Rajasthan Agricultural Competitiveness Project: Detailed Project Report On Canning of Fruits and Vegetables

RAJASTHAN AGRICULTURAL
COMPETITIVENESS PROJECT
Detailed Project Report on Canning

of Fruits and Vegetables
Prepared by:
AGRI BUSINESS PROMOTION FACILITY

Table of Contents
List of Figures 2
List of Tables 3
Chapter 1- Introduction to Canning of Fruits & Vegetables 4
Chapter 2- Scenario of Canning of Fruits & Vegetables –Global & Indian 6
Chapter 3- Production Profile of Rajasthan 8
Chapter 4- Technical Process Flow 13
Chapter 5- Technology Options Available 19
Rajasthan Agricultural Competitiveness Project 1

List of Figures
Figure 1: Canned Fruits & Vegetables ................................................................................................... 4
Figure 2: Fruits Canning ........................................................................................................................ 5
Figure 3: Vegetables Canning ............................................................................................................... 5
Figure 4: Global Processed Food Market ............................................................................................... 6
Figure 5: Market Segmentation as per Geography ................................................................................ 6
Figure 6: District wise production of Tomato .......................................................................................... 9
Figure 7: District wise production of Chilli............................................................................................. 10
Figure 8: Generic process flow diagrams fruit canning......................................................................... 15
Figure 9: Generic process flow diagrams Juice Canning ..................................................................... 16
Figure 10: Generic process flow diagrams vegetable canning ............................................................. 17

List of Tables
Table 1: Details of vegetable production ................................................................................................ 8
Table 2: Vegetable Area, production, yield in past 3 years ................................................................... 8
Table 3: Key fruits of Rajasthan ........................................................................................................... 10
Table 4: Fruits, area, production and yield in past 3 years ................................................................... 10
Table 5 Production profile of Bansur cluster ......................................................................................... 11
Table 6 Production profile of Bonli cluster ............................................................................................ 11
Table 7 Production profile of Gudha cluster ......................................................................................... 12
Table 8: Assumptions for Rental and Captive Model ........................................................................... 19
Table 9: Assumptions for Operating Capacity utilization ...................................................................... 19
Table 10: Project Cost Summary.......................................................................................................... 20
Table 11: Means of Finance Summary................................................................................................. 20
Table 12: Civil Cost Summary .............................................................................................................. 21
Table 13: Utilities and other project components ................................................................................. 21
Table 14: Plant and Machinery ............................................................................................................. 21
Table 15: Income Statement ................................................................................................................ 25
Table 16: Balance Sheet ...................................................................................................................... 28
Table 17: Assumptions for Operating Capacity .................................................................................... 30
Table 18: Project Cost Summary.......................................................................................................... 30
Table 19: Means of Finance Summary................................................................................................. 31
Table 20: Civil Cost Summary .............................................................................................................. 31
Table 21: Utilities and other project components ................................................................................. 32
Table 22: Plant and Machinery ............................................................................................................. 32
Table 23: Income Statement ................................................................................................................ 36
Table 24: Balance Sheet ...................................................................................................................... 38

Chapter 1- Introduction to
Canning of Fruits & Vegetables
Canning is a method of preserving of food in which the food is processed and
hermetically sealed in containers through agency of heat. Canning provides a shelf
life typically ranging from one to five years, although under specific circumstances it
can be much longer.
History of Canning: In 1809, Nicolas Appert, a French confectioner and brewer
observed that food cooked inside a jar did not spoil unless the seals leaked and
developed method of sealing food in glass jars which is referred to as
APPERTIZATION and known as CANNING.
Figure 1: Canned Fruits & Vegetables
The canning of fruits and vegetables is a growing, competitive industry, especially the
international export portion. The industry is made up of establishments primarily
engaged in canning fruits, vegetables, fruit and vegetable juices; processing ketchup
and other tomato sauces; and producing natural and imitation preserves, jams, and
jellies. The goal of the canning process is to destroy any microorganisms in the food
and prevent recontamination by microorganisms.
Heat is the most common agent used to destroy microorganisms. Removal of oxygen
can be used in conjunction with other methods to prevent the growth of oxygen
requiring microorganisms. In the conventional canning of fruits and vegetables, there
are basic process steps that are similar for both types of products. However, there is
a great diversity among all plants and even those plants processing the same
commodity. The differences include the inclusion of certain operations for some fruits
or vegetables, the sequence of the process steps used in the operations, and the
cooking or blanching steps. Production of fruit or vegetable juices occurs by a different
sequence of operations and there is a wide diversity among these plants. Typical
canned products include beans (cut and whole), beets, carrots, corn, peas, spinach,

tomatoes, apples, peaches, pineapple, pears, apricots, and cranberries. Typical
juices are orange, pineapple, grapefruit, tomato, and cranberry. Generic process flow
diagrams for the canning of fruits, vegetables, and fruit juices are shown in figures
below
Figure 2: Fruits Canning
Receiving Washing Sorting & Chopper & Can Filler

& Storage Grading Slicer
Storage Labeling Water Heat Can

Cooler Sterilizatio Sealer
n
The steps outlined in these figures are intended to the basic processes in production.
A typical commercial canning operation may employ the following general processes:
washing, sorting/grading, preparation, container filling, exhausting, container sealing,
heat sterilization, cooling, labeling/casing, and storage for shipment. In these
diagrams, no attempt has been made to be product specific and include all process
steps that would be used for all products. One of the major differences in the
sequence of operations between fruit and vegetable canning is the blanching
operation. Most of the fruits are not blanched prior to can filling whereas many of the
vegetables undergo this step. Canned vegetables generally require more severe
processing than do fruits because the vegetables have much lower acidity and
contain more heat-resistant soil organisms. Many vegetables also require more
cooking than fruits to develop their most desirable flavor and texture. The methods
used in the cooking step vary widely among facilities. With many fruits, preliminary
treatment steps (e. g., peeling, coring, halving, pitting) occur prior to any heating or
cooking step but with vegetables, these treatment steps often occur after the
vegetable has been blanched. For both fruits and vegetables, peeling is done either
by a mechanical peeler, steam peeling, or lye peeling. The choice depends upon the
type of fruit or vegetable or the choice of the company.
Figure 3: Vegetables Canning
Receiving Washing Sorting & Chopper & Can Filler

