2 Ayesha

Shakeera Garments, Davangere
CONTENT
Chapter Title Page no.

Executive summary 2
1 Introduction of organization study 3-6
1.1Global scenario
1.2Indian scenario
1.3Highlights on Garment and Textile Sector in Karnataka
2 Company profile 7-17
2.1Back ground of the organization
2.2Nature of business
2.3Vision, Mission & Values
2.4Product
2.5Area of Operation
2.6Owner ship pattern
2.7Organizational structure
2.8Competitors
2.9Production flow chart
2.10Study of Departments
2.11Future growth and prospects
2.12Infrastructure facility
3 PESTLE Analysis 18-19
4 3.1Porter’s five forces 20-25
3.2McKinsey 7s Principle
5 Analysis of financial statements 26-29
6 Learning experience 30
7 Bibliography 31
BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 1

EXECUTIVE SUMMARY
The MBA course offered by the Davanagere University own unique syllabus
which requires its MBA students to undertake a project with of the leading business houses
for a period of Six weeks during the third semesters. For the purpose of acquiring practical
knowledge of the working and functioning of a company, Davanagere university has
incorporated an in plant training into its business management schedule. This in plant
training shows us how the department in an organization work and was as a single unit.
This project on "organization study" is done at "shakeera garments, Davangere”

undertaken, introduction about internship The report contains the overview about the
financial industry sectors and company profile of " shakeera garments, Davangere” it
includes vision, mission and quality policy, product policy, future growth of the company.
The study was more emphasized on McKinsey’s 7S Model of the company The study
provides a good exposure to the corporate world and a good comparison of the practical
and theoretical aspects as studied in the course PESTEL analysis of company which is
Affected to this company financial statements analysis. It includes ratios and financially,
about learning experience.

CHAPTER 1
INDUSTRY PROFILE-TEXTILE INDUSTRY
1.1CURRENT GLOBAL SCENARIO OF TEXTIL SECTOR

Despite gradual destocking by the buying houses, the exporters could not get
sufficient orders in 2023 due to policy of keeping very low inventories by the retailers as a
result of lack of demand in the two most important consumer markets, namely the US and
EU.
In October 2023, the US apparel imports were USD 6.5 bn., which was 21% lower than
October 2022. On YTD basis, the imports were 22% lower than in 2022. The EU apparel
imports in October 2023 were USD 7.2 bn., which was 20% lower than October 2022. On
YTD basis, the imports were 14% lower than in 2022.
In November 2023, India’s apparel exports are estimated to be USD 1.0 bn., which was
17% lower than in November 2022. On YTD basis, the exports were 13% lower than in
2022.
A paradigm shift is happening globally. The global garment industry is shrinking both on
consumer, retailer as well as supplier side.
1.2Textile industry in India:
The textile industry in India traditionally, after agriculture, is the only industry that
has generated huge employment for both skilled and unskilled labor. The textile industry
continues to be the second-largest employment generating sector in India.
It offers direct employment to over 35 million people in the country. India is the world's
second largest exporter of textiles and clothing, and in the fiscal year 2022, the exports
stood at US$ 44.4 billion.
According to the Ministry of Textiles, the share of textiles in total exports during April–
July 2010 was 11.04%. During 2009–2010, the Indian textile industry was pegged at
US$55 billion, 64% of which services domestic demand. In 2010, there were 2,500 textile

weaving factories and 4,135 textile finishing factories in all of India.

According to AT Kearney’s ‘Retail Apparel Index’, India was ranked as the fourth most
promising market for apparel retailers in 2009.
The Textile Industry in India is segmented as,

 Fiber
 Yarn
 Fabric
 Apparels
 Home Textiles
 Technical Textile

HISTORY:
The archaeological surveys and studies have indicated that the people of Harrapan
civilization were familiar with weaving and the spinning of cotton for as long as four
thousand years ago. Reference to weaving and spinning materials is found in the Vedic
Literature.
There was textile trade in India during the early centuries. Cotton fragments from Gujarat
have been found in tombs of Egypt, indicating the existence of export of Indian textiles to
Egypt during the medieval era. Large quantities of north Indian silks were traded through
the Silk Road in China to the western countries (130 B.C.E. - 1453 C.E.). The Indian silks
were often bartered for spices.
During the late 17th and 18th century there were large exports of Indian cotton to the
western countries to meet the need of the European industries during industrial revolution,
apart from the domestic requirement at the Indian Ordnance Factories.
MARKET SIZE OF TEXTILE INDUSTRY

