Atul (SCM)

SUPPLY CHAIN MANAGEMENT
CHAPTER -1
INTRODUCTION
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AMRUT MODY SCHOOL OF MANAGEMENT
INTRODUCTION
Atul Ltd is one of the diversified industries of the Lalbhai group and it
deals with the production of the various chemicals & dyes intermediates. Color
division is one of the six division which are governed by Atul Ltd. The project
aims at highlighting the importance of Supply Chain Management at Atul Ltd.
Various departments are studied in the course of the project report. This
include the order tracking system, the standardization process, the purchase
department, marketing department, manufacturing plant, storage room.
The project deals with the study of how supply chain management is
done in Atul Ltd. I also study the Order processing, Physical distribution,
Inventory management of various depots.
1.1 INDUSTRY PROFILE
The Indian dyestuff industry is only about 40 years old though a few
MNCs set up dyestuff units in the pre independence era. Like the rest of the
chemical industry, the dyestuff industry is also highly fragmented. The industry
is characterized by the co-existence of a small number of players in the
organized sector (around 50 units) and a large number of small manufacturers
(around 1,000 units) in the unorganized sector. The distribution of these units is
skewed towards with western region (Maharashtra and Gujarat) accounting for
90%. In fact, nearly 80% of the total capacity is in the state of Gujarat, where
there are nearly 750 units.
Over six hundred types of dyes and organic pigments are now being
manufactured in the country (both by the organized and the unorganized
sector). But the per-capita consumption of dyestuffs is lower than the world
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average. Dyes are soluble and essentially used in textile products. Pigments, on
the other hand, are insoluble and are important imports to product such as
points.
During the past two years, the dyestuff industry was overtaken by a series
of fast changing events in the international arena. Indian companies failed to
keep pace with the changing trends. The biggest market for dyestuffs has been
the textile industry. The dominance of polyester and cotton in the global
markets has decisively shaped the demand for certain types of dyestuffs. On the
other hand, the demand for polyamides, acrylics, cellulose and wool was more
or less stagnant. Differences in the regional growth rates of textile products too
affect demand. The Asian region saw the biggest growth in textile production,
followed by North America, Latin America and Western Europe. This suggests
the shift in the global textile industry towards Asia. As a result, Asia leads in
dyestuff production both in terms of volumes and value, with a 42 % share of
the global production; the US is next with 24 % and Europe has around 22 %.
Due to a greater use of polyester and cotton-based fabrics, there has been a shift
towards reactive dyes, used in cotton-based fabrics, and disperse dyes, used in
polyester. These two dyes have been dominant in all the three regional global
market, especially Asia. Adding to the shift in textile usage pattern and regional
developments is the extent of over capacity in the global dyestuff industry.
Capacity is estimated to be around 1.2 million tones, with consumption at 0.8
million tones, leaving a clear gap of 0.4 million tones.
Within India, the major players in the pigments industry are Color Chem.
and Sudarshan Chemicals while in the dyestuff industry companies such as are
Atul, Clariant India, Dystar, Ciba Specialties and IDI are important players in
terms of market share. The Indian companies together account for around 6 %
of the world production.
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Nearly 80 % of the dyestuffs is commodities. This means there do most