& Storage Grading Slicer
Storage Labeling Water Heat Can

Cooler Sterilizatio Sealer
n

Chapter 2- Scenario of Canning
of Fruits & Vegetables –Global
& Indian
Global Scenario: Globally, food processing is the largest sector across the world
considering the number of enterprises involved in the sector. Its significance and
potential may be also ascribed to the scope for economic value addition offered in
the sector. In this circumstance, it is hardly surprising that the global food processing
industry is pegged at USD 3.2 trillion.
Figure 4: Global Processed Food Market
300 90
0 260 %
80
% 0 80
62 215 %
65
200 % 0
%
0 70
175 50% %
150
0 0
60
100 80 %
0 69
60 0 50
50 45 50 0 50 0
0 0 %
0 20 0
10 15
0 0 40
0
Hot drinks Soft Drinks Alcoholic Drinks Packaged %
food
2007 International2011
Source: Euro monitors 2015E Growth in
Figure 5: Market Segmentation as per Geography
The contours of the global food

industry are constantly changing Market Segmentation as
and evolving, thereby reinforcing per Geography
the key themes of health,
convenience and value. As 9.10
% 20.90
indicated, the global processed %
food industry is valued at around
US$ 3.2 trillion and accounts for 31.10
three-fourths of global food sales1. %
Despite the large size of the
industry, only 6 percent of 39
processed foods are traded across %
borders compared to 16 percent of
major bulk agricultural U. S Europe Asia Pacific Rest of the
commodities. The U.S., EU and world
Japan together account for over 60

percent of total processed food retail sales in the world. The USA is the single
largest consumer of processed food and accounts for 21% of global sales.
The global processing industry has experienced consistent demand over the five
years to 2017, as economies of every size continue to consume processed products
and consumer spending increases as the world recovers from global recession.
Demand has grown particularly faster in developing economies as industrial growth
has translated into greater urbanization, higher per capita incomes and expansion in
the size of the middle class. As the global middle class has grown, it has demanded
larger quantities of higher quality and more-diverse food. Industry demand is
expected to increase as producers focus on nutritious ingredients and less invasive
processing techniques in order to keep products as organic as possible. USA and
China processes their 90 per cent and 40 per cent produce. Other developing
countries, such as Thailand, Philippines, and Brazil are processing as high as 30, 78
and 70 per cent of their produce.
Indian Scenario: Fast-moving consumer goods (FMCG) sector is the 4th largest
sector in the Indian economy with Household and Personal Care accounting for 50
per cent of FMCG sales in India. FMCG is the fourth largest sector in the Indian
economy. India’s household and personal care is the leading segment, accounting
for 50 per cent of the overall market. healthcare (31 per cent) and food and beverages
(19 per cent) comes next in terms of market share. Growing awareness, easier
access and changing lifestyles have been the key growth drivers for the sector. The
number of online users in India is likely to cross 850 million by 2025. Growing
awareness, easier access and changing lifestyles have been the key growth drivers
for the sector. The urban segment (accounts for a revenue share of around 55 per
cent) is the largest contributor to the overall revenue generated by the FMCG sector
in India However, in the last few years, the FMCG market has grown at a faster pace
in rural India compared with urban India. Semi-urban and rural segments are growing
at a rapid pace and FMCG products account for 50 per cent of total rural spending .
Revenues of FMCG sector reached Rs 3.4 lakh crore (US$ 52.8 billion) in FY18 and
are estimated to reach US$ 103.7 billion in 2020. Rural consumption has increased,
led by a combination of increasing incomes and higher aspiration levels; there is an
increased demand for branded products in rural India. The rural FMCG market in
India is expected to grow to US$ 220 billion by 2025 from US$ 23.6 billion in FY18.
On the other hand, with the share of unorganized market in the FMCG sector falling,
the organized sector growth is expected to rise with increased level of brand
consciousness, also augmented by the growth in modern retail.
India has a large base of young consumers who form the majority of the workforce
and, due to time constraints, barely get time for cooking. Online portals are expected
to play a key role for companies trying to enter the hinterlands. The Internet has
contributed in a big way, facilitating a cheaper and more convenient means to
increase a company’s reach. It is estimated that 40 per cent of all FMCG consumption
in India will be online by 2020. The online FMCG market is forecasted to reach US$
45 billion in 2020 from US$ 20 billion in 2017.

Chapter 3- Production Profile of
Rajasthan
Rajasthan harbours a variety of fruits and vegetables and this section details the
diversity in the production profile of Rajasthan elaborating on the districts and their
production.
The table below captures the analysis for key crops of Rajasthan and highlights that
Onion followed by Potato and Tomato hold maximum potential for creating a market
as they account for 63.4%, 12.9% and 5% of the total vegetable production of the state.
Table 1: Details of vegetable production
Crop Production % Share Yield AREA % Share Rajasthan as

(MT) in Total (Prod MT/ (Ha) in Total % of India
Veg. Area Ha) Veg. (%)
Onion 1,149,291 63.4% 18.4 62,499 36.7% 6.9%
Potato 234,552 12.9% 16.1 20,366 12.0% 0.5%
Tomato 90,224 5.0% 4.4 14,552 8.6% 0.4%
Cauli
58,404 3.2% 5.3 13,831 8.1% 0.6%
flower
Pea 36,375 2.0% 2.6 10,964 6.4% 0.7%
Brinjal 31,715 1.7% 5.4 5,881 3.5% 0.2%
Spinach 20,808 1.1% 4.9 5,514 3.2% 0.2%
Carrot 19,771 1.1% 5.3 4,673 2.7% 0.7%
Green
16,154 0.9% 2.9 4,274 2.5% 0.3%
Chili
Okra 15,379 0.8% 4.2 3,865 2.3% 0.2%
Total 92.3% 86.1%
Source: Rajasthan Horticulture Department, Data pertains to year 2016-17
Table 2: Vegetable Area, production, yield in past 3 years
Name of 2014-15 2015-16 2016-17

Vegetab
les Area Prod. Yield Area Prod. Yield Area Prod. Yield
(ha) (MT) (Kg/Ha) (ha) (MT) (Kg/Ha) (ha) (MT) (Kg/Ha)
96078 14351 11492
Onion 61363 15657 86306 16628 62499 18389
4 12 91
Tomato 16519 75228 4554 20507 83286 4061 20366 90224 4430
14981 22982 23455
Potato 12514 11972 14322 16047 14552 16118
4 9 2
Brinjal 4633 21803 4706 6078 25789 4243 5881 31715 5393
Okra 3481 11819 3395 3282 10340 3151 3702 15379 4154
Tinda 4847 13045 2691 6645 14650 2205 3865 11190 2895
Cucumb
713 5478 7683 2334 7018 3007 1184 5239 4423
er
Long
1780 4130 2320 1130 3021 2673 2240 10193 4550
Melon

