Market Research Report : Warehousing market in India 2012

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Warehousing Market – India
September 2012

Executive Summary
 Warehousing market in India is expected to grow at about xx% reaching ~ INR xx bn by 20‐‐
 Warehousing demand in India from eight major industry segments is expected to grow at xx% CAGR from
Market ~xx mn sq. ft. in 20‐‐ to ~xx mn sq. ft. in 20‐‐
 Warehousing Market in India: Unorganized – xx% and Organized – xx%
 Warehousing Space Segments: Agri‐warehousing – xx% and Industrial Warehousing – xx%
Drivers Challenges
– Rapid Growth in Organized Retail & Major – Strategic challenges

Industry Segments – Operational challenges

LE
Drivers & – Growth in E‐commerce
– Growth in International Trade

P
Challenges
– Growth in Containerization

M
– Rising Domestic Consumption

A
– Increased Demand from Farmers

Government
Initiatives • Warehousing Act S
• National Policy on Handling, Storage and Transportation
• Shift to GST tax regime

• Government Warehousing Agencies
• Consolidation in the Warehousing Market
• Private Investment in Logistics Parks and FTWZs
• Infrastructural Developments
• Development of the Dedicated Freight Corridor
• Way Forward ‐ Planning Commission
• Real Estate Companies Foray into Warehousing
Trends • Changing Tax Policy Boosting Warehouse Outsourcing • PE Activity in Warehousing Market
• Emergence of 3PLs in Logistics Services • Adoption of New Technologies
Major Players
Company A Company B Company C
Competition Company D Company E Company F
Company G Company H Company I

WAREHOUSING MARKET IN INDIA 2012.PPT 2

•Introduction
•Market Overview
•Warehouse Classification

•Business Models
•Establishment Criteria

P LE
S M
•Drivers & Challenges

A
•Government Initiative
•Warehousing Opportunities in India
 Opportunities in Rural Areas
•Trends
•Competition
•Strategic Recommendation
•Appendix

SAMPLE
Evolution of Warehousing – India

2005‐2011

Late 1990s‐Early 2000

• xx

• xx
1990s

• xx


Warehouses constitutes space for temporary storage for raw
SAMPLE
materials and finished goods for onward transport to customers

Role • xx

Core Non‐core or value added services

Activities
• xx • xx • xx

Integration • xx


Warehousing Market in India – Structure & Share

Organized Unorganized

•xx xx% •xx
xx%

SAMPLE Warehousing
Market in India

EXIM xx% Domestic xx%

Note: % Share corresponds to current warehousing space


Warehousing Market in India is poised to grow owing to
meet up the demand‐supply gap
Warehousing Market ‐ Overview Warehousing Market Share in Logistics (2010)
• Warehousing in India which accounts for approximately Warehousing Other Logistic Segments
xx% of total logistics costs primarily has 2 segments:
x1%
 Agri‐warehousing
 Industrial warehousing

• Agri‐warehousing capacity is expected to grow at xx%

LE
P
CAGR to xx MMT by 20‐‐ driven by growth in the
agricultural sector and deficit in space

M
x2%

A
 Agri‐ warehousing market was estimated at about INR xx bn in

S
20‐‐

• India can store xx mn tonnes out of xx mn tonnes of food
Warehousing Segments – By Space & Value
produce that comes for sale, having a gap of xx mn
tonnes which is likely to widen to xx mn tonnes by 20‐‐ Space Value

 This indicates the need for construction of 3,500 warehouses z1%
each holding 10,000 tonnes over next five years y1%

• Competitive landscape is dominated by state‐owned
companies such as Food Corporation of India (FCI),
y2%
Central Warehousing Corporation (CWC) and 17 State z2%
Warehousing Corporations (SWCs) although private
participation is also growing significantly Agri‐warehousing Industrial Warehousing
Note: Agricultural warehousing does not include temperature controlled warehousing; Industrial Warehousing includes liquid / gas warehousing


Industrial Warehousing Market in India will grow faster than
Agri‐warehousing over 20‐‐ ‐ 20‐‐
Warehousing Market – Market Size

INR bn
1,000 a7
xx% a6
800
a5

600 a4

LE
a3
a1 a2
400
200
0

MP
Agricultural Warehousing Market
INR bn
20‐‐

S A
20‐‐ 20‐‐ 20‐‐ 20‐‐

INR bn
20‐‐ 20‐‐

Industrial Warehousing Market

80 xx% b7 1,000
b6 c7
b5 xx%
60 b3 b4 800 c6
b1 b2 c5
600 c4
40 c3
400 c1 c2
20 200
0 0
20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐
Note: Market size do not include temperature controlled warehousing