producers manufacture not much product differentiation between the goods.
Since not much technology is involved, duplication of products is also easy
compared to specialties. However, in the recent past, there have been attempts
by global manufacturers to move to the specialty end of the product profile,
with some success. Vat dyes have always functioned as specialty products, with
technology playing an important role. Now, companies are concentrating on the
higher end of the reactive dyes segment. The trend is now shifting from
supplying mere products to color package solutions. The emphasis is more on
innovation, production range, quality and environmental friendly products.
Producers are collaborating with equipment manufacturers to provide integrated
solutions rather than products.
Fiscal policies and changes in the usage pattern of the global dyestuff
industry have changed the market shares of Indian companies. Excise
concessions for the small-scale sector in the mid and the late 1980s spawned
numerous units in Maharashtra and Gujarat. At one stage, there were in the
unorganized sector around 1,000 units, with most of them located in Gujarat
and Maharashtra. This also led to large-scale evasion of duties. However, since
the early 1990s, there has been a gradual reduction in the excise duty rates
applicable to the organized sector. From 25 % in 1993-94, the excise duty rates
were reduction to 20 % in 1994-95 and further to 18 % in 1997-98.
The latest Union Budget further reduced these rates to 16 %. This gradual
reduction in the duty rates blunted the competitive edge of the unorganized
sector. The organized sector, with better product range, technology and
marketing reach, was able to increase its market share. But more important
changes have come through the German ban on certain dyestuffs, followed by
the implementation of the local pollution control laws. While the organized
sector has been able to phase out the production of dyes based on the 20 banned
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amines by the German legislation, many in the unorganized sector were forced
to exit. This was compounded by the local pollution laws, which required
setting up of effluent treatment plants, and pushed out companies in the
unorganized sector.
1.1.1 Consumption Pattern:

Dyestuff is a broad term, which includes dyes and pigments. A dye is a
colored substance or an organic compound, which when applied in a solution to
a fabric, imparts a color resistant to washing. The textiles, paper and leather
industry largely use them, with textiles accounting for over 80% in India. This
links the dyestuff industry's fortunes to that of the textile industry. Dyes are
classified according to various systems. The most commonly used one is the
one used by the US International Trade Commission. According to this system,
there are 9 Types of dyes, as detailed in the following table:
Table 1.1: Most commonly used 9 types of dyes.
Application
Group
Acid Wool, silk, paper, synthetic fibers, leather
Azoic Printing Inks and Pigments
Basic Silk, wool, cotton
Direct Cotton, cellulosic and blended fibers
Disperse dyes Synthetic fibers
Reactive Cellulosic fiber and fabric
Organic pigments Cotton, cellulosic, blended fabric, paper
Sulphur Cotton, cellulosic fiber
Vat dyes Cotton, cellulosic and blended fiber
With the change in the product profile of the textile industry from the
high-cost cotton textiles to the highly durable and versatile synthetic fibers, the
consumption pattern of dyes has also been changing. Polyesters are projected to
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account for a large part of dye consumption in the country. Accordingly,

disperse dyes, which find application in polyesters, are projected to grow faster.
In addition to textiles, dyestuffs are also used in industries like plastic,

paints, printing inks, paper and leather. While these industries account for a
very small part of domestic consumption, globally these account for a
substantial part of total consumption.
1.1.2 Technology:
The technology for dyestuff manufacturing varies widely from relatively

simple (direct ago) to sophisticated (disperse and vat) dyes. Though technology
is locally available, most of it is outdated. The problem is further compounded
by the fact that the nature of the process changes from batch to batch and,
therefore, controlling the process parameters becomes difficult. The Indian
industry has made significant progress in terms of technology and production.
The dyestuff industry is one of the heavily polluting industries and this
has resulted in the closure of units internationally and shifting of units to the
emerging economies. Most of the international manufacturers have transferred
the technology to developing nations like China, India, Indonesia, Korea,
Taiwan and Thailand. This shift of manufacturing capacities is because the
industry is perceived as a high-cost and low return one. The batch processing
also makes it a labor- intensive industry. Thus, the competitiveness of
developing economies increases. However, the judiciary has come down with a
heavy hand on several manufacturing units, especially in Gujarat.
1.1.3 Restructuring:
There has been severe a drain on the profitability of the industry. This is
due to entry of many new players in the last few years resulting in severe
competition and price wars. Restructuring of the Indian dyestuff industry,
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initiated a couple of years ago, is in progress. The trend was set last year by the
market leader Colour-Chem. Ltd, which decided to opt out of the dyestuffs
business. It has entered into a toll manufacturing agreement with Dystar India
Ltd. There have been other alignments, which would result in improving
capacity utilization at manufacturing facilities and also obtain better reach of
export markets.
Ciba India and IDI have signed a pact to market polyester and cellulose
dyes. IDI has also tied up with Ciba for the manufacture and marketing of dyes
and pigments. Atul products has completed the acquisition of Zeneca’s 50%
stake in Atic Industries Ltd and tied up with BASF, Germany to market 50 % of
its production of vat dyes.
The restructuring of Sandoz, consequent to the merger with Ciba, has led
to the creation of Clariant AG. The dyestuffs manufacturing division of Khatau
Group has been merged with its marketing company, Indokem Ltd.
1.1.4 Dyestuff Industries of Gujarat.
Gujarat Dyestuff Industries Pvt. Ltd. was set up in the year of 1981. The
company shifted the manufacturing base from Textile Dyes & Chemicals to
PPP/HDPE Woven Bag/Sacks/Fabrics and PE Liner in the year of 1985.
Presently, the company is the leader in manufacturing of these bulk

