A STUDY REPORT ON

“UNDERSTANDING & ACCOMPLISHMENT OF ACCOUNTS

RECEIVABLES AND PAYABLES”

A SUMMER INTERNSHIP REPORT

Submitted by
DILIP SINGH
21BCMN040

in the partial fulfillment of Summer Internship for the award of

the Degree of

BACHELOR OF COMMERCE (B.COM)

Faculty Internship Guide: Industry Guide:

Mr. Lokesh Tilwani Mr. Anand Lakhotia
Designation-Assistant Professor Designation-Manager

JECRC UNIVERSITY
JAIPUR (RAJASTHAN)
11/01/2024 To 11/06/2024
Start Date End Date
 Preface

.
As a part of our curriculum of our three years bachelor‟s degree
program (BCOM) from JECRC University, I have to made a project
report in the field of our summer internship, as I have been working in
SALES ACCOUNTS DEPARTMENT where I have worked in
SHREE CEMENT LTD. ,BEAWAR. So, I choose to prepare the
project report on the topic of “UNDERSTANDING &
ACCOMPLISHMENT OF ACCOUNTS RECEIVABLES AND
PAYABLES”, to prepare this project I access the information from
various sites and conduct a survey in the company. The report
highlights the accounts payables and accounts receivables in the
different category such as on terms of Revenue, sales, Market Share
of companies in India and also the Employee‟s views on the
manufacturing sector in India. It also provides the basic information
about the manufacturing Industry such as, its types, categories and its
use in different departments available in India like Customer care,
Hospitality, Accounting, Back Office, etc.

2
 Declaration

I hereby declare that the project work entitled “A STUDY REPORT

ON UNDERSTANDING & ACCOMPLISHMENT OF
RECEIVABLES AND PAYABLES” is an authentic record of my
own work carried out at “Beawar” As requirement of six months
industrial project for the award of degree of “BCOM”, from JECRC
UNIVERSITY, under the guidance of , Assistant Prof. “Lokesh
Tilwani” and “Mr. Anand Lakhotia”, during January to June, 2024

Signature of student
Name of Student: Dilip Singh
Student ID : 21BCMN040

Date: ___________________

3
 ACKNOWLEDGEMENT

At the outset, I take this opportunity to thank our DR. RENU PAREEK, Dean
of School of Business, DR. MANISH SHARMA HOD of School of Business
and DR. LOKESH TILWANI, Internship Coordinator from the bottom of my
heart who have been of immense help during moments of anxiety and torpidity
while the project was taking its crucial shape.

Secondly, I convey my deepest regards to DR. LOKESH TILWANI. His

motivating demeanor paved the course of my research and facilitated in facile
accomplishment of my goal.

Thirdly, the contribution made by my sister and friends by foregoing their

precious time is unforgettable and highly solicited. Their valuable advice and
timely supervision paved the way for the successful completion of this project.

Finally, I thank the Almighty who gave me the courage and stamina to confront
all hurdles during the making of this project. Words are not sufficient to
acknowledge the tremendous contributions of various people involved in this
project, as I know „Words are Poor Comforters‟. I once again wholeheartedly
and earnestly thank all the people who were involved directly or indirectly
during this project making which helped me to come out with flying color.

4
 CERTIFICATE OF ORIGINALITY
I extend my sincere gratitude to the esteemed management and staff of Shree
Cement Ltd. for providing me with the opportunity to undertake my internship
in the Sales Accounts Department. It has been an enriching experience that has
significantly contributed to my professional growth.

I would like to express my heartfelt appreciation to Mr Anand Lakhotia, and

HR Ashawini Sharma for their invaluable guidance, supervision, and support
throughout my internship. Their expertise and mentorship have been
instrumental in enhancing my understanding of sales accounts operations and
processes.

I am also thankful to General Manager Nand Kishor Mishra for his

continuous encouragement and insightful feedback, which have immensely
contributed to my learning and development.

During my internship tenure, I had the privilege to work on various aspects of

sales accounts, including recording sales transactions, making provisions,
monitoring sales performance, auditing, and managing accounts receivable and
accounts payables. Additionally, I gained hands-on experience in processing
sales returns and allowances, creating schemes for parties, and ensuring
compliance with agreements between parties and SCL.

I am grateful for the trust placed in me to handle responsibilities such as

preparing and generating invoices, facilitating payments to vendors, and
obtaining necessary approvals for rate changes from dealers. These practical
experiences have equipped me with valuable skills and knowledge that will
undoubtedly benefit me in my future endeavours.

Once again, I extend my heartfelt gratitude to everyone at Shree Cement Ltd.

for their unwavering support and encouragement throughout my internship. I
am truly honoured to have been a part of this esteemed organization, and I look
forward to applying the insights gained during my internship in my future
endeavours.

ASHAWINI SHARMA NAND KISHOR MISHRA ANAND LAKHOTIA

(HR MANGER) (GENERAL MANAGER) (MANAGER)

5
 Table of Contents

S.no Components Page no.

Preface 2
Declaration 3
CHAPTER 1 Executive summary 7
Company Overview: SHREE CEMENT LTD.(SCL)
 Introduction
 History and Evolution of SCL
CHAPTER 2  Plant Overview
9
 Mission of SCL
 Vision of SCL
 Philosophy of SCL
 SCL Manufacturing units
 Products of SCL
CHAPTER 3 Research Methodology 17
Data Interpretation and Discussions
CHAPTER 4  Cement industry in India 21
 Findings
CHAPTER 5 Major Players in Indian Cement Industry 29
CHAPTER 6 SHREE CEMENT OVERVIEW
 Company Performance 31
 Sales Accounts Department
CHAPTER 7 Accounts Receivables 41
CHAPTER 8 Accounts Payables 56
CHAPTER 9 My Working & Performance 60
CHAPTER 10 Agreements & Approvals 66
CHAPTER 11 Suggestions 71
CHAPTER 12 Conclusion 74
CHAPTER 13 Bibliography 76

6
 CHAPTER-1
EXECUTIVE SUMMARY

7
Executive Summary

During my internship at Shree Cement Ltd., Beawar, in the Sales Accounts

Department, I have gained invaluable insights into the company's sales and
accounting practices. This experience has been both educational and practical,
allowing me to apply theoretical knowledge in a real-world setting.

Key learning‟s revolved around the utilization of SAP software for seamless
management of purchases, sales, receipts, and expenses. This hands-on
exposure has enhanced my understanding of financial operations within a large-
scale manufacturing organization.

Throughout my tenure, I actively participated in diverse responsibilities such as

generating invoices, processing vendor payments, devising promotional
schemes, and implementing security adjustments. These tasks not only
challenged me but also reinforced my ability to navigate complex financial
transactions effectively.

Encountering challenges proved instrumental in my professional growth,

fostering problem-solving skills and resilience. I attribute much of my progress
to the unwavering support and guidance received from supervisors and
colleagues, whose mentorship was integral to my development.

Reflecting on this enriching experience, I am grateful for the opportunity to

contribute to Shree Cement Ltd.'s operational success while expanding my skill
set in sales accounting. This report aims to provide a comprehensive overview
of my internship journey, highlighting key insights and contributions to the
field.

In conclusion, this executive summary encapsulates the essence of my

internship journey at Shree Cement Ltd., offering a comprehensive overview of
my experiences and insights gained in sales accounting. I trust that this report
provides valuable insights into the intricacies of operational management and
underscores the significance of effective financial stewardship in organizational
sustainability.