Name of 2014-15 2015-16 2016-17
Vegetab
les Area Prod. Yield Area Prod. Yield Area Prod. Yield
Pumpki
939 13332 14198 1273 16449 12921 819 8539 10426
n
Bottle
3977 14719 3701 4435 15131 3412 4673 27168 5814
Gourd
Ridge
1280 4834 3777 1495 3973 2658 1161 4525 3898
Gourd
Bitter
806 2319 2877 822 2331 2836 723 2306 3192
Gourd
Cole
11630 56312 4842 13857 56083 4047 12250 77992 6367
crops
Carrot 814 6965 8557 1530 8904 5820 3745 19771 5279
Radish 725 3681 5077 851 3403 3999 1094 5071 4634
Peas 13562 30359 2239 14219 31280 2200 13831 36375 2630
Cluster
828 1736 2097 694 976 1406 979 2664 2721
Bean
Sweet
753 5744 7628 1003 9602 9573 520 6516 12531
Potato
Spinach 1882 8115 4312 2909 15974 5491 4274 20808 4869
Colocas
309 1129 3654 378 1346 3561 413 2836 6867
ia
Water 2929.
3013 18379 6100 27564 9408 2518 23607 9374
Melon 94
Musk 981.7
2536 10413 4106 6661.5 6785 1186 5679 4789
Melon 8
Others 5012 13090 2612 6663 12234 1836 7657 21208 2770
15391 14332 19464 20209 17013 18128
Total 9312 10383 10656
6 28 5 57 2 48

Figure 6: District wise production of Tomato
District Wise Production of Tomato

22711
19427
Prooduction data in M.T.
12202
4470 3282 3173 2990 2648 2411 2231
The district wise production of Tomato is highlighted in a graph given above. While
Jaipur dominates the production of Tomato followed by Sirohi and Sikar in Rajasthan.
However, Jodhpur has the least production.
The various spices give unique flavor and fragrance to the food. The major spices used
in almost all the Rajasthani food such as red chilies, pepper, cloves, mustard seeds,

cardamoms, cinnamon sticks, cumin seeds and dried mango powder. These spices
also allow the prepared food to last long in the hot climatic conditions of Rajasthan.
The spices also lend the required color and texture to the gravies and curry used in
many of the Rajasthani foods.
Figure 7: District wise production of Chilli
District Wise Production of Chilli

5088
Production in MT
1616
502 424 295 281 143 102 75 4 4 0
The district wise production of Chilli is highlighted in a graph blow. While Jaipur
dominates the production of Chilli followed by Bundi and Alwar in Rajasthan.
After the analysis of key crops of the state of Rajasthan, we analyse the fruit production
profile for fruits of Rajasthan and the following section will capture the same and will
also highlight the district wise scenario of fruits. The figure below provides the glimpse
of the same.
Table 3: Key fruits of Rajasthan
DISTRICT Production % Share in Yield (Prod Rajasthan as

(MT) Total Veg. MT/ Area Ha) % of India (%)
Orange 496,950 55.5% 21.3 4.1% (Citrus)
Kinnow 204,260 22.8% 21.4
Mango 88,837 9.9% 17.2 0.4%
Guava 27,176 3.0% 6.5 1.0%
Lime 16,659 1.9% 5.7 Citrus
Aonla 13,747 1.5% 8.6 1.5%
Malta 12,816 1.4% 128.2 Citrus
Pomegranate 10,379 1.2% 3.6 0.4%
Papaya 8,708 1.0% 11.7 0.2%
Ber 4,697 0.5% 6.8 1.6%
Total 98.7%
Table 4: Fruits, area, production and yield in past 3 years
NAME 2014-15 2015-16 2016-17

OF
FRUITS Area Prod. Yield Area Prod. Yield Area Prod. Yield
Mango 5454 78673 14425 5001 82268 16451 5164 88837 17204
Guava 2457 23075 9392 3850 41354 10743 4171 27176 6516
Lemon 3001 21221 7071 2891 16363 5659 2947 16659 5653
26438 26734 49695
Orange 11810 22387 12477 21427 23349 21284
9 3 0

NAME 2014-15 2015-16 2016-17
OF
FRUITS Area Prod. Yield Area Prod. Yield Area Prod. Yield
30067 18948 20426
Kinnow 8678 34647 8821 21482 9547 21396
0 3 0
Mosamb
1373 3841 2798 192 2349 12226 206 2159 10498
i
Malta 85 600 7059 82 38 468 100 12816 128236
Pomegr
2065 7844 3799 2465 10050 4077 2857 10379 3633
anate
Ber 857 7003 8172 714 6732 9426 695 4697 6756
Aonla 1609 12888 8010 1656 14099 8514 1603 13747 8574
Papaya 464 5676 12233 717 10718 14956 743 8708 11720
Grapes 1 10 10000 5 25 4889 3 7 2296
Sapota 11 50 4545 13 36 2803 11 56 5034
Banana 30 244 8133 35 405 11706 36 345 9509

Phalsa 102 215 2108 23 47 2013 35 62 1791
Sitaphal 534 4555 8530 524 6121 11671 546 4284 7846
Other 636 3386 5324 865 3182 3680 747 3394 4544
73434 65061 89453
Total 39167 18749 40329 16133 52759 16955
0 0 5
Scenario in RACP cluster

Out of 17 clusters of RACP, only 3 clusters have majority of Fruits and Vegetables
production. These clusters can be aimed at for setting up of canning unit.
Table 5 Production profile of Bansur cluster
# Name of Fruits and Vegetables Area (Ha) Production (MT)

1 Tomato 300 12000
2 Chilli 300 7500
3 Bottle Gourd 400 16000
4 Raddish 500 15000
5 Green peas 100 20000
6 Pumpkin 200 6500
7 Apple Gourd (Tinda) 200 6000
Table 6 Production profile of Bonli cluster

1 Guava 310 744
2 Tomato 54.19 65.28
3 Onion 54.19 75.26
4 Okara 27.08 14.54
5 Pea 23.69 28.42

Table 7 Production profile of Gudha cluster

1 Potato 140 2,140
2 Brinjal 175 33,400
3 Tomato 550 12,100
4 Green Chilli 220 4,700
5 Cabbage 450 11,800
6 Bottle Gourd 10 80
7 Cauli Flower 265 4,650
8 Carrot 50 1,000
9 Radish 35 550
10 Okra 95 450
11 Pea 1,520 12,160
12 Spinach 450 4,500
13 Fenugreek Leaves 620 6,200
14 Garlic 8,000 78,000