packaging items in the country. As of today the company enjoys a very high
reputation for consistent high quality of products and committed service to the
customers. The company has installed most modern technology Plant &
Machineries of 10000 TPA capacity to manufacture PP/HDPE Woven
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Bag/Sacks/Fabrics and PE Liner etc. Encored with good demand the company
implemented expansions in quick succession from time to time.
Atul Ltd. is an honorable member of following organizations
 All India Plastic Manufacturer Association (AIPMA)

 All India Flat Tape Manufacturer Association (AIFTMA)
 Indian Plastic Federation (IPF)
 Indian Institute of Plastic (IIP)
 Gujarat Chamber of Commerce & Industries (GCCI)
 Director General of supplies & Disposals (DGS& D)
 The Plastic Export Promotion Council (PEXCONCIL)
 Chemicals & Plastics Manufacturers Association (CPMA)
The company has won several awards in these 2 decades of operation,

which shows the high standard of quality. The Indian dyestuff industry has been
facing difficult times. Low profitability and demand growth combined with
increasing importance for environmental protection have resulted in the exit of
many small producers. However these factors have seen the consolidation of
major players in the industry. Currently there is an over capacity situation in the
domestic market that has forced the industry to look at exports for growth. With
the closure of many manufacturing bases in the US and Europe, MNCs are
shifting to Asian countries like India and China. The share of the MNCs in the
domestic production of these two countries has been going up steadily over the
last few years.
1.2 COMPANY PROFILE
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Atul Ltd is a member of Lalbhai group, one of the oldest business houses
of India, with interests mainly in textiles and chemicals. The group is strongly
committed to serve the society in the field of education, health as well as
culture.
Lalbhai with dream to make India self reliant in chemicals, generated

employment on a large – scale and create wealth for the society. For translating
his dream into reality, KASTURBHAI LALBHAI brought his confident,
BULLUBHAI MUZUMDAR, an economist- and his son, SIDDHARTH
KASTURBHAI LALBHAI, A CHEMICAL ENGINEER, to lead Atul Ltd and
established a large chemical conglomerate.
Atul Ltd became the first private sector company of India to be

inaugurated by Jawaharlal Nehru, the first Capital Minister of the country. The
company thus commenced its business with just a few dyestuffs, the know-how
of which was brought from freight companies?
Over the year, Atul Ltd joined hand with American Cyanamid crop
(1952), Imperial chemical industries plc (1955) and Ciba-Geigy Ltd (1960) to
from Respectively 3 joint venture companies, namely, Cyanamid India Ltd,
Atic industries Ltd and Cibatual Ltd respectively. Consequent to worldwide
divestment of the days and polymers business by ZENECA plc (formerly a part
of ICI plc) and Ciba Ltd respectively, Atic industries Ltd and Cibatual Ltd were
merged into Atul Ltd in 1995 and 1998 respectively.
Atul Ltd operates through six-business division, namely, Agrochemical

bulk chemicals & Intermediates, Colors, Pharmaceuticals, Intermediates, and
Polymers. Each business, in step with the company vision, develops and
implements its growth plans.
Atul’s registered office is in Ahmadabad whereas its corporate

