Cost Management Siva Kumar Presentation - Home - … · ØStrategies of Cost Management Approach ... -This will be the quality of an exceptional leader. ... tomorrow”- RATAN TATA

DISCUSSION TOPICSq DISCUSSION-1

Ø Exceptional Organizations

q DISCUSSION-2

Ø Strategies of Cost Management Approach

Ø Cost Management Tools

Ø Disruptive Changes in the Environment

q DISCUSSION-3

Ø E-GOVERNANCE IN INDIA –ABM

Ø Election Commission of India

Ø Case Study about Industries based in India

q DISCUSSION-4

Ø Case Study about Sugar Industry in Kenya

DISCUSSION -1

EXCEPTIONAL ORGANIZATIONS



Ø Exceptional Organizations believe in:

Ø Require the following:


Ø They have both Self-Interest and concern for others.

On a Moral Development basis:

Ø Boys- Survival, Identity and Maturity

Ø Girls- Survival, Caring and Maturity

Ø Dominant Model-Command/Control

Ø Partnership Model- Partnership model



Exceptional Leader Dr. Kim Alyn of Fire Presentation.com stated:

Ø L ove what you do

Ø E xcel in competency

Ø A ct with Integrity

Ø D emonstrate Accountability

Ø E mpower Others

Ø R espond humbly


Ø Quote by George Bernard Shaw:

“You see things as they are and say, why? But I

Dream things that never were and say Why not?”.

-This will be the quality of an exceptional leader.

Ø National Organization for Development of Exceptional Talents created in

IRAN in 1976 to focus on various fields.

DISCUSSION -2

PROFESSIONAL BODIES IN INDIA

Ø The Institute of Chartered Accountants of India (ICAI), established under

a special Act of the Parliament in the year 1949

Ø The Institute of Cost Accountants of India(ICAI) has been established in

India during 1959.

Ø The Institute of Company Secretaries of India (ICSI) has been established

during 1980

COST AND MANAGEMENT ACCOUNTS

Ø The ICWAI is the statutory body in India which regulates the

requirement for the cost and management accounts in India

Ø The Institute has come out with their own cost Accounting standards to

be followed by the Industry.

Ø Presently there are 24 Cost Accounting Standards published since 2010

COST AND MANAGEMENT ACCOUNTS

Ø The Institute has provided Guidance notes on Cost Accounting Standards

Ø Presently they have issued 11 guidance notes

Ø Cost Record and Audit Rules and Regulations (CARR) has been issued as

mandatory compliance for various Industries as part of The Companies

Act, 2013. This has been amended as of August 2017

COST MANAGEMENT DEFINITION

Ø Cost management is a method of reducing operating or production

expenses in order to provide less expensive products or services to

consumers. In other words, it’s the process management uses to analyze

its production and streamline its operations to keep costs low and

manage expenses in the future

COST MANAGEMENT CONCEPT

The basic concept is to gather information about current operations,

analyze it, and evaluate the results. Most managerial accountants strive

to:

Ø Measure the operational costs

Ø Minimize all non-value added costs if not eliminate them

Ø See if operations can be run more efficiently and effectively

Ø Create processes that will work better for future operations

COST MANAGEMENT APPROACH

Primarily in any Society or Organization the following three cost are the

major ones:

Ø The Cost of Resources

Ø The Cost of Time

Ø The Cost Management

The Tools to measure the above are :

Ø Alternative measurement, Analog, Expert Judgement, Top-Down

Approach, Bottom-up approach, Three point estimates, para-metric, cost

of quality, vendor bio, Reserve Analysis, Technical estimation

process(software or specific measurement)

COST MANAGEMENT TOOLS

Ø Cost-Volume-Profit Analysis

Ø Material Requirement Planning

Ø Activity- based budgeting

Ø Business process Re engineering (BPR)

Ø Value Engineering

Ø Just in Time

Ø Target costing

Ø Strategic Positioning Analysis

COST MANAGEMENT TOOLS

• Kaizen Budgeting

• Kaizen Costing

• Life Cycle Budgeting

• Quality Costing

• Taguchi Costing-Design and Quality Upstream

• Transfer Pricing Practices (TP)-market price

• Manufacturing overhead accounting

• Standard costing

DISCUSSION -3

E-GOVERNANCE IN INDIA-sample case

Ø ABM Knowledgeware Limited is a Listed Indian corporation engaged

in E-governance space and contributing in the Digital space.