8
 CHAPTER-2
COMPANY OVERVIEW

9
 COMPANY OVERVIEW

Shree Cement Limited

INTRODUCTION

Shree Cement is an Indian cement manufacturer, founded in Beawar,

Rajasthan, in 1979. Now headquartered in Kolkata, it is India's third largest
cement producer and second largest cement company by market capitalization.

Being among the top ten cement producers in the country Shree Cement
Limited (SCL) enjoys a market share of about 16 per cent in Northern region of
India. Over the years, Shree Cement has built an identity as one of the world‟s
most efficient cement manufacturers. First of all, its production has been
consistently in excess of its rated capacity. Secondly company‟s per tonne
energy consumption is one of the lowest in the world. And also it has a unique
distinction of operating both its cement as well as captive power plant on
alternative fuel.

Chairman: Mr. Hari Om Bangur

Vice Chairman: Mr. Prashant Bangur

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 History and Evolution of SCL

In 1979, BG Bangur incorporated Shree Cement. In 1983 they

commissioned its first plant in Rajasthan and in 1985 it began production. Until
then a family business, in 1995 BG Bangur‟s family gained full control of the
business. The current head of the company is 70-year-old Hari Mohan Bangur,
who had joined his father, BG Bangur since he graduated from IIT Bombay in
1975. Nineteen years ago, in 2003, HM Bangur‟s son Prashant Bangur too
joined the business.

In the beginning, Shree Cement focused on making good-quality cement and

providing great service to customers in the local area. They slowly expanded
their production and reached more places.

During the 1990s, Shree Cement grew even more. They started selling different
types of cement to meet the needs of different customers. They also used new
technology and methods to make their operations more efficient and eco-
friendly.

By the early 2000s, Shree Cement became one of the top cement companies in
India. They were known for their high-quality products and how well they
treated their customers.

Over time, Shree Cement kept growing. They bought other companies, built
new plants, and expanded to more parts of India. They also kept improving their
technology and finding ways to be more environmentally friendly.

Today, Shree Cement is a big name in the cement industry in India. They
have modern factories all over the country and are still known for their quality
and innovation.

Throughout their journey, Shree Cement has stuck to their values of doing
things with honesty, being excellent at what they do, and caring about the
community and the environment. They continue to lead the way in the cement
industry, showing that success comes from hard work and doing things the right
way

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 Plant Overview

Cement plants:

 Plants are located in Beawar, Ras, Khushkhera, Jobner (Jaipur) and

Suratgarh in Rajasthan,
 Laksar (Roorkee) in Uttarakhand
 Panipat in Haryana
 Bulandshahar in UP
 Raipur in Chhattisgarh
 Seraikela in Jharkhand
 Aurangabad in Bihar.

Power plants:
 Shree Power
The company has installed 120 MW captive power plants split into two
locations (Beawar & Ras) to meet the complete power needs of a 15 million
tonne Integrated Cement Plant. Commissioned 2x18 MW Greenfield Power
Plant at Beawar in 2002 which is running successfully.

 Shree Mega Power (SMP)

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 Mission of SCL

The mission of the organization is highlighted by the following.

 To sustain its reputation as the most efficient cement
manufacture in the world.
 To strengthen realizations through intelligent brand
building.
 To drive down cost through innovative plant practices.
 To increase the awareness of superior product quality
through a realistic and convincing communications process
with consumers.

Vision of SCL
Lead in creating prosperity and happiness for all stakeholders through
innovation and sustainable practices.

To register a strong consumer surplus through a superior cement

quality at affordable prices.

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 Philosophy of SCL

Shree Cement is guided by the philosophy that productivity will lead to

profitability which ultimately will lead to the prosperity of the region and all
concerned with SCL.

We believe in imbibing and extending these noble thoughts across all our
functions, which makes us an organisation that is

14
 SCL Manufacturing Units

There are total 14 Manufacturing and grinding plants of Shree Cement Ltd. in
India.

India‟s Top three cement producers and among the fastest growing, with an
installed capacity of 46.9 Million Tonnes Per Annum in India and 50.9
including overseas. Known For Innovation In Marketing By Creating New
Segments, Quick Rollout Of Distribution Networks Closer To Markets, We Are
Consistently Winning Trust Of Customers. Be It OPC, PPC, CC, Bag Packing
Or Loose Cement In Bulkers - Our Products Meet The Requirement Of Diverse
Customer Segments

In 2023, the company opened a new cement grinding unit with a capacity of 3
million metric tonnes per annum in Purulia district, West Bengal through its
subsidiary, Shree Cement East.
15
 Products of SCL

Brands:

 Bangur Magna
 Bangur Jungrodhak
 Bangur Powermax
 Bangur Rockstrong

Cement:
 OPC: Ordinary Portland Cement
 PPC: Portland Pozzolana Cement
 CC:Composite Cement
 AAC: Autoclaved Aerated Concrete

Roofon, a premium offering from Shree Cement Limited with PPC

and OPC cement that meets international standards created as a
result of our extensive R&D process specially designed to create
strong lasting concrete structures with high tensile strength.

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 CHAPTER-3
RESEARCH METHODOLOGY

17
RESEARCH METHODOLOGY

Introduction to Research Methodology

Research methodology is the foundation of any research. It is a science of

studying how research is done. It means that the selection of methods should not
be arbitrary. There must be logic behind the selection of methods. It consists of
rationale of defining the problem, formulation of hypothesis methods of data
collection and adoption of particular method for collecting the data logic behind
using the particular method of data analysis and similar other questions.
Research methodology is a way to systematically solve the problem. The
present chapter portrays the research methodology used in the research work.
My internship at Shree Cement Ltd., Beawar, in the Sales Accounts Department
served as a practical learning ground for exploring and applying diverse
research methodologies. This section outlines the methodologies utilized to
examine sales and financial management practices within the organization.

Research Problem: The research aimed to assess and enhance the efficiency of
sales and accounts management processes at Shree Cement Ltd. through
rigorous data analysis and qualitative insights.

Objectives of Study:

 Analyse the effectiveness of current sales and accounts management

strategies.
 Identify areas for improvement in financial processes, particularly
transaction handling and vendor management.
 Evaluate the impact of sales schemes and securities adjustments on
financial performance.
 Assess customer satisfaction levels and their influence on sales patterns.

Research Hypothesis:

1. Hypothesis 1: Effective use of SAP software enhances transactional

transparency and improves financial decision-making.
o Rationale: SAP software is designed to streamline and integrate
financial processes, providing real-time access to transactional
data. It is hypothesized that organizations leveraging SAP
effectively will experience enhanced transparency in financial
transactions, leading to more informed decision-making processes.

18
 This hypothesis suggests that improved transparency will result in
better financial control and strategic planning capabilities.
2. Hypothesis 2: Efficient management of vendor payments and
schemes positively impacts operational cash flows.
o Rationale: Efficient management of vendor payments and
implementation of sales schemes are critical to optimizing cash
flow within an organization. It is hypothesized that organizations
that effectively manage vendor relationships and strategically
implement sales schemes will experience smoother cash flow
operations. This hypothesis implies that proactive management of
payables and receivables can mitigate cash flow challenges and
contribute to financial stability and liquidity.
3. Hypothesis 3: Higher customer satisfaction correlates positively with
increased sales volume and revenue generation.
o Rationale: Customer satisfaction is a key determinant of repeat
business and customer loyalty. It is hypothesized that organizations
that prioritize and achieve higher levels of customer satisfaction
will observe increased sales volume and revenue generation. This
hypothesis suggests that satisfied customers are more likely to
make repeat purchases, recommend products or services to others,
and contribute positively to overall sales performance and revenue
growth.