Chapter 4- Technical Process Flow
Canned Fruits and Vegetables

The goal of the canning process is to destroy any microorganisms in the food and
prevent recontamination by microorganisms. Heat is the most common agent used to
destroy microorganisms. Removal of oxygen can be used in conjunction with other
methods to prevent the growth of oxygen requiring microorganisms.
In the conventional canning of fruits and vegetables, there are basic process steps that
are similar for both types of products. However, there is a great diversity among all
plants and even those plants processing the same commodity. The differences include
the inclusion of certain operations for some fruits or vegetables, the sequence of the
process steps used in the operations, and the cooking or blanching steps. Production
of fruit or vegetable juices occurs by a different sequence of operations and there is a
wide diversity among these plants. Typical canned products include beans (cut and
whole), beets, carrots, corn, peas, spinach, Red Pepper, Cucumber, peaches,
pineapple, pears, apricots, and cranberries. Typical juices are Mango, pineapple,
tomato, and guava. Generic process flow diagrams for the canning of fruits,
vegetables, and fruit juices are shown in Figures 9, 10, and 11.
The steps outlined in these figures are intended to the basic processes in production.
A typical commercial canning operation may employ the following general processes:
washing, sorting/grading, preparation, container filling, exhausting, container sealing,
heat sterilization, cooling, labeling/casing, and storage for shipment. In these
diagrams, no attempt has been made to be product specific and include all process
steps that would be used for all products. Figures 9 and 11 show optional operations,
as dotted line steps, that are often used but are not used for all products. One of the
major differences in the sequence of operations between fruit and vegetable canning
is the blanching operation. Most of the fruits are not blanched prior to can filling
whereas many of the vegetables undergo this step. Canned vegetables generally
require more severe processing than do fruits because the vegetables have much
lower acidity and contain more heat-resistant soil organisms. Many vegetables also
require more cooking than fruits to develop their most desirable flavor and texture. The
methods used in the cooking step vary widely among facilities. With many fruits,
preliminary treatment steps (e. g., peeling, coring, halving, pitting) occur prior to any
heating or cooking step but with vegetables, these treatment steps often occur after
the vegetable has been blanched. For both fruits and vegetables, peeling is done either
by a mechanical peeler, steam peeling, or lye peeling. The choice depends upon the
type of fruit or vegetable or the choice of the company.
Equipment for conventional canning has been converting from batch to continuous
units. In continuous retorts, the cans are fed through an air lock, then rotated through
the pressurized heating chamber, and subsequently cooled through a second section
of the retort in a separate cold-water cooler. Commercial methods for sterilization of
canned foods with a pH of 4.5 or lower include use of static retorts, which are similar
to large pressure cookers. A newer unit is the agitating retort, which mechanically

moves the can and the food, providing quicker heat penetration. In the aseptic
packaging process, the problem with slow heat penetration in the in-container process
are avoided by sterilizing and cooling the food separate from the container. Pre-
sterilized containers are then filled with the sterilized and cooled product and are
sealed in a sterile atmosphere.
To provide a closer insight into the actual processes that occur during a canning
operation, a description of the canning of whole tomatoes is presented in the following
paragraphs. This description provides more detail for each of the operations than is
presented in the generic process flow diagrams in Figures 9, 10, and 11.

Figure 8: Generic process flow diagrams fruit canning
Peeler or Chopper VOC & PM Emissions

Syrup Machine
Receiving Sorting and Chopping Steam

Washing Can Filling Exhausting
and Storage Grading and Slicer
Labeling Water Heat

Storage Can Sealer
and Casing Cooler Sterlization

Figure 9: Generic process flow diagrams Juice Canning
Crushing
Receiving Sorting and Pulper
Washing and De
and Storage Grading Finisher
stoning
Water Heat
Can Sealer Can Filling Pre-Heating
Cooler Sterlization
Labeling and
Storage
Casing

Figure 10: Generic process flow diagrams vegetable canning
VOC & PM Emissions
Cutter Peeler + Washing
Receiving Sorting and Blancher or

Washing Can Filling
and Storage Grading Cooker
Labeling and Water Heat Steam

Can Sealer
Casing Cooler Sterlization Exhausting
Storage

Process Flow Chart for Tomato
Fruit & Vegetable Washer Inspection conveyor Pulper & Finisher
Canned Tomato Puree Can Filling Machine Preheater

Chapter 5- Technology Options
Available
We propose two technology options i.e. Low end and High end available for canning
of fruits & vegetables. The high end technology option would require higher capital
investment as compared to the low end technology option. The high end option
includes a Fully-Automatic canning plant for fruits & vegetables of 1800 Cans per
hour. On the other hand, the low end technology option requires less capital as
compared to high end line which includes low end canning plant for fruits &
vegetables of 1000 Cans per hour.
Low End Technology – Canned fruits & vegetables

Processing line
Business Assumption:
The business plan has assumed Captive model for canning of fruits & vegetables.
The Captive Model involves direct selling of canned products such as canned
gherkins, tomato puree and canned sarso ka saag in the market after processing.
The assumptions for the line of processing of canned fruits & vegetables under
Captive Model is given below:
Table 8: Assumptions for Rental and Captive Model
Business Case – Year Year Year Year Year Year Year Year Year Year
Assumptions 1 2 3 4 5 6 7 8 9 10
Captive Trading 0 100% 100% 100% 100% 100% 100% 100% 100% 100%
The assumptions for the line of canned fruits & vegetables processing for Operating
Capacity utilization is given below.
Table 9: Assumptions for Operating Capacity utilization
Business Case - Year Year Year Year Year Year Year Year Year Year
Assumptions 1 2 3 4 5 6 7 8 9 10
Operating Capacity 40% 50% 60% 70% 80% 90% 90% 90% 90%
Project Cost
The total cost of the project is estimated at Rs.47.87 Lakhs, out of which civil cost
constitutes Rs 12.60 Lakhs, plant and machinery constitutes Rs.24.72Lakhs, utilities
& support of Rs. 8.02 Lakhs, Interest during construction of Rs. 1.02 Lakhs and

Preliminary & pre-operating expenses of Rs. 1.50 Lakhs. The detailed description of
each component of project cost is depicted in the tables below.
Table 10: Project Cost Summary
Capex Components Year 1

Civil Cost 12.60
Plant & Machinery 24.72
Utility & Support 8.02
Preliminary & Pre-operative expenses 1.02
IDC 1.23
Total Capex 47.87
Note: We have not considered the land cost in this business model
Proposed Means of Finance
The promoter’s equity in the project is Rs 23.94 Lakhs which is 50% per cent of the
total project cost. The term loan considered for the project is estimated at Rs. 23.94
Lakhs which is 50 per cent of the total project cost.
Table 11: Means of Finance Summary
Means of Finance (INR Lacs) Year 1

Total Project Cost 47.87
Funding
Equity (Promoters Cost) 23.94
Debt 23.94
Total Funding Required 47.87
Note: We have not considered grant in aid being offered by National Horticulture Board or any other government
entity/ institutions. Which may have an impact on the overall profitability of the project in a positive way.
Civil Work
The total cost of civil work has been estimated to be Rs 12.06 lakhs. Cost of civil
work comprises of the built-up cost of processing machine, Raw material storage &
Finished goods storage. The total cost of technical civil works has been arrived at
on the basis of the estimates provided by the Chartered Engineer (Civil) and are
substantiated with the requisite certificate.

