be
considered as the viewing glass or perspective through which individuals see their
organization and its environment.
3.3 ORGANIZATIONS ARE A VARIANT OF CLUSTERED ENTITIES:
An organization can be structured in many different ways, depending on their objectives.
The structure of an organization will determine the modes in which it operates and
performs. Organizational structure allows the expressed allocation of responsibilities for
different functions and processes to different entities such as the branch, department, and
workgroup an individual. Organization structure affects organizational action in two big
ways. First, it provides the foundations on which standard operating procedures and
routines rest. Second, it determines which individuals get to participate in which decision-
making processes, and thus to what extent their views shape the organization’s actions.
3.4 TYPES OF ORGANIZATIONAL STRUCTURE:
In the above organizational chart we can find different types of structures. Some of them
are:

 Line organizational structure

 Staff organizational structure

 Line & staff organizational structure

 Divisional organizational structure

LINE ORGANIZATIONAL STRUCTURE:

Has only direct, vertical relationship between different levels in the firm.
Advantages:

 We can easily simplify & clarify

 Promotes fast decision making
 Simple to understand
Disadvantages:

 Overloads key persons

 Ineffective because of larger line organization
STAFF ORGANIZATIONAL STRUCTURE:
An organization where staff department have authority over line personnel in narrow areas
of specialization.

Disadvantages:

 Potential conflicts resulting from violation of principle of unity of command The

tendency to keep authority centralized at higher levels in the organization.

LINE & STAFF ORGANIZATIONAL STRUCTURE:

Most large organizations belong to this type of organizational structure. These organizations
have direct, vertical relationships between different levels and also specialists responsible
for advising and assisting line managers. Such organizations have both line and staff
departments. Staff departments provide line people with advice and assistance in
specialized areas.
Advantages:

 Even through a line and staff structure allows higher flexibility and specialization it
may create conflict between line and staff personnel.
 Line managers may not like staff personnel telling them what to do and how to do it
even though they recognize the specialists’ knowledge and expertise.
 Some staff people have difficulty adjusting to the role, especially when line
managers are reluctant to accept advice.
 Staff people may resent their lack of authority and this may cause line and staff
conflict
Disadvantages:

 Conflict between line and staff may still arise.

 Staff officers may resent their lack of authority.
 Co-ordination between line and staff may become difficult.
DIVISIONAL ORGANIZATIONAL STRUCTURE:
In this type of structure, the organization can have different basis on which departments are
formed.
 Chapter-4
BUSINESS LEVEL FUNCTIONS

4.1 PRODUCTION:
It is responsible for the processing of product in accordance with the production plan
organizing staff for effective processing ensuring the subordinates to eliminate the quality
and safety problems at work providing necessary instructions for the process and yields.
4 chemicals are using in the production process carneel, altesa, MK1, MTR these chemicals
are varying as per the buyers order and weight of the product.

For production process 2 types of machines are there IQF (individual quick freezing) and
plate freezers are there.

Soaking process is defined as per the material grades like 21/25, 26/30, 13/15 and so on.

For this production process they are using 60% water and 40% ice. Ice making machines are
there and buying salt and other chemicals from others having tie-up with them.

Types of the finished products is as follows

PDTO – peeling divine tail on

PUD – peeling undivine

PPD – pin peeling Divine (pin cut)

Easy peeling (siccor cut)

PD – peeling divine (Knife cut)

The processing unit will suffice the requirements of value addition, where initially the
shrimps will be processed as plate frozen- headless raw shrimps and later on Individually
Quick Frozen (IQF) and block frozen. There is scope for manufacturing several other
products from Shrimp so the unit can avail value added processing advantage.

Shrimp are not frozen at sea on any British trawler at the present time, although the
practice is now commonplace in some overseas fisheries, for example in the Gulf of Mexico.
The economics of freezing the deep-water shrimp catch at sea, on the Fladen ground for
example, may be worth examining in terms of improved quality and increased proportion of
fishing time to steaming time.

Shrimp can be frozen at sea by immersion in a cold brine or a solution of sugar and salt, by
air blast freezing or by plate freezing. Immersion and air blast freezers are used successfully
on shrimp vessels in North and Central America. Freezing in sugar and salt solution is
claimed to give an improved glaze on the shrimp, and to make separation of the shrimps
easier when thawing.

Deepwater shrimps can be frozen in 10-15 minutes by immersing them in brine at -20°C.
Very long immersion times result in an unacceptable product because of excessive uptake of
salt. Shrimp can also be frozen satisfactorily in blocks 50 mm thick in a vertical plate freezer;
the shrimp are poured into a polyethylene bag between the freezer plates, and the spaces
between the shrimp are filled with water. Freezing time for a 50 mm block in a plate freezer
operating at -35°C is 90 minutes. The added water gives protection against physical damage
to the shrimp, provides better contact during freezing, and reduces dehydration of the
shrimp during subsequent storage. The frozen blocks may need a further wrapping, for
example in fibreboard cartons, to make them easier and safer to handle on a moving ship.