The Indian domestic textile and apparel industry contributed around 2.3% to the country’s
overall GDP and was valued around 5.30 trillion in 2020 and the demand is expected to

increase at a CAGR of 20.56% reaching INR 13.50 trillion by 2025.
In terms of production volume, cloth (excluding Khadi, Wool and Silk) makes up a major
portion of the market with 89% which is followed by Cotton yarn with 5%. Other textile
products contribution to less than 5% of the total market.
1.3Highlights on Garment and Textile Sector in Karnataka

 Bengaluru is known as "GARMENT CAPITAL" of India.
 Karnataka is second largest Textile employer in India.
 It produces 20% of National Garment Production. Valued around Rs.75.00 Crores &
11% of National Exports.
 This sector employee around 6 lakh people in the State.
 Around 401 Garment units in Bengaluru.
 Karnataka Exports 24% worth of Silk goods from India.
 It produces 65% of raw silk of the country.
 Total skilled man power 55000 weaver families.
 144 skilled development Centers & 168 Private Training Centers run by Department of
Handlooms and Textiles.
 Karnataka is among the largest wool producing State in India. Contributing 12% to the
National figures.

GOVERNMENT INITIATIVES & POLICY

 Amended Technology Upgradation Fund Scheme was introduced by the Ministry of
Textiles to facilitate investment, quality, productivity and employment for
manufacturers.
 The government of India allowed 100% FDI policy through automatic route.
 Sustainable and Accelerated Adoption of Efficient Textile technologies to Help Small
Industries (SAATHI) scheme was launched majorly to improve the technology of the
power loom sector in India.
 Scheme for Capacity Building in Textiles Sector (SCBTS) was introduced to create jobs
for youth in the textile sector by providing them with necessary skill development
programs.
INVESTMENT
 This highly diversified industry has seen a jump in investments. India's textile export in
2020, was valued at US$ 20.5 billion. From April 2000 to December 2020 the industry
attracted US$ 3.75 billion worth of FDI (Foreign Direct Investment)
 In the last five years, the industry has attracted FDI's and many other investments. In
May 2021 itself, the ICIL stated an investment of US $2.6 million.
 The government of India has allowed 100 percent automation under the automatic route.
 Many more investments from FBB (Fashion at Big Bazaar), Raymond, Max Fashion,
etc., and schemes like Scheme for Capital Building (SCBTS), Production-linked
Incentive (PLI) are helping to boost the production and increase exports in the industry.
 India’s textile industry is expected to attract investments worth US$ 120 billion and
increase the export of products to US$ 300 billion by 2025.

CHAPTER- 2
COMPANY PROFILE
Shakeera Garments, a thriving enterprise nestled within the Karur Industrial Area
of Davanagere, Karnataka, was established in 2011. Since its inception, it has been
dedicated to crafting premium cotton shirts that embody style, comfort, and durability.
 At the heart of Shakeera Garments lies a commitment to quality and excellence. Each
shirt produced undergoes meticulous craftsmanship, ensuring that only the finest
materials are used and that every stitch reflects precision and attention to detail.
 The company's registration number, 119328, and corporate identification number,
U17299K, underscore its official standing and commitment to transparency and
accountability. Moreover, with a share capital of 1,000,000 and a paid-up capital of
150,000, Shakeera Garments has established a solid financial foundation, enabling it to
pursue its growth and expansion endeavours with confidence.
 Shakeera Garments prides itself on its customer-centric approach and endeavours to
foster long- term relationships built on trust and mutual respect. Whether it's through
its responsive customer service or its dedication to delivering products of unmatched
quality, the company places a premium on customer satisfaction.
 The workforce at Shakeera Garments comprises approximately 30-50 skilled
individuals who bring passion and expertise to their roles. Their collective efforts
contribute to the seamless operation of the production process, from sourcing raw
materials to the final finishing touches on each garment.

