Food & ALive Sector in BAngladesh

The food products and beverage industry of Bangladesh
Term Paper
ON
A Study of Food Products and Beverage Industry
SUBMITTED TO
Khairul Alom
Senior Lecturer
Faculty of Business school
Southeast University
SUBMITTED BY
Tousif Rayhan
2019210004032
Md. Shakaowat Hossain
202010004040
Masters of Business Administration
Southeast University
Acknowledgement
At the beginning of my report, I would love to express my gratitude to
Almighty Allah who has given me the opportunity to go through the total
process of BBA as well as internship program. It was a great opportunity
for me to get an opportunity to work on the food and beverage industry of
Bangladesh which is such an important sector of Bangladesh economy.
First of all, I would like to express my gratitude to my respected Internship

Supervisor, Khairul Alom, Sr. Assistant Professor, School of Business and
Economics, Southeast University, whose guidance, support and direction
provided me the ability to finish such a long report.
Finally, I convey my sincere thanks to my friends who had inspired me, all
the ways to complete the report and the internship course as well.
Tousif Rayhan
2019210004032
Md. Shakaowat Hossain
202010004040
Executive Summary
In the last term of the final year of Masters of Business Administration
(MBA) course, I had got an opportunity by my honorable supervisor to
have a practical exposure on ‘The food products and beverage industry
of Bangladesh’.
Food is the most important basic needs for the Human society. The food
and beverage industries is the highest fast growing industry on earth.
Although this industry is moderately growing in the United States of
America, It has already created the highest priority in the European
countries. The competition is very high inside this industries
internationally. The giant companies in this sector are: - Unilever, Nestle,
Cargill and Kraft Foods. Other than EU and USA, there are an emerging
industries in India and China. These countries are supplies the raw
products to this industries.
The food and beverage is a fastest growing industry in Bangladesh since the
year of 2000 as Bangladesh is an agriculture based country. This industry
alone contributes 22% of the economy in the nation and around 2.45% of
the nation's total workforce. Bangladesh being an agricultural nation with
an extensive population can contribute to a great extent to the food and
beverage industry. Bangladesh is additionally affecting the global market
by sending out food and beverage to 90 unique nations on the planet.
Throughout my overall report, I have mainly tried to critically review the

food products and beverage industry of Bangladesh. In the first chapter,
named Introduction of the report, focuses on the background of the report,
Scopes of the study, objectives of the report, methodology of the report, and
Limitation of the report etc. In the second chapter of the report, I’ve
focused on global food and beverage industry and the issues of global food
industry and so on. In the third chapter, I’ve focused on the overview of
Bangladeshi food and beverage industry, the key manufacturers, types of
foods and beverages products, and the impacts on GDP by these companies,
the employment opportunities and strategic issues and finally I will share a
SWOT Analysis of this industry of Bangladesh.
Last but not the least, to improve several problems in the food and
beverage industries of Bangladesh, I will share some recommendations
depending on my educational knowledge and I hope, the recommendations
will be valuable for any new entrants of this industries.
Chapter one
Introduction
Introduction:
In modern era business is very much complex because of even changing

customer choice, preference, taste etc and for the technological and high
competition. As globalization, the competition is spread over the world. So every
organization should be maintaining international standard. Every company or firm
wants to make their loyal customer group. Each firm would like to gain maximum
profit through consumer’s satisfaction. Today each company has to face so much
competition. To perform all marketing tasks marketer faces two types of
environment, one is macro or external and another is micro or internal
environment.
PRAN Group is the largest food and Nutrition Company of Bangladesh founded

in 1981. It has obtained prestigious ISO 9001:2000, and being the largest
exporter of processed agro products with compliance of HALAL & HACCP to
more than 70 countries from Bangladesh. Also a popular company for juice in
Bangladesh. “PRAN” is currently the most well-known household name among
the millions of people in Bangladesh and abroad also. Since its inception in 1981,
PRAN Group has grown up in stature and became the largest fruit and vegetable
processor in Bangladesh. It also has the distinction of achieving prestigious
certificate like ISO 9001:2000, and being the largest exporter of processed agro
products with compliance of HALAL & HACCP to more than 70 countries from
Bangladesh. PRAN is the pioneer in Bangladesh to be involved in contract
farming and procures raw material directly from the farmers and processes
through state of the art machinery at our several factories into hygienically
packed food and drinks products. The brand “PRAN” has established itself in
every category of food and beverage industry and can boost a product range
from Juices, Carbonated Drinks, Confectionery, Snacks, and Spices to even
Dairy products.
Importance of the Study:

We know PRAN Group is a well known brand within Bangladesh. PRAN is a
concept or a way to fight poverty and hunger in Bangladesh in the shortest
possible time through employment generation. PRAN signifies investment in agro
processing, creating demands for farm produce, which create jobs in rural areas
also preventing urban migration. PRAN’s aim is to add value to agricultural
produce. PRAN is in testimony to our convictions. It stands for: “PROGRAMME
FOR RURAL ADVANCEMENT NATIONALLY.”We do not see why we should
remain poor given the gifts endowed by nature such as fertile soil, water, year
6|Page
round growing season, a river system for easy and cheap transportation and a
hardworking people who are farmers by tradition.
Bangladesh comparative advantage lies in creating a competitive edge in value
added agricultural products. PRAN’s journey started in 1981. Today they have
major investments in several corporate. They are the largest processors of fruits
and vegetables in Bangladesh and fast moving into milk, confectionery, tee,
aromatic & fine rice, peanuts, pulses, mustard & spices to name a few.
PRAN encourages contract farmers and helps them grow quality crops with
increased yields and to obtain fair prices. In the stock market their performance
has been just as rewarding with both PRAN Group publicly listed companies,
Agricultural Marketing Co Ltd & Manipur Foundry Ltd achieving blue chip status.
Supporting PRAN is helping the Bangladeshi farmer and indeed Bangladesh
economy. Success of PRAN group is our success. Investing in PRAN is investing
in our and Bangladesh future.
Objectives of the Study:
The broad objectives of this study are to find out financial system of PRAN group.
The specific objectives of this study are show below:

1. To identify the present financial system of PRAN group in Bangladesh.
2. To analysis the present problems in operating marketing function of PRAN group
3. To analysis the opinion of the participants involving operating marketing function
of PRAN group.
4. SWOT analysis and future prospects of PRAN group.
5. To prescribe appropriate recommendation and suggestion to overcome existing
problems of PRAN Group.
Specially, the above objectives of this study are to know the way by which we
can take best decision regarding its product, price, distribution, and promotional
activities with the Marketing and Financial environment.
Methodology of the Study:
The population sampled for the study was limited to the PRAN Group where we
were assigned to perform the study.
Data collections: In order to conduct the report, I have collected necessary

information from two sources
1. Primary sources of information
2. Secondary sources of information
7|Page
Primary sources of information
• Face to face conversation with the respective officers of PRAN Group
• Oral interview of the responsible
• Observation of department of PRAN Group
Secondary sources of information
• Annual report of PRAN Group
• A brief on staff of PRAN Group•
• Various document of the company•
• Website of PRAN Group.
Scope of Study:
The report is descriptive in nature. The study covers only various functional areas
of Human resource Department. No attempt is to perform detailed analysis
effectiveness of the department. The findings are strictly based on the
information provided by respective personnel. The concentration is on the
presentation of the facts as discovered.
Limitations of the Study
Term Paper program is a one kind of procedural program. There are involved
various factors such as time/cost/information etc. So I have to face some
problem to working this study. Mainly I have faced few problem these so much
important of my study. The companies officer are not provided sufficient current
information such as information on company existing market share, industries
demands, sales volume of competitors, accurate financial statement, cash in flow
statement, rough behaviors of some employees etc. When I have survey sample
wholesalers, retailers and customers then they have not cooperation with me.
After also I have some personal limitations such as money problem, time
problem, lack of available previous research materials due to insufficient
knowledge about this research fields through above limitation are exist. I have
tried my best to overcome these limitations in this study.
CHAPTER TWO
Overview of the Organization:
8|Page
PRAN is currently the most well known household name among the millions of
people in Bangladesh and abroad also. Since its inception in 1981, PRAN group
has grown up stature and became the largest fruit and vegetable processor in
Bangladesh. It has also the distinction of achieving prestigious certificate like ISO
9001:2000, and being the largest exporter of processed agro products with
compliance of HALAL & HACCP to more than 70 countries from Bangladesh.
On retirement from Bangladesh Army in the year 1981, Major General Mr. Amjad
Khan Chowdhury got involved with industrial entrepreneurship by assisting
agriculture which covered manufacturing of tube well cast iron products, irrigation
implements. He started Agricultural Marketing Company from 1985 based by
commercial production and marketing of chinigura aromatic rice; collecting
mango, pineapple, litchi and other fruits from the farmers. This company played
significant role by gradual cultivation of mush rooms, tomato and various spices
and subsequent exports to foreign markets. This group met success by
marketing of olive and other indigenous fruits after collection, processing and
preservation. In recent times PRAN group performed production and marketing
by establishment of dairy, bakery and growing of various kinds of pulses, tea
leaves. This group’s products are being exported to about 70 countries of the
world including Middle East and Africa. In last two and half decades, more than
9000 workers have been employed in PRAN Group. Indirectly this group is
devoted in upkeep of about more 40,000 families. In the year 2019, export
earning stood at Tk.100 Cr. from Drinks, Snacks, Tomato products, Tea and Rice
produced by PRAN Group. Today PRAN Group produces more 25 types of light
industrial and plastic products including 170 food products. This group is on the
top in the export of goods out of agricultural process. PRAN is life literally.
Factory Profile:
Company Name Pran Group12 R. K. Mission Road, Dhaka 1203,
Bangladesh
Address (Headquarters) Pran Center, 105, Progoti Sarani, Middle
Badda, Dhaka1212, Bangladesh
Contract Number Phone: 880-2-9563126880-2-7167412880-2-7167416 Fax:
880-2-9559415