Ø The company has consistently supported government initiatives like

municipalities (like counties) and provided best cost management

platform in various platform's.

Ø The Company is catering to more than seven states of India which has

many county like set-up

E-GOVERNANCE-ABM

The Platforms in which ABM support are

Ø Utilities

Ø Tax Revenue Reforms

Ø CRM/CFC

Ø ERP –Finance Integration support

Ø Tourism

Ø Cyber Security

E-GOVERNANCE -ABM

• ABM has given consistent support and provided need of the hour

technology and solution to the respective state government in India and

moving towards larger Digital Platform.

• The Innovation and commitment of ABM has lead to proven cost

management decisions for various counties and enabled common public

productive time to be saved for constructive use.

• ABM has been awarded with National and International Awards for their

contribution in many areas.

E-GOVERNANCE -ABM

https://www.abmindia.com/

ELECTION COMMISSION OF INDIA (ECI)

Cost Management Agenda for a sustainable ECI by proposed changes to

ECI :

Ø To Amend the Constitution of India to protect all the members of the

commission

Ø To Establish an Independent Secretariat with Budget

Ø To Review, Amend , change Electoral Roll matters


Ø To effectively manage Electoral Issues like false statements, false

affidavits

Ø To deal with election process on the ground of bribery issues

Ø To empower election officials

Ø To use technology-Totalizer

Ø To streamline nomination of candidates

Ø To De-criminalize Politics


Ø To Formalize Stricter Accounting, Compliance, Reporting and

Accountability for political parties

Ø To have better cost management of election time Advertisements, Paid

news, prevent free schemes at the cost of public money before elections

Ø To Charge election expenses and recover from political parties on a case

to case manner

Ø To have “Dynamic Code of Conduct “for the commission


Ø ECI domestic and Global support Initiatives

Ø Creation of Pool of Talented people

Ø India International Institute of Democracy & Election Management

Ø Publications

Ø E-Learning /E-News, conferences and seminars

Ø Memorandum of Understanding (MoU) with various bodies


ELECTION COMMISSION OF INDIA

COST MANAGEMENT APPROACH IN INDIAN EXCEPTIONAL ORGANIZATIONS

In this discussion, we are highlighting a sample of Indian Industry followed

by some case study analysis

Ø Reliance Group

Ø ITC Limited

Ø Health Care Industry

Ø F&B Industry

Ø TATA Group

Millennium Developmental Goals(MDGs) and Sustainable Developmental Goals(SDGs)

Ø The UN Millennium summit in the year 2000 established the MDGs in

which 189 countries participated and 22 International organizations

pledged to support the same.

Ø The MDGs to be achieved by the year 2015

Ø The UN nations with the success of the MDGs have formed 17

Sustainable Development Goals (SDGs) with 169 specific targets all

clearly quantified, monitored and measured.

Ø The SDGs to be achieved by the year 2030

RELIANCE INDUSTRIES LIMITED-RIL

RIL is in the following Business:

Ø Refining and Marketing

Ø Petrochemicals

Ø Oil and Gas Exploration and Production

Ø Retail

Ø Digital services

Ø Media and Entertainment


Sustainable Growth Approach of RIL is Integrated approach of:

Ø Natural Capital

Ø Human Capital

Ø Intellectual capital

Ø Manufactured capital

Ø Finance Capital

Ø Social and Relationship capital


Ø RIL as an example for a Sustainable Organization has linked their

Integrated growth approach with SDGs and started relating to all 17

SDGs.

Ø RIL have contributed for 51 startups through GenNext Hub till 2017

and contribution to National growth to the extent of USD 800 million.

Ø Stronger Compliance process and Systems in Place to Secure the

process.

ITC LIMITED- INDIAN STORY

Ø ITC-one of India’s most admired and valuable companies

Ø Size-US$8Bn in Revenue

Ø Leading fast moving consumer goods (FMCG)player

Ø Leading in providing direct, indirect and support employment for more

than 6 million people

ITC LIMITED-INDIAN STORY

Ø Global Exemplar in sustainable business practices

Ø Only achiever of three key global indices of environmental sustainability

Ø Water positive (for 15 years)

Ø Carbon Positive (for 12 years)

Ø Solid waste recycling positive (for 10 years)

