ABSTRACT

The first project - REVIEWING THE WHOLE PROCESS OF BUDGET PREPARATION AND BUDGETARY CONTROL FOLLOWED IN MARUTI SUZUKI INDIA LIMITED involves the reviewing the whole process of budget preparation and budgetary control followed in Maruti Suzuki India limited. The budgetary system followed in Maruti Suzuki India limited is very unique and is based upon a similar system followed in its parent company from Suzuki Motor Corporation Japan. Annual budgeting exercise for Maruti Suzuki India limited starts in December every year for next accounting year and gets finalized by February end. This budgetary process followed by Maruti ensures proper utilizations of funds by different departments of the company. There are over 350 + departments in the company. So without effective budgetary control system in place, it would be impossible for the company to ensure proper utilization of the funds in the company. The first step of this project is to understand and review how the different departments prepare their budgets and how the budgeted balance sheet and budgeted profit and loss account for the whole company is prepared. Every year each department prepares a budget for their department on the basis of their projected expenses. These budgets are sent to the budgeting and costing department of the company, which on the basis of these budgets prepares budgeted balance sheet and budgeted profit and loss account. After preparing budgeted balance sheet and budgeted profit and loss account, budgeting department presents these accounts in front of board of directors for their approval. The second step of this project is to understand and review the process of budgetary control followed in Maruti Suzuki India limited. In Maruti Suzuki budgetary control and budget monitoring is a continuous process, which involves monitoring of the budgets of different departments by comparing the actual expenses of the respective departments with their projected expenses and finding out reasons for any deviations if any. The final step of this project is to suggest measures to make this whole process more effective, less time consuming and error proof.

TABLE OF CONTENTS
1. INTRODUCTION.......... 8 2. REVIEW OF LITERATURE...... 3. COMPANY PROFILE............................................................. 4. SWOT ANALYSIS....................................................................... 13 15 20

5. RESEARCH METHOLODOGY................................ 24 6. OBJECTIVES........................................................................ 7. BUDGETS PREPARATION PROCESS FOLLOWED IN MARUTI SUZUKI 8. BUDGETARY CONTROL PROCESS IN MARUTI SUZUKI.. 9. RATIOANALYSIS 37 42 33 29

10. CONCLUSION..................................................................... 11. RECOMMENDATIONS................................................................ 12. BIBLIOGRAPHY..........................................................................

45 46 47

MARUTI SUZUKI INDIA LTD

INTRODUCTION
Maruti Suzuki is one of India's leading automobile manufacturers and the market leader in the passenger car segment, both in terms of volume of vehicles sold and revenue earned. It is largely credited for bringing an automobile revolution to India. Maruti Udyog Limited was established in Feb 1981 through an Act of Parliament, as a Government company with Suzuki Motor Corporation of Japan holding 26 per cent stake. The Joint Venture agreement was signed between Government of India and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) on Oct 1982. Suzuki Motor Company was chosen from seven prospective partners worldwide. This was because of their undisputed leadership in small cars and also because of their commitment to actively bring to MUL contemporary technology and Japanese management practices (which had catapulted Japan over USA to the status of the top auto manufacturing country in the world).

Maruti Udyog limited was renamed to Maruti Suzuki India Limited (MSIL) on 17 September, 2007.

Until recently, 18.28% share of Maruti Suzuki, a subsidiary of Suzuki Motor Corporation Japan, was owned by the Indian Government, and 54.2% by Suzuki of Japan. On May 10, 2007 Govt. of India sold its complete share to Indian financial institutions. With this, Govt. of India no longer has stake in Maruti Suzuki India limited. The company went into production in a record time of 13 months and the first car was rolled out from Maruti Suzuki India Limited Gurgaon in December, 1983. In 2001, Maruti Suzuki India Ltd became one of the first automobile companies anywhere in the world to get an ISO 9001:2000 certification. A V Belgium has rated the companys quality systems and practices as a BENCHMARK FOR THE AUTOMOTIVE INDUSTRY WORLD-WIDE, global auditors for International Organization for Standardization.