Establishment Year 1981
Registration Date 2009/01/15 (Year/Month/Date)
Buyer / Seller in EC21 Seller
Business Type Manufacturer

Employees total Above 30,00
Annual revenue USD 100,000 – 500,000

9|Page
ORGANIZATIONAL ADMINISTRATIVE FLOW MODEL
Mission & Vision:
Mission: Defines the fundamental purpose of an organization or an enterprise,

succinctly describing why it exists and what it does to achieve its vision. For
example, the charity above might have a mission statement as “providing jobs for
the homeless and unemployed” A mission statement is a brief description of a
company’s fundamental purpose. It answers the question, “Why do we exist” The
mission statement articulates the company’s purpose both for those in the
organization and for the public.
The mission of PRAN group is to generate employment and earns dignity &
self-respect for our compatriots through profitable enterprises.
Vision: outlines what the organization wants to be, or how it wants the world in
which it operates to be (an “idealized” view of the world). It is a long-term view
and concentrates on the future. It can be emotive and is a source of inspiration.
For example, a charity working with the poor might have a vision statement which
reads “A World without Poverty.”
PRAN group’s vision is to improving livelihood
CHAPTER THREE
The Present Financial Strategy of PRAN Group:
Cash Conversion Cycle:
The Cash Conversion Cycle (CCC) measures how long a firm will be deprived of
cash if it increases its investment in resources in order to expand customer sales.
It is thus a measure of the liquidity risk entailed by growth. However, shortening
the CCC creates its own risks: while a firm could even achieve a negative CCC
by collecting from customers before paying suppliers, a policy of strict collections
and lax payments is not always sustainable.
Cash Cycle:
The length of time between the purchase of raw materials and the collection of
account receivable generated in the sale of the final product. It is also called
cash conversion cycle.
Cash cycle = Operating Cycle – Accounts Payable
Operating Cycle:
10 | P a g e
Definition
The average time between purchasing or acquiring inventory and receiving cash
proceeds from its sale.
Formula to calculate operating cycle:
Operating Cycle = Inventory period+ Account Receivable period.
Operating Cycle Definition and Explanation:
The operating cycle is the number of days from cash to inventory to accounts
receivable to cash. The operating cycle reveals how long cash is tied up in
receivables and inventory.
A long operating cycle means that less cash is available to meet short term
obligations.
Inventory Period: This consists of as follows:
1. Raw Materials
2. Packing Stuff
3. Store & Process
4. Work-In-Process
5. Finished Goo
Amount in taka
As at
30-jun-2019 30-jun-2020
Sales Volume of PRAN Group:
Year Sales Volume (Tk.)