Ø Generates world class brand and reputation


Ø Linked their Capital to achieve the MDGs and SDGs

Ø Leader in Greenest hotel chain in the world

Ø Lead Technology user in reaching farmers

Ø Created 6100 e-Chou pals to cater to 35000 villages and 4 million farmers

Ø Spread across in all fields –Agri, consumer goods, infrastructure, hotel,

paper and etc


Ø Continuous value contributor and aggregator to national exchequer-

US$51billion in last ten years

Ø Foreign Exchange contribution of US$7bn

Ø Agri Exports of 56 %

Ø Efficient user of renewable energy

Ø Established higher compliance and quality standards to achieve cost

management to result in higher contribution for stake holders

HEALTH CARE INDUSTRY- INDIA

Cost Leadership Strategies Adopted being:

Ø Differentiation

Ø Focus

Ø Diversified Business Approach

Ø Mergers & Acquisitions, Branding

Opportunities in India:

Ø Health care Infrastructure, Research and Medical Tourism


Growth Drivers being:

Ø Growing Demand

Ø Policy Support- Private Partnership model

Ø Innovation- Technology, Tele-medicine

Ø Increasing Investments- Internal and External


Indian Success Stores in Health Care

Ø Max health Care

Ø Global Hospitals

Ø Fortis

Ø Apollo Hospitals

F&B INDUSTRY IN INDIA-COST MANAGEMENT APPROACH

Ø Operational Synergy

Ø Geographical Spread

Ø Cost Management- Design of the hotel, energy, Invest in Right

Technology, Training of people, Efficient procurement

Ø Talented People- To hire quality people with skill, Quality Institute

Ø Hotel to be treated like Infra Industry

F&B INDUSTRY IN INDIA COST MANAGEMENT APPROACH

Ø To ease out on the multiple levy of taxes

Ø To ease out on the government approval process

Ø To promote Real Estate Investment Trust (REIT) to reduce the

Infrastructure cost

Ø To improve skilling of people with more quality Institutes

Ø Continuous Talent creation process

TATA GROUP BUSINESS EXCELLENCE

“One must forever strive for excellence, or even perfection, in any task,

however small, and never be satisfied with the second best”-JRD TATA

“We are moving into the highly competitive environment- the India of

tomorrow”- RATAN TATA.

Ø According to TATA Sons, Excellence in business is like a fine diamond.

The brilliance comes from honing and polishing each facet till it shines

as brightly as the stars in the firmament


TBEM: TATA Business Model

TQMS: TATA Quality Management Services

BEBP: Brand Equity and Business Promotion

TCoC: TATA Code of Conduct

“OUR COMPANIES ARE OUR PRIMARY CUSTOMERS”



TBEM incorporated to modern time scenario:

Ø The infrastructure and systems have to become more relevant to modern

time

Ø There are effective tools available to make the process more convenient

Ø Leveraging some of the strong capabilities such as; IT, domain expertise

Ø TBEM can help industries reach the pinnacle of business excellence


Ø By the success of TBEM Process at TATA Sons, TATA Power was

awarded for excellence in cost management at the 14th National Awards

for Excellence in Cost Management 2016.

Ø Excellence in Cost Management in the ‘power distribution and

transmission category.

Ø The award was due to the continued efforts towards cost reduction and

cost competitiveness.

Ø Tata Power has set industry benchmarks in the effective use of cost

management techniques to increase its operational efficiency in a

dynamic and changing business environment

Ø The National Award for Excellence in Cost Management was instituted in

2003.

Ø It looks to propagate and emphasise on wider application of cost management

tools and techniques and adoption of relevant cost management strategies

across various sectors for improving competitiveness of the industry.

DISRUPTIVE CHANGES

Ø Change is permanent and to change is constant

Ø The world has seen disruptive changes in various Sectors throwing open

the sustainable approach for constant evolution

The most impacted ones are :

Ø IT Industry,(Cloud) Health care, Digital, Governance, Media,

Entertainment, Tourism, Automobiles,(UBER) E-marketing ( Amazon)

and Telecom (mobile, Wi-Fi technology)

RECENT ACRONYMS IN INDUSTRY

Ø IoT- Internet of Things

Ø ICT-Internet Communication Technology

Ø ICM-Internet Communication Media

Ø Machine Reading

Ø Robotics

Ø Artificial Intelligence

Ø Virtual Assist

CHIEF TECHNOLOGY CHALLENGES OVER THE NEXT THREE YEARS-GLOBAL

RANK CHALLENGE

Ø 1 Attracting New Strategic Talent

Ø 2 Integrating Cognitive technologies

Ø 3 Piloting Emerging Technologies

Ø 4 Optimal use of analytics(Data/Predictive)