Demand for warehousing is expected to grow at xx% CAGR
from ~xx mn sq. ft. in 20‐‐ to ~xx mn sq. ft. in 20‐‐
Warehousing Demand in India
20‐‐ 20‐‐ 20‐‐e 20‐‐e
a3% b3% c3% c2% d3%
a2% b2% d2%
a4% b4% c4% d4%

a5% a6%
a1%
b5% b6%
b1%
c5%

LE c1%
d5%
d1%

P
a7% b7% c7% d7%
c8%

M
a8% b8% c6% d6% d8%

Sector A
Sector E
Sector B
Sector F
S A
Warehousing Demand from Major Sectors
Sector C
Sector G
Sector D
Sector H

Demand for
warehousing will be
mn sq ft. higher from Engg
xx% goods and IT,
600
x3 x3 Electronics & Telecom
x1 x2 sectors than Food
400
sector validating that
the industrial
200
warehousing will
0 grow at higher rate
20‐‐ 20‐‐ 20‐‐ 20‐‐
Note: Warehousing demand excludes CFS warehousing space, warehousing space within factories and public agriculture warehouses


Share of private participation in agri‐warehousing has
increased over the last decade
Agri‐warehousing Capacity Expansion (2000 – 2010)
20‐‐ 20‐‐

y3%
x1%

x2% y2%

LE z3% z1%

MP y4%

A
x3% y1%

S
z2%

x4%

Agency A
Player A Player C Player B Player D
Agency B
Agency C

Traditionally public sector had the major share in agri‐warehousing due to its capital
intensive nature and high uncertainty over revenue generation, however, private
participation has now picked up owing to the available capital subsidy


Classification of Warehouses based on Ownership & Usage
(1/2) SAMPLE
Private • xx

Type Public • xx

Bonded • xx


Two Primary Business Models based on Operator’s
Preferences SAMPLE
Built‐to‐suit
• xx
(BTS) xx

Direct land
Model A • xx
purchase

Partnership  xx
with land • xx
developer

Built‐to‐suit xx  xx
(BTS)

Model B

Long‐term
xx  xx
Land Lease


SAMPLE
Key Requirements for building Warehouses

Right Location
The location should
be logistical

Requirements
Operation Design
Warehouses should be Warehouses should be
linked to IT systems built as per well
and metrics defined norms


Major Buying Criteria
SAMPLE
Criteria 1

Criteria 7 Criteria 2

Major Buying
Criteria



Critical Success Factors
SAMPLE
Factor 1

Critical
Factor 4 Success Factor 2
Factors

Factor 3

In future, when warehousing industry will be more organized and technology will be extensively used
In future, when warehousing industry will be more organized and technology will be extensively used
in operations, the availability and costs of trained labor would gain in importance
in operations, the availability and costs of trained labor would gain in importance


Location Preference for Warehousing (1/2)
City 22
City  21
High

City 20
City 16 City 19
City 9 City 10
Connectivity

City 17

LE
City  8 City 11
City  15 City 18

P
City 7 City 12 While city x, city y

M
and city z are most

A
attractive locations,

S
City 6 most of the other
City 13 preferred locations
City 5 lie in major western
City 2 City  14 and southern cities
Low

City 3
City 4
City 1

Low Total Cargo Traffic High

Competitive Intensity Low Medium High


SAMPLE
Major Warehouse Hubs in India

Legend Cities

Western and Southern India
comprises of the most of the
cities having warehouses

Note: The list is not exhaustive


Drivers & Challenges

Drivers
Rapid Growth in Organized Retail &

LE
P
Major Industry Segments
Challenges
Growth in E‐commerce

Growth in International Trade
S A M Strategic challenges

Operational challenges
Growth in Containerization

Rising Domestic Consumption

Increased Demand from Farmers


With the growth in organized retail and manufacturing
sectors, the need for warehousing is increasing in India
Rapid Growth in Organized Retail & Major Industry Segments (1/2) Impact

•Finding 1
 Sub‐finding 1
 Sub‐finding 2
•Finding 2
LE
 Sub‐finding 1
 Sub‐finding 2