Cooked whole shrimp can be frozen satisfactorily in a plate freezer in the same manner as
raw shrimp, but immersion freezing of cooked shrimp is unsatisfactory because the thawed
shrimp are difficult to peel, and the texture of the meat is poorer.

Composition of shrimp:

Raw shrimp meat contains 75-80 per cent water, 18-20 per cent protein and about 1 per
cent fat; cooked meat contains 65-70 per cent water, 25-30 per cent protein and about 1
per cent fat. The calorific value of cooked shrimp meat is about 4.5 kJ/g. Vitamins A and D
are present in small quantities.

Small whole shrimp are also sometimes cooked and dried on the Continent and used for
feeding poultry and farmed trout; the shrimp are boiled for 4 minutes and then placed on
mesh trays in a suitable drying kiln for about 8 hours.

Phases of a Shrimp Processing Operation :

1. Receiving:
Shrimp is delivered to and received by the shrimp processor plant in wooden crates aboard
refrigerated trucks. Shrimp is removed by hand from the crates into an automated wash
receiving tank. Shrimp is washed and transferred to a conveyor belt to the breaking table.
2. Breaking:
Shrimp head is removed. Removal of the head is most often a manual process that can be
performed either by the shrimp fisher/farmer or by the processor that procures the shrimp.

3. Grading:

Shrimp is sorted according to a preset size category and deposited down side shoots into
perforated plastic baskets. Whole raw shrimp on receipt at the factory are first graded for
size, since large shrimp are generally more valuable than small ones, and mechanical peelers
require a supply of shrimp within a fixed size range. Small shrimp that are uneconomic to
peel are either discarded or are used in chopped form as raw material for various products.

4. Peeling & Deveining: legs, shell and vein are removed by using automated machinery.
5. Packing:
separated and sized shrimp are weighted according to size and packaged in either 1 pound
bags or 5 pound boxes in accordance to end customers’ preferences. Packaged shrimp
product are placed onto a master carton and loaded onto freezer carts. Packaging is
generally done by hand labor.
Packing densities, based on a few measurements of samples of deepwater shrimp, are
provisionally as follows

Packing density of deepwater shrimp kg/m3

Unfrozen Frozen
whole 560 360
Raw
meats 890 440
whole 500
Cooked
meats 620 400

6. Blast Freezing:
Processed shrimp is kept overnight in a Freon-activated blast freezer, where as many as
22,000 lbs of shrimp can be exposed to -40F temperature. Freezing can occur at different
points of the processing cycle to help reduce spoilage. For example, if the shrimp will
undergo a long journey to arrive at the processor’s plant, it makes sense to freeze the
shrimp beforehand. On the other hand, in order to meet demand during off-season, shrimp
is often bought, frozen, and stored prior to processing. Frozen shrimp is then thawed as
demand required during the off-season.
7. Glazing:
frozen shrimp is removed from the blast freezer and coated with a thin layer of water, which
is immediately turned into a moisture sealing gaze

8. COLD STORAGE OF MEATS:

Frozen cooked shrimp meats should be stored at -30°C; they will keep in good condition at
this temperature, provided they are properly wrapped or glazed, for at least 6 months. Long
term storage at higher temperatures is not recommended; for example after 3-4 months at
-20°C the development of undesirable odour and flavour and poor texture can make the
product unacceptable.

9. Final checking and weighing:

Graded material final sorted for size colour and nonconformity are upto the mark or not are
checked properly and filling weight for the products is fixed as per the specifications.

10. Shrimp waste:

Shrimp waste, that is heads and shells, can be used to produce a shrimp meal containing 40-
45 per cent crude protein and 5 per cent moisture after cooking, drying and grinding. Chitin
and its derivative chitosan have also been extracted from shrimp waste on a commercial
scale in North America. Glucosamine hydrochloride, which can be derived from shell waste,
has been suggested as a possible commercial source of glucosamine.
PROCUREMENT:
Procurement department is responsible for the procurement of fresh and wholesome raw
material, additives, ingredients packing material that meets safety and quality requirements
at the competitive price as per the specifications.

The responsibilities of procurement department is defined as follows:

 Variety of the product

 Buyer
 Brand name
 Treatment specifications
 Packing specifications
 Organoleptic specifications
 Bacteriological specification
 Label details (if any)

QUALITY AND CONTROL:

Quality department and HACCP team is responsible for implementation of all quality
assurance and food safety requirements purchasing of raw materials, finished products,
organizing and attending audits inspection of test procedures preparation of product quality
plan and conducting meetings and investigate the quality issues and take necessary
corrective actions (wherever relevant). Also checks the functioning of refrigeration systems
water management etc.