headquarters are located in Atul Gujarat. Company is listed on the NSE in India
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and has over 35000 shareholders. Atul also has office in the USA, the UK,
Germany, and Vietnam that service its international customers.
1.2.1 Organization structure of Atul Ltd.
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Source: Discussion with Manager, Marketing Dept. Atul Ltd.
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1.2.2 Different divisions of Atul Ltd.
Agrochemicals Division:
In 1967, Atul Limited started manufacture of phenoxy herbicides and in
subsequent years added more products to the range, including urea &
sulfonylurea herbicides, triazole fungicides and carbamate; neonicotinoid;
organophosphorus & pyrethroids insecticides. Phosgene, a vital raw material is
manufactured by the division.
Consistency in quality, commitment to timely

deliveries and prompt techno-commercial services
have ensured that the division is now among the
world's five leading manufacturers of 2,4-D range of
chlorophenoxy derivatives.
The products marketed by the division have been well received by

customers across 35 countries, including quality conscious markets like South
East Asia, Latin America, Spain and Australia.
The division has the technical expertise to meet country specific

requirements of regional registration and regulatory authorities. The division is
fully committed towards promoting environmentally sound chemicals, and
provides the necessary support to all customers for safe use of its products.
Aromatics Division:
Aromatics Division is one of the world’s largest manufacturers of Para
anisic aldehyde, Para cresol and Para anisic alcohol, supplying its products to
diverse industries, including cosmetics, flavours and fragrances, bulk drugs, dye
intermediates; and plant and animal micro-nutrients.
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The Division's manufacturing site is

located at Ankleshwar in Gujarat, about 350 km
north of Mumbai.
The Division has always laid great emphasis on

innovation. The state-of-the-art cost-effective processes, scientific research,
ingenious technology and detailed market knowledge form the basis for the
Division’s success.
Aromatics has strengthened its global competitiveness through process

innovation and has developed new tools to gauge customers’ needs. Through
collaborations with universities and research institutes, the Division gets access
to new knowledge and technology constantly.
Bulk Chemicals and Intermediates Division:
The Bulk Chemicals and Intermediates division manufactures a variety of

bulk chemicals and semi-speciality intermediates.
The division started manufacture of bulk

chemicals in 1960 and intermediates in 1963 to
provide backward integration to Atul Ltd.'s dyes
business.
Drawing on its strong research base and flexible manufacturing capabilities, the
division now manufactures numerous intermediates for dyes and semi-
speciality chemicals for customers world-wide.
With capability to handle a wide variety of chemical processes, the

division is ready to become a global leader in selected intermediates.
Colors Division:
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The Colors division is the largest business division of

Atul Ltd, manufacturing a wide range of dyestuffs for the
textile, leather, paper, wool and silk industries. The division
is the largest supplier of dyestuffs in India and exports
nearly 40% of its production to more than 40 countries
worldwide.
The division's manufacturing operations started with sulphur dyes in

1952. In quick succession, other classes of dyes - direct, acid, azoic and azo
disperse - were added to the product range. Vat, reactive and anthraquinone
disperse dyes were manufactured by the erstwhile Atic Industries Ltd, a 50:50
joint venture between Atul Ltd and Zeneca plc (formerly a part of Imperial
Chemical Industries plc).
In 1995, when Zeneca decided to divest its

textile colors business worldwide, Atul Ltd bought
over Zeneca's stake in Atic Industries. Consequently,
the same year, the two companies were merged.
With state-of-the-art manufacturing facilities, stringent quality control

systems and an efficient pool of skill-sets, the division is in the forefront of
exploiting market opportunities and providing optimum solutions to its
customers.
The division is ISO 9001 certified.
Pharmaceuticals and Intermediates:
For over two decades, this unit manufactured Sulpha Drug Intermediates
for Ciba Geigy. Now, as a separate Division of Atul, Pharmaceuticals
Intermediates has diversified into a wide range of specialty intermediates and
APIs.
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Atul is the world leader in Dapsone, an anti-bacterial drug. A newly built GMP
manufacturing plant, supported by an approved DMF, assures you a high
quality and regular supply.
The division specializes in offering a range of fine chemicals and

intermediates based on in-house Phosgene supply. Intermediates based on
Phosgenation and Hydrogenation is offered from kilogram to metric ton scale.
The Division has recently launched a range of new products based on