MP
 Sub‐finding 3
•Finding 3
 Sub‐finding 1 S A
Growth in Organized Retail Growth in Food Retail Sector
INR tn INR tn
15 a2 10 xx%
xx% b2
10
5 b1
5 a1
0 0
20‐‐ 20‐‐ 20‐‐ 20‐‐

Presence of extremely affordable and desirable E‐Commerce
options is driving the warehousing demand
Growth in E‐commerce Impact

• Finding 1
• Finding 2
• Finding 3

LE
• Finding 4:
 Sub‐finding 1

MP
A
 Sub‐finding 2
• Finding 5

S
E‐Commerce Market Growth ‐ India E‐Commerce Market Share (20‐‐)
INR bn
x4% Online Travel
3,000
xx% a6 x2% x3% e‐tailing
2,000 a5 x5%
a4 Online Financial Services
1,000 a2 a3
a1 Online Other Services
0 x1% Online Digital Downloads
20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐

Growth in international trade provides huge impetus to the
growth in warehousing market
Growth in International Trade Impact
• Finding 1
• Finding 2
 Sub‐finding 1
 Sub‐finding 2

• Finding 3

LE
 Sub‐finding 1

P
 Sub‐finding 2
• Finding 4
• Finding 5
• Finding 6

S A M
India’s Total Export India’s Total Import
INR bn Government of India INR bn
plans to double India’s
15,000 20,000 xx%
xx% exports of goods and b4
a4
services of by 20‐‐ ‐ ‐‐ 15,000 b2 b3
10,000 a2 a3 b1
a1 10,000
5,000 Imports into India are
also expected to grow 5,000
further, particularly of
0 0
oil and capital good
20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐

Rising containerized cargo traffic has led to the growth in CFSs
and ICDs
Growth in Containerization (1/2) Impact
• Finding 1
 Sub‐finding 1
 Sub‐finding 2
• Finding 2
 Sub‐finding 1
 Sub‐finding 2

LE
• Finding 3:
 Sub‐finding 1

MP
A
 Sub‐finding 2

S
 Sub‐finding 3
 Sub‐finding 4

Growth in Overall Containerized Cargo
‘000 Tonnes
150,000
xx% a9 a10
100,000 a8
a7
a5 a6
a3 a4
50,000 a1 a2

0
20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐

Rising income and consumption levels will boost the need
for better warehousing in India
Rising Domestic Consumption Impact
• Finding 1
• Finding 2
• Finding 3
 Sub‐finding 1
• Finding 4
 Sub‐finding 2
 Sub‐finding 3

LE
MP
Aggregate Consumption (INR tr)
S A Aggregate Disposable Income (INR tr)

x1 x2 x3 y1 y2 y3
100% a5% b5% Household Income Brackets 100% d5%
a4% c5% d4% e5% f5%
80% a3% b4% (INR ‘000) 80% d3% e4%
b3% c4% Globals >1000 f4%
60% 60% e3%
a2% Strivers 500‐1000 d2%
40% c3% 40% f3%
b2% Seekers 200‐500 e2%
20% 20%
a1% c2% c1% Aspirers 90‐200 d1% f2% f1%
0% b1% 0% e1%
Deprived <90
20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐

Strategic Challenges (4/7)

Highly Unorganized and Fragmented Market (1/2) Impact
•Finding 1
•Finding 2
 Sub‐finding 1
 Sub‐finding 2

LE
•Finding 3
 Sub‐finding 3
MP
S A
Inventory in the system (No. of days) Market Share of Unorganized Players

40 x2%
x
30
y
z Players A
20 Players B

10

0 x1%
Country A Country B Country C


Strategic Challenges (6/7)

Lack of Power Supply & Increasing Cost Impact
•Finding 1
•Finding 2
 Sub‐finding
•Finding 3
 Sub‐finding

LE
•Finding 4

MP
 Sub‐finding 1
 Sub‐finding 2

Future Power Demand‐Supply Scenario
S A Demand Supply Gap ~ 17%
Peak Average Energy Demand
Base Energy (BU) Generation
x5
x6 1,000
x1 x2 x3 b5% b6%
x4
b1% b2% b3% 500
b4%
a5% a6%
a1% a2% a3% a4%
0
Demand Supply Demand Supply Demand Supply VI VII VIII IX X
2007 20‐‐e 20‐‐e

Government has taken strong initiatives and implemented
SAMPLE
various policies for the development of warehousing sector
National Policy on Handling, Storage and Transportation