Since inception, Maruti Suzuki produced and sold over 7.5 million vehicles, including almost 500,000 units in Europe and other export markets. In fact, every 22 seconds a car is rolled out of Maruti Suzuki. It is Suzukis largest manufacturing facility, outside Japan offering 11 models in over 100 variants. Production Milestones 1st vehicle produced, December 1983 1,00,000 vehicles produced by August, 1986 5,00,000 vehicles produced by June, 1990 10,00,000 vehicles produced by March, 1994 15,00,000 vehicles produced by April, 1996 20,00,000 vehicles produced by October, 1997 25,00,000 vehicles produced by March, 1999 30,00,000 vehicles produced by June, 2000 35,00,000 vehicles produced by December 2001 40,00,000 vehicles produced by April, 2003 45,00,000 vehicles produced by April, 2004 They understand that the process of creating a sense of belonging that all employees can identify with is a lengthy one. To ensure that this translates into concrete reality, they have taken several simple but specific and well thought out measures. The first step in this direction has been the introduction of a common uniform for all employees. Another measure is the creation of a common canteen where all employees have lunch, stand in common queues, and sit on the same table. Common toilets, common transport and similar facilities for all levels of employees are other measures that reinforce their emphasis on genuine equality in the workplace. At Maruti They do not believe in the notion of organisational hierarchies. As a matter of fact, the management structure and systems in Maruti have been designed to promote decentralisation of authority. Maruti has a horizontal management structure with only four functional levels of responsibility to facilitate quicker decision making. Another focus area of the Maruti culture is the maintenance of a smoothly functioning communication network. Maruti believes that communication channels between labour and

management cannot simply consist of having a labour representative on the Board of the Company. They have faith in the ability of labour to effectively participate in management and make constructive suggestions. To encourage this, they ensure that there is a thorough dissemination of information at all levels, through newsletters or via a letter from the Chief Executive to all employees. Meetings with the Union are held regularly, and programmes being contemplated by the Company are discussed with the Union. The Sahyog Samiti, a collection of representatives of non-unionised employees, training programmes in Japan, Quality Circles, productivity-linked incentive schemes, and an ethos of discipline and teamwork, all contribute to the Maruti culture. Several measures of performance have made amply clear that Maruti has established a truly healthy work culture. They have met all project and performance targets since inception. Their productivity levels are constantly improving. The Company has had good labour relations with employees from the very beginning, and they have been successful in the export market. Yet, the Maruti culture is one that does not believe in resting on its laurels. They adhere to the spirit of Kaizen, which states that constant improvement is always possible. The most basic tenet of productivity that they hold dear is that " Today should be better than Yesterday and Tomorrow should be better than Today".

MANUFACTURING FACILITIES Maruti Suzuki have two manufacturing facilities in India, one in Gurgaon and the other in Manesar, North India.

Gurgaon plant

- Maruti Suzuki`s Gurgaon plant houses three fully integrated plants.

While the three plants have a total installed capacity of 350,000 cars per year, several productivity improvements or shop floor Kaizens over the years have enabled the company to manufacture nearly 650,000 cars per year at the Gurgaon facilities.

The entire facility is equipped with more than 150 robots, out of which 71 have been developed in-house. More than 50 per cent of shop floor employees have been trained in Japan.

Manesar plant

- Maruti Suzuki`s Manesar plant has been made to suit Suzuki Motor

Corporation (SMC) and Maruti Suzuki India Limited's (MSIL) global ambitions. It is rated high among Suzuki's best plants worldwide the plant was inaugurated in February 2007. . The plant has several in-built systems and mechanisms to ensure that cars being manufactured here are of good quality. There is a high degree of automation and robotic control in the press shop, weld shop and paint shop to carry on manufacturing work with acute precision and high quality. In particular, areas where manual operations are hazardous or unsafe have been equipped with robots.

The plant is designed to be flexible: diverse car models can be made here conveniently owing to automatic tool changers, centralized weld control system and numerical control machines that ensure high quality. .

The plant at Manesar is the company's fourth car assembly plant and has started with an initial capacity of 100,000 cars per year. This will be scaled up to 300,000 cars per year. A total investment of Rs 2,500 crore will be made in this car plant by 2010

Diesel engine plant

- Suzuki Powertrain India Limited the diesel engine plant at

Manesar is Suzuki & Maruti's first and perhaps the only plant designed to produce world class diesel engine and transmissions for cars. .

This plant is under a joint venture company, called Suzuki Powertrain India Limited (SPIL) in which SMC holds 70 per cent equity with the rest held by Maruti Suzuki. This facility has an initial capacity to manufacture 100,000 diesel engines a year. This will be scaled up to 300,000 engines per year by 2010. .

The diesel engines manufactured at this plant will also be exported to SMC companies across the world. .

This facility, too, has a high level of automation. Final inspection of components is done through automatic measuring and marking machines, which leads to a uniform and error free production.

Maruti Suzukis contribution as the engine of growth of the Indian auto industry, indeed its Impact on the lifestyle and psyche of an entire generation of Indian middle class, is widely acknowledged.

