CONTENTS

SL NO

PARTICULAR

PAGE NO

Executive Summary

Objective Of the Study

Introduction

Industrial Profile

Company Profile

Organization Profile

Introduction to Budgetary Control

38-50

Data Analysis and Interpretation

51-61

Findings

62

10

Suggestion

63

11

Conclusion

64

12

Bibliography

65

13

Annexure

66

EXECUTIVE SUMMARY
RANNA SUGARS. Is the co-operative company. The project has been undertaken on the
topic A STUDY ON BUDGETARY CONTROL at RANNA SUGARS As budgetary control
helps to understand goal of the concern whether it may be short or long term goal.
As the budget is playing an important role in any organization which helps to compare the
actual performance with the budgeted performance .The concept of the Budget and way of
adaptability, which creates new challenges to industrial sector for surviving in this current
competitive edge. It indicates the progress of the concern by way of its sales or profit, market
shares, process of the concern etc.

OBJECTIVES OF THE STUDY:

1) To study the existing budgetary controls method & practices at Ranna Sugars .
2) To compare the budgeted figures with actual figures and Comparison of financial
statements for different financial years.
3) To find out any loopholes in the budgetary control system.
4) To Forecast the future and plan to avoid losses but more positively to maximize the
profits

METHODOLOGY:
PRIMARY SOURCE:
The information of the budgetary control where obtained from.

Departmental heads.
Discussion with manager of costing.
Budgetary control statement.

SECONDARY SOURCE
This type means secondary datas are collected from
Office records.
Files & manual.
Annual Reports.

INTRODUCTION:
Budgetary control is the important aspect for industry development because budgets
provide yard stick against which the actual performance is measured. It always helps to the top
management to take the appropriate decision to motivate and directing their personnel towards
well set plans and policies of the company.
By considering the advantage of the budgetary control the Ranna Sugars also adapted
this system. In Ranna Sugars they were maintaining the monthly budget with the help of daily
reports. The daily reports must contain the item like production efficiency, sugar cane
utilization, man power requirement, consumption of electricity, wages etc. With this the
budgetary control manager prepares a monthly profitability statement of a particular month &
submitted that one of the appropriate authority like production manager. By this statement or
submitted report, they will take correct decision about the organizational activities.
A study has been conducted on the BUDGETARY CONTROL which is most
probably adopted in the Ranna Sugars organization.
Budgetary control i.e. a most powerful tool to the management for performing its function
i.e. formulating plans, coordinating activities and controlling operations etc, effectively as well
as effectively.
Now a day, the number of companies are compete with each other for the survival in the
present market. Whether it may be other sugars industries .but no one company can comete
without proper planning. So the Cost-Budgetary control may help them to make proper decision
in the number of various fields.
Budgetary control is applied to a system of management & accounting control by which
all operations & output are forecasted as for ahead as possible. And actual results are known
that are compared without budget estimates.
The budgetary system integrates key managerial functions as it links top managements
planning function with the control function performed at all the levels in the managerial
hierarchy. A more accurate budget can be developed for those activates where direct
relationship exists between inputs & outputs. These input, output are base for developing
budgets & exercising control.

INDUSTRIAL PROFILE

Indian sugar industry

India is the largest consumer & second largest producer of sugar in the world.
The Indian sugar industry second large agro industry Located in the rural India. The
Indian sugar has a turnover of rs.500 billion per annum & it contributes almost rs.22.5 billion to
the central & state exchequer as tax, cess & excise duty every year. Indian sugar industry has been
a focal point for a socio-economic development in the rural areas. About 50 million sugarcane
farmers & a large number of agricultural labors are involved in sugarcane cultivation & ancillary
activities, constituting 7.5 % of the rural population. Besides, the industry provides employment to
about 2 million skilled/semi-skilled workers & others mostly from the rural areas. The industry not
only generates power for its own requirement but surplus power for export to the grid based on byproduct-bagasse. It also produces ethyl alcohol, which is used for industrial &portable uses,& can
be used to manufacture ethanol, an ecology friendly &renewable fuel for blending with petrol.
The sugar industry in the country uses only sugarcane as input; hence Sugar Companys
have been established in large sugarcane growing states like Uttar Pradesh, Maharashtra,
Karnataka, Gujarat, and Tamil Nadu & Andhra Pradesh. In the year 2005-06 these six states
contributed more than 85 % of total sugar production in the country; Uttar Pradesh, Maharashtra &
Karnataka together contribute more than

65 % of total production

Product Profile:
The main & direct product of the sugarcane is a sugar. The factory has by-products like
distillery, arrack, co-generation & ethanol etc.
SUGARCANE

MAIN PRODUCTION

Sugar

BY PRODUCT

distillery

arrack

compost

S1

power by Co-generation

ethanol

L=large

M=medium

S1=small S2=small2

Size of bags: 50kg &100kg

Packing: plastic & jute bags.

COMPANY PROFILE:
LOCATION

The RAYATAR SAHAKARI SAKKRE KARKHANE

NYIYAMIT RANNA NAGAR TMMAPUR
Factory: Timmapur Mudhol, Tq: Mudhol
District: Bagalkot

ESTABLISHED IN

25/11/1999

REGESTERED NO

DSK/REG/182-83

WEEKLY HOLIDAY

SUNDAY

WORKING SHIFT

4 am to 12 pm, 12 pm to 8 pm, 8 pm to 4 am

CHAIRMAN

R.S.Talewad

VOICE CHAIRMEN

Anant Rao Gorphade

M.D

S.S.Pujari

FINANCIAL INSTITUTION :

The Karnataka State Co-operative sugar Factories

OF THE COMPANY

, Bangalore

BANKERS OF THE

IDBI Bangalore

COMPANY

D.C.C Bank Timmapur,

D.C.C.Bank Mudhol
DCC Bank Bijapur

ARAE OF OPERATION

Andra Pradesh, Uttar Prades, Tamilnadu, Maharashtra

(NATIONALLY)

Bihar

(LOCALLY)

Mudhol, Bagalkot,Bilagi, Jamakhandi, Badami

AWARD

PARTHA SARATHI

COMPRTATORS

Nirani sugars
Prabhulingeshwar sugar Pvt

WORKERS

947

NO OF SHAREHOLDER

10822

PRODUCT

Sugar

BY PRODUCT

Two Types Product

Molasses

Bagasse

ORGANISATIONAL PROFILE

Chairman

Shri. R.S.Talewad

Voice chairman

Shri, AnantRao Ghorpadhe.