Ø 5 Skill Development/Re-skilling

DISRUPTIVE CHANGES/FUTURE FOCUS BY INDIA

Ø Indian Industry is pro-active to disruptions in respective sectors

Ø India sees technological disruption as an opportunity

Ø India is confident in Global Economic growth in next three(3) years

Ø India is seized of the evolving risk landscape in 2017 like operational,

emerging technology, reputation/ brand, strategic and cyber security

DISRUPTIVE CHANGES/FUTURE FOCUS BY INDIA

Ø India is increasing penetrating in existing markets

Ø Penetrating new verticals

Ø Innovating new products, services and ways of doing business

Ø Expanding in to new Geographical markets

Ø Keeping up with new Technology

GLOBAL FACTORS FOR RECKONING BY EFFICIENT ORGANIZATIONS

Ø Geo-Political changes

Ø Increasing Socio-economic cost

Ø Upliftment of overall infrastructure of people

Ø Taking advantage of world connectivity as a village

Ø Converting Un-employment as positive energy to contribute to GDP

Ø Challenges of Carbonization

GLOBAL FACTORS FOR RECKONING BY EFFICIENT ORGANIZATIONS

Ø To reduce growing legal cost in terms of time and value

Ø To have fair and equitable election process

Ø To Enhance “Giving of Pledge”

Ø To de-regulize process on visas, immigration to have more global connect

Ø To have higher level of Education, Health and benefits by pruning on

avoidable cost

GLOBAL FACTORS

Ø To Use technology for Common benefit

Ø To strive for world peace and harmony

Ø To have a global pact to avoid wars to use that funds for developing

under-developed countries

Ø To make finance available for the poorest of the poor to remove that class

GLOBAL REQUEST FOR COST MANAGEMENT FOR EFFICIENT PEOPLE

Ø To Help Young minds to use technology for their growth and their

country

Ø Pledge to prevent technology induced killing of young minds and

people like blue-whale and prohibit such kind of software or

hardware being made available

Ø UN organizations to play a pro-active role to Enrich human values

with positive connectivity

DISCUSSION - 4

INTRODUCTION

Ø Republic of Kenya is located on the Equator and is bisected by the Western side of the

Great Rift Valley.

Ø The land area of Kenya is about 569,137 km2, with a great diversity of landforms

ranging from glaciated mountain peaks with permanent snow cover, through a flight of

plateaus to the coastal plain.

Ø The country is split by the Great Rift Valley into the Western part, which slopes down

into Lake Victoria from the Mau ranges and Mount Elgon (4,300m).

Ø The eastern part dominated by Mt. Kenya and the Aberdare ranges which rise to

altitudes of 5,200m and 4,000m respectively.

The map of Kenya

The total population in Kenya: 48,466,928 in 2017

CASE STUDY OF SUGAR INDUSTRY ORIGINATED IN KENYA

Ø Kenya's manufacturing industries are

small, they are the most sophisticated

in East Africa.

Ø The manufacturing sector has been

growing since the late 1990s.

Ø The transformation of agricultural

raw materials, particularly of coffee

and tea, remains the principal

industrial activity across the 47

counties of Kenya.

LIST OF SUGAR INDUSTRY IN KENYA

Private owned sugar manufacturers in Kenya are as below:

Ø West Kenya Sugar Company

Ø Sony Sugar Company

Ø Kibos Sugar and Allied Industries Limited

Ø Butali Sugar Mills

Ø Transmara Sugar Company

Ø Sukari Industries Limited

Ø Kisii sugar factory

Ø Kwale International sugar company limited

Government Owned

Ø Mumias Sugar factory

Ø Nzoia Sugar factory

Ø South Nyanza sugar factory

Ø Muhoroni Sugar Company

Ø Chemelil Sugar factory

SUGAR TRADE FLOW IN KENYA

SUGAR CANE FARMING IN KENYA

Ø Sugar-cane is grown in fairly flat regions which include:

Ø The Nyanza Sugar-cane belt extending from Koru through Muhoroni and Chemelil to Kibos near Kisumu. Sugarcane is also grown in Kisii and Siaya Districts.

Ø In Western Kenya, Mumias has dominated in sugar-cane cultivation.

Ø Some sugar-cane is found in Bungoma around Nzoia and eastern parts of Busia.