phosgene chemistry namely various Chloroformates, Isocyanates, NCA,
Carbonates & Dicarbonate, Chlorides, Ureas & other products.
The phosgenation business is backed by a strong R&D, Pilot Plant

facility and the new PHIN plant; all covered under scope of ISO 9000 and ISO
14000 certification.
Polymers
Lapox Epoxy Resins and Hardener systems are manufactured and
marketed by Polymers division of Atul Limited. The manufacture of Epoxy
systems began in 1968 in a company established as
a joint venture between Atul and Ciba,
Switzerland. In 1999, on the merger of the JV with
the parent company, the Epoxy operations became
a part of Atul Limited.
Having achieved a leadership position in the domestic market of Epoxy

Systems, the company intends to play its rightful part in the global market. It
has plans to build on the success already achieved in certain segments of the
European and North American markets. The strategy is to target niche markets
offering customized solutions for challenging applications.
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Recently added products such as Multifunctional Epoxy Resins,

Cycloaliphatic Epoxy Resins, Epoxy Novolacs, Bis F Resins, Brominated
Epoxies, Reactive Diluents, Phenalkamines, and Aromatic Amines have
enlarged the long-standing grades offered by the company for applications in
electrical casting, composites and laminating, civil and coating industries.
These are strongly supported by a well-equipped Application Development
Center and synthesis as well as analytical labs.
Apart from an intensive network of branch offices and dealers in India,

the company has established marketing subsidiaries in the UK (Manchester),
the USA (Charlotte), Germany (Weisbaden) and China (Shanghai). Besides, it
has enterprising agents/dealers in the UK, France, Germany, USA and China.
These dealers stock Lapox to cater to the needs of their regular customers.
The company has geared itself to delight epoxy users with Lapox in the
global niche markets.
Floras Division
Floras was started with a view of productive utilizing of large land
holdings of Atul Ltd. Its objective is to give genuine herbal extracts which are
obtained from scientifically grown crops.
Floras has ensured that its products meet the perfumery and cosmetic
industry’s needs for genuine natural essential oils.
1.2.3 Departments at Atul Ltd.
Human Resource Management.
In any organization only their employees are the real assets. This is the
only asset, which make use of all the resources and can generated revenues
from business. Employees are human beings and they have their own beliefs,
attitudes, personality and goals to achieve from the organization. As
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organization is the group activities of the employees needs to work in order to

achieve common organization goals.
Due to above reason Human Resource Department is essential in the

organization. Human Resource Department deals with the managing human in
an organization. Now due to changing conditions and global effects the people
of different culture, attitudes, language, behavior works to bather at that time
human resource management becomes essential part of organization.
In Atul ltd, Human Resource Department manages all the employees very
effectively and efficiently.
Human Resource means “TO PUT RIGHT PERSON AT RIGHT TIME AT

RIGHT PLACE
Core Values of Human Resource Management:
C -Competences building
A -Adapt to new environment
R -Respect human values
E -Empower, Enrich, Excel
People are key element in the chemistry of the Atul ltd.
It is entrepreneurship and creativity of the people as also their integrity

and commitment that determine the success of the company. Atul Ltd aspires to
develop a work environment where these abilities and qualities are nurtured.
Atul Ltd endeavors to identify area of individual development of

employees through its performance management system. The training regimen,
which covers every employee, prepares them to anticipate and meets
challenges.
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While continuing the tradition of being compassionate and caring, the

focus is on empowering employees and helping them to excel in the business.
Top Three Priorities:
Safety:
Atul Ltd through comprehensive system of design, training, reporting,

and review achieves high levels of performance in plant and employee safety.
Health:
From recruitment to retirement, the health of employees is given attention

and care. Pre-employment medical check-ups, annul routine health surveillance
and target health check-ups are conducted at the medical centers Atul Ltd.
Employees have access to facilities for badminton, billiards, gymnasium, sauna,
squash, swimming, table tennis.
Environment:
In environment, Atul ltd has given also three major priorities.
A. Water:
The factory sites have extensive pipeline system to keep ground water
free of any contamination. The state-of-the-art effluent treatment plants are
of large capacity to fully treat all effluence from the manufacturing facilities.
The treated effluence meeting specified standard are taken in covered