These hypotheses form the basis for investigating the relationships between
operational practices, customer satisfaction, and financial outcomes within the
context of sales and financial management at Shree Cement Ltd. Each
hypothesis will be tested using appropriate research methods to validate their
significance and implications for organizational performance.

Research Design and Sample Plan:

Research Design: The study utilized a mixed-methods approach to

comprehensively investigate sales and financial management practices at Shree
Cement Ltd. This approach integrated quantitative analysis of transactional data
with qualitative insights obtained through stakeholder interviews. Quantitative
analysis focused on examining transactional records from a defined period to
assess financial performance indicators, sales trends, and operational
efficiencies. Qualitative insights were gathered through structured interviews
with key personnel including sales managers, accountants, and IT specialists.
This dual approach enabled a nuanced understanding of both quantitative
metrics and qualitative factors influencing organizational processes and
outcomes.

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Sample Plan: The sample included transactional data spanning a specific
timeframe, meticulously selected to capture varied operational scenarios and
financial transactions. This data was sourced from the company's SAP software,
ensuring accuracy and relevance in analyzing sales, purchases, receipts, and
expenses. Interviews were conducted with a purposive sample of stakeholders,
chosen for their roles in sales strategy formulation, financial management, and
IT infrastructure support. These interviews provided qualitative perspectives on
challenges, opportunities, and strategic insights related to sales and financial
management practices at Shree Cement Ltd. Together, the research design and
sample plan facilitated a comprehensive examination of factors influencing
operational effectiveness and strategic decision-making within the organization.

Limitations of Study:

 Data Limitations: The availability and completeness of historical data

posed challenges for conducting in-depth longitudinal analysis. Limited
access to comprehensive datasets restricted the depth of understanding
regarding long-term trends and patterns in sales and financial
management practices.
 Time Constraints: The internship's limited duration constrained the
scope of the study and the extent of data collection efforts. This limitation
impacted the breadth of insights that could be gathered within the
allocated timeframe.
 Resource Limitations: Access to specialized software and IT support for
data extraction and analysis presented logistical challenges. Dependence
on these resources influenced the efficiency and thoroughness of data
processing and interpretation during the study.
 Generalizability: Findings derived from the study may not be
universally applicable due to the specific context of Shree Cement Ltd.
and its industry dynamics. The unique operational environment and
market conditions of the company may limit the extent to which findings
can be extrapolated to other organizations or industries.

These limitations underscore the contextual boundaries within which the study
was conducted, highlighting potential constraints on the breadth, depth, and
applicability of the research findings.

20
 CHAPTER-4
DATA INTERPRETATION AND
DISCUSSIONS

21
 Cement industry in India

SECOND-LARGEST CEMENT MARKET

 India is the world‟s second-largest cement producer.

 At present, the installed capacity of cement in India is 595 MTPA with a
production of 360 MTPA.
 India‟s cement production for FY24 is expected to grow by 7-8% driven
by infrastructure-led investment and mass residential projects.
 Between FY12 and FY23, the installed capacity grew by 61% to 570
MT from 353 MT in FY12.
 India‟s overall cement production stood at 374.55 million tonnes (MT)
in FY23.
 In FY27, cement demand is expected to reach 450.78 MT.

HIGHER SHARES OF LARGE PLANTS

 210 large cement plants account for a cumulative installed capacity of

over 410 MT, while over 350 mini cement plants have an estimated
production capacity of nearly 11.10 MT. India‟s top five cement
companies account for 48% of India‟s 595 MT capacity.

LARGE CONCENTRATION IN SOUTH AND WEST

 The total 210 large cement plants in India, 77 are situated in the states of
Andhra Pradesh, Rajasthan & Tamil Nadu.

22
 Advantage India

1.Robust demand
 India's cement production reached 374.55 million tonnes in FY23, a growth rate
of 6.83% year-on-year (yoy).
 India's cement industry, as per CRISIL Ratings, plans to increase its capacity by
150-160 MT between FY25 and FY28, building upon the 119 MT annual capacity
addition over the last five years, to cater to growing infrastructure and housing
demands.
 The Indian cement sector's capacity is expected to expand at a compound
annual growth rate (CAGR) of 4-5% over the fouryear period up to the end of
FY27. It would thus begin the 2028 financial year at 715- 725 MT/ year in
installed capacity.
 Higher allocation for infrastructure– Rs.11.11 trillion (US$ 134 billion), apart
from additional expenditure on green transition, is likely to boost demand for
cement.

2.Attractive opportunities

 In October 2021, Prime Minister, Mr. Narendra Modi, launched the

‘PM Gati Shakti - National Master Plan (NMP)’ for multimodal
connectivity. Gati Shakti will bring synergy to create a world-class,
seamless multimodal transport network in India. This will boost the
demand for cement in the future.
 Opportunities available in areas such as housing, dedicated freight
corridors, ports and other infrastructure projects.
 Government has plans for 33.4% outlays for capital investments to
Rs. 10 lakh crore (US$ 120 billion) and outlays for railways of Rs. 2.4

23
 lakh crore (US$ 29.05 billion). Also, plans to build 100 new
significant transport projects involving an investment of Rs. 75,000
crore (US$ 9.04 billion) for end-to-end connectivity for ports, coal,
steel etc.

3 .Increasing investments
 FDI inflows in the industry, related to the manufacturing of cement
and gypsum products, reached US$ 6.10 billion (Rs. 508 billion)
between April 2000-December 2023.
 National Infrastructure Pipeline (NIP) introduced projects worth Rs.
102 lakh crore (US$ 14.59 billion) for the next five years.
 As per the Union Budget 2023-24, the government approved an
outlay of Rs. 2.7 lakh crore (US$ 32.57 billion) for the Ministry of
Road Transport and Highways i.e., 30% higher as compared to the
budget estimate of Rs. 1.99 lakh crore (US$ 24.01 billion).

4. Long-term potential
 Oligopoly market, where large players have partial pricing control.
 Low threat from substitutes.
 Indian cement companies are among the world’s greenest cement
manufacturers.
 As outlined in the interim budget for the fiscal year 2024-2025, the
PM Awas Yojana (Grameen) is nearing its target of three crore
houses, with plans to initiate an additional two crore houses over the
next five years to accommodate the increasing number of
households.
 Shree Cement announces US$ 844 million (Rs 7,000 crore)
investment for 12 million tonnes capacity expansion in India.
 In June 2023, Shree Cement announced four planned capacity
expansion projects that aim to increase its installed cement
production capacity by 20% to 55.9 MT/year.

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 Market overview

 India's cement industry, as per CRISIL Ratings, plans to increase its

capacity by 150-160 MT between FY25 and FY28, building upon the 119
MT annual capacity addition over the last five years, to cater to growing
infrastructure and housing demands.
 The consumption of cement in India reached 375.19 million tonnes in
FY23 while the cement production reached 374.55 MT in FY23.
 India‟s overall cement production accounted for 350.59 million tonnes
(MT) in FY22 and 284.91 million tonnes (MT) in FY21.
 The country‟s cement industry is among the world‟s most energy-
efficient industries, in terms of specific energy consumption.

25
 Export and Import of Cement

 As per DGCIS, India’s export of Portland cement, aluminous cement,

slag cement, supersulphate cement and similar hydraulic cement
stood at US$ 526.53 million (Rs.4377 crore) in FY24* while the
imports were US$ 149.05 million (Rs.1240 crore).
 India’s export of panel cement, clinkers, and asbestos cement
products stood at US$ 682.32 million in FY23 while the imports were
US$ 288.42 million.
 India exported cement to countries such as Sri Lanka, Nepal, the US,
the UAE and Bangladesh.