Ø In these areas, sugar-cane is grown on plantations owned by the factories and out-grower schemes.

Ø Sugar factories are dotted in sugar growing areas such as Muhoroni, Chemelil, Miwani and Sony in Nyanza Province, Mumias, Nzoia and West Kenya in Westem Province.

Ø Plans are under way to establish another sugar factory at Nambale in Busia District, Tana River District and Homa Bay District

SUGAR CANE FARMING IN KENYA

Ø The areas have a good infrastructural base for transporting cane to the factories.

This has partly been achieved through the involvement of the sugar factories in

road maintenance.

Ø The areas have dense population which provides labour for sugar growing. Sugar

growing is labour intensive and a lot of labour is required for planting, weeding,

application of fertilizer, and harvesting.

Ø Presence of a good network of roads which are well maintained linking the

plantations and out -growers to the factory. This ensures quick processing of sugar

to maintain quality

PROCESS OF SUGAR CANE FARMING IN KENYA

SUGAR CANE DEPARTMENT ORGANIZATION CHART

SIGNIFICANCE OF SUGAR CANE FARMING IN KENYA

Ø It has created employment opportunities for many Kenyans. People have been

employed in the sugar estates and factories.

Ø The establishment of sugar mills in the growing areas has contributed to industrial

developments.

Ø It has provided raw materials for other industrial Plants e.g., those manufacturing

industrial spirits.

Ø It has contributed to the growth of towns in the growing areas e.g. Muhoroni,

Awendo, and Mumias.

Ø It has produced sugar for domestic use hence saving the foreign exchange that

could be used for its importation.

Ø Farmers earn income through the sale of cane thus raising their standards of living.

KENYA SUGAR CANE PRODUCTION AND GROWTH

‘SWOT’ ANALYSIS OF SUGAR CANE FARMING IN KENYA

‘PESTEL’ ANALYSIS OF SUGAR CANE FARMING IN KENYA

POLITICAL ENVIRONMENT:

Ø Kenya is divided into seven provinces and one area. The president is the head of the state and also the

head of the government. The term of the president lasts for five years and he is elected from the

members of the national assembly.

Ø Investment Environment: The strong protectionist tendencies followed by the government since 2002,

were liberalized and since then the government has been trying to increase the investment inflows and

to improve the legal and business environment in the country.

Ø Tax System: The tax system in the country is based on a pay as you earn scheme and is progressive in

nature. Value Added Tax (VAT) rates in the country are high i.e. 17% on all goods with the exemption of

unprocessed agricultural products and processed foodstuffs. Excise tax rates of 135% on cigarettes and

tobacco products and 95% on light beer makes the access of these goods confined only to the wealthy.


POLITICAL ENVIRONMENT:

Ø Labor Laws: The Kenyan constitution guarantees fundamental right and freedom to all individuals. It

provides right for principles, such as prohibition of inhuman treatment and protection from slavery and

forced labor.

Ø Environmental Law: Although the environment standards in Kenya are quite low as compared to the

Western European countries, a number of organizations are pushing for stronger environmental

controls. It is expected that the new Environmental Management and Coordination Act will change the

face of Kenyan Environmental Law.

Ø Trade Restrictions - The previous restrictions by the previous Kenyan Governments to promote the

Africanization of Trade has now been removed. Now the condition in the country has changed and it is

now much more favourable to the private and foreign investments. The IMF and the World Bank have

provided huge sums of money for the development of infrastructure and to curb corruption at the

administrative levels. United States is one of the key donors to Kenya. It provides donations to Kenya's

apparel industry under the African Growth and Opportunity Act (AGOA).


ECONOMIC ENVIRONMENT:

Ø Kenya has continued to experience socio-economic pressures such as inequitable patterns of land ownership, a high

population growth rate, rural-urban migration of the population, poorly planned urbanization, deforestation, a low level of

literacy, low growth of domestic product and high levels of unemployment. Economic performance has deteriorated over

recent years with the Gross Domestic Product (GDP) growth rate falling from 4.8% in 1995 to 1.8% in 1998.

Ø The Government has adopted long, medium and short-term policies to reverse these trends. The long-term policy framework

is contained in the Sessional Paper No.2 of 1996 on Industrial Transformation by the year 2020 and the National Poverty

Eradication Plan 1999-2015. The former presents policies that will lay the foundation for transforming Kenya into a Newly

Industrialized Country (NIC) by the year 2020. The latter provides a national policy and institutional framework for action

against poverty.