pipelines for discharge in zones agreed with regulatory authority.
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B. Air:
Numerous scrubbing systems are integral part of the manufacturing
facility of Atul ltd. Analyses of vent gases and monitoring of ambient air
are done routinely.
C. Soil:
Organic chemical wastes are incinerated in the incinerators of Atul
ltd. Incinerator ash and solid wastes generated from manufacturing
process are carefully monitored in line with prevalent rules and
regulation.
Hazardous solid wastes are disposed of in a secured facility owned

by the company.
1.3 RESEARCH METHODOLOGY

Topic of the study: - Supply chain management at Atul Ltd.
Problem Statement: - To study the marketing and distribution of dyes

manufactured by Atul
Ltd.
Objective of the study:-
 To study how the company perform various functions of
received order, procurement of raw material –material
required for making product, transformation of this
material to intermediates and the finished products and
the distribution of the finished products to the customer.
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 To study distribution strategy, information and inventory

management.
 To study about the location, size and number of

warehouses, distribution centers and facilities.
 To study transportation strategy including frequency,

routes and contracting.
Method of data collection:-

Secondary Data:- secondary data are the data already collected and
analyzed by someone else
 Reference to past performance, report and register.
 Personal talk with the marketing manager.
Research Design:-
Descriptive research design is appropriate for this study. A

detail information about the present and past situation of
the company is available in descriptive research.
1.4 RATIONALE FOR THE STUDY
Today’s business environment is changing rapidly so to remain in the

competition each and every company has to adopt the latest technology and
process to minimize its production cost so that they can give their product at the
competitive price and can make their position in stable in the market.
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This study is based on supply chain management. Supply chain execution

means managing and coordinating the movement of materials, information and
funds across the supply chain. The flow is bi-directional.
This study shows all the processes starting from the procuring of the raw
material to the distribution of the finished products. This study gives the
information regarding purchasing of raw material, which are the different
processes necessary for testing the quality of the raw material, how the
inventory is managed at the each and every stage of the production process.
This study gives the information about the necessary steps taken for testing the
quality of the finished product. The study also shows the necessary arrangement
required at the dispatch area. The study gives information to the management
that how they can add the value and reduce the total cost across the entire
process. It gives information about which are the value added process and
which are not. So that they can eliminate that non value added processes.
Thus this study gives full information starting from receiving order to
the distribution of the finished product. It also focus on the weak area of the
company and where it required the proper attention.
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Five force model
Introduction
The model of the Five Competitive Forces was developed by Michael E. Porter
in his book „Competitive Strategy: Techniques for Analyzing Industries and
Competitors“
Porters model is based on the insight that a corporate strategy should meet the
opportunities and threats in the organizations external environment. Especially,
competitive strategy should base on and understanding of industry structures
and the way they change.
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Porter has identified five competitive forces that shape every industry and every
market. These forces determine the intensity of competition and hence the
profitability and attractiveness of an industry.
The objective of corporate strategy should be to modify these competitive

forces in a way that improves the position of the organization. Porters model
supports analysis of the driving forces in an industry.
These are the five force model of ATUL.LIMITED
2.1 Bargaining Power of Suppliers
· The market is dominated by a few large suppliers rather than a fragmented

source of supply,
· There are no substitutes for the particular input,
· The suppliers customers are fragmented, so their bargaining power is low,
· The switching costs from one supplier to another are high,
2.2 Bargaining Power of Customers
· They buy large volumes, there is a concentration of buyers,
· The supplying industry comprises a large number of small operators
· The supplying industry operates with high fixed costs,
· The product is undifferentiated and can be replaces by substitutes,
· The customer don’t knows about the production costs of the product
· There is the no possibility for the customer integrating backwards.
3.Threat of New Entrants
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The competition in an industry will be the higher, the easier it is for other
companies to enter this industry. There is always a latent pressure for reaction
and adjustment for existing players in this industry.
· Economies of scale (minimum size requirements for profitable operations),
· High initial investments and fixed costs,
· Cost advantages of existing players due to experience curve effects of