26
Installed capacity & key markets in each of the
geographic regions

27
 Government Initiatives
o Interim Union Budget 2024-25
o The Union Budget allocated Rs. 11.1 lakh crore (US$ 133.86
billion) for induced capital investments, continued 50 years of
interest-free loans, and highest ever capital outlay of Rs. 2.52
lakh crore (US$ 30.39 billion) for railways.
o The government's push for infrastructure, combined with
housing for all, the Smart Cities Mission and Swachh Bharat
Mission programmes, will boost the demand for cement in the
country.
o Pradhan Mantri Awaas Yojana
o In the Union Budget 2023-24, an outlay of Rs. 79,590 crore
(US$ 9.63 billion) was allotted under the Pradhan Mantri Awas
Yojana. As of August 8, 2023, more than 118.9 lakh houses have
been sanctioned, and more than 76.11 lakh houses are
completed under the PMAY-Urban. As of May 2023, 2.85 crore
houses were sanctioned and 2.24 crore houses were completed
under PMAY-Gramin.
o Pradhan Mantri Awas Yojana is an initiative by the government
to provide affordable housing to economically weaker sections
and low-income groups through financial assistance.
 Development of Council Members
o In July 2021, the government established a council of 25
members (comprising UltraTech Cement MD Mr. K C Jhanwar,
Dalmia Bharat Group CMD Mr. Puneet Dalmia) for the cement
industry to reduce waste, achieve maximum production,
enhance quality, reduce costs and encourage standardisation of
products

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 CHAPTER-5

MAJOR PLAYERS IN INDIAN CEMENT INDUSTRY

29
 Major Players in Indian Cement Industry

Domestic players:
 ACC Limited
 Ambuja Cements Limited
 Birla Corporation Limited
 UltraTech Cement
 Binani Cement
 Shree Cements Limited
 India Cements
 J K Cement
 Grasim
 Jaypee Group
 Madras Cements
 Century Textiles

Major foreign players:

 Holcim
 Lafarge
 Italcementi

30
 CHAPTER-6

SHREE CEMENT OVERVIEW

31
 SHREE CEMENT PLANTS

REGION WISE CAPACITY

32
Indian Cement industry is the 2nd largest in the world

India’s Global Rank

Cement demand-GDP growth trend (Mn Tonnes)

Indian cement market remains underpenetrated against global average

Lower per capita consumption coupled with strong focus on infrastructure

development & good correlation with GDP (~1x) offers tremendous growth
potential for cement industry in India

33
Secular trends driving construction market

Cement Demand Drivers

Housing Infrastructure Industrial/Commercial

Segmental demand growth outlook

34
Logistics cost optimization
SCL's plants are at strategic locations having proximity to raw material sources and key
service markets with extensive logistics infrastructure .

 Initiatives to further rationalize logistics cost:

To increase cheaper mode of rail transport
in overall transportation, developing railway
sidings at new project sites as well at existing
locations (e.g. Panipat, Kodla, Baloda Bazar, etc.)

 Digitalization initiatives such as installation of

online performance monitoring platform
(Logistics Control Towers) and automation of
operations

 Installation of GPS in vehicles for route and

distance monitoring for Eastern operations

 Development of mobile app for transporters to

participate in bidding process.

35
 COMPANY PERFORMANCE

A decade of consistent value addition

36
Performance Highlights

P&L Statement

37
 Sales Accounts Department

SHREE CEMENT

Sales & Distributions

Sales Accounts Department

Accounts Receivables Accounts Payables Reconciliation

(AR) (AP)

 COLLECTIONS • HANDLING ACIVITES • AGREEMENTS

 SCHEMES • SALES PROMOTION • APPROVALS
 PROVISIONS • MEETINGS
 INCENTIVES • MIDDLE MAN
 CASH DISCOUNTS • INVOICE PREPARATION
 INTERCONTROL • PROCUREMENTS
 SECURITY UPDATION

These above mentioned are the main working of Sales Accounts Department in
SCL.
I‟m handling the ACCOUNTS PAYABLES (AP), RECONCILIATION
,ITERCONTROL & SECURITY UPDATION Part.
There are many states where SCL have their manufacturing plants and
Shree Cement, Beawar is the Head Office of all branches.so all the bills and
working are centralized here.
38
 Sales Accounting
Sales accounting refers to the process of recording, tracking, and analyzing all
financial transactions related to a company's sales activities. It involves the
systematic documentation of sales revenues, expenses, discounts, returns, and
allowances associated with the sale of goods or services.

The primary objectives of sales accounting include:

 Recording Sales Transactions: Documenting all sales transactions

accurately, including the date of sale, the amount sold, the unit price, and
any associated costs or discounts.
 Revenue Recognition: Recognizing revenue when it is earned, typically
at the point of sale or when goods are delivered or services are rendered,
in accordance with generally accepted accounting principles (GAAP).
 Cost of Goods Sold (COGS): Calculating the cost of goods sold, which
represents the direct costs incurred in producing or acquiring the goods
that were sold during a specific accounting period.
 Accounts Receivable Management: Monitoring accounts receivable
balances, tracking customer payments, and managing credit terms to
ensure timely collection of outstanding balances.
 Performance Analysis: Analysing sales data to assess the company's
performance, identify trends, measure profitability, and make informed
business decisions.

Sales accounting is essential for financial reporting, as it provides stakeholders

with accurate and reliable information about the company's sales performance,
revenue generation, and overall financial health. Effective sales accounting
practices help businesses maintain transparency, comply with regulatory
requirements, and optimize their sales processes to achieve sustainable growth.

The Sales Accounts Department at SCL (Shree Cement Limited) plays a pivotal
role in managing the financial transactions related to sales across various
manufacturing plants located in different states. As I‟m responsible for
Accounts Payables (AP), Reconciliation, Intercontrol, and Security Updating,
my tasks likely involve ensuring timely payments to suppliers, reconciling
accounts to maintain accuracy, managing internal controls to prevent fraud or
errors, and updating security measures to safeguard financial data.

The Head Office is located in Beawar, all bills and operational workings are
centralized there. This centralization likely streamlines the approval process,

39
enhances consistency in financial management, and allows for better monitoring
and control over sales-related finances.

Sales accounts working :

1. Recording Sales Transactions
2. Making provisions
3. Credit Sales and Receivables
4. Monitoring Sales Performance
5. Securities Adjustment
6. Auditing
7. Preparing & generating invoices
8. Payments to the vendors (sellers)
9. Creating monthly, quarterly and annual schemes for the parties
10.Managing Accounts Receivable(AR) & Accounts Payables(AP).
11.Processing Sales Returns and Allowances
12.Agreements b/w party and SCL
13.Approvals are mandatory for any changes in rates from dealers.

40
 CHAPTER-7

ACCOUNTS RECEIVABLES (AR)

41
 Accounts Receivable (AR)

Accounts receivable refers to the money owed to a company by its customers

for goods or services rendered on credit. It represents a company's right to
receive payment from its customers in the future for sales that have already
been made.
Accounts receivable are a vital aspect of a company's working capital and cash
flow management. They reflect the amount of money that the company is
expecting to receive from its customers within a certain period, usually ranging
from a few days to several months, depending on the terms of sale. Managing
accounts receivable effectively is crucial for maintaining a healthy cash flow
and ensuring the company's financial stability.

COLLECTIONS

It typically refers to the process of gathering or retrieving payments owed by

customers or clients. In a business context, it specifically pertains to the activity
of pursuing and securing payment for outstanding invoices or debts.

 Pursuing Payments: Collections involve actively reaching out to

customers who have overdue invoices or outstanding debts to remind
them of their obligations and encourage them to make payments.