Customer Obsession Fast, Flexible and First Mover Innovation and Creativity Networking and Partnership Openness and Learning

In May 1995, Maruti got ISO 9002 certification. The audit for this covered quality assurance in production, installation, marketing and sales as well as after sales services. We were also one of the first companies in the world to pioneer ISO 9000 certification for our dealers. In October 1993, MUL passed the Conformity Of Production (COP) Audit, which is based

on a European Union Directive. This authenticated our quality systems and testing facilities for export to Europe. Their emphasis on total quality has meant that today they are in a position to guide vendors and dealers in establishing and consolidating their individual quality systems. This commitment to quality has ensured a consistently satisfying product and world-class sales and after-sales services. TS16949:2002 - A new feather was added recently in Marutis cap in the field of quality when the Quality Management System of its Press Shop & associated functions (collectively termed as Press Function) got certification for conformance to the requirements of TS16949:2002 standard. The need for TS certification of Press Function had its genesis in the prestigious project that Maruti earned for the supply of stamped panels to General Motors India for one of its forthcoming models. As a part of Quality system requirements, GM requires all its suppliers to be certified to either ISO TS 16949 or QS 9000. These standards address Quality System requirements, which are particularly specific to the automotive industry and requires an organization to be in compliance with ISO 9000 systems as a basic requirement. However, whereas QS 9000 would become defunct and cease to exist after Dec 2006, TS 16949 is going to be the standard of the future. The TS 16949 standard, brought out by ISO in the year 1999, is an extension of the ISO 9001:2000 standard that prescribes Quality management system requirements that are specifically applicable to the automotive industry. TS 16949 has gained high popularity and almost all major automobile players across the globe including GM, Ford, Daimler Chrysler, Nissan, Honda are embracing & promoting it.

REVIEW OF LITERATURE
BUDGET:
time. In other words a budget is a systematic plan for the efficient utilization of resources. Budget serves as a benchmark against which actual results can be compared. A budget is a detailed plan expressed in quantitative terms that specifies how an organization will acquire and use resources during a particular period of

What are the Key Purposes of Budget? Planning: Preparing budgets forces organization to plan ahead. Facilitate Co-ordination: To be effective, each department throughout the organization must be aware of plans made by other departments. Allocating Resources: As resources are limited, budget provides one means of allocating resources among competing uses. So, that resources can be used in a best possible manner. Exercising control: Budgets helps in managing financial and operational performance, by comparing actual performance against the planned performance.

In a business organization, a budget represents an estimate of future costs and revenues. Budgets may be divided into two basic categories:

1) Capital Budgets 2) Revenue Budgets.

Capital budgets are directed towards proposed expenditures for new projects and often require special financing. For example installing a new plant or expanding the production capacity.

Revenue budgets are directed towards achieving short-term operational goals of the organization, for instance, production or profit goals in a business firm. Operating budgets may be sub-divided into various departmental of functional budgets.

Budgetary control: No system of planning can be successful without having an effective and efficient system of control. Budgeting is closely connected with control. The exercise of control in the organization with the help of budgets is known as budgetary control. The process of budgetary control includes:

1. Preparation of various budgets. 2. Continuous comparison of actual performance with budgetary performance. 3. Revision of budgets in the light of changed circumstances.

. .

COMPANY PROFILE

Maruti Udyog Limited, a subsidiary of Suzuki Motor Corporation of Japan, has been the leader of the Indian car market for about two decades. Its manufacturing plant, located some 25 km south of New Delhi in Gurgaon, has an installed capacity of 3,50,000 units per annum, with a capability to produce about half a million vehicles. The company has a portfolio of 11 brands, including Maruti 800, Omni, premium small car Zen, international brands Alto and WagonR, off-roader Gypsy, mid size Esteem, luxury car Baleno, the MPV, Versa, Swift and Luxury SUV Grand Vitara XL7. In recent years, Maruti has made major strides towards its goal of becoming Suzuki Motor Corporation's R and D hub for Asia. It has introduced upgraded versions of Wagon-R Zen and Esteem, completely designed and styled in-house.

Maruti's contribution as the engine of growth of the Indian auto industry, indeed its impact on the lifestyle and psyche of an entire generation of Indian middle class, is widely acknowledged. Its emotional connect with the customer continues Maruti tops customer satisfaction again for sixth year in a row according to the J.D. Power Asia Pacific 2005 India Customer Satisfaction Index (CSI) Study.

The company has also ranked highest in India Sales Satisfaction Study. The company's quality systems and practices have been rated as a "benchmark for the automotive industry world-wide" by A V Belgium, global auditors for International Organisation for Standardisation. In keeping with its leadership position, Maruti supports safe driving and traffic management through mass media messages and a state-of-the art driving training and research institute that it manages for the Delhi Government. The company's service businesses including sale and purchase of pre owned cars (TrueValue), lease and fleet management service for corporates (N2N), Maruti Insurance and Maruti Finance are now fully operational.. These initiatives, besides providing total mobility solutions to customers in a convenient and transparent manner, have helped improve economic viability of The company's dealerships. The company is listed on Bombay Stock Exchange and National Stock Exchange.

OBJECTIVES
Modernization of the Indian Automobile Industry. Production of fuel-efficient vehicles to conserve scarce resources. Production of large number of motor vehicles which was necessary for economic growth . Marutis marketing objective is to continually offer the customer new products and services that: Reduce the customers cost of ownership of their cars; and Anticipate and address the customers needs and preferences in all aspects and stages of car ownership, to provide what they refer to athe 360 degree customer experience.