In conclusion, Shakeera Garments stands as a testament to the entrepreneurial

spirit and unwavering dedication to excellence. From its humble beginnings in 2011 to its
current position as a respected player in the textile industry, the company continues to
uphold its core values of quality, integrity, and customer satisfaction. With a forward-
looking approach and a talented team driving its success, Shakeera Garments is poised to
embark on a journey of continued growth and prosperity in the years to come.
2.1 BACKGROUND OF THE ORGANISATION

 Shakeera Industries PVT. LTD. started in the year 2011 with the aim of manufacturing
shirts. Initially, they had 40-50 sewing machines and other machinery. It is located at
Plot No. 57, Karur Industrial Area, KIADB (Karnataka Industrial Area Development
Board), Davangere, which is the main business area in the city.
 Initially, they started as a small unit with limited workers. Its first name was R M
Readymade Garments, and later it was changed to Shakeera Garments. Then, they
established a separate workplace for lay work, checking, and finishing work beside the
garment.
 They started hiring more workers to increase productivity. They initiated a training
program for unskilled newly joined workers for a period of 15 days to 1 month with a
salary of 6000, and continued growing in a step-by-step process.
 Now, this industry holds immense experience in the field of the garment industry,
mainly in the manufacturing of shirts, and is endeavouring to start manufacturing new
types of shirts. Currently, it provides inside traveling allowances to workers and offers
yearly promotions
2.2 NATURE OF BUSINESS:

The firm is having a business of stitching shirts by dealing Cloths, Branded and
Reputed company Textile Materials. The firm has taken the order from the various clients
and stitch the shirts and delivery as per their requirement in a stipulated time.

2.3 VISION MISSION AND QUALITY POLICY

Vision:
Our enthusiasm for quality and unerring obligation to our client's requirements has
procured us a standing of being truly outstanding in India and abroad. We currently
rededicate ourselves to upgrading an incentive for clients by raising our own benchmark.
Our vision, you could call it conviction, enthusiasm, responsibility or simply an installed
assumption to be the Top tier.
Mission:
To build an exceptional customer focused sales team, which will consistently exceed
customer expectation by delivering executioner excellence in the marketplace through
bestselling systems and processes.
Quality Policy:
• The company's quality performance must satisfy the needs and requirements, pre-
established with the customer and supplying the right product on time always.
• The company aim to maintain credibility with their customers, both internally and
externally.
• Quality is implemented at all stages of the manufacturing process right from product
introduction to delivery.
• It will be executed be executed at each work each working unit under the various
responsibility of the mangers of the various departments within the company.
• Quality assurance is responsible for overall quality control and has promoting.
managing, and monitoring functions.

2.4 PRODUCTS
Figure1. shirt
Figure 2. Highlander

Figure. 3: Echo
Figure. 4: Locomotive
2.5 AREA OF OPERATION

Shakeera Industries is working around the Davangere District. Also, they take the orders
from the reputed company named Gokul Das, Shakti brand Bangalore.

2.6 OWNERSHIP PATTERN

The industry is run by sole proprietor.
This industry has adopted democratic leadership; it is most effective leadership style for
textile or garment business in the present competitive industry.
2.7ORGANISATIONAL STRUCTURE
GENERAL MANGER
PRODUCTION H R MANAGER
FINANCIAL MANAGER MANAGER
Floor in charge
Quality in charge
Supervisor
Finishing incharge
Workers and
formens

The pyramid shaped organizational structure is known as Hierarchical Organization

Structure.
It is most common type of organizational structure. The chain of command goes from top
to bottom.
Functions of Financial Manager:
 This department is responsible for keeping all the inward and outward flow of money
of union. It prepares budget every year and financial rules for receipts and payments
are framed.
 To provide monthly account (receipts and payments account, P&L account and
balance sheet)
Functions of Marketing Manager:
 The production manager is also known as Operation manager. His job involves
planning, coordinating and controlling the manufacturing process.
 To check the costs, quality and number of goods are correct. The main objective of this
department is to follow up production schedule as per plan and to maintain close and
co-ordinate relationship with other departments and among workers then ensures to
upgrade the technical efficiency in production of shirts.
 To determine quality control standards
Functions of HR Manager:
 He is the person who procures a right person to a right job at a right time providing
right pay.
 Then managing the people in the industry.
 Recruitment and selection.
 Training and developmental activities.
 Performance appraisal.
 Recreational activities.
 Compensation.
 Workplace safety.
 Managing grievances and other issues
 Retention of workers.
2.8 COMPETITORS