 Communication: It often involves communication through various

channels such as phone calls, emails, letters, or even in-person visits to
discuss payment arrangements, resolve disputes, or negotiate settlements.

 Tracking and Monitoring: Collections also entail tracking and

monitoring the status of outstanding accounts receivable, including
keeping records of payment histories, tracking payment promises, and
documenting any communications with customers regarding payment.

 Problem Resolution: Collections may also involve addressing any issues

or disputes that arise regarding invoicing, pricing, or the quality &
quantity of goods or services rendered, with the aim of resolving them in
a manner that facilitates payment.

 Legal Action: In some cases, if efforts to collect payment through

standard methods prove unsuccessful, collections may escalate to legal

42
 action, such as sending demand letters, engaging debt collection agencies,
or pursuing legal remedies through the courts.

Overall, collections play a crucial role in ensuring the financial stability and
liquidity of a business by facilitating the timely receipt of payments owed,
reducing the risk of bad debts, and preserving cash flow. Effective collections
practices involve a combination of proactive communication, diligent tracking
and monitoring, and, when necessary, assertive action to secure payment from
customers.

43
 SCHEMES

Schemes, also known as rebates, refer to promotional strategies implemented by

businesses to incentivize purchases or payments. These schemes typically
involve offering discounts, cashback, or other benefits to customers in exchange
for specific actions or behaviors.

SCHEMES

CASH INCENTIVES CRN KIND

DISCOUNTS

• Reduce from bills • Billing discount • Monthly • Tours

• Credit Notes Issue • Plant discounts • Short term • Bullion

• Yearly • Meeting

• Party Specific

• Quarterly

Cash Discounts:

Cash discounts are incentives offered by sellers to buyers to encourage prompt

payment of invoices.

Cash discounts are a way for sellers to motivate buyers to pay their invoices
earlier than the agreed-upon payment terms. They are typically expressed as a
percentage discount off the total invoice amount or as a specific dollar amount.
For example, a common cash discount term might be "2/10, net 30," which
means that a 2% discount is offered if payment is made within 10 days,
otherwise, the full amount is due within 30 days.

44
How They Work:

1. Reduce from Bills: When a buyer takes advantage of a cash discount,

they deduct the discount amount from the total invoice before making the
payment. For instance, if an invoice is ₹1,000 with a 2% cash discount,
the buyer would pay only ₹980 (₹1,000 - ₹20 discount).
2. Credit Notes Issue: If a buyer returns goods or is granted allowances
after taking advantage of a cash discount, the seller issues a credit note to
adjust the amount owed by the buyer. This ensures that the buyer doesn't
receive a discount on goods they're returning or for which they're
receiving a credit.

Benefits and Considerations:

 Benefits for Buyers: Cash discounts provide an opportunity for buyers to

reduce their purchasing costs and improve cash flow by paying invoices
early.
 Benefits for Sellers: Sellers benefit from improved cash flow and
reduced accounts receivable balances, as well as stronger relationships
with buyers who appreciate the opportunity to save money through early
payment.
 Managing Discounts: Businesses must carefully manage cash discounts
to ensure they're accurately applied and recorded. Accounting systems
should track discounts taken by buyers and monitor their impact on
revenue and cash flow.
 Impact on Profitability: While cash discounts can improve cash flow
and customer relationships, they also reduce the overall revenue earned
on sales. Therefore, businesses must weigh the benefits of early payment
against the potential loss of revenue from offering discounts.

In summary, cash discounts are a valuable tool for both buyers and sellers to
improve cash flow and foster mutually beneficial relationships. However, they
require careful management to ensure accuracy and minimize their impact on
profitability.

45
Actual Working of Cash Discounts:

46
Incentives
Incentives refer to rewards or benefits offered to encourage certain actions,
behaviours, or outcomes. These rewards can take various forms, such as
monetary bonuses, discounts, prizes, recognition, or other perks. Incentives are
commonly used in business, education, healthcare, and other contexts to
motivate individuals or groups to achieve specific goals, improve performance,
or engage in desired activities.

Two common types of incentives in business transactions are billing discounts

and plant discounts.

1. Billing Discounts

Billing discounts, also known as cash discounts or trade discounts, are

reductions in the price of goods or services offered to customers for prompt
payment of invoices. These discounts are typically expressed as a percentage off
the total invoice amount or as a specific dollar amount. For example, a business
might offer a 2% discount if payment is made within 10 days of the invoice date
(e.g., "2/10, net 30").

2. Plant Discounts

Plant discounts, also known as volume discounts or quantity discounts, are price
reductions offered to customers for purchasing goods or services in large
quantities or volumes. These discounts are based on the quantity or volume of
goods purchased and are often tiered, with higher discounts applied to larger
order quantities.

In summary, billing discounts and plant discounts are effective incentives used
by businesses to drive sales, improve cash flow, and enhance customer
relationships. By offering discounts for prompt payment and bulk purchases,
businesses can incentivize desired behaviors among customers while also
maximizing their own profitability and competitiveness in the market.

47
CREDIT NOTE (CRN)

A "Credit Note" typically refers to a document issued by a seller to a buyer,

indicating that the seller is crediting the buyer's account for a certain amount.
This credit is often issued in response to various situations, such as returns of
goods, overpayments, pricing adjustments, or other discrepancies in
transactions.

 Monthly Credit Note:

Monthly credit notes are issued by businesses to reflect adjustments,

corrections, or refunds for transactions that occur within a specific month.

Explanation: These credit notes are particularly useful for businesses that
provide ongoing services or subscriptions, where the billing cycle operates on a
monthly basis. They help ensure accurate financial records by accounting for
any changes or discrepancies that may arise during the month.

 Short Term Credit Note:

Short term credit notes are issued for a brief period, typically for transactions or contracts
with a short duration.

Explanation: Businesses may issue short term credit notes for various reasons, such as
temporary discounts, adjustments for short-duration projects, or corrections for errors
discovered in a short-term timeframe. These credit notes help maintain transparency and
accuracy in financial transactions, even for short-lived agreements.

 Quarterly Credit Note:

Quarterly credit notes are issued every three months, summarizing adjustments
or corrections for transactions occurring within that quarterly period.

Explanation: Quarterly credit notes provide a structured way to account for

changes or corrections over a longer period compared to monthly credit notes.
They are particularly useful for businesses with slower transaction cycles or
those that prefer to review and reconcile transactions on a quarterly basis.

 Yearly Credit Note:

Yearly credit notes are issued annually, summarizing adjustments or corrections

for transactions over the course of the year.

Explanation: Yearly credit notes offer a comprehensive overview of

adjustments made throughout the entire fiscal year. They are essential for

48
annual financial reporting, tax purposes, and auditing. Yearly credit notes help
ensure that financial records accurately reflect all transactions and adjustments
made during the year.

 Party Specific Credit Note:

Party specific credit notes are specific to a particular party or customer,

reflecting adjustments, corrections, or refunds related to their transactions.

Explanation: Businesses issue party specific credit notes to address individual

customer accounts or specific transactions. These credit notes may be issued for
various reasons, such as billing errors, returned merchandise, or customer
refunds. By issuing party specific credit notes, businesses can ensure accurate
accounting and maintain positive relationships with their customers.

Overall, each type of credit note serves a distinct purpose, whether it's to
address short-term transactions, provide periodic summaries, or cater to specific
parties or customers. By understanding these differences, businesses can
effectively manage their financial transactions and maintain transparency and
accuracy in their records.