Table 12: Civil Cost Summary
Civil Cost Total Area Total Civil Cost

Required (Lacs)
(SQM)
Processing Machine, Finished good storage
structure and Raw Material Storage structure
150 12.06
Total Civil Cost 12.06
Utilities and other project components
The total cost of Utilities has been estimated to be Rs 8.04 lakhs, which includes
water storage of 10,000 LT/hour, generator set of 30 KVA, weighing scale, and
electrical wires & panel.
Table 13: Utilities and other project components
Capacity Overall Cost

Utility & Support Infrastructure
(No. of Units) (INR Lacs)
Water Storage 10000 LT 0.36
Generator 30 KVA 5.28
Weighing Scale 2 1.20
Transformer / Electrical wires and Panel 1.20
Total Utility & Support 8.04
Plant and Machinery
The total cost of plant and machinery has been arrived on the basis of quotation
received from various suppliers of equipment and machinery. The total cost of P&M
is considered as Rs. 24.72 Lakhs (including IGST). The following table captures the
components under Plant & Machinery.
Table 14: Plant and Machinery
Plant & Machinery Capacity Total Cost

(Lacs)
Blanching Equipment 1.94

Stream Jacketed Kettle 2.16
Transfer Pump 0.97
Over Head Filling Tank 0.90
Filing Table 1.44
Straight Line Exhaust Box 1.51

Cost Of Seaming Chunks 301 Dia 2.70
COST OF SEAMING ROLLS 2 NOS 1st & 2
NOS 2nd 0.02
Canning Retort 0.09
Canning (Creates Req) 1.20
Rotatory Flat Body Reformer 0.64
301dia 0.50
401dia 0.03
Hand Flanger 0.04
301dia 0.54
401dia 0.07
Double Seamer 0.09
301dia 0.79
401dia 0.02
2nd 0.02
Round Can Body Beader 0.02
Cost Of Dies 0.95
Empty Can Washer & Sterlizer 0.21
Steam Boilers 0.36
Electric Hoist 5.40
Hand Pallet Truk 0.54
Lab Equipment 0.24
Pulp Feeding Screw Conveyer 1.20
Total Cost 24.72

Assumptions
Revenue Assumptions Units Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
GERKINS
Hours in a Day 8
Number of Shifts per day number 1 1 1 1 1 1 1 1 1
Gherkins CANS produced in an hour Cans/hour 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000
Gherkins CANS produced in one day Cans/day 8000 8000 8000 8000 8000 8000 8000 8000 8000 8000
Actual Installed Capacity CANS Cans/day 8000 8000 8000 8000 8000 8000 8000 8000 8000
Capacity Utilization (%) percentage 40% 50% 60% 70% 80% 90% 90% 90% 90%
Actual Output of CANS Cans/day 3200 4000 4800 5600 6400 7200 7200 7200 7200
1 CAN of Processed GERKIN (In grams) Grams 800
Brine Solution Grams/day 15% 384000 480000 576000 672000 768000 864000 864000 864000 864000
Cucumber Grams/day 85% 2176000 2720000 3264000 3808000 4352000 4896000 4896000 4896000 4896000
Actual quantity of Gherkins after losses Kgs/day 2176 2720 3264 3808 4352 4896 4896 4896 4896
Losses Kgs/day 15% 384 480 576 672 768 864 864 864 864
Actual quantity of Gherkins before losses 2560 3200 3840 4480 5120 5760 5760 5760 5760
Number of Days of Operation 90 90 90 90 90 90 90 90 90
Sarso Ka Saag Units Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Hours in a Day 8
SKS CANS produced in an hour Cans/hour 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000
SKS CANS produced in a day Cans/day 8000 8000 8000 8000 8000 8000 8000 8000 8000 8000

1 CAN of Processed Sarso Ka Saag (In grams) Grams 450
Sarso Ka Saag Grams/day 100% 1440000 1800000 2160000 2520000 2880000 3240000 3240000 3240000 3240000
Actual quantity of Sarso Ka Saag before losses Kgs/day 1440 1800 2160 2520 2880 3240 3240 3240 3240
Losses 5% 72 90 108 126 144 162 162 162 162
Actual quantity of Sarso Ka Saag after losses Kgs/day 1368 1710 2052 2394 2736 3078 3078 3078 3078
YOY
Operational Cost Assumptions Units inc. Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Purchase Price of Cucumber Rs/kg 20.0 21.0 22.1 23.2 24.3 25.5 26.8 28.1 29.5
5%
Purchase Price of Salt Rs/kg 10.0 10.5 11.0 11.6 12.2 12.8 13.4 14.1 14.8
YOY
Selling Price Assumptions Units inc. Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Gherkin Cans -800 grams Rs/Can 65.00 68.25 71.66 75.25 79.01 82.96 87.11 91.46 96.03
5%
Sarso Ka Saag Cans-450 grams Rs/Can 70.00 73.50 77.18 81.03 85.09 89.34 93.81 98.50 103.42

Income Statement
The below mentioned is the income statement for canning of fruits & vegetables low-end:
Table 15: Income Statement
Year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Income
Sales of Cans 389 510 643 788 945 1116 1172 1231 1292
Gherkins Cans 187 246 310 379 455 538 564 593 622
Saro Ka Saag Cans 202 265 333 408 490 579 608 638 670
Total Income (Rs.Lakhs) 0 389 510 643 788 945 1116 1172 1231 1292
Raw Material
Gherkins 46 60 76 93 112 132 139 146 153
Salt 0 0 0 0 1 1 1 1 1
Tomatoes 0 0 0 0 0 0 0 0 0
Sarso ka Saag raw material cost 112 140 168 196 224 252 252 252 252
Power 2.87 3.01 3.16 3.32 3.49 3.66 3.85 4.04 4.24
Packing Cost 86.40 113.40 142.88 175.03 210.04 248.11 260.51 273.54 287.22
Water 0.00 0.13 0.14 0.15 0.15 0.16 0.17 0.18 0.19
Briquettes 3.46 4.54 5.72 7.00 8.40 9.92 10.42 10.94 11.49
Total Direct Expenses 251 322 396 475 558 647 666 687 709
Gross Profit 138 189 247 312 387 470 506 544 584

Manpower 10.41 10.93 11.48 12.05 12.65 13.29 13.95 14.65 15.38
Repairs & Maintenance 2.04 2.14 2.25 2.36 2.48 2.60 2.73 2.87 3.01
Insurance 0.56 0.59 0.62 0.65 0.68 0.71 0.75 0.79 0.83
Admin Expenses 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Travelling Expenses 3.11 4.64 5.85 7.16 8.59 10.15 10.66 11.19 11.75
Selling & Distribution Expenses 19.44 26.79 33.76 43.42 52.10 64.62 67.86 74.81 78.55
Total In-Direct Expenses 0.00 36 45 54 66 77 91 96 104 110
EBITDA 102 143 193 247 310 378 410 440 474
Depreciation for Civil Works 0.00 1.26 1.13 1.02 0.92 0.83 0.74 0.67 0.60 0.54
Depreciation on P&M 0.00 3.71 3.15 2.68 2.28 1.94 1.65 1.40 1.19 1.01
Depreciation on Others Components 0.00 0.80 0.72 0.65 0.58 0.53 0.47 0.43 0.38 0.35
Others (Amortization - IDC, Pre-ops,
Contingency) 0.00 1 1 1 1 1 0 0 0 0
Sub-Total 0.00 6 6 5 4 4 3 2 2 2
EBIT 0.00 96 138 188 243 306 376 407 437 472
Interest on Term Loan 2 2 2 1 1 0