operation with fully depreciated assets,
· Brand loyalty of customers
· Scarcity of important resources, e.g. qualified expert staff and technology.
· Distribution channels are controlled by existing players,
· Existing players have close customer relations, e.g. from long-term service
contracts,
· High switching costs for customers
2.4 Threat of Substitutes
A threat from substitutes exists if there are alternative products with lower
prices of better performance parameters for the same purpose. They could
potentially attract a significant proportion of market volume and hence reduce
the potential sales volume for existing players. This category also relates to
complementary products.
· Brand loyalty of customers,
· Close customer relationships,
· Switching costs for customers,
· The relative price for performance of substitutes,
· Current trends.
2.5 Competitive Rivalry between Existing Players
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· There are many players of about the same size,eg,china
· Players have similar strategies
· There is not much differentiation between players and their products,

hence, there is much price competition
· Low market growth rates · Barriers for exit are high (e.g. expensive
and highly specialized equipment).
CHAPTER 2
THEORITICAL FRAMEWORK
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A supply chain is a network of facilities and distribution options that

performs the functions of procurement of materials, transformation of these
materials into intermediate and finished products, and the distribution of these
finished products to customers. Supply chains exist in both service and
manufacturing organizations, although the complexity of the chain may vary
greatly from industry to industry and firm to firm.
Supply chain management (SCM) is the process of planning,

implementing, and controlling the operations of the supply chain as efficiently
as possible. Supply Chain Management spans all movement and storage of raw
materials, work-in-process inventory, and finished goods from point-of-origin
to point-of-consumption.
A supply chain, as opposed to supply chain management, is a set of

organizations directly linked by one or more of the upstream and downstream
flows of products, services, finances, and information from a source to a
customer. Managing a supply chain is 'supply chain management'
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Figure shows the key concepts of the supply chin management.
As shown in the figure Supply chain management (SCM) is the oversight

of materials, information, and finances as they move in a process from supplier
to manufacturer to wholesaler to retailer to consumer. Supply chain
management involves coordinating and integrating these flows both within and
among companies. It is said that the ultimate goal of any effective supply chain
management system is to reduce inventory
Supply Chain Management is the systemic, strategic coordination of the

traditional business functions and the tactics across these business functions
within a particular company and across businesses within the supply chain, for
the purposes of improving the long-term performance of the individual
companies and the supply chain as a whole
Supply chain management is a cross-function approach including

managing the movement of raw materials into an organization, certain aspects
of the internal processing of materials into finished goods, and the movement of
finished goods out of the organization and toward the end-consumer. As
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organizations strive to focus on core competencies and becoming more flexible,

they reduce their ownership of raw materials sources and distribution channels.
These functions are increasingly being outsourced to other entities that can
perform the activities better or more cost effectively. The effect is to increase
the number of organizations involved in satisfying customer demand, while
reducing management control of daily logistics operations. Less control and
more supply chain partners led to the creation of supply chain management
concepts. The purpose of supply chain management is to improve trust and
collaboration among supply chain partners, thus improving inventory visibility
and the velocity of inventory movement.
Traditionally, marketing, distribution, planning, manufacturing, and the

purchasing organizations along the supply chain operated independently. These
organizations have their own objectives and these are often conflicting.
Marketing's objective of high customer service and maximum sales dollars
conflict with manufacturing and distribution goals. Many manufacturing
operations are designed to maximize throughput and lower costs with little
consideration for the impact on inventory levels and distribution capabilities.
Purchasing contracts are often negotiated with very little information beyond
historical buying patterns. The result of these factors is that there is not a single,
integrated plan for the organization---there were as many plans as businesses.
Clearly, there is a need for a mechanism through which these different functions
can be integrated together. Supply chain management is a strategy through
which such an integration can be achieved.
Page | 28
Supply chain management is typically viewed to lie between fully