49
 PROVISIONS

In sales accounting, "provisions" typically refer to estimated future expenses or

liabilities that a company anticipates but has not yet incurred or paid. These
provisions are set aside or recognized in the financial statements to ensure that
the company accurately reflects its financial position and performance.

Provisions are accounting entries that represent anticipated expenses or

liabilities. They are recorded when there is uncertainty about the timing or
amount of future payments but it is probable that a liability exists.

Purpose:

 Provisions serve to ensure that financial statements accurately reflect the

company's financial position by accounting for potential future
obligations.
 They help match expenses to the periods in which they are incurred,
aligning with the accrual accounting principle.

Provisions related to sales accounts would involve recording and managing the
financial transactions associated with sales, commissions, and related expenses.
Here are the main provisions:

1. Sales Revenue Recognition:

 Sales revenue should be recognized when the products are
delivered to customers and the risks and rewards of ownership
have been transferred, typically upon shipment or delivery.
2. Commission Payable:
 Commissions payable to sales promoters, handling agents, and
other third parties should be recorded as liabilities in the sales
accounts.
 These commissions are accrued based on the terms of the
agreements with the respective parties.
3. Meeting Expenses:
 Meeting expenses incurred by sales promoters, handling agents, or
other employees should be recorded as expenses in the sales
accounts.
 These expenses could include travel costs, accommodation, meals,
and other related expenditures.
4. Handling Charges:

50
  Expenses related to handling activities, such as road handling
charges, rail handling charges, warehouse expenses, loading and
unloading charges, and electricity bills, should be recorded in the
sales accounts.
 Payments made to handling agents for managing warehouses and
godowns should also be accounted for.
5. Secondary Freight:
 Costs associated with secondary freight, i.e., transportation from
warehouses to distribution centers or customers, should be
recorded as expenses in the sales accounts.
6. Documentation and Audit Trail:
 Proper documentation and maintenance of an audit trail for all
sales transactions, commissions, and related expenses are essential
for transparency and accountability.

By adhering to these provisions, the company can accurately report its sales
performance, liabilities, and expenses in the sales accounts, providing
stakeholders with reliable financial information.

51
 INTERCONTROL

It is a type of Adjustment tool of transactions of vendors and Dealers in SCL.

Now In this first we need to know about SALES PROMOTOER (SP)

Sales Promoters (SP): These are the Dealers as well as Vnedor. SCL cannot
deal with every Party directly it deals with sales promoters to sell their products
because SCL is large group of company and it is very hard to deal with small
dealer in every state.
So they appoint Sale promoters with a minimum Securities with company, who
can deals with every dealers directly and order cement for them in bulk.
It can also be a dealer or sale promoter. The SCL liable on this promoter for
their sale. For this they charges commission which have to pay by SCL in sales
accounts .
Sales promoters are representatives of the company, working to drive sales and
increase customer interest in the company's offerings.

Now SP have two balances in ACCOUNTS PAYABLES(AP) as well as

ACCOUNTS RECEIVABLES(AR).

In AP it charges commission for sales of goods and services which have to

pay by SCL .

So, if SP's AR balance may be insufficient to cover the commissions owed. In

such cases, the company may opt to transfer the AP balance to the AR balance
of a dealer, effectively converting AP to AR.

Similarly, there are instances where the company needs to transfer AR balances
between different entities, such as from SP to customers or dealers (AR to AR).
This process ensures that outstanding balances are accurately reflected and
settled within the organization's financial ecosystem.

52
Journal Entries

AP (VENDOR) to AR (CUSTOMER)

In the books of AP

Particulars Dr./Cr
Aarav sales A/c Dr.
To Intercontrol transfer Cr.

In the books of AR

Particulars Dr./Cr.
Intercontrol transfer A/c Dr.
To Aarav sales Cr.

AR to AR

In the books of XYZ LTD.(AR)

Particulars Dr./Cr.
XYZ LTD. A/C Dr.
TO INTERCONTROL TRANSFER Cr.

In the books of ABC LTD.(AR)

Particulars Dr./Cr.
INTERCONTROL TRANSFER Dr.
TO ABC LTD. Cr.

53
 SECURITY UPDATION

There are minimum security balance requirements set for different entities
within the sales chain. Sales promoters (SP) are required to maintain a
minimum security balance of 20 lakhs, dealers must maintain 50 thousand, and
retailers must maintain 5 thousand.

If an entity's security balance falls below the prescribed minimum, the company
has the option to increase the security balance from their regular or advance
balance. This means that if a sales promoter, dealer, or retailer's security balance
drops below the specified threshold, they may be required to deposit additional
funds to meet the minimum requirement.

These security balances act as a form of assurance or collateral for the company
and help mitigate risks associated with the sales process. By ensuring that each
entity maintains a minimum security balance, the company can safeguard
against potential losses and maintain financial stability within its sales network.

It can be done in SAP Software through Following steps:

 Check ledger of Dealer/Retailer/SP (FBL5N)

 Security update in T-Code (F-30)
 Document date(Present Date) Type: DA
 Company code : 1000 (SCL)
 Pst key : 19(Special G/L)
 Party SAP Code (customer credit)
 SGL IND. = H (Security)
 Process Open Items (F6)
 Amount to be credited to Dealer account
 Bus. section : 1006 company code : 1000 Bus. Area: 1000
 Profit center : Corporate office
 Narration : Amt. transfer to security control
 Enter
 Simulate(F8)
 Save
 Refresh Ledger

54
Security updating format in F-30 in SAP

55
 CHAPTER-8

ACCOUNTS PAYABLES (AP)

56
 Accounts Payable (AP)

Accounts payable refers to the amount of money that a company owes to its
suppliers or vendors for goods or services received on credit. It represents a
company's obligation to pay off its short-term debts to its creditors.

Accounts payable are a significant component of a company's working capital

and financial obligations. They include payments due for inventory purchases,
utilities, rent, and other expenses incurred in the normal course of business.
Managing accounts payable efficiently is essential for maintaining good
relationships with suppliers, optimizing cash flow, and avoiding late payment
penalties. Efficient management of accounts payable also involves taking
advantage of discounts for early payments whenever possible to reduce costs for
the company.

 Concept of Sales promotion and Handling Activities

Sales Promoters (SP): These are the Dealers as well as Agent

supervisor. SCL cannot deal with every Party directly it deals with sales
promoters to sell their products because SCL is large group of company
and it is very hard to deal with small dealer in every state.
So they appoint Sale promoters with a minimum Securities with
company, who can deals with every dealers directly and order cement for
them in bulk.
It can also be a dealer or sale promoter.
The SCL liable on this promoter for their sale. For this they charges
commission which have to pay by SCL in sales accounts .

Sales promoters are representatives of the company, working to drive

sales and increase customer interest in the company's offerings.

Handling Agents (HA): In every state and district SCL have their
Godowns and warehouses for Stock.
The charges of warehouses, Godowns, Loading & unloading charges ,
warehouse expenses , electricity bill all these expenses are comes under
handling charges so these all expenses are paid by SCL to Handling
Agents who take care the Godowns.
It can also be a dealer or Handling agent(HA). . For this they charges
commission which have to pay by SCL .

57
Meeting Expenses Bills for SCL Product Promotion

Introduction: SCL (insert full company name) conducts a range of meetings

across states aimed at promoting its products and schemes. These meetings
serve as vital platforms for advertising and promoting SCL products and
initiatives to different stakeholders.