•xx

Shift to GST tax regime

• xx

Warehousing Act
Key
• xx
Initiatives
Private Investment in Logistics Parks and FTWZs

• xx

Infrastructural Developments

• xx

Development of the Dedicated Freight Corridor

• xx


Number of Centers & Storage Capacities (Constructed &
Hired) Available with the State Warehousing Corporations
Sl. No. Name of SWCs No. of Centers Capacity in Lakh MT Total Occupancy
Owned Hired Pinth Actual in MT %
1 State 1 ‐ ‐ ‐ ‐ ‐ ‐ ‐
2 State 2 ‐ ‐ ‐ ‐ ‐ ‐ ‐
3 State 3 ‐ ‐ ‐ ‐ ‐ ‐ ‐

4 State 4 ‐ ‐ ‐ ‐ ‐ ‐ ‐

LE
5 State 5 ‐ ‐ ‐ ‐ ‐ ‐ ‐

P
6 State 6 ‐ ‐ ‐ ‐ ‐ ‐ ‐

M
7 State 7 ‐ ‐ ‐ ‐ ‐ ‐ ‐

A
8 State 8 ‐ ‐ ‐ ‐ ‐ ‐ ‐
9
10
11
12
State 9
State 10
State 11
State 12
‐
‐
‐
‐
S ‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
13 State 13 ‐ ‐ ‐ ‐ ‐ ‐ ‐
14 State 14 ‐ ‐ ‐ ‐ ‐ ‐ ‐
15 State 15 ‐ ‐ ‐ ‐ ‐ ‐ ‐
16 State 16 ‐ ‐ ‐ ‐ ‐ ‐ ‐
17 State 17 ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐

Note: The list is as on 31st Mar, 2011


Opportunities for Warehousing in India (2/4)

Growth of Pharmaceutical Market

P LE Growth of Automobile Sector

INR bn
2,500
2,000
x1%
a2
SA M INR tn
8
x2% b2
6
1,500
4 b1
1,000
a1 Growth
500 2
0 in 0
20‐‐ 20‐‐ the 20‐‐ 20‐‐

Growth in FMCG Sector Major Growth in Agriculture Sector
Industry
INR tr Segments x4%
MMT
4 c4 d3 d5
x3% 60 d2 d4
3
c3 40 d1
2 c2
c1
1 20

0 0
20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐



Demand for Warehousing
• Finding 1
 Sub‐finding 1
 Sub‐finding 2

• Finding 2
 Sub‐finding 3

LE
MP
70 x%
S
a4
A
Demand for Warehousing from Engineering Goods
mn sq ft
Demand for Warehousing from IT, Electronics & Telecom
mn sq ft
80 y%
a3 b4
a2 b3
60 b2
a1 b1
50 60
40
40
30
20 20
10
0 0
20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐ 20‐‐


SAMPLE
Major Demand Generators for Warehousing – City Wise Mapping
Industries
Cities Industry A Industry B Industry C Industry D Industry E Industry F

City A    
City B   
City C
   
City D
  
City E
   
City F
   
City G    
City H
  
Retail goods contribute a significant share of the warehousing demand at all the primary hubs owing to their large
demographics and consumption


Opportunities in Rural Areas ‐ Farmer’s Benefits from
Warehouses
1 2 3

xx xx xx

LE
M P
6
S A 5 4

xx xx xx


Key Trends ‐ Summary

LE
MP
S A Consolidation in the
Warehousing Market

Changing Tax Policy
Adoption of New
Boosting Warehouse
Technologies
Outsourcing

Trends

PE Activity in Emergence of 3PLs in
Warehousing Market Logistics Services

Real Estate
Companies Foray into
Warehousing


Foreign players have become interested in the Indian
market due to initiatives taken by government
Changing Tax Policy Boosting Warehouse Outsourcing

State of logistics outsourcing Outsourced activities

• Finding 1 Activity A a1%
• Survey:
Activity B a2%

 Sub‐finding 1

LE
 Sub‐finding 2 Activity C a3%

P
• Finding 2:
Activity D a4%
 Sub‐finding 1
 Sub‐finding 2

S A M Activity E

Activity F

Activity G
a5%

a6%

a7%

Activity H a8%

Activity I a9%

Activity J a10%

Respondents: 130 companies in 15 industries
Source: Centre for Supply Chain Management, MDI, Gurgaon, India

Growth in logistics outsourcing will provide an impetus to the organized sector and 3PL operators,
Growth in logistics outsourcing will provide an impetus to the organized sector and 3PL operators,
which currently account for less than 10% of Indian logistics
which currently account for less than 10% of Indian logistics