A A B B B C

Maruti 800 OMNI Zen Wagon R Alto Esteem

C C C Utility Vehicle Utility Vehicle

Baleno Versa SWIFT GYPSY KING GRAND VITARA

They sell ten models with more than 50 variants in segments A, B, C, and utility vehicle segment of the Indian passenger car market. Of these, they manufacture nine models and import the Grand Vitara as a completely built unit from Suzuki in Japan. Their models and variants are designed to address the changing demands of the market and are per iodically upgraded in technology, styling and features. To take advantage of the brand recognition associated with their products, they retain the brand name of the product through various stages of product upgrades over time. For example, the version of the Maruti 800 brand currently sold in the market is a significantly upgraded version, in terms of technology, design and styling, of the Maruti 800 launched in 1983.

BOARD OF DIRECTORS:

Mr Shinzo Nakanishi, Chairman Mr Jagdish Khattar, Managing Director Mr Hirofumi Nagao, Joint Managing Director Mr Shinichi Takeuchi, Joint Managing Director Mr Osamu Suzuki, Director Mr R C Bhargava, Director Dr. Surajit Mitra, Director Mr Kumar Mangalam Birla, Director Mr. Amal Ganguli, Director Ms Pallavi Shroff, Director Mr Manvinder Singh Banga, Director

Profile of Products

EXPORTS OF MARUTI SUZUKI INDIA LIMITED

In March 2007 Maruti Suzuki India limited crossed cumulative export figure of 450,000 vehicles since its first export in 1986. It is Indias largest passenger car manufacturer and has a global presence with a well established network in several countries across Asia, Europe, Africa, South and Latin America. Europe has been the largest market with exports of over 280000 units. Even in the highly developed markets of Netherlands, UK, Germany, France & Italy, Maruti vehicle have made a mark. The top ten destinations of the cumulative exports have been Netherlands, Italy, U.K., Germany, Algeria, Chile, Hungary, Sri Lanka, Nepal and Denmark in that order. Maruti has also entered some unconventional markets like Angola, Benin, Djibouti, Ethiopia, Morocco, Uganda, Algeria, Egypt, Chile, Costa Rica and El Salvador and witnessed sizeable growth. The Middle-East region has also opened up and is showing good potential for growth. Some markets in this region where Maruti has a good presence are Saudi Arabia, Jordan, Kuwait, Bahrain, Qatar and UAE. In Europe the number of units sold is 280000 in 34 countries, in Africa it is 45000units, in Latin America it is 29000units and Oceania the number of units sold is 6300units.

9% 10%

2%

EUROPE ASIA AFRICA

15% 64%

AMERICA OCEANIA

CONTINENT WISE EXPORTS OF MARUTI SUZUKI SINCE ITS INCEPTION

PRODUCT PORTFOLIO The company has a product portfolio of 11

brands with over 100 variants, including - Maruti 800, Omni, Alto, WagonR, Swift, Zen Estilo, Gypsy, DZire ,Versa, SX4, Ritz, A-Star and Grand Vitara. Three Maruti Suzuki`s cars namely Maruti Zen Estilo, Maruti Swift and Maruti SX4 walked away with 2007- India Automotive Performance, Execution and Layout Study (APEAL) Award in their respective categories. .

In 2007 Initial Quality Study also, Maruti Swift walked away with the highest IQS in the Premium Compact car segment.

ACCOLADES 2010-2011
Maruti Suzuki was ranked first in customer satisfaction in an annual survey conducted by JD Power for the seventh time in a row. The company was ranked first in India for sales satisfaction for the third time in a row by JD Power Asia Pacific. The company won the Avaya Global Connect Customer Responsiveness award 2006. The company was ranked 91among world`s most reputed companies reported by Forbes magazine. Among automobile players, it ranked 5th in the world, ahead of many global giants. Business World ranked Maruti as Indias most respected automobile company. Business today listed the company among Indias 10 best marketers. Maruti Suzuki won the Asia Pacific PLM excellence award for 2006 from UGC Corp, leading global provider of product life cycle management (PLM) software and services. TNS Automotive ranked Maruti Suzuki first for Corporate Social Responsibility. Manesar car assembly plant is ranked amongst the top two Japanese subsidiaries overseas, by Nikkei (Nihon Keizai Shimbun), for the year 2007.