As Shakeera garments are located in an industrial area, they face some

competition, with some of them listed below:
 Samarth Garments
 VPL Garments
 Kavya Garments
 Adithya Garments
2.9 PRODUCTION FLOW CHART

Laying
Marking
Cutting
Numbering
Bundling
Fusing
Trimming
Button and khaza
Ironing
Checking
Rechecking
Packaging
2.10 DEPARTMENTAL STUDY

The firm is having the department like:

1) Marketing Department
2) Sales Department
3) Accounts Department
4) Stock and Maintenance Department
5) Stitching Alteration Section
6) Human Resource Department
7) Packaging and Forwarding Department
LAYING:
 As soon as the orders are received the garments confirm that the fabric is of good
quality then they will send to lay then the workers put 25 to 30 layers of fabric.
MARKING:
 Here the other workers start to mark the required cut pieces according to the sizes
prescribed.
CUTTING AND NUMBERING:

 Then the cutting process will start by the machines with help of workers.
 This is the heart of the garment unit because a minor mistake at this stage can become
major problem at next stage. They are having 48*6 dimensions’ table for cutting.
BUNDLING:
 After numbering, bundling is done according to different sizes. It means 10 ports are
bundle number given for every bundle and it is ready to fuse.
TRIMMING:
 Once the stitching is done the loose threads on garments are being cut with the help of
cutters, loose threads are not at all acceptable so industry takes maximum care at this
stage.
BUTTON AND KHAZA:

 In this department, buttonholing and button attaching are performed according to the
party's specifications. To begin, workers mark the location for the khaza button, cut the

hole, and then secure it with tight stitches. The process varies depending on the size.
IRONING:
 Ironing is done by pressing heated irons against the fabric to remove wrinkles and
create a smooth finish.
CHECKING:
 Inspect each garment for defects, such as stitching errors, fabric flaws, or sizing issues,
to ensure quality standards are met.
RE-CHECKING:
 After initial inspection, garments are rechecked to verify that any defects found during
the first check have been corrected.

PACKING:
 Garments are carefully folded or hung, as appropriate, and then packed into designated
packaging, ready for distribution or retail.
2.11FUTURE GROWTH AND PROSPECTS
 To have profitable growth in all segments.

 Our brands have been growing at the rate of 20-30% and we foresee the same to
continue for the next few years.
 We have plans to achieve this by strengthening our retail presence.
 Organized retail is increasing its share and with more brands coming to India offering
world- class retail experience, retail has become one of the critical growth drivers of
the company

2.12 INFRASTRUCTURE FACILITY

SI. NO. PARTICULAR NO.
OFF
01 Single Needle Stitching Machine 66
02 Double Needle Stitching Machine 04
03 Triple Needle With Chain Stitch Machine 02
04 S/N Stitching Machine with Thread Trimmer (UBT) 10
05 Edge Trimming Stitch Machine 06
06 Kansai 02
07 Feed-off Arm Machine 03
08 Split Bar Machine 02
09 Bartech Machine 01
10 Button Stitching Machine 02
11 Button Hole Stitching Machine 02
12 82.5 KVA DG Set 01
13 Diesel Fired Boiler & Electrical Boiler 01
Each
14 Ironing Tables 12
15 Cutting Table 6 X48* 2
16 Eastman Fabric Cutting M/c & End Cutter 2

CHAPTER-03
PESTLE ANALYSIS
3.1 PESTLE Analysis

PESTLE analysis is a strategic management tool used to analyse the external
macro- environmental factors that may affect an organization. PESTLE stands for Political,
Economic, Social, Technological, Legal, Environmental factors. Here's how Shakeera
Garments might be affected by each of these factors:
Political Factors:
 The GST introduced a new tax structure for the textile and garment sector, which
initially caused confusion and increased compliance costs for businesses. Different
tax rates were applied to different types of garments, leading to complexities in
pricing and invoicing.
 Small and medium-sized enterprises (SMEs) in the garment industry faced challenges
in adapting to the new tax regime, as they had limited resources and expertise to
comply with the new rules. This led to disruptions in the supply chain and affected
their competitiveness.
Economic Factors:
 Economic conditions such as inflation, recession, growth, infrastructure development

in the Shakeera Garments.

