28 December 2010

China is getting cheaper than TamilNadu

China gets Gujarat cotton cheaper than TN mills:
Import from Africa economical for South India.


Chennai-based Loyal Textiles pays Rs 82,500 to get 150 bales (170 kg each) of cotton from Gujarat, country's top producer, to one of its mills in Tamil Nadu by ship. One of its competitors in China gets the same quantity cotton from Gujarat at Rs 22,500!

Even if you add the cost of getting cotton to the ports at Rs 12,500 and port handling charge of Rs 12,000 for shipments to China, it still works out cheaper. By road, sending cotton to Tamil Nadu costs as much as Rs 90,000 for the same quantity.

Truckers demand higher rates since the roads are bad. Mills in South India can get cotton cheaper from North Africa than Gujarat.

Most of the mills in Tamil Nadu are getting cotton through the Shipping Corporation of India vessels. The corporation works out the cost based on road transport rates. The problem is that shipping within our ports can be done only by Indian-owned companies. The Cabotage law prohibits shipping from Indian port to another by vessels of foreign firms.

The industry has been seeking changes to the law but those opposed point to various problems, including monitoring movement of foreign vessels within Indian waters.

Ships that bring containers to our ports with chemicals and other consignments have to return empty if they don't get any orders. Instead of returning empty, they offer to ship cotton at cheaper rates.

Freight charges are highest to Turkey at around Rs 82,000 but still work out cheaper than moving from one Indian port to another or by road.

Retail Sector


Smiles are back on retailers' faces as tills ring louder
Rebound in consumer confidence; margins to remain static.
Sector Outlook:

Shut out by the paisa-punching consumer during the slowdown years, the retail sector is back in its elements in 2010, building upon the recovery that started in 2009. The rebound was led by the value-for-money category and then moved up to the premium level.
The three quarters ending September 2010 saw a 23 per cent growth in revenues and a near-trebling of net profits for listed Indian retailers, helped in part by a lower base.

Demand promise

Rebounding consumer confidence, a step up in corporate hiring together with salary hikes indicate increased disposable income in the hands of the consumer. This points towards a bright 2011 for retailers, armed as they are with healthier balance-sheets to fund expansion.
Premium and value retail will both see demand pick-ups, as consumer spends rise. With Tier I cities fairly saturated, retailers will move to small towns and cities where growth may be higher. Mall activity, previously beset by delays, is also set to improve. Retailers such as Pantaloon are also looking to tap online buying to supplement revenues.
Hypermarkets will see higher activity next year with players such as Pantaloon, Shoppers Stop and Trent stepping up focus on this format, given the high footfalls they bring in and their position as anchor tenants in malls allowing for lower rents.

Expansion plans

Retailers have, in fact, charted robust expansion plans, against their previous cautious stance. For instance, Titan added 60 stores in the first half of FY-11. Shoppers Stop and Pantaloon plan to add about 60 to 70 lakh sq ft space in the next year.
They are also fairly well-placed to bankroll this expansion. As they sought to reduce debt pressures, collective debt:equity went down from 1 time in FY-09 to a comfortable 0.7 times in FY-10. Interest costs so far in 2010 have reduced by 5 per cent , after a 78 per cent increase in FY09. Retailers have also been able to raise funds through Qualified Institutional Placements.

Exclusivity

Returning investor confidence in retail was evidenced by retail initial public offers, which collectively raised over Rs 500 crore in 2010. Two companies that made a debut were – Jubilant Foodworks in food retail and Talwalkars Better Value Fitness in the health and fitness space.
Their exclusivity afforded them a premium in valuations over other retailers, with trailing valuations of 70 and 57 times, against the 20 to 45 times of other retailers. A younger population with the propensity to spend on food and entertainment, as well as an increasingly health-conscious nation support the prospects of these players.

Margins

The retail segment, while holding promise in revenues, may slip up on the margin front. Operating margins in the first half of FY-11 were helped by a drop in raw material costs.
However, cotton and yarn prices and even synthetic fibre prices are northward bound, and could reverse this saving for apparel retailers. Retailers with backward integration such as Page Industries and Kewal Kiran may manage better margins. Food retail could also see squeezed margins as food inflation lead to spikes in raw material costs.
Two, selling and promotion costs, at 4 per cent of sales are up from the 3 per cent in the year before. Increased competition, especially in the smaller towns where retailers are planning to go, may require higher promotion spends. Operating margins, therefore, currently at 7-8 per cent are not likely to show much improvement.
Finally, as retailers step up expansion, interest cost savings that helped a net margin improvement of 2 percentage points in 2010 is also unlikely to persist, and net margins will remain at 3 to 4 per cent.
The outcome of the much-debated FDI in single brand and multi-brand retail is likely to emerge in 2011.

FDI

Retailers may benefit in partnerships to set up store chains, since 100 per cent FDI in either single or multi-brand retail is hardly likely.
Food and grocery retailers, such as hypermarkets Big Bazaar and Star Bazaar, may additionally benefit from supply-chain expertise foreign retailers bring with them.
Floundering retailers such as Koutons or Vishal Retail could receive a boost from foreign investments, whether by private equity players or foreign retailers looking to benefit from these retailers' massive store chains. Valuations of these stocks may thus see some improvement.

Supply Chain Management: Why it is important?

Supply Chain Management Software As A Services

A successful profit-driven organization is one that achieves a good level of profitability. In order to do this, there is a need for an effective supply chain management software

A successful profit-driven organization is one that achieves a good level of profitability. In order to do this, there is a need for an effective supply chain management software. The efficacy level of the said chain relies greatly on the supply chain management software as a services.


Defined as the control of materials, information, finances and other resources as the output moves from the supplier to the manufacturer to the wholesaler to the retailer and finally to the customer. The entire network that involves these different elements is referred to as the supply chain. Each stop gives out an additional value to the product and at the same time, benefits from its passing by.


Management of the chain is focused on making sure that every single party involved in the chain is able to get the optimal level of benefits that can possibly be accessed in the whole process. It is necessary for an individual to understand this basic concept to get a good shot at how an organization's logistics and operations go. 


The product is the most important element in supply chain management. It is essential to consider various factors when determining and manufacturing the product. One of which is the demand. A product is useless if it is not something the customers want. More so, the time it takes for the product to get into the customers' hands is also something to take note of. 


Demand is possible only if the customer has access to the information pertaining to the presence and possibility of the product. Within the supply chain, information involves the different parts of the different processes the product has to go through before it gets to the hands of the consumer. 


Last comes financing. It plays a major role in the supply chain since each step of the process entails specific costs. The manufacturers, for instance, gets to deal with the suppliers concerning the possible payment arrangements pertaining to the supplies of raw materials and similar needs. 


Certain problems can occur within this management. These can include the distribution strategy as well as the distribution network configuration. The cash flow and inventory management can also be sources of issues within the chain. 


For a business end product to be successful, an effective supply chain management is definitely a must-have. It is all about the different operations and processes that take place within an organization. Hence, it is a necessity to maintain its presence and well-being


WALMART is the best example for maintaining their supply chain through the integrated software..