Interest on Working Capital - Normal 44 57 72 88 106 125 131 138 145
PBT 0.00 50 79 114 153 200 250 276 300 327
Tax 0 2 14 32 44 58 73 81 88 96

PAT 0.00 48 65 82 109 142 177 195 212 231

Balance Sheet
The below mentioned is the balance sheet statement for canning of fruits & vegetables low end:
Table 16: Balance Sheet
TOTAL LIABILITIES Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
A) Promoters Funds
Capital Contribution 17 24 24 24 24 24 24 24 24 24
PAT 0 48 65 82 109 142 177 195 212 231
PAT after appropriations 0 48 113 194 304 445 622 818 1029 1260
Sub-Total 17 72 136 218 328 469 646 842 1053 1284
B) Debt
Long Term Loans
Term Loan - Outstanding 16 21 17 14 10 5 0 0 0 0
Sub-Total 16 21 17 14 10 5 0 0 0 0
C)Current Liabilities
Creditors - others 0 10 13 16 20 24 28 29 31 32
Creditors - Raw Material 0 2 3 3 4 5 6 6 7 7
Bank Finance - Working Capital 0.00 300.02 394 496.32 608.06 729.73 862.05 905.15 950.40 997.92
Total Current Liabilities 0 312 410 516 632 758 896 941 988 1037
TOTAL LIABILITIES 33 405 563 748 969 1233 1542 1782 2041 2321
TOTAL ASSETS

D)Land 0 0 0 0 0 0 0 0 0 0
Fixed Assets
Gross Block (Civil + P&M) 12 30 40 35 30 26 23 20 18 16
Purchases 19 15 0 0 0 0 0 0 0 0
Less: Depreciation 0 6 5 4 4 3 3 2 2 2
Sub-Total 30 40 35 30 26 23 20 18 16 14
E)Current Assets
Net Debtors 0 96 126 159 194 233 276 289 304 319
Cash & Bank Balance 0 51 118 201 310 451 626 824 1038 1271
Stock 0 216 284 357 438 525 620 651 684 718
Sub-Total 0 363 527 717 942 1210 1522 1765 2025 2308
F)IDC, Pre-ops written off 2 2 2 1 1 0 0 0 0 0
TOTAL ASSETS 33 405 563 748 969 1233 1542 1782 2041 2321

High End Technology – Canned fruits & vegetables
Processing Line
Business Assumption:
The business plan has assumed captive model. The Captive Model involves direct
selling of canned products such as canned gherkins, tomato puree and sarso ka
saag puree in the market after processing.
The assumptions for the line of processing of canned fruits & vegetables under
Captive Model is given below:
Table 17: Assumptions for Operating Capacity
Business Year Year Year Year Year Year Year Year Year Year
Case - 1 2 3 4 5 6 7 8 9 10
Assumptions
Capacity 30% 35% 40% 45% 50% 60% 70% 80% 90%
Utilization (%)
The assumptions for the line of canned fruits & vegetables for Captive Model is given
below:
Business
Case – Yea Year Year Year Year Year Year Year Year Year
Assumption r1 2 3 4 5 6 7 8 9 10
s
100 100 100 100 100 100 100 100 100

Captive
% % % % % % % % %
Project Cost
The total cost of the project is estimated at Rs 102.83 Lakhs, out of which civil cost
constitutes Rs 16.80 Lakhs, plant and machinery constitutes Rs 71.61 Lakhs, utilities
& support of Rs. 9.22 Lakhs, IDC of Rs. 1.75 and pre-operative expenses of Rs. 3.00
Lakhs. The detailed description of each component of project cost is depicted in the
tables below.
Table 18: Project Cost Summary
Capex Components Rs in Lakhs

Civil Cost 16.80
Plant & Machinery 71.61

Utility & Support 9.22
Preliminary Expenses 3.00
IDC 2.20
Furniture & Fixtures -
Total Capex 102.83
Note: We have not considered the land cost in this business model
Proposed Means of Finance
The promoter’s equity in the project is Rs. 61.43 Lakhs which is 60% per cent of the
total project cost. The term loan considered for the project is estimated at Rs. 40.95
Lakhs which is 40 per cent of the total project cost.
Table 19: Means of Finance Summary
Means of Finance (INR Lacs) Year 1

Total Project Cost 102.38
Funding
Equity (Promoters Cost) 61.43
Debt 40.95
Total Funding Required 102.38
Note: We have not considered grant in aid being offered by National Horticulture Board or any other government
entity/ institutions. Which may have an impact on the overall profitability of the project in a positive way.
Civil Work
The total cost of civil work has been estimated to be Rs 16.80 lakhs. Cost of civil
work comprises of the cost of fruits processing space, Raw material storage &
Finished goods storage. The total cost of technical civil works has been arrived at
on the basis of the estimates provided by the Chartered Engineer (Civil) and are
substantiated with the requisite certificate.
Table 20: Civil Cost Summary
Civil Cost Total Area Total Civil

Required Cost (Lacs)
(SQM)
Fruits processing space Finished good storage, 200 16.80
Raw material storage
Total civil cost 16.80

Utilities and other project components
The total cost of Utilities has been estimated to be Rs 9.22 lakhs, which includes
water storage of 10,000 LT, generator set of 30 KVA, 4 weighing scales and one
transformer.
Table 21: Utilities and other project components
Utility & Support Infrastructure Capacity Overall Cost

(No. of Units) (INR Lacs)
Water Storage 10000 LT 0.60
Generator 30 KVA 6.24
Weighing Scale 4 1.20
Transformer / Electrical wires and panels 1 1.20
Total Utility & Support 9.22
Plant and Machinery
The total cost of plant and machinery has been arrived on the basis of quotation
received from various suppliers of equipment and machinery. The total cost of P&M
is considered as Rs. 71.61 Lakhs (including GST). The following table captures the
distribution of P&M and utilities.
Table 22: Plant and Machinery
Plant & Machinery Capacity Total Cost