Managing Director

Shri, S.S.Pujari

Board of Directors

Shri, Ashok M Patil.

Shri, Uday V Sarwad
Shri, K.S.Patil
Shri, G.P.Patil
Shri, L.S.Chinnanavar.
Shri, Ramesh. Tungal
Shri, L.S.Talewad.
Shri, Rajugouda Patil.
Shri, Dayanand Patil.

Head of Department:
Finance

Administration

Cane section

Production

Shri, S.K.Kulkarni.

Shri, R.N.Patil (Chief engineer).

BACKGROUND AND INCEPTION OF THE COMPANY:

The

Total Cane Crushed

4,07,989 MT

Sugar produced

5,10,015 Qtls

SAHAKARI

SAKKRE
Recovery

12.50%

Molasses produced

17,360 NT

KARKHANE
(R.S.S.K.N)
scale

Agro-

industry.

RAYATAR

It

NYIYAMIT
is

large

based

sugar

covers under

Co-operative sector.
This factory was registered on 29th July 1982 itself and government has given licensee for
2,500 TCD (Tone Capacity per day). In the same year government has given registration number is
DSK/REG/182-83 dated: 27/07/1982. From that onwards it started issuing the shares to the public
this issuing of shares comes to end in the year 1997. During these periods they purchased 200
acres of land at Timmapur (Mudhol Taluka) village at a cost of Rs.24 lakh. The 1 st trial crushing
was taken in the month of May from 19/05/1999 to 10/06/1999. The performance of the factory in
this period is as under.

Total Cane Crushed

Sugar produced

123.28MT
407989Qtls.

Recovery

12.50

The 1st regular season starts in the yar of 1999-2000, from 25th NOV 1999 to 28th
June 2000 (217 days). The progress achieved during this season is as follows:
The estimated project cost of R.S.S.K.N Sugar factory was Rs.47.250res as prepared by the
Karnataka State Co-operative sugar Factories , Bangalore. And this report has been appraised by
the IFCI, New Delhi.
10%

Member shares

Rs.4,725 corers

30%
60%

Government
Term loan from
Financial Institutions
Total

Rs.14,175 corers
Rs.28,350 crores
47,250 crores

Investment

Member shares
10%

Financial
Institutions
60%

Government
30%

Vision

To become one of the dignified company in the country.

To give due importance for the development of society.

Mission
To employee support and farmers development for the fullest extent.
Improving our operation activities.

Quality policy:
The quality policy is to meet & exceed customer satisfaction by
Adopting better quality management system practices
Setting suitable objectives & targeted of reviewing them periodically for continually improving
the effectiveness of the quality management system

ORGANISATIONAL STRUCTURE

BOARD OF DIRECTORS

MANAGING DIRECTOR

ADMINISTRATION

PURCHASE

SALES

ENGINEERING

AGRICULTRAL

ACCOUNTS

ELECTRICAL
MANUFACTURING

INFROSTRUCTURE

CO-GENERATION

1] ADMINISTRATIVE DEPARTMENT:
Administrative department is classified into five sections share, sales, purchases, store, time
office and security.

A) SHARE SECTION:
The share section is one of the important section because more than half of the share capital
is collected from the share holders.

There are five classes of shares:

A Class- Grower members
B Class- Co-operative institution
C Class - State government
D Class- Non grower members
E Class- Outside are members.
The person who wants to become a member has to follow the procedure/rules. He has to
fulfill appropriate application given by the share section authority. If the Directors approve the
application, then only he is treated as shareholder of the factory. After the approval he has to pay
the amount equivalent to face value of the share.
There is no transferability of share. If at all he wants to transfer his shares, he has to
transfer to such a person who is the member of the factory. Ife transfers to another person it
not valid and such shares get cancelled. For the identification of its members, the factory issues
share certificates and identity cards to such shareholders.
This section gives identity card only. This section is also send notice to the concerned
members on behalf of the factory. They maintain two types of books of accounts

B) TIME OFFICE SECTION:

Function1) Distribution of salary according to the workers attendance.
2) Sanctioning of leaves to workers.
3) Maintaining working bell.
4) It maintain present and absent record daily.
5) It reports daily attendance to concerned section.
6) Showing the absent report to the HOD
7) It maintains salary regester book
There are 581 workers working in this factory. As this is a new establishment of all
working on daily wages. Within a few months the management is going to take workers as
permanent at present only on leave in a month is sectioned to the workers.
STRUCTURE
Time
keeper
Assistant time
keeper genre
Bill clerk

Shift time keeper

Leave clerks
Attendee
Attendee peon

The factory runs three shifts in a season-

Shift

Starting time

Closing time

1st Shift

4am

12pm

2nd Shift

12pm

8pm

3rd Shift

8pm

4am

One general shift 8.30am to 5.30pm for both season and off season.

Types of Leaves:
1. Sick leaves:
Sick leave provided to employees 15 days Per year
2. Casual leaves:
Casual leave provided to employees 12 days Per year
3. Earn leaves:
If employee attends 30 days in a month then he is eligible for 3 days Earn leave

C) TELEPHONE OPERATING SECTION:

In this section EPABX system is i.e. Electronic Private Automotive Branch
Exchange. Hear only one person is operating in this section. He is the person who connects
the incoming calls to different departments of the factory and also out going calls.

D) WATCH & WARD SECTION:

The main function of this section is to secure factor related assets. It maintains
books regarding in & out vehicles & visitors. Report to concerned section & to general
accounts.
Total number of security guards is 35. There are 7 to 8 security guards in every shift.

Structure

SECURITY OFFICER

ASSISTANT SECURITY

ZAMADA
R
LEAVE CLERK

GATE CLERK

SECURITY OFFICER

ASSISTANT SECURITY

ZAMADA
R
LEAVE CLERK

GATE CLERK

F) COMPUTER SECTION:
The total number of employees working in this department is 4. This section is to maintain
all types of records that are very important for the organization and the following departments are
computerized in the factory,
Weight bridge department
a) Cane accounts department
b) Time office department
c) Laboratory department
d) Stores department
e) Sales department
f) Purchase department
g) General accounts department
h) Sales accounts section

STRUCTURE:

COMPUTER HEAD CLEARK

COMPUTER OPERATOR

PEON

Function
1) Designing of the packages required.
2) Programming of the LAN.
3) Maintaining of server.