The following quality measures are performed by the quality team

1. Raw material quality checking

2. Checking the purchased material is hygiene or not
3. Testing and sampling procedure
4. Checking the grading process is performing as per the buyers order or not
5. To check the weight and quantity
6. Material count checking
7. Proper temperature is maintained by the production team or not.
8. Environment is suitable for storage or not
9. Time and temperature for the cooked product.

Logistics and distribution:

Products are stored in refrigerated conditions that protect food against contamination as
well as against deterioration of the products. There are cold storerooms with totally 1500
metric tons capacity which helps in separate storage of products separate buyer/brands
wise/grade wise/variety to avoid any sort of mixing up. Storage temperature is -18° C or
below. Frozen products are arranged in pallets. They are stored in cold store in such a
manner that enables proper circulation of air by providing sufficient gap between the pallets
and walls. Shipment is always effected by following the principle of FIFO (first in first out)

Temperature of the cold store is monitored by self-recording datalogger placed in the lab
and temperature display in the entrance of each cold store. Floor of the storage area is
cemented and is easy to clean and disinfect. Anterooms are spacious enough and
maintained with a view to reduce rapid fluctuation of temperature in the cold store. Care is
taken to avoid delays in the shipments which may otherwise lead to dropping down of
temperature in the finished product.

Transportation of finished products is carried out in a refrigerated container that maintain

temperature of the product below -18°C to protect the products against possible
temperature related hazards and against deterioration of product as well.

Exports:
The following details are the export invoice
Finance:
  BMR INDUSTRIES PRIVATE LIMITED following double entry system for
maintaining the books of accounts

Internal audit and control: internal audits planned and conducted through trained
internal auditors of non-concerned departments.

Audit team records the results of the audit and forwarded to HACCP team leader. The major
objective of these audit is to verify HACCP implementation and verification of flow chart in
the plant. Based on the audit observations the non-conformities, if any are identified and
immediate corrective actions are planned with time targets.

Subsidiaries:
consolidation of results i.e., consolidated financial statement because BMR group having
Processing plant and Feed plant.

Employees/ workers in BMR group doing overtime work on Seasonal basis

Employees/ workers in BMR group doing idle time work during the lack of material.

Credit terms:
The credit terms followed by BMR group is defined as follows

Letter of credit

Document against acceptance

Document against payment

Budgeting:
BMR group preparing three types of budgets they are as follows

Operating budget

Cash flow budget

Financial budget

Operating budget:

Operating budgets are generally created on a weekly, monthly, or yearly basis. A manager
might compare these reports month after month to see if a company is overspending on
supplies.

Cash Flow Budget:

Cash flow budgets consider factors such as accounts payable and accounts receivable to
assess whether a company has ample cash on hand to continue operating, the extent to
which it is using its cash productively, and its likelihood of generating cash in the near
future.

Financial Budget:

A financial budget presents a company's strategy for managing its assets, cash flow, income,
and expenses. A financial budget is used to establish a picture of a company's financial
health and present a comprehensive overview of its spending relative to revenues from core
operations.

Vendor selection:

BMR group selecting the vendor based on the background quality track records of vendor
sanitation of that places.

Purchase functions of BMR group are rate, quality, workable price.

Debtors management:

BMR group having the credit control department, discount allowed, special discount limits
and time period.

Working capital management:

BMR group is financing with Bank of Baroda maintaining OD account also

BMR group considering cash credit, pre-shipment credit, letter of credit.

Accounting for scrap spoilage and wastage:

Accounting for sale of scrap is done and it is entering in the books of accounts

Accounting department is fully computerized and this department uses tally software
package.

Depreciation: BMR group is using straight line method for the calculation of depreciation.

Foreign exchange hedging: BMR group following AS11 i.e., effects of changes in foreign
exchange rate because BMR group is exporting to other countries.

Accounting standards/ Ind AS followed:

 AS1 Disclosure of accounting policies

 AS2 valuation of inventories
 AS6 Depreciation accounting
  AS9 Revenue recognition
 AS11 Effects of changes in foreign exchange rate
 AS15 Employee benefits
 AS17 segment reporting
 AS28 Impairment of assets

Debit note voucher:

HUMAN RESOURCE MANAGEMENT:

With the increase in the size of business, manpower has become the most vital factor in
business. Personal management is a specialized branch of management that deals with
people. Human beings are principle asset of the business or industry. People are main
subject matter of personnel management and its business to educate employee, managers,
line and staff and supervisors to place high value of the dignity and individual human being.