(Lacs)
Fruits Washing Machine 5.83

Sorting/Inspection Conveyor 2.16
Blanching Equipment 3.88
Stream Jacketed Kettle 3.24
Transfer Pump 1.94
Over Head Filling Tank 1.15
Filing Table 0.28
Straight Line Exhaust Box 1.51
COST OF SEAMING ROLLS 2 NOS 1st & 2 NOS
2nd 0.04
Canning Retort 0.09
Canning (Creates Req) 2.41
Rotatory Flat Body Reformer 1.29
301dia 0.50
401dia 0.03

Hand Flanger 0.04
301dia 0.54
401dia 0.07
Double Seamer 0.09
301dia 0.79
401dia 0.02
2nd 0.02
Round Can Body Beader 0.02
Cost Of Dies 0.95
Empty Can Washer & Sterlizer 0.21
Steam Boilers 0.36
Electric Hoist 7.56
Hand Pallet Truk 0.54
Lab Equipment 0.24
Pulp Feeding Screw Conveyer 2.40
Fruits Mill Crusher 2.70
De Stoner 1.98
Wastage Screw Conveyer 4.20
Collection Tank 3.54
Pulp Transfer Pump 0.78
Pulper And Finisher 1.39
Collection Tank 3.54
Pre Heater 0.78
Internal Product Pipeline 4.74
Piston Filler 3.54
Total Cost 71.61

Assumption
Revenue Assumptions Units Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
GHERKINS
Hours in a Day 8
Gherkins CANS produced in an hour Cans/hour 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800
Gherkins CANS produced in one day Cans/day 14400 14400 14400 14400 14400 14400 14400 14400 14400 14400
1 CAN of Processed GERKIN (In
Grams 800
grams)
120960 138240 155520
Brine Solution Grams/day 15% 518400 604800 691200 777600 864000 1036800
0 0 0
391680 489600 685440 783360 881280
Cucumber Grams/day 85% 2937600 3427200 4406400 5875200
0 0 0 0 0
Actual quantity of Gherkins after losses Kgs/day 2938 3427 3917 4406 4896 5875 6854 7834 8813
Losses Kgs/day 15% 518 605 691 778 864 1037 1210 1382 1555
Actual quantity of Gherkins before losses 3456 4032 4608 5184 5760 6912 8064 9216 10368
Sarso Ka Saag Units Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Hours in a Day 8
Sarso Ka Saag CANS produced
Cans/hour 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800
in an hour
Sarso Ka Saag CANS produced in a day Cans/day 14400 14400 14400 14400 14400 14400 14400 14400 14400 14400

1 CAN of Processed Saag (In grams) Grams 450
324000 388800 518400 518400 583200
Saarso Ka Saag Grams/day 100% 2592000 2916000 3564000 4536000
0 0 0 0 0
Actual quantity of Sarso ka Saag before
Kgs/day 2592 2916 3240 3564 3888 4536 5184 5184 5832
losses
Losses 5% 130 146 162 178 194 227 259 259 292
Actual quantity of Sarso Ka Saag after
Kgs/day 2462 2770 3078 3386 3694 4309 4925 4925 5540
losses
Tomatoe PUREE Units Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Hours in a Day 5
Number of Shifts per day Units 1 1 1 1 1 1 1 1 1
Tomato Puree CANS produced in an
Cans/hour 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800
hour
Tomato Puree CANS produced in a day Cans/day 8640.00 8640 8640 8640 8640 8640 8640 8640 8640 8640
Actual Installled Capacity CANS Cans/day 8640 8640 8640 8640 8640 8640 8640 8640 8640
Actual Output of CANS 2592 3024 3456 3888 4320 5184 6048 6912 7776
1 CAN of Processed Tomato Puree (In 276480 345600 483840 552960 622080
Grams/day 800 2073600 2419200 3110400 4147200
grams) 0 0 0 0 0
Actual Quantity Tomato Puree after
Kgs/day 2074 2419 2765 3110 3456 4147 4838 5530 6221
Processing loss
Processing Loss 20% 518 605 691 778 864 1037 1210 1382 1555
Actual Quantity Tomato before
Kgs/day 2592 3024 3456 3888 4320 5184 6048 6912 7776
Processing loss
No. of Days of operation no. 90 90 90 90 90 90 90 90 90

Operational Cost Assumptions Units YOY inc. Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Purchase Price of Cucumber Rs/kg 20.0 21.0 22.1 23.2 24.3 25.5 26.8 28.1 29.5
Purchase Price of Salt Rs/kg 5% 10.0 10.5 11.0 11.6 12.2 12.8 13.4 14.1 14.8
Purchase Price of Tomatoes Rs/kg 5.0 5.3 5.5 5.8 6.1 6.4 6.7 7.0 7.4
Selling Price Assumptions Units YOY inc. Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
0 0 0 0 0 0 0 0
Gherkin Cans -800 grams Rs/Can 65.00 68.25 71.66 75.25 79.01 82.96 87.11 91.46 96.03
5%
Sarso Ka Saag Cans-450 grams Rs/Can 120.00 126.00 132.30 138.92 145.86 153.15 160.81 168.85 177.29
Tomatoes Puree- 800 grams Rs/Can 45.00 47.25 49.61 52.09 54.70 57.43 60.30 63.32 66.49
Income Statement
The below mentioned is the income statement for the High end line of processing of canned fruits & vegetables:
Table 23: Income Statement
Year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Income
Sales of CANS 451 544 646 757 877 1094 1330 1525 1801
Gherkins Cans 168 206 248 293 341 430 527 632 747
Sarso Ka Saag Cans 177 209 244 282 323 396 475 499 589
Tomatoes Puree Cans 105 129 154 182 213 268 328 394 465
Total Income (Rs.Lakhs) 0 451 544 646 757 877 1094 1330 1525 1801

Raw Material
Gherkins 41 51 61 72 84 106 130 156 184
Salt 0 0 0 0 0 1 1 1 1
Tomatoes 12 14 17 20 24 30 36 44 52
Sarso ka Saag raw material cost 128 144 160 176 192 235 256 256 288
Power 8.99 9.43 9.91 10.40 10.92 11.47 12.04 12.64 13.28
Packing Cost 125.71 151.73 180.03 210.79 244.17 304.35 369.93 423.08 499.76
Water 0.20 0.56 0.59 0.62 0.65 0.69 0.72 0.76 0.79
Briquettes 2.79 3.37 4.00 4.68 5.43 6.76 8.22 9.40 11.11
Total Direct Expenses 319 375 433 495 561 694 814 902 1050
Gross Profit 132 170 213 262 316 400 516 623 752
Manpower 27.69 29.07 30.53 32.05 33.66 35.34 37.11 38.96 40.91
Repairs & Maintenance 4.39 4.61 4.84 5.09 5.34 5.61 5.89 6.18 6.49
Insurance 1.33 1.39 1.46 1.54 1.61 1.69 1.78 1.87 1.96
Travelling Expenses 7.13 8.67 10.34 12.16 14.14 17.72 21.63 25.36 29.96
Selling & Distribution Expenses 22.54 28.58 33.93 41.73 48.36 63.32 77.00 92.68 109.48
Total In-Direct Expenses 0.00 63 72 81 93 103 124 143 165 189
EBITDA 68 97 132 169 213 276 373 458 563
Depreciation for Civil Works 0.00 1.68 1.51 1.36 1.22 1.10 0.99 0.89 0.80 0.72
Depreciation on P&M 0.00 10.74 9.13 7.76 6.60 5.61 4.77 4.05 3.44 2.93
Depreciation on Others Components 0.00 0.24 0.39 0.37 0.35 0.34 0.32 0.31 0.30 0.19
Others (Amortization - IDC, Pre-ops, Contingency) 0.00 1 1 1 1 1 0 0 0 0