PURCHASE SECTION:
This section gives identity card only. This section is also send notice to the concerned
members on behalf of the factory. They maintain two types of books of accounts viz.
It is also a important section in administrative department in performing the activities of
purchasing. In this section there are two employees, one is purchase manager and another one is
purchase assistant. The purchase manager issues the purchase order from various section of the
factory. He estimates the cost purchase and accordingly he go for direct purchases or purchases
through purchase committee.

SOME SPECIFIC CONDITONAL TO PURCHASE MATERIAL:

The material received or any reason what so ever will be returned to the suppliers at their
own cost.
The material should be recently packed if any breakage, leakage it is the responsibilities of
the supplier
All the disputes arising out of the transaction
Sales tax will have refunded if changed extra
The order will be treated as canceled if goods are not supplied then the specific period

FUNCTIONS:

Purchasing materials

Calling quotation

Placing before meeting for decision

Passing bill to Account section for payment

STRUCTURE
PURCHASE OFFICER

CLARKS

ATTAINDERS

3] SALES SECTION
This section will take care of all the sales transactions like sale of
Sugar,
Molasses,
Bagasse.
Scrap material.
STRUCTURE:
SALES OFFICER
SENIOR ASSISTANT
JUNIOR ASSISTANT
ATTAINDER

In the sugar industry sugar is sold according to central govt. guidance & release.
Marketing & advertising is not necessary in sugar industry. Any how customer
relationship is necessary to convert the stock into cash.

Function
1) Getting order from parties.
2) Arranging for delivery to parties.
3) Maintaining record of sales.
4) Sending report to managing director
5) Stocking planning godown maintainance
Sales of the sugar are done in two ways
a) free sales
b) levy sales

a) Free sales:

Government allows the sugar factory to sale certain percentage of sugar by calling
tender is known as free sales.

b) Levy sales:
This means to sell the product to the govt. i.e. to sell the product under the guidance of
the govt

5) Account section
Finance is the lifeblood of business one cannot imagin a business without finance
department because it is the central point of all business activities. Finance dept. of RSSKN
factory plays a very important role, as it is here that decision with to procurement & utilization
of funds are taken. Such decision includes the preparation of various budgets, allocation of
funds for various activities or division of the firm as well as distribution of profits etc.
An account section is also including in the finance dept. it helps in achieving the
objectives of the company. Proper management of the fund is necessary for effective
management

Structure:
ACCOUNT OFFICER

CANE ACCOUNTANT

GENERAL ACCOUNTANT

CASHER

CANE DEVELOPMENT DEPARTME

CANE MANAGER

OFFICE MANAGER CANE

CANE PROCUREMENT MANAGER

CANE OFFICERS

FIELD ASSISTANT

CANE DEV MANAGER

CANE OFFICERS

FIELD ASSISTANT

Objectives of the CDD:

To get best quality of cane at a right time

To improve the variety of the cane

To provide all facilities like seeds, fertilizers, unloading and loading charges

Main objectives are to receiving exactly 3500

To undertake seeds development program

IN CANE DEVELOPMENT

YEAR

DATE

CANE
DAYS

SUGAR
RECOVERY
DEVELOPMENT PRODUCTION

1999 - 00

25/11/1999 TO 28/06/2000

217

407989 510015

12.50

2000 - 01

19/11/2000 TO 15/05/2001

178

352938 436300

11.91

2001 - 02

29/10/2001 TO 05/04/2002

159

354028 424670

11.41

2002 - 03

21/10/2002 TO 29/04/2003

191

503083 585700

11.47

2003 - 04

05/11/2003 TO 13/01/2004

69

115321 127000

10.68

2004 - 05

21/10/2004 TO 18/01/2005

90

105687 115850

10.88

2005 - 06

02/11/2005 TO 21/04/2006

170

351953 400151

11.39

2006 - 07

28/10/2006 TO 09/06/2007

225

520288 608549

11.60

2007 - 08

20/11/2007 TO 26/05/2008

189

379020 446699

11.65

2008 - 09

02/10/2008 TO 25/02/2009

145

238681 255400

10.60

6 )PRODUCTION DEPARTMENT:
To utilize the installed capacity of 3500 in proper manner the following personality the
duty to manage the Production department.

PRODUCTION DEPARTMENT

LABORATORY INCHARGE

DEPUTY CHIEF CHEMIST

LABORATORY CHEMIST

MANUFACTURING CHEMIST

LABORATORY BOYS

STAFF AND WORKERS

The production department is one of the core parts in every process based industry.
In addition, it plays a vital role in the organization for smooth going in every sugar industries;
Production department is divided in to two sections.
a)Engineering department
b)Manufacturing department
a) Engineering Department.

STRUCTURE:

CHIEF ENGINEER

MECHANICAL
SECTION

ELECTRICAL
SECTION

CANE
WEIGHMENT

BOILER SECTION

CANE
UNHOLDING
URANGMENTS

CANE
PREPARATION

MILLING

POWER
GENERATION

WORKSHOP

STORE SECTION

Mechanical section :
This includes all the mechanical process that is right from the cane weighment till milling
( obtaining of sugar juice ) for further processing. This section includes 4 main steps they are..
a. Cane weighment arrangements
b. Cane unloading arrangement
c. Cane preparation
d. Milling

Cane Weighment Arrangements:

Cane weighment is totally computerized process. Hear the cane weightment is carried
through electronic platform called weighs bridge. This electronic platform is of two types. One
with the capacity of 40 tons for lorry and tractors and other with a capacity of 10 tones for only
cart.
Hear after weighing the cane a slip is provided so that particular farmer which has the
details of total weight of the cane, total trips, timing, vehicle number, variety of sugarcane and
other details. And after this when the vehicle comes back after unloading the sugar cane, empty
vehicle weight all their data stored in the computer and final copies are listed for further actions.

Cane unloading arrangements:

Hear the weighed sugar cane is unloaded and sent further for cane preparation. Further
unloading cane there are 2 unloaders with the help of sling attached instruments cane is loading on
the feeding table.

Cane preparation:
After feeding the sugar cane on feeding tables with the help of levelers which avoid
overloading of sugar cane is sent to primary cutter, which cut the sugar canes in to small pieces,
further fine fibers are obtained from there process by passing them in the fibrizer.

Milling:
After fibrizering the cane passing the prepared fiber cane through a set of mills carries on
milling weighted hot water is also added in the course of crushing for better extraction of juice.
After crushing the juice is sent for further process
Power generation
Process chart of Co-generation

Water treatment

Make up water

Feed water tank

Deareator tank
[Heating 1100 C]

Pumping

Stream drum

Turbine

Generator [electricity]

Functions of power generation department are given below.

To generate power at high quantity.