 Consumer spending patterns and disposable income levels.
Social Factors:
 Demographics, such as age, gender, and income levels, affecting the demand for
clothing and fashion trends.
 Cultural and social trends influencing consumer preferences for clothing styles and
materials.
 Labor standards and working conditions in the countries where Shakeera Garments
operates.
Technological Factors:
 Advances in technology affecting manufacturing processes and materials used in
garment production.
 E-commerce platforms and online sales channels for clothing retail.
 Automation and digitalization of supply chain and inventory management systems.
Legal Factors:
 Labor Laws: Compliance with labor laws regarding working conditions, wages,
working hours, and employment contracts is crucial. Garment manufacturers must
ensure fair treatment of workers and adhere to regulations regarding child labor and
discrimination.
 Intellectual Property Rights (IPR): Protection of intellectual property, including
trademarks, patents, and designs, is essential to prevent infringement and maintain
brand reputation.
 Trade Regulations: Compliance with international trade regulations, including tariffs,
quotas, and trade agreements, impacts import/export activities and market access.
Environmental Factors:
 Sustainable Materials: Increasing consumer demand for sustainable and eco-friendly
products drives the adoption of organic and recycled materials in garment production,
reducing the environmental footprint.
 Energy Consumption: Implementing energy-efficient technologies and practices, such
as renewable energy sources and optimized manufacturing processes, helps reduce
energy consumption.

CHAPTER -04
PORTER’S FIVE FORCE MODEL
4.1Porter's Five Forces Model

Porter's Five Forces model is a framework used for analyzing the competitive
intensity and attractiveness of an industry. It includes five key factors that affect a
company's competitiveness and profitability.
Introduction
 Porter's Five Forces model is a tool for analyzing the competition of a business. The
five forces perspective is associated with its originator, Michael E. Porter of Harvard
University. This framework was first published in Harvard Business Review in 1979.
 Porter refers to these forces as the microenvironment, in contrast to the more general
macro- environment. They consist of those forces close to an industry that affects its
ability to serve its customers and make a profit. A change in any of the forces
normally requires a business unit to reassess the marketplace given the overall change
in industry dynamics. The overall industry attractiveness does not imply that every

firm in the industry will have the same profitability.

Firms are able to apply their core competencies, business model, or network to achieve a
profit above the industry average.
Usage:
Strategy consultants occasionally use Porter's Five Forces framework when
making a qualitative evaluation of a firm's strategic position. However, for most
frameworks, it is only a starting point, and value chain analysis or other types of analysis
may be used in conjunction with this model.
According to Porter, the Five Force framework should be used at the line of business
industry level. It is not designed to be used at the industry group or industry sector level.
Threat of New Entrants:

The threat of new entrants to the garment industry can be relatively low, as it
requires significant investment and expertise to enter the market. However, the threat may
be higher in emerging markets where the barriers to entry may be lower. Shakeera
Garments can potentially mitigate this threat by establishing strong brand recognition,
economies of scale, and by investing in research and development to innovate its products.
Bargaining Power of Suppliers:

The bargaining power of suppliers can be moderate to high in the garment
industry, particularly for specialized raw materials or components. Shakeera Garments can
potentially reduce this power by diversifying its supplier base, establishing long-term
contracts, and developing in-house manufacturing capabilities.
Bargaining Power of Buyers:

The bargaining power of buyers can be high in the garment industry, particularly
in price-sensitive markets where there are many alternatives. Shakeera Garments can
potentially mitigate this power by building brand loyalty and creating differentiated
products that meet customer needs.