Sub-Total 0.00 14 12 11 9 8 6 5 5 4
EBIT 0.00 55 85 122 160 205 270 368 453 559
Interest on Term Loan 5 4 3 2 2 1

Interest on Working Capital - Normal 33 40 48 56 65 81 99 113 133
PBT 0.00 17 41 70 101 138 188 269 340 426
Tax 0 1 7 19 29 40 55 79 100 126
PAT 0.00 16 34 51 73 98 134 190 240 300
Balance Sheet
The below mentioned is the balance sheet statement for the High end line of processing of canned fruits & vegetables:
Table 24: Balance Sheet
TOTAL LIABILITIES Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
A) Promoters Funds
Capital Contribution 37 51 51 51 51 51 51 51 51 51
PAT 0 16 34 51 73 98 134 190 240 300
PAT after appropriations 0 16 50 102 174 273 406 597 837 1136
Sub-Total 37 67 102 153 226 324 458 648 888 1188
B) Debt
Long Term Loans

Term Loan - Outstanding 33 45 37 29 20 11 0 0 0 0
Sub-Total 33 45 37 29 20 11 0 0 0 0
C)Current Liabilities
Creditors - others 0 9 11 13 15 17 21 26 29 34
Creditors - Raw Material 0 1 2 2 2 3 4 4 5 6
Bank Finance - Working Capital 0.00 229.98 278 329.91 386.50 447.92 558.73 679.50 778.91 920.20
Total Current Liabilities 0 240 290 345 404 468 583 709 813 961
TOTAL LIABILITIES 70 353 429 527 650 803 1041 1358 1701 2149
TOTAL ASSETS
D) Land 0 0 0 0 0 0 0 0 0 0
Fixed Assets
Gross Block (Civil + P&M) 25 65 85 74 64 56 49 43 38 33
Purchases 41 32 0 0 0 0 0 0 0 0
Less: Depreciation 0 13 11 9 8 7 6 5 5 4
Sub-Total 65 85 74 64 56 49 43 38 33 30
E)Current Assets
Net Debtors 0 90 109 129 151 175 219 266 305 360
Cash & Bank Balance 0 23 62 116 189 286 415 610 855 1158
Stock 0 150 181 215 252 292 365 443 508 600
Sub-Total 0 263 352 460 593 754 998 1320 1668 2119
F)IDC, Pre-ops written off 4 4 3 2 1 0 0 0 0 0

TOTAL ASSETS 70 353 429 527 650 803 1041 1358 1701 2149

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Rajasthan Agricultural Competitiveness Project: Detailed Project Report On Canning of Fruits and Vegetables

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Rajasthan Agricultural Competitiveness Project: Detailed Project Report On Canning of Fruits and Vegetables

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RAJASTHAN AGRICULTURAL

Detailed Project Report on Canning

AGRI BUSINESS PROMOTION FACILITY

Chapter 1- Introduction to Canning of Fruits & Vegetables 4

Chapter 2- Scenario of Canning of Fruits & Vegetables –Global & Indian 6

Chapter 3- Production Profile of Rajasthan 8

Chapter 4- Technical Process Flow 13

Chapter 5- Technology Options Available 19

Rajasthan Agricultural Competitiveness Project 1

Rajasthan Agricultural Competitiveness Project 2

Rajasthan Agricultural Competitiveness Project 3

Rajasthan Agricultural Competitiveness Project 4

Receiving Washing Sorting & Chopper & Can Filler

Storage Labeling Water Heat Can

Receiving Washing Sorting & Chopper & Can Filler

Storage Labeling Water Heat Can

Rajasthan Agricultural Competitiveness Project 5

Figure 5: Market Segmentation as per Geography

The contours of the global food

Rajasthan Agricultural Competitiveness Project 6

Rajasthan Agricultural Competitiveness Project 7

Crop Production % Share Yield AREA % Share Rajasthan as

Table 2: Vegetable Area, production, yield in past 3 years

Name of 2014-15 2015-16 2016-17

Rajasthan Agricultural Competitiveness Project 8

Source: Rajasthan Horticulture Department, Data pertains to year 2016-17

District Wise Production of Tomato

4470 3282 3173 2990 2648 2411 2231

Source: Rajasthan Horticulture Department, Data pertains to year 2016-17

Rajasthan Agricultural Competitiveness Project 9

District Wise Production of Chilli

Source: Rajasthan Horticulture Department, Data pertains to year 2016-17

DISTRICT Production % Share in Yield (Prod Rajasthan as

Table 4: Fruits, area, production and yield in past 3 years

NAME 2014-15 2015-16 2016-17

Rajasthan Agricultural Competitiveness Project 10

Banana 30 244 8133 35 405 11706 36 345 9509

Scenario in RACP cluster

# Name of Fruits and Vegetables Area (Ha) Production (MT)

Table 6 Production profile of Bonli cluster

# Name of Fruits and Vegetables Area (Ha) Production (MT)

Rajasthan Agricultural Competitiveness Project 11

# Name of Fruits and Vegetables Area (Ha) Production (MT)

Rajasthan Agricultural Competitiveness Project 12

Canned Fruits and Vegetables

Rajasthan Agricultural Competitiveness Project 13

Rajasthan Agricultural Competitiveness Project 14

Peeler or Chopper VOC & PM Emissions

Receiving Sorting and Chopping Steam

Labeling Water Heat

Rajasthan Agricultural Competitiveness Project 15

Rajasthan Agricultural Competitiveness Project 16

VOC & PM Emissions

Cutter Peeler + Washing

Receiving Sorting and Blancher or

Labeling and Water Heat Steam

Rajasthan Agricultural Competitiveness Project 17

Fruit & Vegetable Washer Inspection conveyor Pulper & Finisher

Canned Tomato Puree Can Filling Machine Preheater

Rajasthan Agricultural Competitiveness Project 18

Low End Technology – Canned fruits & vegetables

Table 8: Assumptions for Rental and Captive Model

Table 9: Assumptions for Operating Capacity utilization