To distribute it to different areas, as KPTCL.

To provide better working conditions to their workers for safety.

4 MW, 11 KV turbo alternator using for home consumption.

Around 8.5 MW is exported to KPTCL.

Power production 12.5 MW per hour.

Stores Section
Various section spare parts are stored in stall system and all the units are computerized and
given a code number. Bin card and other system are followed hear. These stores materials are
normally required for preventive maintenance during seasons and off seasons for servicing and
overalling

Function
1) To make the material requisitions for the purpose of knowing the quantity material.
2) To make purchase order or in simple terms the tender.
3) To make approval memo for verification of materials.
4) The main function of store department is to prepare a bin card.
5) The store department issued material with reference with store requisition.
6) To make classification & codification of materials.
7) Receipt of material.
8) Inspect it with ordered quantity, quality & if any other specifications.
9) Some of the material like chemical is to be sent to laboratory for incepatation & testing.
10) Getting indents from departmental head & issuing it.
11) To make purchase return if the material are rejected.
12) To maintain minimum level of materials.
13) Infringing purchase department when material required

Structure

STORE KEEPER

CLARKS

TOOL ROOM
CLARK

DIESEL ROOM
CLARK

ATTAINDERS

TOOL ROOM
ATTAINDER

CLARKS

DAILY WAGE
LABOURS

ATTAINDERS

Store section is also important section in the administrative department. All types of
materials are kept in this section. Which are required for the factory smooth running. The section
works day and night. Shift is changing every 8 hours. This section is maintained by the stores
keeper. The main work of this section is providing the materials to the required departments.
Those stores section maintains some books like :
a. Transport.
b. Bin card.
c. Daily issued.
d. Monthly issued.
It is also one of the section under Administration department, there are total of 7 employees
working in this section.

STORES ACCOUNT:
After receiving the materials from suppliers quantity will be verified. The details of the
materials will be entered in to transport registered and approved memo will be sent to the
concerned departments for getting quality approval. They keep bin cards for each different items
receipt from the suppliers with details.

DIESEL BANK:
They issue diesel to the party against indents brought by the parties and issued is entered in
the daily issue register.

TOOL ROOM:
Tool room is personnel issue the materials to the workers on temporary loan and retainable
basis entering in the register.

List of the registers:

1. Transport register.
2. Approval memo book.
3. Bin card files.
4. Purchase order.

In store there are two sections

1) Transport entry table.
2) Store receipt table.

1) Transport entry table:

They maintain records the receipt of material at what data, at what time, vehicle
number, &quantity in kg. Acknowledgement from vehicles etc.

2) Store receipt table

The store keeper maintain the record of receipt of materials, serial nos made of
transport, purchase order reference, bill nos the name of the supplier etc. the store keeper has
given proper condition to the material to identify the materials.

b) MANUF ACTURING DEPARTMENT

Manufacturing section is again divided in to 2 sub sections

Laboratory

Godown

LABORATORY:
Laboratory plays a significant role in sugar production. The Key activity of laboratory is
checking the content of sugar in the sugar cone and fixing the correct shape and size of sugar. The
la prepared hourly reports which advise on the addition of other chemicals in the production.

Other concerned activities of the laboratory:

It determines the percentage of water contents in the dilution of the juice.

It determines as well as managing the temperature of boiling juice.

Choices of colors and size of sugar.

To manage time and quality.

It decides the percentage and contents of chemicals to be added during production.

It finds the pH of water through universal indicator.

Structure

Chief chemist

Depute chief
Chemist
Manufacturing
Chemist

Lab in charge

Lab chemist

Function
1) It takes care of quality of sugar juice.
2) It mixes the chemical as per requirement.
3) It examines the sugar quantity.

Lab boy

Sample boy

Chemicals used in the production of sugar.

Burnt-lime bleaching agent and pH controls (juice clarification)

Sulphur major bleaching agent.

Orthophosphoric acid-bleaching agent.

Flocculent - setting aid.

Caustic soda - clearing.

Common salt- clearing

Washing soda - clearing.

Phosphoric acid - setting.

Hydrous a pan bleaching agent ( color ).

Viscosity reducer- for reducing viscosity

Ammonium biflouride formalin-quality maintain and preservative.

Mill sanitation chemical to prevent generation of bacteria and increases the rate of
boiling.

Mesopropile alcohol.

Commercial HCL. Bleaching powder for cleaning purpose.

Ole acetate used for lab.

SUGAR:
It means something sweet in form of taste.

FORMULA:
Carbon dioxide + Water = sucrose + oxygen
12CO2 +11H22O11+12O2

CANE
IMBITION WATER

MILLING
BAGASSE

RAW JUICE
EXHAUST STEAM

CONDENSATE WATER

SULPHURDIOXIDES + LIME

SULPHURED JUICE
CONDENSATE WATER

EXHAUST STEAM

CLEAR JUICE
EXHAUST STEAM

JUISE + MUD

VAPOURS

CONDENSATE WATER

SYRUP
SULPHURDIOXIDE GAS

EXHAUST STEAM, VAPOURS

VAPOURS, CONDENSATE WATER

MASSCUITE
FINAL MOLASSES

STEAM OR SUPER HEATED WASH WATER

SUGAR

RAW JUICE: Before sending ra juice to process house it has to be weighted in order to
excise the chemical control and making material balance for efficient control of the
process.

JUCE HEATING: In this process the raw juce is heated and is converted to clear juce
the required temperature is 100c to 105c in the boiling house.

SULPHURED JUCE: In this process the raw juce is added with time and sulphur gas
and is mixes temperature 105c to 110c. and the sulphur juce received from in the from
milk will be coloured.

CLARIFICATION: In this process through the vacuum filters the mud particles and
the juce filtration takes places.

EVAPORATION: In the process the juce is boiled to make it solid. The solid from of
sugar is than again passed to sulphur tank.

CENTRIFUGATION: In this the mass masscult is cured I,e sugar crystals separated
from the liquor in high speed centrifugal machine of around 1200/RPM

GRADATION: Is the last process in the manufacturing of sugar. It collects the totally
mixed sugar from the centrifugal section through happen and sugar passes from it each
elector sugar is lifted to mixer part from the grader part the sugar is separated by grad
wise it has grades.

BAGGING: The sugar is packed in 100kg, 50kg,& 25kg bags with latest with a
technology of bagging with the mechanized stitching.

STORAGE: After it is sent to god own for storage through machines Factory has
totally 2 big Godowns with a capacity of 2.5 lakhs each.