2013-14 18,50,00,000
2015-16 21,50,00,000
2017-18 35,70,00,000
2019-20 28,50,00,000
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Source: Official record, Annual report of PRAN 2019-20
The information is presented in a diagram chart which is given below:
Account Receivable Period
Average receivables are equal to the sum of beginning receivables and ending
receivables, divided by two. The number alone doesn’t provide much information.
It must be compared to average receivable collection periods for other
companies in the industry, as well as past collection periods, to find out if
collection times are increasing or decreasing.
Formula:
Average receivables = (Beginning receivables + Ending receivables) / 2

Year Calculation Average receivables
Total Units (Sales):
Total units (sales) for the last eight years are given below:
Year Total Units (Sales)

2013-14 39500000
2015-16 43500000
2017-18 51500000
2019-20 46000000
Sources: Official Record, Annual Report of PRAN 2019-20
CHAPTER FOUR
Ratio Analysis:
Ratio Analysis, being the basic tool of the strategic analysis, is extremely
important for an organization to carry out its business planning. Ratio Analysis is
one of the basic tools of financial analysis. And it is a fact that financial analysis
itself plays an important role in the progress of business strategic planning. Being
the basic tool of the strategic analysis, ratio analysis plays a vital role and it is not
possible to complete the analysis of a company’s strengths, weaknesses,
opportunities and threats, without an analysis of its financial position.
Return on Assets:
12 | P a g e
ROA = EACS/ Total Asset*100
Year 2020
ROA = 45490177/1172667837*100 = 3.88%
Year 2019
ROA = 52217607/1138318801*100=4.58%
Table: 1
YEARS PRAN
2019 4.58%
2020 3.88%
In the above from Table-1 of ROA is showing that in year 2019, pran group is
4.58% where in year 2020 was 3.88%. I can say that pran is in the lowest
position from year 2019 to year 2020
Return on Equity:
ROE = EACS
Total common stock equity
Year 2019
ROE= 45490177
401331039= 11.33%
Year 2020
ROE = 52217607
426965832 = 12.23%
Table: 2
YEARS PRAN
12.23%
2019
11.33%
2020
13 | P a g e
In the above from Table-2 of ROE is showing that in year 2019, pran group is
12.23% where in year 2020 was 11.33%. I can say that pran is in the lowest
position from year 2019 to year 2020.
Net Profit Ratio:
Net Profit Ratio = Net profit * 100
Sales
Year 2020
Net Profit Ratio = 45490177
1316345576
= 3.45%
Year 2019
Net Profit Ratio = 52217607
1479083463
= 3.53%
Table: 3
YEARS PRAN
2019 3.53%
2020 3.45%
In the above from Table-3 of Net Profit Ratio is showing that in year 2019, pran
group is 3.53% where in year 2020 was 3.45%.
Gross Profit Ratio:
Gross Profit Ratio = gross profit / Sales*100
Year 2020
Gross Profit Ratio = 286,842,298/1316345576*100
=21.80%
Year 2019
14 | P a g e
Gross Profit Ratio = 327732815/1479083463
= 22.16%
Table: 4
YEARS PRAN
2019 22.16%
2020 21.80%
In the above from Table-4 of Gross Profit Ratio is showing that in year 2019, pran
Liquidity
Current Ratio:
Current Ratio = Current asset
Current liability
Year 2019
Current Ratio = 756842149
591768482
= 1.28%
Year 2020
Current Ratio = 777882302
5704158
= 1.36%
Table: 5
YEARS PRAN
2020 1.36%
2019 1.28%
In the above from Table-5 of Current Ratio is showing that in year 2020, pran
15 | P a g e
Debt Management
Debt Ratio:
Debt Ratio = Total debt
Total asset
Year 2020
Debt Ratio = 742468482
1172667837
= 63.31%
Year 2019
Debt Ratio = 683440850
1138318801
= 60.03%
Table: 6
YEARS PRAN
2019 60.03%
2020 63.31%