Ø The medium-term policy framework is contained in the eighth National Development Plan 1997-2001. It focuses on raising

economic growth and investment levels, promoting export-oriented industries and restructuring the role of government to

focus on providing an enabling environment for economic growth. Kenya’s short-term policy framework is outlined in

Policy Framework Papers (PFP) and annual budget statements.


SOCIAL ENVIRONMENT:

ØThe annual population growth rate in Kenya is 2%. The population of Kenya is a growing population with

around 42% of the population in the age group of 0-14 years and 54.5% in the age group of 15-64.

Ø It has a huge workforce which can be tapped. Also the male female ratio is almost 50%. More than 905 of

the population live in villages. The growth rate of rural population is around 2% while that of urban

population is 4%

ØThe official languages in Kenya are the Swahili and English

ØThere are many government run hospitals and clinics which provide free treatment to the poor. Also many

adult literacy programs are being run by the government


TECHNOLOGICAL ENVIRONMENT:

ØAs compared to the 1990s Kenya has made some significant advancement in the field of technology

especially the IT sector. With the help from Indian government, Kenya has been able to establish e-

government services in the country.

ØState owned KenGen is the main power company in the country. Kenya is taking steps to tap its huge geo

thermal energy reserves. Also exploration work is going on the banks of Lake Victoria for gold.

ØNotable scientific institutions in Kenya include the UNESCO Regional Office for Science and Technology

for Africa, in Nairobi; coffee and tea research foundations; grasslands and plant-breeding research stations;

and numerous centers for medical, agricultural, and veterinary research.


ENVIRONMENTAL:

ØKenya's climate varies from semiarid in the northern part to the high rainfall areas in the central, western,

and coastal regions.

ØVariety in climate, coupled with high rates of rural-to-urban migration and urbanization, has given rise to

diverse cultural settings in the country, each with its own unique development requirements and

problems.

Ø Foreign population is a huge source of foreign revenue for the country. Also it has resulted in a boom of

tourist destinations and safaris in the country. Kenya is one of the favourite tourist places in Africa.


LEGAL ENVIRONMENT:

ØKenya has a common law which is similar to that of Britain.

FUTURE GROWTH OF KENYAN SUGARCANE INDUSTRY WITH THE CONCEPT OF ‘CO-GENERATION PRINCIPLE’

CO-GENERATION

Ø Cogeneration is the simultaneous generation of heat and power, both of which are used.

Ø In conventional power plant, efficiency is only 35% and also further loss of around 10-15% in transmission and distribution.

ADVANTAGES OF IMPLEMENTING CO-GENERATION IN SUGAR

INDUSTRY

Ø The industry gets complete power plant at Zero Cost

Ø The industry gets modernized in terms of power and steam consumption

Ø The industry gets reliable power steam

Ø Improvement in crushing capacity- improved revenues

Ø Other biomasses used

Ø Environment protection- as crop residue may not be burnt.

KENYAN TEA INDUSTRY

Ø Kenya has established Tea Board

Ø Kenyan Tea Research foundation is providing continuous support to

the Industry

Ø Kenya is the 3rd largest producer and exporter of quality tea in the

world followed by Srilanka, China and India.

Ø Kenya has natures gift with High Altitude plain lands for cultivation

of tea and coffee

KENYAN TEA INDUSTRY

Ø Kenya has the natures blessing where Tall Crop( Sugarcane) and

Short crop(Tea) can be grown in the adjacent fields

Ø This results in Skilled man power development

Ø Kenyan Tea Industry is trying to resolve the Labour issues like in any

other developing countries.

Ø Kenya is exporting Quality black tea which is rich in aroma and 32%

of their production in 2016 is exported compared to 25 % during 2015

KENYAN WHITE REVOLUTION

Ø Kenyan Dairy Industry has 14 % of the Agricultural Industry

Ø Dairy Industry contributes for 6-8% of GDP

Ø Dairy Industry supports one million jobs

Ø Dairy Industry provides 500,000 Indirect jobs

Ø Dairy Industry provides 750,000 Support jobs

Ø Kenyan Dairy Board is a formal organization

KENYA‘The Five Natural elements are in your name to act as the gateway for East Africa’

MUMBAI 400 034

INDIA

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Cost Management Siva Kumar Presentation - Home - … · ØStrategies of Cost Management Approach ... -This will be the quality of an exceptional leader. ... tomorrow”- RATAN TATA