GODOWN SECTION:
Godown section is also one of the important part of the factory. Where the finished sugar is stored.
This factory has 15 godowns; there are 2 big godowns its capacity 2 lakhs bags and other 13
godowns capacity 30000 bags.

STRUCTURE:

Godown Keeper

Clerks

Attender

Varieties of Sugar cane:

1.COC671

{Early Maturity}

2.CO8011

{Middle Maturity}

3.CO86032

{Early Maturity}

4.CO8021

{Early Maturity}

5.CO94012

{Early Maturity}

Civil section
Structure
CIVIL ENGINEER

ASSISTANT
ENGINEER

OFFICIAL

NON OFFICIAL

HEAD CLARK

WORKER

WORKER

1) Planning for new project.

2) Water supply to the factory & quarters.
3) Looking over cleanliness of the factory.
4) Making arrangement for the functions.
5) Maintenance of factory building.
6) Maintenance of roads, which are constructed by factory.
7) Maintaining distillery plant.

INFRASTRUCTURE SECTION
The infrastructure is one of the co-operative sectors in sugar production, which is
located in rannaagar, at timmapur village and is 16KM away from Mudhol. It is located
near the bank of Ghtaprabha River, so the factory has obtained the premises for lifting
Water from this river for factory use.
THE INFRASTRUCTURE FACILITIES PROVIDED TO THE EMPLOYEES IN THE
FACTORY LIKE:

Canteen and mess facility

Medical facility

Housing facility

Safety measures

Guest house facility

Contingencies

Insurance facility Etc;

GENERAL OBJECTIVES OF BUDGETARY CONTROL ARE AS FOLLOWS:

1) Planning:
A budget is a plan of the policy to be pursed during the defined period of timed to attain
a given objectives. The budgetary control will force management at all levels to plan in time all
the activities to be done during the future periods.
A budgeted as a plan of action achieves the following purposes.
Action is guided by well thought out plan because a budget is prepared after a careful study
and research.
The budget serves as a mechanism through which managements objectives and polices are
affected.
It is bridge through which communication is established.
The most profitable course of plan is selected.
Budget is a complete formulation of the policy of the undertaking to be pursed for the
purpose of attaining a given objectives.

2). Co-Ordination:
The common objectives of the firm may be successfully achieved by the way of budgetary
control because it stimulates the co-operation of all concerns with the co-ordinates the various
activities.

3) Communication:
It is necessary in an efficient organization that all people be informed about the objectives,
polices, programmers and performance. This is made possible through their Participant in the
budgeting process. Budgets inform each manager of what others have agreed to do. They also
inform managers of the resources available objects and targets.
Thus the budgeting system integrates key managerial functions as it links top managements
planning function with the function performed at all the levels in the managerial hierarchy. But the
efficiency of the budget as a planning and control device depends upon the activity in which it is
being used. A more accurate budget can be develop for those activities where direct relationship
between inputs and outputs. The basis for developing budgets and exercising control.

CONCEPT OF BUDGETING:

One of the primary objects of cost accounting is to provide information to business

management for planning and control. Budgeting act as a toll of both planning and control.
Budgeting is a formal process of financial planning using estimated and accounting data.

DEFINITION OF THE BUDGET:

The Institute of Cost and Management. Accounts (UK) defines
A budget as a a financial and/or quantities statement, prepaid and approved prior to a
defined period of time, of the policy to be pursed during that period for the purpose of attaining a
given object. It may include income, expenditure and the payment of capital.

RELATION BETWEEN BUDGETING AND FORECASTING:

Budgeting and forecasting are used interchangeably According to the national
association of accountants (USA)forecasting is a process of predicating or estimating a future
happening, Forecasting is an essential part of the budgeting process. Forecasting is estimating
future events and their effects on the budget. Forecasting comes to an end after mere estimating.
Budgeting is a process of preparing budgets and further control aspects are involved in its
procedure.

ESSENTIALS OF BUDGET:
It is prepared in advance based on a future plan of action.
It relates to a future period and based on objective to be attained.
It is a statement expressed in monetary and for physical units prepared for the
implementation of policy formulated by the management.

CONTROL AND PERFORMANCE EVALUATION:

Budgeting entries into control at three points:
When a budgeted is being formulated, departments analyze their plans for the future and
submit estimates as per their requirements, justifying each of their demands by demon
string a need.
After budgets of different departments have been reviewed and approved they become
targets that set desirable limits on spending.
At the end of the budget period, a comparison of actual expenditure with budget
expenditure is made as a means of judging performance and fixing responsibility foe
deviations.

ADVANTAGES OF BUDGETING:
Budgeting plays an important role in the effective use of resources and achieving overall
organizational goals.
Budgeting compels and motivates management to make an early and timely study of its
problem.
budgeting provides a valuable means of controlling income and expenditure of a business
as it is a plan for spreading
Budgeting provides a too through which managerial polices and goals are periodically
evaluated, tested and established as a guidelines for the entire organization.
Budgeting help in directing capital and others resources into the most profitable channels.
Budgeting coordinates and correlates all business activates.
The use of budgeting in an organization develops an attitude of Cost Consciousness,
stimulates the effective use of resources, and creates an environment of profit-mindedness
throughout the organization.
The uppermost point is that budgets provide a discipline that brings planning
fore front as a key managerial responsibility.
Budgeting encourage productive competition.

to the

CLASSIFICATION OF BUDGETS:
A. According to time:
Long term budgets: A budget is designed for a period of 5 to 10yrs.
Short term budgets: A budget is a generally prepared for a period of Not exceeding 5
years
Current Budgets: The budgeted is prepared for a month or a quarter.

B. According to flexibility
Fixed budget: A budget prepared on the basis of fixed or a standard level of activity. It
does not change with respect to level of activity.
Flexible budget: A budget is prepared depend upon the level of the
Activity.

OPERATING AND FUNCTIONAL BUDGETS:

1) Sales budget:
The most important budget, which all other budgets are contingent upon, is the sales
budget. All budgets, such as production budget, selling & distribution budget & other all affected
by the sales budgeted & are depended upon the revenue derived from sales.

Forecasting sales:
The three main factors that should be considered by management in forecasting sales.
1) Information concerning past performance.
2) Information about present condition with in the individual company & in each sales territory.
3) Data concerning the industry & generally business.

2) Production budget:

A production budget is stated in physical units. Essentially the production budget is the
sales budget adjusted for inventory changes as follows.
Units produced= Budgeted Sales+ (Desired Closing Inventory of Finished Goods-Beginning
Inventory of Finished Goods.)