Major Public Companies ‐ Summary
Net Profit/Loss
2,800
Size of the Bubble represents Market Capitalization in INR mn
2,600
2,400
m1
2,200
2,000
1,800

LE
1,600
1,400

MP
1,200
1,000
800
m2

S A
600 m4
400
200
m3
0
10,000 12,000 14,000 16,000 18,000 20,000 22,000 24,000 26,000 28,000 30,000 32,000 34,000 36,000 38,000
Total income
Company A Company B Company C Company D

Note: All figures are in INR mn and are based on the latest financials available


Public: Domestic Company – Company A (1/3)
Company Information Offices and Centres – India

Corporate Address

Tel No.
Fax No.
Website
Year of Incorporation

LE
Ticker Symbol

MP
A
Stock Exchange
Mumbai Head Office

Products and Services
Category
Logistics solutions
Products/Services
S Key People
Name Designation


Financial Snapshot Key Ratios
y‐o‐y change
Total Income Net Profit/Loss INR mn Particulars 2012 2011 2010 2009
INR mn (2012‐11)

E
35858.4 Profitability Ratios
40000 34381.0 3000

PL
28803.1 Operating Margin ‐0.19 8.78% 8.97% 7.61% 8.01%
30000 Net Margin 0.06 6.54% 6.48% 5.76% 6.24%
20836.4 2000

AM
20000 Profit Before Tax Margin ‐0.15 8.44% 8.58% 7.77% 8.13%
1000

S
Return on Equity 0.48 15.42% 14.94% 13.74% 13.07%
10000
Return on Capital Employed 1.52 14.71% 13.18% 13.53% 13.95%
0 0 Return on Working Capital ‐11023.91
‐
50.35% 46.22% 36.95%
10973.56%
2009 2010 2011 2012
Return on Assets 0.32 8.27% 7.95% 8.07% 8.62%
Financial Summary Return on Fixed Assets 4.55 16.76% 12.20% 19.68% 23.75%

Cost Ratios
• The company earned a net profit of INR xx mn in FY 20‐‐, as
Operating costs (% of Sales) 0.19 91.11% 90.92% 92.34% 91.90%
compared to net profit of INR xx mn in FY 20‐‐
Administration costs (% of
17.24 17.24% 0.00% 6.07% 8.64%
• The company reported total income of INR xx mn in FY 20‐‐, Sales)
registering an increase of xx% over FY 20‐‐ Interest costs (% of Sales) 0.03 1.65% 1.62% 0.68% 1.12%

• The company earned an operating margin of xx% in FY 20‐‐, a Liquidity Ratios
decrease of xx percentage points over FY ‐‐ Current Ratio ‐48.94% 1.00 1.95 1.82 2.13
Cash Ratio ‐43.37% 0.26 0.47 0.63 0.83
• The company reported debt to equity ratio of xx in FY 20‐‐, a
Leverage Ratios
decrease of xx% over FY ‐‐
Debt to Equity Ratio ‐1.63% 0.86 0.88 0.70 0.52

Key Financial Performance Indicators Debt to Capital Ratio ‐20.15% 0.27 0.34 0.24 0.17
Interest Coverage Ratio ‐3.90% 5.39 5.61 11.27 7.20
Indicators Value (22/06/2012) Efficiency Ratios
Market Capitalization (INR mn) xx Fixed Asset Turnover 35.97% 2.53 1.86 3.39 3.77

Total Enterprise Value (INR mn) xx Asset Turnover 3.01% 1.25 1.21 1.39 1.37
Current Asset Turnover 36.26% 5.10 3.74 3.59 3.11
EPS (INR) xx
Working Capital Turnover ‐21677.73% ‐1655.74 7.67 7.97 5.86
PE Ratio (Absolute)‐25th Jun, 2012 xx
Capital Employed Turnover 2.23% 2.33 2.28 2.37 2.07

Note: FYC 2012 Improved Decline


Key Business Segments Key Geographic Segments
Container Freight Stations Australia & New Zealand Mediterranean Far East Europe
Project & Engineering Solutions Africa America India
Multimodal Transport Operations
INR mn INR mn
2% 2% 2%
100% 6% 7% 7% 100% 2%
10% 10% 16% 6% 2%