Threat of Substitute Products:

The threat of substitute products can be moderate to high in the garment industry,
particularly with the emergence of fast fashion and low-cost alternatives. Shakeera
Garments can potentially reduce this threat by creating unique and high-quality products
that stand out from competitors.
Rivalry among Existing Competitors:

The intensity of rivalry among existing competitors in the garment industry can be
high due to low switching costs and the availability of many alternatives. Shakeera
Garments can potentially differentiate itself through strategic partnerships, innovative
marketing, and by continually improving product quality and design.
Overall, by considering these five forces, Shakeera Garments can better understand the
competitive landscape of the garment industry and develop strategies to enhance its
competitiveness and profitability.

4.2 McKINSEY’S 7S FRAMEWORK ANALYSIS WITH RESPECT TO

SHAKEERA GARMENTS
The McKinsey’s 7S Framework is a management model developed by McKinsey

and company from business consultants Robert 11. Waterman and Tom Peter in 1980s. The
model is based on the theory that, for an organization to perform well, these seven elements
need to be aligned and mutually reinforcing. So, the model can be used to identify what
needs to be realigned to improve performance.
STRATEGY:
It defines the purpose of the business and the way the organization seeks to
enhance its competitive advantage. It is a plan developed by an organization in order to
remain competitive in its industry and market. So, the garment's approach is to establish a
long-term strategy that aligns with other elements of the model and clearly communicates
what its objectives and goals are.
Types of pricing strategies:
 Value-based pricing
 Competitive pricing
 Price skimming
 Cost-plus pricing

 Penetration pricing
Shakeera garments adopted a competitive pricing strategy where the price of shirts
is at the current market rate, helping to stay competitive in the industry.
Then, a reduction of costs, simplification of the manufacturing process, and production in
bulk quantity. It also uses quality control and safety strategies.
STRUCTURE
It defines the division of activities, integration, and coordination mechanisms.
Here the line of reporting, task allocation, coordination, and supervision levels are
structured. A small hierarchy is needed, which encompasses self-directed work teams. It
prescribes formal relationships among various positions and activities.
SYSTEM
It describes formal procedures for the measurement of performance, reward, and
resource allocation. All the machines are located at specific places in the workplace. The
various departments are connected through other departments like production and quality
department connected with the store department.
SHARED VALUES
Here the values should be followed by each and every worker in garments. These
values must include both individual and corporate values. It relates to the actual accepted
behavior within the workplace. These are company-level benefits; mindsets and
assumptions that show how an organization behaves.
SKILLS
Skills comprise the talents and capabilities of the organization's staff and
management. Training and development ensure workers know how to do their jobs and
stay up to date with the latest technologies. The organization requires technical skills for
production and manufacturing divisions.
Conceptual skills: It is the ability to identify and solve problems, including decision-
making and critical thinking.
Human skills: It refers to empathy, compassion, and authenticity. Shakeera garments
hires skilled workers and also provides training to them.

Technical skills: The workers should have technical knowledge about using the
machines, creativity, and weaving.
Clerical skills: Maintenance of accounts for the betterment of financial statements to
assess the financial condition.
Skills refer to the organization's core competencies and distinctive capabilities.
STYLE
It is one of the tools which top management can use to bring organizational
change.
Leadership style is the way a person uses power to lead other people. Some leaders cannot
work comfortably with a high degree of followers' participation in decision-making; some
employees lack the ability or desire to assume responsibility. Furthermore, the specific
situation helps to determine the most effective style of interactions. Sometimes leaders
enter into situations where they have to handle problems that require immediate solutions
without consulting followers.
In Shakeera garments, we see a Democratic leadership style where subordinates are
involved in decision-making, and every individual will have respect for his work. This
leadership enables solutions to come from the bottom-up, as distinct from Autocratic
leadership. Indeed, this style of leader is quite handy to deliver solutions, as he has
complete confidence and trust in his staff and employees.
STAFF
They are the human resources of the organization, who have their own education
and attitudinal characteristics. The staff will specify the process by which employees are
required, deployed, and developed. The procedure involves recruiting the employees. The
job and responsibility have to be assigned according to their skills and experience.
The Shakeera garments consist of 7 staff and 70 workers.
Workers are trained for 15 days a month including a salary of 6000-7000 during the
training period. The job and the responsibility are assigned according to their skills and
experience.