Types of Meetings:

1. Counter Meet: These meetings target sales counters or outlets and aim to
engage with retail staff to promote SCL products directly to customers.
2. Mason Meet: Geared towards masons and construction professionals,
these meetings focus on showcasing the benefits and applications of SCL
products in construction projects.
3. Engineer Meet: Targeting engineers and technical professionals, these
meetings aim to educate participants about the technical specifications
and advantages of SCL products for various engineering applications.
4. Dealers Meet: Designed for SCL's network of dealers, these meetings
facilitate discussions on sales strategies, product updates, and market
trends to enhance dealer engagement and performance.
5. Customer Guidance Camps: These camps are organized for end-users and
potential customers, providing guidance and information about SCL
products, usage tips, and schemes to encourage sales.

Purpose: The purpose of these meetings is to enhance brand visibility, educate

stakeholders about product features and benefits, foster relationships with
dealers and customers, and ultimately drive sales of SCL products.

Significance: Meeting expenses bills play a crucial role in accounting for the
costs associated with organizing these promotional events. They cover expenses
such as venue rental, transportation, catering, promotional materials, and
speaker fees, among others.

Meeting expenses bills represent the financial documentation of the various

promotional activities undertaken by SCL to boost sales and promote its
products effectively across different states and target audiences. These expenses
are essential investments in the company's marketing and sales efforts,
contributing to its overall growth and success in the market.

58
 Types of Bills received in sales accounts Department:

 Sales Promotion bills

 Handling activities bills: Road Handling charges
Rail Handling Charges
 Third party commission bills(TPC)
 Meeting Expenses bills
 Freight bills
 Khamali bills (load/unloading expenses)

59
 CHAPTER-9
MY WORKING AND PERFORMANCE

60
My working:

I am handling all types of bills of four states:

 Bihar
 West Bengal
 Odisha
 Jharkhand

As Mentioned previous there are many types of bills comes under sales
accounts department.so I am handling four states bills and prepare a excel
master sheet of bills Qty., Rates, Amounts Tax category etc.
After update in Excel Sheet I have to Pass/Clear the Bills in SAP Software.

In these Bills I have to monitor following things:

 Quantity of Products
 Rates
 Tax Category
 Invoice Date
 Invoice Number
 E-invoice
GST Number
If the fourth letter of GST /PAN no. is P for Person/individual and C
stands for Company/ firms.

 Meeting bills
It conducts various meeting for increasing their sale in every state
(Counter Meet, Mason Meet, Engineer Meet, Dealers Meet & customer
guidance camps). This is type of advertisement or promotions of SCL
Products and schemes
I have to monitor the permission approvals of management for
conducting this types of meeting and the list of persons are according to
the bills made by party & the Meeting Photos .

61
 Sales

Bihar
West Bengal
Jharhand
Odhisa

Based on the data, Here's an explanation according to a pie chart representation

of Shree Cement sales:

 Bihar: 56% of the total sales.

 West Bengal: 11% of the total sales.
 Jharkhand: 16% of the total sales.
 Odisha: 17% of the total sales.

This pie chart illustrates the distribution of Shree Cement sales across different
regions. Bihar has the highest proportion of sales, accounting for 56% of the
total. West Bengal follows with 11%, while both Jharkhand and Odisha
contribute equally with 16% and 17% respectively.

62
My performance

Self Evaluaion

Accuracy
Mistakes
Follow up

Based on the data provided, here's how we can interpret the pie chart for
passing/clearance of bills for Shree Cement:

Based on the given self-evaluation:

Accuracy: 95%

Mistakes: 2%

Follow-up: 100%

In summary, the majority of tasks are completed with a high level of accuracy
(95%), with only a small percentage of mistakes (2%). Additionally, there is a
commitment to following up on tasks, as indicated by a 100% follow-up rate

63
INVOICE PREPARATION

It can be done in SAP Software through Following steps:

 Go to T-code (FV60)
 Company code : 1000
 Vendor SAP code: XXXXXXXXX
 Invoice Date : Present in bill
 Invoice number : Present in bill
 Posting Date : Present date
 Tick on Calculate tax BUS.PLACE: According to state
 Narration : According to the bills
 G/L account
 Basic Amount
 Cost center
 TAX
 Withholding tax
 Simulate
 Complete

64
 T-CODES OF SAP

STATE BUS.AREA COST CENTER PLANT

BIHAR 1010 1041611200 1042

JARKHAND 1020 1044611200 1044

ODHISA 1021 1045611200 1045

WEST BENGAL 4019 4076611200 4076

GL CODE GL NAME
4109000101 Sales Promotion Expenses - Cement
4109000301 Depot Handling Expenses Cement - Road
4109000311 Depot Handling Expenses Cement - Rail
4109016801 Technical services /Meets
4109000201 Expenditure Charges – Cement
F-44 For advance apply
FV60 Park Incoming Invoices
ZFI006 Voucher Print
FBV3 Change in parked invoice
FBV2 For change parked document
ZFI031 Web vdi
ZFI004 Gst register
ZSD047 Ncr data

These are the basic T-codes use in SAP software for passing all types of bills.

65
 CHAPTER-10

AGREEMENTS & APPROVALS

66
 AGREEMENTS

Agreement between Sales Promoters and SCL

This agreement ("Agreement") is made and entered into as of [Date], between

[Sales Promoter's Name] ("Promoter") and [Company Name] ("SCL"),
collectively referred to as the "Parties".

1. Appointment: SCL hereby appoints the Promoter as its authorized sales

promoter to sell its products in [Specify Territory/Region], effective [Date]. The
Promoter agrees to act as the exclusive representative of SCL in the designated
territory.

2. Responsibilities of the Promoter:

 The Promoter shall actively promote and sell SCL's products to dealers
and customers within the assigned territory.
 The Promoter shall maintain adequate knowledge about SCL's products,
pricing, and promotional offers.
 The Promoter shall communicate effectively with dealers, handle their
queries, and facilitate bulk orders on behalf of SCL.
 The Promoter shall comply with all applicable laws and regulations
governing the sale of SCL's products.

3. Commission: SCL shall pay the Promoter a commission for each sale
completed by the Promoter within the territory. The commission rate and
payment terms shall be as agreed upon between the Parties and documented
separately.

4. Security Deposit: The Promoter shall provide a security deposit to SCL as a

guarantee of faithful performance of duties and adherence to the terms of this
Agreement. The amount and terms of the security deposit shall be specified in a
separate agreement between the Parties.

5. Duration and Termination: This Agreement shall remain in effect until

terminated by either Party upon [Specify Notice Period] prior written notice to
the other Party. Termination shall not relieve either Party from any obligations
accrued prior to termination.

67
6. Confidentiality: During the term of this Agreement and thereafter, the
Parties shall maintain the confidentiality of all proprietary information
exchanged between them.

7. Governing Law: This Agreement shall be governed by and construed in

accordance with the laws of [Specify Jurisdiction].

Agreement between Handling Agents and SCL

This agreement ("Agreement") is made and entered into as of [Date], between

[Handling Agent's Name] ("Agent") and [Company Name] ("SCL"),
collectively referred to as the "Parties".

1. Appointment: SCL hereby appoints the Agent as its authorized handling

agent to manage warehouses, godowns, and related logistics activities in
[Specify State/District], effective [Date]. The Agent agrees to provide necessary
services to SCL in accordance with this Agreement.

2. Responsibilities of the Agent:

 The Agent shall manage and maintain SCL's warehouses and godowns in
a safe and secure manner.
 The Agent shall oversee loading and unloading activities, manage
inventory, and ensure timely dispatch of goods as per SCL's instructions.
 The Agent shall handle all warehouse expenses, including but not limited
to rent, utilities, and labor costs.
 The Agent shall comply with all safety regulations and industry standards
while performing duties under this Agreement.

3. Commission: SCL shall pay the Agent a commission for each handling
service provided, as per the rates and terms agreed upon between the Parties and
documented separately.