Leave policy:

The following categories of leave are admissible. All leave entitlement and accrual will be on
the calendar year basis i.e., from January to December

 Casual leave
 Sick leave
 Privilege leave
 Maternity leave

Remuneration policy:

The salaries that are to be paid to all employees at all levels of the company shall be
compatible with all balances. Strategic targets and market conditions.

A general increase in salaries is to be implemented once in a year. A two stage process is

followed in the determination of the rate of yearly wage increase first, the general wage
increase rate shall be determined, and then personal wage increase rate shall be specified.

Determination of wages in duty changes and recruitments and yearly general wage increase
are arranged through management decisions and announced to all employees.

Recruitment policy and procedure:

Classification of employees into regular temporary casual and trainee for the purpose of this
policy will be the same as defined in the company’s certified standard order.

Manpower planning and budgeting is explained as follows

Each department will review of adequacy or otherwise the required manpower in

qualitative and quantitative terms for the immediate recruitment.HR playa a crucial role in
validating the manpower requirements and applying certain tools like process mapping time
and motion study etc.

The requirement of casual and other contingent staff will not form a part of manpower
budget as the same will be shown only in terms of estimate of expenditure to be incurred in
respect thereof as a part of the works budget.
Sources and modes of recruitment:

Candidate may be sources through

5. Personal contact and talent survey. Only in respect of posts requiring

specialist knowledge and expertise and /or exceptional qualification and
merit subject to approval of the director .
6. Services of manpower supply agencies can be utilised ensuring that the
charges of recruitment shall not be beyond 8.33% of the GAC of the
candidate thus selected.
 CHAPTER:5
FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
Findings:
The findings that were drawn through the organization study throw light on the possible
suggestions, which can be considered in the overall growth of BMR INDUSTRIES LIMITED as
an organization. The Organization Study has been a learning experience and has helped gain
useful insights into the concepts and functioning of the automotive industry. The findings of
the study can be summarized as:

1. Quality and Service is what has made BMR INDUSTRIES LIMITED an established
company and has helped them attract so many customers in so little time.
2. BMR INDUSTRIES LIMITED being a front runner in the seafood industry enjoys high
brand reputation and value thus having a greater market share in seafood industry.
3. The communication and understanding among departments is excellent and has
attracted more customers.
4. It was observed that the structure of the organization was well defined wherein each
member had clear information of his or her roles, duties and responsibilities.
5. It was also observed that the export department had a keen attention in developing
awareness and gives the brand a strong position in the minds of the target audience.
6. It was observed that the human interactions in the organizations workplace were in
accordance with the policies of the firm.

Recommendations:
 Offers should be made in an influencing manner so that the customers would be
attracted towards the products.
 Official website needs to be more attractive and should add more advanced
information about the product.
 The firm should take necessary steps to avoid back tracking and re handling of
materials.
 Customers are the main important factors of whole firms, so the firms should ready
to increase the capacity of the customer care department
 The firm should give more incentives, bonus, festival allowances etc. to the workers.
It motivates the workers to work more. It also reduces absenteeism and labour turn
over.
 The firm should conduct seminars to motivate the employees and to increase their
productivity.
CONCLUSIONS:

The experiences in the shrimp processing company showed that the quality system that is
based on a HACCP system is well documented and implemented. The quality system gives
the possibility to ensure food safety. The company has an efficient recall procedure, which is
important in case of a problem with the product, as it can help to locate the problem.

The traceability system in this company is based on a good labelling system and record
keeping detailing the history of the product. The product can be traced back from the
retailer until the catching, using the pallet number to trace the origins of the product. The
use of microbiological testing is also an important tool to verify the quality system related to
hygiene and the safety of the product and processing line. In case of problems of product
contamination the application of traceability is useful to find out what happened with the
product during processing.

Understanding how the record keeping regarding traceability works in this company was
also a practical experience and useful for fish and seafood processing plants in Cuba. Cuba
has a quality system based on HACCP. The experience gained in this study in an Icelandic
fish processing company about how the quality system ensures food safety and also how
the traceability works in the system, is helpful to promote improvements in the quality
system in Cuba. To be able to implement traceability of fishery products in Cuba before the
new regulation on traceability will come into force on 1 January 2005, the main focus will be
on improvements of the quality system, in particular regarding some aspects like GMP, GHP
and traceability which are part of the prerequisites programmes. The main focus will be on
training the people and the quality handbook with detailed procedures about the handling
and specifications for the products. The most important factors to ensure traceability of
products are: to identify all the links in the processing chain where transactions take place,
define the traceable units and label them with unique identifiers. The record keeping will
ensure the tracing of the units in the chain.