CHAPTER- 5
ANALYSIS OF FINANCIAL STATEMENTS
Balance sheet of Raymond’s company
BALANCE SHEET OF RAYMOND (in Rs. Cr.) MAR 23 MAR 22
EQUITIES AND LIABILITIES
SHAREHOLDER'S FUNDS
Equity Share Capital 66.57 66.57
TOTAL SHARE CAPITAL 66.57 66.57
Reserves and Surplus 2,185.92 1,745.75
TOTAL RESERVES AND SURPLUS 2,185.92 1,745.75
TOTAL SHAREHOLDERS FUNDS 2,252.49 1,812.32
NON-CURRENT LIABILITIES
Long Term Borrowings 907.47 1,063.62
Deferred Tax Liabilities [Net] 0.00 0.00
Other Long Term Liabilities 414.91 312.99
Long Term Provisions 0.00 0.00
TOTAL NON-CURRENT LIABILITIES 1,322.38 1,376.61
CURRENT LIABILITIES
Short Term Borrowings 938.89 649.64
Trade Payables 1,331.79 1,378.76
Other Current Liabilities 704.42 570.14
Short Term Provisions 50.22 57.95
TOTAL CURRENT LIABILITIES 3,025.33 2,656.49
TOTAL CAPITAL AND LIABILITIES 6,600.20 5,845.42
ASSETS
NON-CURRENT ASSETS
Tangible Assets 1,255.27 1,166.27
Intangible Assets 0.21 0.03
Capital Work-In-Progress 24.16 9.97
Other Assets 4.13 4.21
Fixed assets 1,288.51 1,185.23
Non-Current Investments 772.26 497.46
Deferred Tax Assets [Net] 186.61 370.64
Long Term Loans And Advances 21.54 21.53
Other Non-Current Assets 185.80 128.35
TOTAL NON-CURRENT ASSETS 2,454.72 2,203.21
CURRENT ASSETS
Current Investments 773.09 593.93
Inventories 1,950.56 1,543.15
Trade Receivables 579.57 720.10
Cash And Cash Equivalents 260.71 232.27
Short Term Loans And Advances 76.20 52.50
Other Current Assets 505.36 500.27
TOTAL CURRENT ASSETS 4,145.48 3,642.21
TOTAL ASSETS 6,600.20 5,845.42

Current Ratio:
Current ratio is the relationship between current assets and current liabilities. This
ratio is also known as working ratio. It is calculated by dividing current assets by current
liabilities.
Current ratio = current Assets
Current liabilities
= 4145.48
3,025.33
=1.37
TOTAL CURRENT TOTAL CURRENT CURRENT

YEAR
ASSETS LIABILITIES RATIO
2023 4145.48 3,025.33 1.37
2022 3,642.21 2,656.49 1.37
CURRENT RATIO
1.37
1.37
1.37
1.37
2023 2022
The standard quick ratio is 1.37in 2023 and 1.37 in 2022. In this company the
quick ratio is more than the standard ratio. But, quick ratio will decrease year by year.

Acid Test Ratio or Quick Ratio:

This ratio establishes the relationship between liquid assets and current liabilities.
An asset is liquid if it can be converted into cash immediately or reasonably soon without
loss of value. Cash is the most liquid asset. The other assets, which are considered to be
relatively liquid and included in quick assets are debtors, bills receivables and short term
marketable securities. The quick ratio is calculated by dividing quick assets by quick
liabilities.
= Current Assets – Inventories
Current Liabilities
TOTAL
TOTAL
YEA INVENTORI CURRENT ACID TEST
CURRENT
R ES LIABILITIE RATIO
ASSETS
S
2023 4145.48 1950.56 3,025.33 0.725514241
2022 3,642.21 1543.15 2,656.49 0.790162959
ACID TEST RATIO

0.8
0.78
0.76
0.74
0.72
0.7
0.68
2023 2022
The standard quick ratio is 0.7255 in 2023 and 0.7901 in 2022. In this company the quick ratio
is more than the standard ratio. But, quick ratio will decrease year by year