4. Security Deposit: The Agent shall provide a security deposit to SCL as a

guarantee of proper performance of handling services and adherence to the
terms of this Agreement. The amount and terms of the security deposit shall be
specified in a separate agreement between the Parties.

5. Duration and Termination: This Agreement shall remain in effect until

terminated by either Party upon [Specify Notice Period] prior written notice to
the other Party. Termination shall not relieve either Party from any obligations
accrued prior to termination.

68
6. Confidentiality: During the term of this Agreement and thereafter, the
Parties shall maintain the confidentiality of all proprietary information
exchanged between them.

APPROVALS

Approval Process for Changes in Sales Promoters and Handling Agents

Commission Rates

In the event that there are changes in the commission rates for Sales Promoters
(SP) and Handling Agents (HA), as well as changes in their appointments, the
following approval process shall be followed:

1. Submission of Proposal: Any proposed changes to the commission rates or

appointments of SPs and HAs shall be submitted in writing to the relevant State
Head or Regional Head of [Company Name] (SCL).

2. Review and Evaluation: The State Head or Regional Head shall review the
proposal, considering factors such as market conditions, performance metrics,
and financial implications.

3. Approval Process:

 If the proposed changes are deemed reasonable and align with the
strategic objectives of SCL, the State Head or Regional Head shall
provide approval in writing.
 If further clarification or adjustment is required, the proposal may be
returned to the submitting party for revisions.

4. Notification to Beawar Branch: Upon receiving approval, the State Head or

Regional Head shall notify the Beawar branch, specifying the approved changes
in commission rates and appointments of SPs and HAs.

5. Implementation: The Beawar branch shall proceed with implementing the

approved changes in commission rates and appointments as per the notification
received from the State Head or Regional Head.

6. Billing Clearance: Once the changes have been implemented, the Beawar
branch is authorized to clear the bills of SPs and HAs in accordance with the
approved commission rates.

69
7. Documentation: All approvals, notifications, and related communications
regarding changes in commission rates and appointments shall be documented
and maintained for record-keeping purposes.

8. Periodic Review: The commission rates and appointments of SPs and HAs
shall be subject to periodic review and evaluation by the State Head or Regional
Head to ensure alignment with SCL's objectives and market dynamics.

By adhering to this approval process, SCL ensures transparency, accountability,

and effective management of changes related to commission rates and
appointments of Sales Promoters and Handling Agents.

70
CHAPTER-11
SUGGESTIONS

71
SUGGESTIONS

1. Enhancing Utilization of SAP Software:

o Recommendation: Invest in further training sessions or workshops
to enhance employees' proficiency in utilizing SAP software
effectively.
o Improved competency in SAP can lead to enhanced transactional
transparency, better financial decision-making, and increased
operational efficiency.
2. Optimizing Vendor Management Practices:
o Recommendation: Implement automated systems or tools for
tracking vendor payments and schemes to streamline processes and
minimize delays.
o Efficient vendor management can positively impact operational
cash flows and strengthen relationships with suppliers, contributing
to overall financial health.
3. Customer Satisfaction Strategies:
o Recommendation: Develop a structured feedback mechanism to
regularly assess customer satisfaction levels and promptly address
any issues identified.
o Higher customer satisfaction correlates with increased sales
volume and revenue generation, emphasizing the importance of
focusing on customer needs and preferences.
4. Data Analytics and Continuous Improvement:
o Recommendation: Establish a dedicated analytics team or
department to analyze transactional data regularly and derive
actionable insights.
o Data-driven decision-making can uncover trends, identify
opportunities for cost savings, and optimize resource allocation for
sustained growth.
5. Investment in IT Infrastructure and Support:
o Recommendation: Allocate resources to upgrade IT infrastructure
and provide adequate support for seamless data extraction,
analysis, and system maintenance.
o Enhanced IT capabilities can overcome current resource limitations
and facilitate more robust data handling, contributing to improved
operational efficiency.
6. Employee Training and Development:
o Recommendation: Implement continuous learning programs
focused on sales and financial management practices, tailored to
the evolving needs of the industry.

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 o Investing in employee skill development fosters a culture of
innovation, adaptability, and efficiency, positioning the company
for long-term success.
7. Strategic Partnerships and Collaborations:
o Recommendation: Explore strategic partnerships with industry
experts or technology providers to leverage best practices and
innovative solutions in sales and financial management.
o Collaborative efforts can enhance competitiveness, drive growth
opportunities, and mitigate risks in a rapidly changing market
environment.
8. Risk Management and Compliance:
o Recommendation: Strengthen internal controls and compliance
measures to mitigate financial risks and ensure adherence to
regulatory requirements.
o Proactive risk management safeguards organizational assets, builds
investor confidence, and supports sustainable business practices.

By incorporating these recommendations into your report, you can provide

actionable insights that align with the company's objectives for growth,
efficiency, and advancements in sales and financial management practices at
Shree Cement Ltd. Each suggestion should be supported by relevant findings
and observations from your internship experience to demonstrate their potential
impact and feasibility.

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CHAPTER-12

CONCLUSION

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 Conclusion

My internship journey at Shree Cement Ltd., Beawar, has been an enlightening

experience, allowing me to delve deep into the intricate world of sales
accounting. Throughout my tenure, I've gained hands-on experience in
managing bills across four states – Bihar, West Bengal, Odisha, and Jharkhand
– meticulously handling various aspects such as quantity, rates, tax categories,
and invoice details.

Utilizing SAP software, I've efficiently managed the processing and clearance
of bills, ensuring accuracy and compliance with company standards.
Additionally, I've diligently monitored GST/PAN numbers, distinguishing
between individuals and companies for taxation purposes.

Furthermore, I've actively participated in organizing and overseeing

promotional events such as counter meets, mason meets, engineer meets, dealer
meets, and customer guidance camps, contributing to the company's sales
strategies and brand promotion efforts.

Despite encountering challenges, I've embraced them as opportunities for

growth, continuously learning and refining my skills with the unwavering
support and guidance of my supervisors and colleagues.

As I conclude my internship, I am grateful for the invaluable experiences and

knowledge gained during my time at Shree Cement Ltd. I am confident that my
contributions to the sales accounts department have added value to the
company's operations, and I look forward to applying the lessons learned in my
future endeavours..

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CHAPTER-13

BIBLIOGRAPHY

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 Bibliography
 SAP. (n.d.). SAP Software Solutions | Business Applications and
Technology. Retrieved from https://www.sap.com/index.html
 Shree Cement Ltd. (n.d.). Home - Shree Cement. Retrieved from
https://www.shreecement.com/
 Shree Cement Ltd. (n.d.). Official Website. Retrieved from
https://www.shreecement.com/
 SAP Software Solutions. (n.d.). Retrieved from https://www.sap.com/
 Government of India - Ministry of Finance. (n.d.). Goods and Services
Tax (GST). Retrieved from https://www.gst.gov.in/
 Sales and Accounts Department Guidelines, Shree Cement Ltd., Beawar.
 Internship Experience. (2024). Personal reflection and observations
during internship at Shree Cement Ltd., Beawar.
 Sales Accounting Procedures Manual, Shree Cement Ltd., Beawar.
 Company Policies and Procedures, Shree Cement Ltd., Beawar.
 Literature and materials provided during internship training sessions at
Shree Cement Ltd., Beawar.
 Business Opportunities in India: Investment Ideas, Industry Research, Reports | IBEF

These sources provided valuable information and insights that contributed to the
understanding and execution of tasks during my internship at Shree Cement
Ltd., Beawar.

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THANKYOU

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