16% 18% 5% 19% 4%

LE
50% 94% 83% 83% 50% 28% 27% 15% 29% 15%

P
30% 31% 29%
0% 0%

M
2008 2009 2010 2008 2009 2010

Business Highlights
Description
Overview
News
S A
ICD/CFS Facilities
Rank
Acquisitions


Major Private Companies ‐ Summary

Net Profit/Loss
600
500
Size of the Bubble represents Total Assets
in INR mn
400
t3

300

LE
200 t2

P
100

M
0 t4

A
‐100
‐200
‐300
‐400
‐500
t1
S
‐600
‐700
‐800 Total income
1,150 1,200 1,250 1,300 1,350 1,400 1,450 1,500 1,550 1,600 1,650 1,700 1,750 1,800 1,850 1,900 1,950 2,000

Company A Company B Company C Company D

Note: All figures are in INR mn and are based on the latest financials available


Private: Domestic Company – Company B (1/3)
Company Information Offices and Centres – India

Corporate Address

Gurgaon

Tel No.

LE
Fax No.
Website
Year of Incorporation

MP
A
Head Office

Products and Services
Category
Integrated logistics
Products/Services
S Key People
solutions
Name Designation


Private: Domestic Company ‐ Company B (2/3)
Financial Snapshot Key Ratios
y‐o‐y change
Total Income Net Profit/Loss Particulars
(2011‐10)
2011 2010 2009 2008

INR mn INR mn Profitability Ratios

LE
Operating Margin 11.33 158.76% 147.43% 85.78% 85.47%
1500 1376.6 0
Net Margin 2.84 ‐39.51% ‐42.35% ‐34.24% ‐12.04%
1169.3

P
Profit Before Tax Margin 14.83 ‐3.54% ‐18.36% ‐33.73% ‐13.47%
1000 ‐200 Return on Equity ‐1.56 ‐17.44% ‐15.88% ‐13.03% ‐2.17%

M
559.6 Return on Capital Employed 6.47 32.09% 25.62% 10.24% 8.61%

SA
Return on Working Capital ‐9.23 ‐47.77% ‐38.55% ‐14.12% ‐32.91%
500 ‐400
222.9 Return on Assets ‐0.61 ‐7.75% ‐7.14% ‐3.95% ‐1.20%
Return on Fixed Assets ‐0.73 ‐11.84% ‐11.11% ‐19.23% ‐544.86%
0 ‐600 Cost Ratios
2008 2009 2010 2011 Operating costs (% of Sales) ‐3.12 ‐84.18% ‐81.06% 13.85% 14.36%
Administration costs (% of
‐0.29 4.97% 5.27% 5.22% 1.90%
Sales)
Financial Summary Interest costs (% of Sales) ‐24.46 8.02% 32.48% 0.00% 0.00%

• The company incurred a net loss of INR xx mn in FY 20‐‐, as Liquidity Ratios
Current Ratio ‐10.05% 6.57 7.31 9.15 3.87
compared to net loss of INR xx mn in FY 20‐‐
Cash Ratio 3.39% 6.02 5.82 8.58 2.69
• The company reported total income of INR xxmn in FY 20‐‐, Leverage Ratios
registering an increase of xx% over FY 20‐‐ Debt to Equity Ratio 4.88% 1.25 1.19 2.31 0.81
Debt to Capital Ratio 2.17% 0.56 0.54 0.70 0.45
• The company earned an operating margin of xx% in FY 20‐‐, an Interest Coverage Ratio 311.83% 22.96 5.57 N.A. N.A.
increase of xx percentage points over FY 20‐‐ Efficiency Ratios
• The company reported debt to equity ratio of xx in FY 20‐‐, an Fixed Asset Turnover 20.93% 0.26 0.21 0.56 45.17
Asset Turnover 23.15% 0.17 0.14 0.11 0.10
increase of xx% over FY 20‐‐
Current Asset Turnover 38.14% 0.88 0.64 0.37 2.02
Working Capital Turnover 40.63% 1.04 0.74 0.41 2.73
Capital Employed Turnover 24.62% 0.38 0.31 0.38 0.18

Improved Decline


Private: Domestic Company ‐ Company B (3/3)
Business Highlights

Description News

Overview

ICD Facilities

Investment Plans

Projects

LE
MP
SA

SAMPLE
Strategic Recommendation (1/5)

Opportunities for Warehousing in Madhya Pradesh

Madhya Pradesh
• xx


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Market Research Report : Warehousing market in India 2012

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Market Research Report : Warehousing market in India 2012