3) Production cost budget:

A production cost budgeted summaries the materials budget, lab our budgeted, the factory
budget, and may be expressed and analyzed by departments and or products. It is also known as
manufacturing budget.

4) Direct material budget:

This budget specifies the cost if direct materials used and the Cost of the direct materials
purchased.
Use of direct material budget
1.

It helps the purchasing departments to prepare a schedule to ensure

Delivery of material when needed.

2.

It helps in fixing minimum and maximum levels of inventories in stores

department.

5. Direct labor budget:

The labor budget estimates the labor, adequate in number and grades, to enable the
production budget to be achieved. It is generally preferable to prepare a separate direct labor
budget and to include indirect labor in the factory over head budget.

6. Factory overhead budget:

This budget is prepared on the basis of chart of accounts which reflects different expenses
accounts & which properly classified expenses accounts and details the cost centers or departments
factory overhead budgeted where in overhead costs have been classified in to fixed and variable
components.

i.

Inventory budget:
An inventory budget can be prepared to find out the values of direct materials & finished
goods inventory.

a. Selling expenses budget:

It is also known as the marketing expenses budget. The selling cost budget is made up of a
number of cost items, some of which are fixed and some variable. Fixed expenses are salaries and
depreciation; the principal variable expenses are commission, travel advertising and bad debts.

b. Administrative expenses budget

The

Administrative expenses budget covers the administrative costs for non-

manufacturing business activates. The administrative expenses budgets contains expenses like
directors remunerations, legal charges, audit fees, salaries, rent office expenses, interest, property
tax, put etc.

BUDGETED INCOME STATEMENT

A budgeted income statement summaries all the individual Budgets i.e. sales budgeted, cost
of the goods sold budget, selling budget, and administrative expenses budget. This budget
determines income before taxes (If the tax rate is available, net income after taxes can also be
computed).A system of budgetary control installation in an organization is very much beneficial
which may be result in proper planning & control of activates. It ultimately results in minimizing
costs and maximizing profits.
If the company wants to prepare the budgets for future period of time, it is very much essential
that company have to consider the past performance. Thus the past performance is treated as vital
basis for the future period. Suppose in case of past performance is not available than the company
has to follow the following process.

A. DETERMINATION OF THE OBJECTIVES:

The installation of budgetary control system needs to have proper objective i.e. for what
purposes it has been installed. The objective may be
Minimizing costs or maximizing profits.
Co-ordination of activities of different departments.
Controlling the management functions.

B. ORGANIZATION FOR BUDGETING:

Under this process the authorities and responsibilities of each executive are clearly stated.
i.e. delegation of work means dividing the work between departmental heads.

C. BUDGET MANUAL:
The budget manual is a written document, which specifies the objective of the budgeting
organization & procedures.

SOME IMPORTANT MATTERS COVERED IN A BUDGET MANUAL

A statement related to objectives of the organization & how they can be achieved
through budgetary control.
Reports, statements, forms & other records to be maintained.
Timetables for all stages of budgeting.
A statement related to functions and responsibilities of each executive.
There should be proper classification of accounts, which are lost, revenues and other
financial amounts are to be classified with their respective nature.

D. REPONSIBILITY FOR BUDGETING:

1. Budget controller: The chief executive is ultimately responsible for the budget program
and past of work designated as budget controller. The budget controller should have
knowledge of technical skill of the business and report to chief executive.
2. Budget committee: Budget committers are framed for true delegation of authority and
responsibilities. The work should be divided under different heads i.e. Sales, production,
and finance etc. The duty of budget committee to submit, discuss and finally approve of the
budgeted big figures.

E. FIXATION OF THE BUDGETED PERIOD:

Budgeted period:
The period for which a budget is prepared & employed.
The budget period depend upon:
The nature of the business.
The control techniques.

F. BUDGETED PROCEDURE:

The procedure followed while designing and operating a budgetary control system depends
upon the nature of the business.
THE PROCEDURE AS FOLLOWS:

1. Determination of key factor:

Key factor is that factor the extent of whose influence must first be assessed in order to
ensure that functioned budgets are reasonably capable of fulfillment.
Ex: Sales, production, purchases, cash etc.
Key factor must be identified & diagnosed. Budget are meaning & unless key factor
identified.

2. Making of forecasts:
Forecast is nothing but estimation of probabilities for a given period. Forecasts are made
regarding sales, production cost and financial requirements of the business.

3. Consideration of alternative combinations of forecasts:

Alternative combination of forecasts is considered for efficient of overall plan with the
motive to maximum profits.

4. Preparation of budgets:
After finalization of forecasts the budgets will be prepared.

5. Choice between Fixed & Flexible budgets:

A fixed budget is based on a fixed volume of activity. It is ineffective & meaningless
because of actual capacity utilization may vary from month to month or quarter to quarter.
A flexible budget is prepared for changing levels of activity. The flexible budget considers
the fixed and the variable costs separately.
1. Start with a canned budget worksheet.
2. Go through your check book or bills for the last two to three months and add and delete
categories from the worksheet to fit your expenditures.
3. Think about your hobbies and your habits and be sure to add categories for these expenses.
4. Go through your pay stubs and calculate your average monthly gross pay.
5. Do the same for any interest income, dividends, bonuses, or other miscellaneous income.
6. For each expense category, try to determine a budget amount that realistically reflects your
actual expenses while setting targeted spending levels that will enable you to save money.
7. Once you're comfortable with your expense categories and budgeted amounts, enter
expenditures from your checkbook from the last month.
8. Keep track of cash expenditures throughout the month and total and categorize these at the end
of each month.
9. Subtotal the income and expense categories.
10. Subtract the total expenses from the total income to arrive at your net income.
11. If the number is negative, your expenses are greater than your income. Your situation can
probably be greatly improved by changing your spending habits.
12. If you have a positive net income, transfer most of it to a savings or investment account at the
end of each month. Extra cash left in a regular checking account has a way of getting spent.
13. After you've tracked your actual spending for a month or two, analyze your spending to
identify where you can comfortably make cuts.
14. Once you've got the budgeting process in place, take an in-depth look at your largest spending
categories, brainstorm about ways to reduce spending in specific categories, and set realistic
goals

Tips:

1. Don't try to fit your expenses into somebody else's budget categories. Tailor the categories
to fit your own situation.
2. Make your categories detailed enough to provide useful information, but not so detailed
that you become bogged down in trivial details.
3. Think of your budget as a tool to help you get out of debt and save money, not as a
financial diet.