In the above from Table-6 of Debt Ratio is showing that in year 2019, pran group
is 60.03% where in year 2020 was 63.31%.
Asset Turnover Ratio:
Asset Turnover Ratio = sales
Total asset
Year 2020
16 | P a g e
Asset Turnover Ratio = 1316345576
1172667837
= 1.12 times
Year 2019
Asset turnover Ratio = 1479083463
1138318801
= 1.30 times
Table: 7
YEARS PRAN
2019 1.30 times
2020 1.12 times
In the above from Table-7 of Asset Turnover Ratio is showing that in year 2019,
pran group is 1.30 times where in year 2020 was 1.12 times. Equity Ratio:
Equity Ratio = Net profit after tax
Equity share capital
Year 2019
Equity Ratio = 45490177
80000000
= 56.86%
Year 2020
Equity Ratio = 52217607
80000000
= 65.27%
Table: 8
17 | P a g e
2020 65.27%
2019 56.86%
In the above from Table-8 of Equity Ratio is showing that in year 2020, pran
Inventory Turnover Ratio:
Inventory Turnover Ratio = Net sales
Average Inventory
Year 2020
Inventory Turnover Ratio = 1316345576
514774187
= 2.55 times
Year 2019
Inventory Turnover Ratio = 1479083463
534462767
= 2.77 times
Table: 9
YEARS PRAN
2019 2.77 times
2020 2.55 times
In the above from Table-9 of Inventory Turnover Ratio is showing that in year
2019, pran group is 2.77 times where in year 2020 was 2.55 times.
CHAPTER FIVE
Findings
Return or Profitability:
 Return on Assets (ROA): The Return on Assets ratio is calculated from
Appendix A-1 to A-2. The highest value of the ratio is 4.58% in year 2019 and
18 | P a g e
lowest is 3.88% in year 2020. So, the performance of 2020 is not so good than
2019.
 Return on Equity (ROE): The Return on Equity ratio is calculated from Appendix
A-1 to A-2.The highest value of the ratio is 12.23% in year 2019 and lowest is
11.33% in year 2020. The performance of PRAN was not good in last year.
 Net Profit Margin: The Net Profit Margin ratio is calculated from Appendix A-1 to
A-2. It shows the net profitability of two years. In there, PRAN shows the best
performance in year 2019. The highest value of the ratio is 3.53% in year 2019
and the worst value of PRAN was 3.45% in year 2020.
 Gross Profit Margin: The Gross profit margin ratio is calculated from Appendix
A-1 to A-2. It shows the net profitability of two years. In there, PRAN shows the
best performance in year 2019. The highest value of the ratio is 22.16% in year
2019 and the worst value of PRAN was 21.80% in year 2020.
Liquidity:
 Current Ratio: Current ratio is calculated from Appendix A-1 to A-2.PRAN is in
the best position in year 2019 and the value is 1.36%. But the performance of
year 2020 was poor than year 2019.
Debt Management:
 Debt Ratio: Debt ratio is calculated from Appendix A-1 to A-2. It shows PRAN
has the more dependency in year 2019 which value is 60.03% and the value of
year 2020 was 63.31%
Asset Turnover Ratio:
 Asset Turnover ratio is calculated from Appendix A-1 to A-2.PRAN is in the best
position in year 2019and the value is 1.30 times. The value of year 2020 was
1.12 times which is poor than year 2019.
Equity Ratio:
 Equity ratio is calculated from Appendix A-1 to A-2.PRAN is in the best position in
year 2019 and the value is 65.27%. The value of year 2020 was 56.86% which is
poor than year 2019.

Inventory Turnover Ratio:

 Inventory Turnover ratio is calculated from Appendix A-1 to A-2.PRAN is in the
best position in year 2019 and the value is 2.77 times. The value of year 2020
was 2.55 times which is poor than year 2019.
19 | P a g e
CHAPTER SIX
6.1. CONCLUSION:
PRAN is one of the most popular brands in Bangladesh as well as in international

market recently. Now the firm is facing various types of financial & marketing
problems. In this paper some suggestions and recommendations have been
given so that the firm can overcome those problems. I believe that the
management of PRAN group is more experience as well as they are also thinking
about those problems. I think management should be took care this problem.
So, through the observation of the activities and information collected from the
interview of participant such as wholesalers, retailers, customers it can be said
that this firm is being profitable conduct becomes the firm is not to strong on
counter remarkable competition, workers dissatisfaction, and for sufficient
demand in comparison with the manufactured goods. But the firm is not being
able to perform its financial activities with efficiency. In this condition continues
the firm will be endangered and undergo less in the long run. But it is possible to
expand this firm to a greater extant, if it can make use of its present opportunities
and facilities properly and it will be possible for it to earn more profit than it is
earning now. Therefore, the firm will have to give importance to perform the
financial activities efficiently.
Recommendation:
I think the following suggestion and recommendation ate seen feasible for the
improvement of the existing PRAN Group. These are given in below:
a) Quality Ensures:
The firm should ensure quality
CONCLUSION:
PRAN is one of the most popular brands in Bangladesh as well as in international