ORGANISATIONAL STRUCTURE
. Maruti Suzuki has a multi-tier management structure, comprising a Board of Directors at the top, followed by five business vertical heads reporting to the Managing Director. Thebusiness verticals of the Company are Marketing & Sales, Engineering, Production, Administration and Supply Chain. For more information on the organisational structure and the leadership team of Maruti

SWOT ANALYSIS OF MARUTI SUZUKI

MAJOR STRENGHTS OF MARUTI SUZUKI INDIA LIMITED

1) LOW LABOR COST - Maruti Suzuki India limited is operating in a country in which cost of labor is very low as compared to other developing and developed countries. This is a major strength for Maruti Suzuki. 2) STRONG DISTRIBUTION AND SERVICE NETWORK - Maruti Suzuki has the largest Distribution and Service Network in India 600 showrooms covering 393 cities 150 rural format sales outlets in 143 cities 620 dealer service stations &1900 Maruti Authorized Service Stations Over 1190 cities covered by Service Network

3) STRONG PRODUCT PORTFOLIO - Maruti Suzuki has a large and strong product portfolio Maruti Suzukis overall portfolio consists of 11 basic models & over 150 variants spanning across all segments of the industry. It has widest product range in India Majority of new showrooms & workshops coming from existing dealers Maruti Suzuki is Present in Gasoline, Diesel and LPG 6 models launched in last 30 months including Swift Diesel & Wagon R Duo.

4) EXCLUSIVE TIE UPS WITH AUTO FINANCE COMPANIES - In India, a large proportion of cars about 75% are sold via finance. Company`s exclusive tie ups with financers helps the customers to get their vehicles financed easily.

MAJOR WEAKNESSES FOR MARUTI SUZUKI INDIA LIMITED

Perceive Low interior quality inside the cars when compared to quality players like Hyundai and other new foreign players like Volkswagen,Nissan etc.

Government intervention due to having share in MUL. Younger generations started getting a great affinity towards new foreign brands The management and the companys labor unions are not in good terms. The recent strikes of the employees have slowed down production and in turn affecting sales. Maruti hasnt proved itself in SUV segment like other players.d as entry level car only

MAJOR OPPURTINITIES FOR MARUTI SUZUKI INDIA LIMITED -

1) India is among the few countries that are showing a growth rate of 30% in demand for passenger cars as domestic automobile market is growing at a high rate. Automobile industry expert predicts that by 2050 every sixth car in the world will be for Indians

2) There are about 700 million vehicles on road in the world today. It is estimated that this vehicle population would grow to about 1.3 billion in the year 2030. Most of this increase of 600 million will come from developing countries. These markets will

look for low-cost automobiles. India has the opportunity to meet this need.
And, in the process create a huge export market. This presents a major opportunity for Maruti Suzuki as it is a major player in Indian automobile sector.

3) By 2010, India is expected to witness over Rs 30,000 crore of investment.

4) According to estimation the compound annual growth rate (CAGR) of Indian automobile sales will grow at 9.5% and will touch a mark of 13,008 million by 2010.

5) About 77 % of the Indian automobile sector is still owned by 2 wheeler manufacturers, which can be a potential market for small car manufacturers.

6) Maruti Suzuki believes that there are millions of Indians who can afford a car but for various reasons are not buying one. With focused marketing efforts, many of these people can be persuaded to buy a car. This is a major opportunity for the company. The company also took several initiatives like Special Schemes for certain sections of society like government employees etc., Employee referral scheme where each employee was veiled as sales man. Dealer and vendor scheme are some other examples of these initiatives.

7)

The above graph shows the positive correlation between GDP and the no. of cars per 1000 people. GDP of India is growing at a very healthy rate and is expected to grow between 6 to 8 %. Indias fast paced GDP growth and pent up demand are expected to fuel growth in automotive sales. This presents a great opportunity for automobile manufacturers.

8) Low car penetration, about 8 cars per 1000 Population in India. 9) By 2020 more than half of Indias population is expected to live in urban areas this will bring about a dramatic growth in demand of passenger cars.

10) Indian rural market is on the verge of opening up, this will present a huge growth opportunity for automobiles manufacturers.

MAJOR THREATS FOR MARUTI SUZUKI INDIA LIMITED -

1) TATA`S one lakh car NANO is a big threat to Maruti Suzuki as Maruti Suzuki is a small car manufacturing company and its smallest and cheapest car Maruti 800 is of approx 2 lakhs . Maruti 800 is also the smallest and cheapest car in India right now. After the final launch of TATA`S NANO it will become the cheapest car in the Indian automobile sector 2) Wage rates in India are increasing at a very fast pace, this can be a potential threat to the company. 3) MUL recently faced a decline in market share from its 50.09% to 48.09 % in the previous year(2011) 4) Major players like Maruti Suzuki, Hyundai, Tata has lost its market share due to many small players like Volkswagen- polo. Ford has shown a considerable increase in market share due to its Figo. 5) Tata Motors recent launches like Nano 2012, Indigo e-cs are imposing major threats to its respective competitors segment 6) China may give a good competition as they are also planning to enter into Indian car segment 7) Launch of Hyundais H800 may result in the decline of Alto sales