NEED FOR THE STUDY:

To make myself well known about organization structure at Ranna Sugars.
To get the knowledge about budgetary performance through trend analysis and over all
performance of Rona Sugars through primary and secondary data.

So studying the various practices carried out in finance will be helpful to me in my

MBA course.

LIMITATIONS:
Considering the scope mentioned above, some or few limitations are arising i.e. the Rona
Sugars is big organization. This finance & accounts is also big departments. But due to shortage of
training period, I am concentrating only on the budgetary control of costing departments.

Time constraints.

Only Three years data is used for the analysis of the study

DATA ANALYSIS
AND
INTERPETATION

2) COMPARISION OF PREVIOUS BUDGETED FIGURES WITH

SUBSEQUENT YEAR

RECEIPTS
2006Sl.No

Particular

Sugar Sales
Sale of By

2
3
4

Products
Dividend
Interest on Loans

2007

Actual

At Rs. In

Income

2007-2008
At Rs. In
Lakhs

2008Actual

2009

Actual

Income

At Rs. In

Income

Lakhs
9487.50

1985.40

7187.50

7189.50

Lakhs
6440.00

1593.86

1053.50

57.37

1046.36

679.13

909.36

2672.92

7.55
14.40

7550.46
1285.63

7.55
2.00

360.50
1003.17

3.60
3.02

1371.05
5619.10

Comparisons of Actual expenses

Sl.No

Particulars

Sugarcane purchased

Reconstruction expenses

Vehicles management

Interest on loan

2006-07

Actual exp's

At Rs. In Lakhs

At Rs.in Lakhs

2007-08
At Rs. In

7250.00

6162.81

Lakhs
5230.00

2.00

79.28

3.00

Actual

2008-09

Actual

Exp's At

At Rs. In

Exp's At Rs.

Rs.in Lakhs
5230.00

Lakhs
4400.00

In Lakhs
5616.18

3.00

3.00

15.13

8.00

114275.50

8.00

80.00

12.00

108,00

1800.00

756040.98

1800.00

18000.00

1600.00

8268.57

Salary to staff

264.00

48219.82

264.00

18000.00

338.00

70.49

Auditors fees

2.00

1874.94

2.50

2.50

3.00

2.79

Rent and taxes

8.00

18723.36

20.00

200.00

20.00

15.98

Insurance
Repairs and maintenance of

10.00

51.71

10.00

100.00

10.00

0.17

200.00

191679.06

300.00

3000.00

300.00

235.84

5.00

2655.46

4.00

40.00

3.00

2.95

4.00

2960.78

4.00

-------

1.50

0.74

9
10

machinery
Telegram and telephone charges

11

Bank commission

2) COMPARISION OF PREVIOUS BUDGETED FIGURES WITH

SUBSEQUENT YEAR
RECEIPTS

Sl.No
1
2
3
4
5

Particulars
Sugar Sales
Sale of By Products
Dividend
Interest on Loans
Loss
TOTAL

2005-2006

2006-2007

2007-2008

2008-2009

At Rs. In

At Rs. In

At Rs.in

At Rs. In

Lakhs
6160.00
877.21
10.00
3.00
1370.89
8421.10

Lakhs
9487.50
1053.50
7.55
1,44
1007.51
11557.50

Lakhs
7187.50
1046.36
7.55
2.00
------8243.41

Lakhs
6440.00
909.36
3.60
3.02
------7355.98

PAYMENTS
Sl.No

Particulars

1
2
3
4
5
6
7
8

Sugarcane purchased
Reconstruction expenses
Vehicles management
Interest on loan
Salary to staff
Auditors fees
Rent and taxes
Insurance
Repairs and maintenance of

9
10
11
12
13

machinery
Telegram and telephone charges
Bank commission
Other expenses
Net Profit carry forward to C/B
TOTAL

2005-2006

2006-2007

2007-2008

2008-2009

Amt Rs. In

Am Rs. In

Am Rs.IN

Amt Rs. in

Lakhs
4900.00
10.10
6.00
1400.00
250.00
3.00
6.00
10.00

Lakhs
7250.00
2.00
8.00
1800.00
264.00
2.00
8.00
10.00

Lakhs
5230.00
3.00
8.0
1800.00
264.00
2.50
20.00
10.00

Lakhs
4400.00
3.00
12.00
1600.00
338.00
3.0
20.00
10.00

4.00
1.75
1831.00

300.00
5.00
4.00
1904.00

8421.10

11557.50

300.00
4.00
4.00
442.50
155.41
8243.41

300.00
3.0
1.50
418.50
246.98
7355.98

A) 2006-07 Receipts.
Sl.No

Particulars

2005-2006

2006-2007

At Rs. In

At Rs. in

Lakhs

Lakhs

Increase

Decrease

In %

In%

Sugar Sales

6160.00

9487.50

54.00%

-------

Sale of By Products

877.21

1053.50

20.09%

-------

10.00

7.55

------

24.50%

3.00

1.44

------

52.00%

1370.89

1007.51

------

26.50%

8421.10

11575.10

37.45%

-------

Dividend

Interest On Loans

Loss

TOTAL

INTREPRETATION
Sugar sales increased by 54.00% in the year 2006-2007 compared to 2005-2006.
Sales of by product decreased by 20.09% in the year 2006-2007 compared to 2005-2006
Interest on loans decreased by 52.00% in the year 2007-2008 compared to 2006-2007

PAYMENTS:-2006-2007
Sl.No
1
2
3
4
5
6
7
8
9
10
11
12
13

Particulars
Sugarcane purchased
Reconstruction expenses
Vehicles management
Interest on loan
Salary to staff
Auditors fees
Rent and taxes
Insurance
Repairs and maintenance of machinery
Telegram and telephone charges
Bank commission
Other expenses
Net Profit carry forward to C/B
TOTAL

2005-2006

2006-2007

At Rs.in

At in

Lakhs
4900.00
10.10
6.00
1400.00
250.00
3.00
6.00
10.00
40.00
1.00
1831.00
------8421.10

Rs.Lakhs
7250.00
2.00
80.00
1800.00
264.00
2.00
8.00
10.00
300.00
5.00
4.00
1904.50
------11557.50

Increase
In %
47.95%
-----33.33%
28.57%
5.60%
-----33.00%
--------------350%
4.01%
----37.24%

Decrease
In %
-----80.20%
---------------33.33%
----------------87.50%
--------------------

INTREPRETATION
Sugarcane purchased increased by 47.95% in the year 2006-2007 compared to 2005-2006
Reconstruction expenses decreased by 80.20% in the year 2006-2007 compared to 20052006.