market recently. Now the firm is facing various types of financial & marketing
problems. In this paper some suggestions and recommendations have been
given so that the firm can overcome those problems. I believe that the
management of PRAN group is more experience as well as they are also thinking
about those problems. I think management should be took care this problem.
So, through the observation of the activities and information collected from the
interview of participant such as wholesalers, retailers, customers it can be said
that this firm is being profitable conduct becomes the firm is not to strong on
20 | P a g e
counter remarkable competition, workers dissatisfaction, and for sufficient
demand in comparison with the manufactured goods. But the firm is not being
able to perform its financial activities with efficiency. In this condition continues
the firm will be endangered and undergo less in the long run. But it is possible to
expand this firm to a greater extant, if it can make use of its present opportunities
and facilities properly and it will be possible for it to earn more profit than it is
earning now. Therefore, the firm will have to give importance to perform the
financial activities efficiently.
Recommendation:
I think the following suggestion and recommendation ate seen feasible for the
improvement of the existing PRAN Group. These are given in below:
a) Quality Ensures:
The firm should ensure quality of PRAN product according to the consumer need
and expectations. Quality of a product is of attributes that the consumer expects
in a particular product. So quality should be select from consumer viewpoint.
b) Proper Policy: PRAN should follow the proper policy for their group and they
also select right dividend policy.
c) Product Development:
The Company will make as ‘economic and quality product’ for large market
share.
 It improves product quality and adds new product features and improved styling.
 It adds new models and flanker products (i.e. products of different sizes, flavors,
and so forth that protect the main product).
 It enters new market segments.
 It increases its distribution coverage and enters new distribution channels.
 It shifts from product awareness advertising to product preference advertising.
 It lowers prices to attract the next layer of price sensitive buyers.
BIBLIOGRAPHY
Websites:
1) www.pranrflgroup.com
2) http://www.pranfoods.net/
21 | P a g e
3) http://www.slideshare.net/Mouri36/pran-group
4) http://www.marketwatch.com/investing/stock/pran/financials
5) http://www.scribd.com/doc/44303390/Annual-Report-Analysis
6) http://bhola.en.ec21.com/company_info.jsp
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The food products and beverage industry of Bangladesh

First of all, I would like to express my gratitude to my respected Internship

Throughout my overall report, I have mainly tried to critically review the

In modern era business is very much complex because of even changing

PRAN Group is the largest food and Nutrition Company of Bangladesh founded

Importance of the Study:

Objectives of the Study:

The specific objectives of this study are show below:

Methodology of the Study:

Data collections: In order to conduct the report, I have collected necessary

1. Primary sources of information

2. Secondary sources of information

• Oral interview of the responsible

• Observation of department of PRAN Group

Secondary sources of information

• Annual report of PRAN Group

• A brief on staff of PRAN Group•

• Various document of the company•

• Website of PRAN Group.

Limitations of the Study

Overview of the Organization:

Mission & Vision:

Mission: Defines the fundamental purpose of an organization or an enterprise,

PRAN group’s vision is to improving livelihood

The Present Financial Strategy of PRAN Group:

Cash Conversion Cycle:

Cash cycle = Operating Cycle – Accounts Payable

Formula to calculate operating cycle:

Operating Cycle = Inventory period+ Account Receivable period.

Operating Cycle Definition and Explanation:

Inventory Period: This consists of as follows:

3. Store & Process

Year Sales Volume (Tk.)

The information is presented in a diagram chart which is given below:

Account Receivable Period

Average receivables = (Beginning receivables + Ending receivables) / 2

Total Units (Sales):

Year Total Units (Sales)

ROA = 45490177/1172667837*100 = 3.88%

ROA = 52217607/1138318801*100=4.58%

Total common stock equity

Year 2019

401331039= 11.33%

Year 2020

ROE = 52217607

426965832 = 12.23%

Net Profit Ratio:

Net Profit Ratio = Net profit * 100

Net Profit Ratio = 45490177

= 3.45%

Net Profit Ratio = 52217607

= 3.53%

Gross Profit Ratio:

Gross Profit Ratio = gross profit / Sales*100

Year 2020

Gross Profit Ratio = 286,842,298/1316345576*100

Current Ratio = Current asset

Current liability

Year 2019