Absolute quick ratio
In means absolute quick assets worth one half of the worth of current
liabilities are sufficient for satisfactory liquid position of a business.
= cash and bank balance

Current liability
TOTAL
CASH & BANK ABSOLUTE QUICK
YEAR CURRENT
BALANCE RATIO
LIABILITIES
2023 260.71 3,025.33 0.086175723
2022 232.27 2,656.49 0.087434924
ABSOLUTE QUICK RATIO

0.092
0.0915
0.091
0.0905
0.09
0.0895
0.089
0.0885
0.088
0.0875
2023 2022
The standard absolute ratio is 0.0861 in 2023 and 0.0874 in 2022. For every
one rupee of current liability they should be have 0.5 rupee of current assets.

LEARNING EXPERINCE:
 This study helped me in gaining more knowledge about the work and production
carried out in the organization.
 The organization provided a good support for my study. There was a good reaction and
co-operation by the manager and sub-ordinates. They helped me in collection of
information regarding the different departments, production process and other
managerial aspects.
 I have learnt about the organization's structure then came to know about the detailed
process of manufacturing shirts.
 I compared the theoretical aspects with practical aspects, it exposed me about working
of the organization and real-life application of management.
 I understood the aspects of delegation of authority, responsibility, accountability, co-
ordination and team work.
 I have gained knowledge about all round view of management operation.
 I got information about the analyses of the present status and future strategies of the
organization
 I have realized the importance of potential production system, which helps to increase
standard performance.
 Rules and regulations implemented in organization.
 I observed about value chain analysis, work techniques that are implemented and
practiced in the organization like- workers training, refreshment activities, allowances
and how they motivate workers to work efficiently to get more salary by reaching high
targets with quality work.

Department of M.B.A
University B D T College of Engineering, Davangere
Evaporation
Preprocesse
Purification
Extraction
solvent
Resin
De-
solventizatio
d raw (Constituent College of VTU, Belagavi)
material
n
.,
------------------------------------------------------------------------------------------------
Weekly progress report- Week 32 `
BAPUJI ACADEMY OF MANAGEMENT AND RESEARCH Page 32

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Shakeera Garments, Davangere

Chapter Title Page no.

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 1

This project on "organization study" is done at "shakeera garments, Davangere”

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 2

1.1CURRENT GLOBAL SCENARIO OF TEXTIL SECTOR

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 3

weaving factories and 4,135 textile finishing factories in all of India.

The Textile Industry in India is segmented as,

MARKET SIZE OF TEXTILE INDUSTRY

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 4

increase at a CAGR of 20.56% reaching INR 13.50 trillion by 2025.

1.3Highlights on Garment and Textile Sector in Karnataka

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 5

GOVERNMENT INITIATIVES & POLICY

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 6

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 7

In conclusion, Shakeera Garments stands as a testament to the entrepreneurial

2.1 BACKGROUND OF THE ORGANISATION

2.2 NATURE OF BUSINESS:

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 8

2.3 VISION MISSION AND QUALITY POLICY

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 9

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 10

2.5 AREA OF OPERATION

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 11

2.6 OWNERSHIP PATTERN

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 12

The pyramid shaped organizational structure is known as Hierarchical Organization

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 13

As Shakeera garments are located in an industrial area, they face some

2.9 PRODUCTION FLOW CHART

Button and khaza

2.10 DEPARTMENTAL STUDY

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 14

CUTTING AND NUMBERING:

BUTTON AND KHAZA:

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 15

2.11FUTURE GROWTH AND PROSPECTS

 To have profitable growth in all segments.

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 16

2.12 INFRASTRUCTURE FACILITY

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 17

3.1 PESTLE Analysis

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 18

in the Shakeera Garments.

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 19

4.1Porter's Five Forces Model

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 20

firm in the industry will have the same profitability.

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 21

Threat of New Entrants:

Bargaining Power of Suppliers:

Bargaining Power of Buyers:

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 22

Threat of Substitute Products:

Rivalry among Existing Competitors:

BAPUJI ACADEMY OF MANAGEMENT & RESEARCH, DAVANGERE Page 23

4.2 McKINSEY’S 7S FRAMEWORK ANALYSIS WITH RESPECT TO