 Auditor fees decreased by 33.33% in the year 2006-2007 compared to 2005-2006.

Bank commission increased by 350% in the year 2006-2007 compared to 2005-2006.

B)2007-2008 Receipts

Sl.No

Particulars

2006-2007

2007-2008

At in Rs. In

At Rs. In

Increase

Decrease

Lakhs

Lakhs

Sugar Sales

9487.50

7187.0

--------

24.24%

Sale of By Products

1053.50

1046.36

--------

0.68%

Dividend

7.55

7.55

--------

------

Interest On Loans

1.44

2.00

39.8%

------

Loss

1007.51

------

------

------

11557.50

8243.41

-------

28.67%

TOTAL

INTREPRETATION
Sugar sales decreased by 32% in the year 2007-2008 compared to 2006-2007
Sales of by product decreased by 0.68% in the year 2007-2008 compared to 2006-2007
Interest on loans increased by 28% in the year 2007-2008 compared to 2006-2007

PAYMENT:2007-2008
Sl.No
1
2
3
4
5
6
7
8
9
10
11
12
13

Particulars
Sugarcane purchased
Reconstruction expenses
Vehicles management
Interest on loan
Salary to staff
Auditors fees
Rent and taxes
Insurance
Repairs and maintenance of machinery
Telegram and telephone charges
Bank commission
Other expenses
Net Profit carry forward to C/B
TOTAL

2006-2007

2007-2008

At Rs. In

At Rs. In

Lakhs
7250.00
2.00
8.00
1800.00
264.00
2.00
8.00
10.00
300.00
5.00
4.00
1904.00
11557.50

Lakhs
5230.00
3.00
8.00
1800.00
264.00
2.50
20.00
10.00
300.00
4.00
4.00
442.50
155.41
8243.41

Increase

Decrease

%
27.87%
----------------------------------------20%
-----77%
-----29%

-----50%
----------------25%
60%
--------------------------------

INTREPRETATION
Sugar purchased decrease by 27.87% in the year 2007-2008 compared to 2006-2007
Reconstruction expenses increase by 50% in the year 2007-2008 compared to 2006-2007
Rent and taxes increased by 60% in the year 2007-2008 compared to 2006-200

C)2008-2009 Receipts
Sl.No

Particulars

Sugar Sales

2007-2008

2008-2009

At Rs. In

At Rs. In

Lakhs

Lakhs

7187.00

6440.00

Increase

Decrease

-----

10.40%

Sale of By Products

1046.36

909.36

------

13.10%

Dividend

7.55

3.60

------

52.32%

Interest On Loans

2.00

3.02

33.78%

-----

Loss

------

-----

------

10.77%

TOTAL

8243.41

735598000

INTREPRETATION
Sugar sales decreased by 10.40% in the year 2008-2009 compared to 2007-2008
Sales of by product decrease by 13.10% in the 2008-2009 compared to 2007-2008
Interest on loan increased by 33.78% in the 2008-2009 compared to 2007-2008

PAYMENTS:-2008-2009
Sl.No
1
2
3
4

Particulars
Sugarcane purchased
Reconstruction expenses
Vehicles management
Interest on loan

2007-2008

2008-2009

At Rs. In

At Rs. In

Lakhs
5230.00
3.00
8.00
1800.00

Lakhs
4400.00
3.00
12.00
1600.00

Increase

Decrease

In %

--------50%
------

16%
---------11.11%

5
6
7
8

Salary to staff
Auditors fees
Rent and taxes
Insurance
Repairs and maintenance of

9
10
11
12
13

machinery
Telegram and telephone charges
Bank commission
Other expenses
Net Profit carry forward to C/B
TOTAL

264.00
2.50
20.50
10.50

338.00
3.00
20.00
10.50

22%
17%
-----------

--------2.43%
-----

300.50
4.50
4.00
442.50
155.41
8243.41

300.00
3.00
1.50
418.50
246.98
7355.98

-------------------58.92%
------

0.16%
33.33%
63%
5.00%
---11%

INTREPRETATION

Sugarecane consumption is decreased by 16%in the year 2008-2009 compared to

2007-2008

Vehicales management costs are increased by 50% in the year 2008-2009 compared
to 20007-2008

Bank commission is decreased by 63% in the year 2008-2009 compared to 20072008

FINDINGS:

In Ranna Sugars both monthly operation plan and annual operation plan are prepared
ascertaining the budgeting performance with actual performance.

Budgetary control system is adopted for checking the industrial performance

Sugar sales increased by 54.00% in the year 2006-2007 compared to 2005-2006-

Interest on loans decreased by 39.8% in the year 2007-2008 compared to 2006-2007

Sugarcane purchased increased by 47.95% in the year 2006-2007 compared to 2005 2006

Sugar purchased decrease by 27.87% in the year 2007-2008 compared to 2006- 2007

Vehicles management costs are increased by 50% in the year 2008-2009 compared to
20007-2008

SUGGESTIONS
Accurate position of the business cannot be estimated:
It arises due to inflationary pressure and change in Government policies all these
affect the budgeting performance.
Ranna Sugars can carry out some promotional activities, so as to increase its sales
and beat

the competition

Use of quarter Budget it leads to chances of improvement or modification.

Quarter Budget helps industrial concerns to checks its actual performance. After
ascertaining the actual performance if any modification requires that can be adjusted
in next quarter.
Ranna Sugars may appoint specialized and experienced finance manager to improve
its finance performance.
The company should have proper co-ordination between finance and marketing
department.
The company should have close watch on the market which helps to make new
strategies.

CONCLUSION:
From the study it can be concluded that to know that budgetary control is treated as one of
the better techniques for minimizing cost and maximizing profit in Ranna Sugars. Budgetary
control technique Plays important role in the profit making or smooth running of the company
It co ordinates all the departments like Finance, Marketing, Production in the company. It
makes the decentralization of authority in the organization which helps organization goal with
in stipulated period of time. Budgetary control acts as safety for an organization because it helps
to identify business risk and necessary steps can be taken to avoid the risk.
Budgetary control techniques help to know how the available monetary resources can be
utilized effectively. This technique focus on efficiency in the allocation of resources in
particular time. As the finance department is the soul of any organization. Budgetary control
helps the organization by making finance department effectives

BIBOLOGRAPHY
Financial management by M.Y. Khan and P.K. Jain
Financial management by I.M. Pandey

ANNEXURE