RESEARCH METHODOLOGY
RESEARCH DESIGN
The research method selected for the study is a combination of a survey and an industrial study. The survey research method is described here under that: (i) It is a design in which primary data is gathered from members of the sample that represents a specific population (ii) It is a design in which a structure and systematic research instrument like a questionnaire or an interview schedule is utilized together with the primary data (ii) It is a method in which the researcher manipulates no explanatory variables because they have already occurred and so they cannot be manipulated (iii) Data are got directly from the subjects .The subjects give the data in the natural settings of their workplaces

Interview
The method of communication of the research instrument is by means of the personal interview. The method has the merit that it produces a better sample of the population than either mail or the telephone methods. It also has the merit that it gives a very high completion and response rates. It has the merit that the interview has a bigger sensitively misunderstandings by the respondents and gives a chance for clarification of misunderstood questions. It has the merit that it is a very feasible method . The personal interview method has the demerit that it is more costly than the mail or the telephone methods of communication of a questionnaire.

Observations
In addition to questionnaire and face-to face interviews, observation was also carried out. This was to enable the researcher to witness by the officers of this firm and to interact with these people.

Secondary data:
(1) Annual reports (2) Company databases (3) Auto journals (4) Industry analysis reports (5) Company websites (6) Marketing times Maruti Suzuki dealer

Limitation of The Study

Research work is subject to one form of limitation or the other, mine is not an exemption. 1. It was the initial thought that the exercise was easy but the contrary was the case. As a student, several academic demands compete with the limited but precious time available. 2. This implies that none of the competing exercise could be effectively handled without the others being worse off. 3. This was my situation. Although the time expended was too small to do justice to the study. The opportunity cost in terms of other equally important activities forgone or cursorily attended to, was made. 4. The researcher faces some embarrassment arising from low-level educated staff who could not understand the essence of the research work as this. 5. Current budget of the company could not be studied due to the confidential nature of the data.

OBJECTIVES
1) Maruti is a multinational company & is globally known for its automobiles & due to its well known reputation in the market I a finance student has chosen to study the BUDGET PREPARATION & BUDGETARY CONTROL of the company. 2) To gain experience & knowledge that how a company prepares budget & control it. 3) The budget forms a base for a companys operations & working.
Marutis marketing objective is to continually offer the customer new products and services that: Reduce the customers cost of ownership of their cars; and ess the customers needs and preferences in all aspects and stages of car ownership, to provide what they refer to as the 360 degree customer experience. They sell ten models with more than 50 variants in segments A, B, C, and utility vehicle segment of the Indian passenger car market. Of these, they manufacture nine models and import the Grand Vitara as a completely built unit from Suzuki in Japan. Their models and variants are designed to address the changing demands of the market and are periodically upgraded in technology, styling and features. To take advantage of the brand recognition associated with their products, they retain the brand name of the product through various stages of product upgrades over time. For example, the version of the Maruti 800 brand currently sold in the market is a significantly upgraded version, in terms of technology, design and styling, of the Maruti 800 launched in 1983.

Budget preparation process followed in MARUTI SUZUKI INDIA LIMITED

Production / sales target finalized by top management

Detailed production plan

Sales budget From M&S Domestic sales Export sales Spare parts sales

Manpower budget

Revenue expenditure budget from departments

Capital investment plan

Indigenization plan

Consolidation of divisional budget

Material cost budget Imported components Indigenous components Raw materials Paints and direct consumables

Discussion between finance & other departments

Preparation of model wise and month wise unit standard statement and consolidation

Consolidation of divisional budget to company budget

Preparation of draft cash budget and profit & loss a/c

Budget presentation by divisional heads to MD & directors. Budgetary targets for each division set by directors.

Whether budget target acceptable?

NO
REVIEW

YES
Preparation of cash budget, projected profit & loss a/c and balance sheet

This chart shows the unique process of budget preparation followed in Maruti Suzuki, which is based upon a similar process followed in its parent company Suzuki Motor Corporation Japan. Annual Budgeting exercise in Maruti Suzuki starts from December and gets finalized during February. Every year top management decides the total number of cars to be sold or produced on the basis of past trends, industry growth rate, feedback from marketing and selling department and various other factors which effect the demand of cars. On the basis of the number of cars to be produced, a detailed production plan is prepared. This production plan indicates the resources required to produce the desired number of cars. On the basis this production plan every department plans their expected requirements of funds for the next

financial year. These departments enter their respective requirements of funds in an online form sent by finance department, on a monthly basis along with the purpose for which funds are required. When the save button on this form is clicked this data gets stored in a central database. Similar expenses of all the departments are stored in one place for example training expenses of all the departments are stored in one and stationary expenses of all the departments are saved in one database. Budgeting department prepares a master budget on the basis of these databases, which represents an overall plan of the organization. Annual Budget is divided into quarterly budgets i.e. Q1, Q2, Q3 and Q4. Budget for Q3 and Q4 is revised based on actual expenditure up to July and expected trends for the remaining year. This exercise starts on July and revised budget is finalized by August. Budgeting department also prepares projected profit & loss account and balance sheet of the company. This projected profit & loss account and balance sheet is presented before board of directors for their approval. If the Board of directors are satisfied with the expected profit and sales, then the budget is approved if not then the respective departments are told to reduce their budget and the whole process is repeated.

Zero-based budgeting In Maruti Suzuki, a zero based budgeting (ZBB) system is

followed. ZBB is a top-down budgeting system where resource allocation decisions are made through a function-by-function assessment. No function is assumed to be necessary. The criteria for evaluation are passed down from higher levels, enhanced and made more appropriate for each area as the criteria are passed down to office and department heads. Department and office heads develop justifications within these evaluation guidelines for each function and justifications for increased resources. These pass back up through the organization with each level setting priorities for resource allocations to individual functions from the levels below.

Budgetary control process followed in MARUTI SUZUKI INDIA LIMITED

Maruti Suzuki follows a unique process of budgetary control, which ensures proper utilizations of funds by different departments of the company. There are over 350 + departments in the company. So without effective budgetary control system in place, it would be impossible for the company to ensure proper utilization of the funds in the company. Monitoring of the budget is done on the monthly basis by budgeting department, in which it compares the actual expenses of the respective departments with the projected expenses and finds out reasons for any deviations if any and presents the report to the board of the directors at the beginning of each month. Budget controlling is done on a quarterly basis at Maruti Suzuki India limited. For effective control of the funds all the expenses are divided into 3 categories, according to their relative importance. A category expenses are very tightly controlled and monitored because of their relative high degree of controllability. For example- Consultancy fees, Gifts, Seminar / Conference Exp, etc. B category expenses are less closely monitored and controlled, because of their low degree of controllability B category expenses can be controlled to a extent only. For example Travel, Journals, Stationary, Phone, Conveyance, etc. and no control is exercised over C i.e. Their payment is not stopped even they shoot over their budget but for A and B category expenses payment is allowed to the level of budget approved.

A Category Items of similar nature are grouped together (have same first 5 digit a/c code), and control is exercised over the group budget. Budget control exists at a parent level or 5 digit account code level.

For exampleA-P2110701-COMPUTER CONSUMABLES A-P2110702- SOFTWARE PURCHASE EXPENSES A-P2110703- SOFTWARE DEVELOPMENT EXPENSES A-P21107- SOFTWARE RELATED EXPENSES

Account A-P21229 01 A-P2122902 A-P2122903 Total

Budget 500,000 100,000

Actual

Balance 500,000

400,000 200,000

(300,000) (200,000) Nil

600,000

600,000

These A category expenses are monitored or controlled at 5 digit code (A-P21229) and not at individual 7 digit item code level ie 2122901, which basically means that respective department cannot spend more on SOFTWARE RELATED EXPENSES then the budgeted amount but it can spend the whole amount on any of its components.

B category expenses are general expenses and are monitored at cost center level i.e. expenses related to a particular department.

For example

B-P2111501- SNACKS EXPENSES B-P2111501-LUNCH EXPENSES B-P21115- SNACKS EXPENSES

B-P2113201-POSTAL STAMPS B-P2113202-POSTAL EXPENSES B-P2113203-COURIER CHARGES B-P21132-POSTAL EXPENSES Account B-P2123401 B-P2123402 B-P2145665 B-P2645872 Total 90,000 Budget 50,000 40,000 40,000 45,000 90,000 Actual 5,000 Balance 45,000 40,000 (40,000) (45,000) Nil

These B category expenses are monitored and controlled at a cost center or departmental level which means that expenses are not monitored on B-P21234-POSTAL EXPENSES or B-P21115- SNACKS EXPENSES level but on total of all these expenses of that particular department. For example in the above table expenses will not be monitored at individual account code level but at a departmental level.

Maruti Suzuki India limited is using a financial module of Oracle for its financial function. Special codes are assigned to all the entries that come in profit & loss account and balance sheet (7 digit code), cost centers (every department is a cost center) 4 digit code and companies (2 digit code). Booking of expenses can only be done by entering specific codes. My project in maruti Suzuki India limited involves understanding and analyzing this whole process and to suggest ways to make this unique process more effective and free from any faults.

Appendix 1

RATIO CALCULATION OF MARUTI SUZUKI

RS. IN MILLIONS 2008-2009 PARTICULARS 2007-2008 2006-2007

LIQUIDITY RATIOS
Current assets Current liabilities CURRENT RATIO = Current assets / Current liabilities 38,459 25,015 1.54 (times) 37,496 19,771 1.90 (times) 29,720 16,080 1.85 (times)

Current assets Less inventories Liquid assets Current liabilities ACID TEST RATIO = LIQUID ASSETS CURRENT LIABILITIES

38,459 7,132 31,327 25,015 1.25

37,496 8,812 28,684 19,771 1.45

29,720 6,666 23,054 16,080 1.43

ACTIVITY RATIOS
Average assets = Op. balance + Cl.. Balance 2 Gross sales 171,442 147,043 132,914 88,665 69,962 60,031.5

ASSET TURNOVER RATIO =

1.93

2.10

2.21

SALES AVERAGE ASSETS Cost of goods sold Average inventory INVENTORY TURNOVER RATIO 12,9349 7972 16.22 107110 7739 13.84 99966 5532 18.07

LEVERAGE RATIOS
Total debt Equity DEBT EQUITY RATIO 32998 68539 0.48 21354 54526 0.39 20256 43788 0.46

Total debt

32998

21267

20256

Total assets

101537

75793

64044

DEBT-ASSET RATIO

0.32

0.28

0.32

Earnings before interest and taxes

23174

17704

13409

PROFITABILITY RATIOS
Gross profit Net sales GROSS PROFIT MARGIN RATIO 32913 145,922 22.55 % 22404 120,034 18.66 % 19585 109108 17.95 %

Net profit

15,620

11,891

8,536

Net sales NET PROFIT MARGIN RATIO

145,922 10.70 %

120,034 9.90 %

109108 7.82 %

Net income (profit after tax) Number of outstanding shares

15,620 288.910000

11,891 288.910000

8,536 288.91000 0

EARNING PER SHARE = NET NCOME (PROFIT AFTER TAX) NUMBER OF OUTSTANDING SHARES

54.065

41.16

29.54

Net income Equity Capital RETURN ON EQUITY = NET INCOME AVERAGE EQUITY

15,620 68539 22.79 %

11,891 54526 21.81 %

8,536 43788 19.49 %

DIVIDEND PER SHARE EARNING PER SHARE DIVIDEND PAY OUT RATIO = DIVIDEND PER SHARE EARNING PER SHARE

4.5 54.065 8.32 %

3.5 41.16 8.50 %

2 29.54 6.77 %

DIVIDEND PER SHARE MARKET PRICE PER SHARE DIVIDEND YIELD = DIVIDEND PER SHARE MARKET PRICE PER SHARE

4.5 865.40 0.52 %

3.5 577.22 0.61 %

2 426.32 0.47%

EXPENSES TO NET SALES RATIOS

Consumption of raw material 108630 94247 86502

Net sales CONSUMPTION OF RAW MATERIAL TO NET SALES

145,922 74.44%

120,034 78.52%

109108 79.28%

Employees remuneration and benefits Net sales

2,884 145,922

2,287 120,034 1.91 %

1,960 109108 1.80 %

EMPLOYEER REMUNERATION AND BENEFITS TO 1.98 % NET SALES

Selling and distribution expenses Net sales SELLING AND DISTIBUTION EXPENSES TO NET SALES RATIO

4,999 145,922 3.42 %

3,560 120,034 2.97 %

3,699 109108 3.39 %

Interest expenses Net sales INTEREST EXPENSES TO NET SALES RATIO

376 145,922 0.26 %

204 120,034 0.17 %

360 109108 0.33 %

Depreciation Net sales DEPRECIATION TO NET SALES

2,714 145,922 1.86 %

2,854 120,034 2.38 %

4,568 109108 4.19 %

CONCLUSION
When summarizing the financial results of MARUTI UDYOG LIMITED. I have observed that their working is quite reasonable financial. It is very good company. There are no any debts of long term liabilities of the company. To conclude, from of the overall analysis of financial management of the company, I can say that it is financial sound and well managed three consecutive years shows and applauding position. I was also able to well understand my financial concepts. The formal budgeting system has the following major benefits. 1. Budgeting due to its formal time table or schedule compels managers to think ahead apart from taking care of their current activities. 2. Budgeting, due to its approval and authorization by the superiors, provides definite expectations that are the best framework for judging subsequent performance. 3. Budgeting helps in coordinating the various departments of the organization. The budget harmonizes the goals (objectives) of the individual departments into the organization wide goals (objectives).

RECOMMENDATION
We need to know that many financial reporting frauds have their genesis in overly optimistic budgets that subsequently lead to an environment of "cooking the books" to reach unrealistic goals. These events usually start small, with the expectation that time will make up for a temporary problem. To maintain organizational integrity, senior-level managers need to be careful to provide realistic budget directives. Lower-level managers need to be truthful in reporting "bad news" relative to performance against a budget, even if they find fault with the budget guidelines.

BIBLIOGRAPHY
(1) Annual reports (2) Company databases (3) Auto journals (4) Industry analysis reports (5) Company websites (6) Articles published by Society of Indian Automobile Manufacturers (7) www.siam.in (8) www.ibef.org