vertically integrated firms, where the entire material flow is owned by a single
firm, and those where each channel member operates independently. Therefore
coordination between the various players in the chain is key in its effective
management.
2.1 SUPPLY CHAIN DECISIONS
There are four major decision areas in supply chain management: 1)

location, 2) production, 3) inventory, and 4) transportation (distribution), and
there are both strategic and operational elements in each of these decision areas.
2.1.1 Location Decisions
The geographic placement of production facilities, stocking points, and

sourcing points is the natural first step in creating a supply chain. The location
of facilities involves a commitment of resources to a long-term plan. Once the
size, number, and location of these are determined, so are the possible paths by
which the product flows through to the final customer. These decisions are of
great significance to a firm since they represent the basic strategy for accessing
customer markets, and will have a considerable impact on revenue, cost, and
level of service. These decisions should be determined by an optimization
routine that considers production costs, taxes, duties and duty drawback, tariffs,
local content, distribution costs, production limitations, etc. Although location
decisions are primarily strategic, they also have implications on an operational
level.
Page | 29
2.1.2 Production Decisions
The strategic decisions include what products to produce, and which

plants to produce them in, allocation of suppliers to plants, plants to DC's, and
DC's to customer markets. As before, these decisions have a big impact on the
revenues, costs and customer service levels of the firm. These decisions assume
the existence of the facilities, but determine the exact path(s) through which a
product flows to and from these facilities. Another critical issue is the capacity
of the manufacturing facilities--and this largely depends the degree of vertical
integration within the firm. Operational decisions focus on detailed production
scheduling. These decisions include the construction of the master production
schedules, scheduling production on machines, and equipment maintenance.
Other considerations include workload balancing, and quality control measures
at a production facility.
2.1.3 Inventory Decisions
These refer to means by which inventories are managed. Inventories exist

at every stage of the supply chain as either raw materials, semi-finished or
finished goods. They can also be in-process between locations. Their primary
purpose to buffer against any uncertainty that might exist in the supply chain.
Since holding of inventories can cost anywhere between 20 to 40 percent of
their value, their efficient management is critical in supply chain operations. It
is strategic in the sense that top management sets goals. However, most
researchers have approached the management of inventory from an operational
perspective. These include deployment strategies (push versus pull), control
policies --- the determination of the optimal levels of order quantities and
reorder points, and setting safety stock levels, at each stocking location. These
Page | 30
levels are critical, since they are primary determinants of customer service
levels.
2.1.4 Transportation Decisions
The mode choice aspect of these decisions are the more strategic ones.
These are closely linked to the inventory decisions, since the best choice of
mode is often found by trading-off the cost of using the particular mode of
transport with the indirect cost of inventory associated with that mode. While
air shipments may be fast, reliable, and warrant lesser safety stocks, they are
expensive. Meanwhile shipping by sea or rail may be much cheaper, but they
necessitate holding relatively large amounts of inventory to buffer against the
inherent uncertainty associated with them. Therefore customer service levels,
and geographic location play vital roles in such decisions. Since transportation
is more than 30 percent of the logistics costs, operating efficiently makes good
economic sense.
2.2 SUPPLY CHAIN MANAGEMENT FLOWS:
Supply chain management flows can be divided into three main flows:
 The product flow

 The information flow
 The finances flow
The product flow includes the movement of goods from a supplier to a

customer, as well as any customer returns or service needs. The information
flow involves transmitting orders and updating the status of delivery. The
Page | 31
financial flow consists of credit terms, payment schedules, and consignment

and title ownership arrangements.
2.3 SUPPLY CHAIN MANAGEMENT PROBLEMS:

Supply chain management address the following problems:
 Distribution Network Configuration:
Number, location and network missions of suppliers, production

facilities, distribution centers, warehouses and customers.
 Distribution Strategy:
Questions of operating control (centralized, decentralized or

shared), delivery scheme, DSD (direct store delivery), closed loop
shipping; mode of transportation, e.g., motor carrier, including truckload,
parcel, railroad, intermodal transport, ocean freight; air freight;
replenishment strategy (e.g., pull, push or hybrid); and transportation
control. (e.g., owner-operated, private carrier, common carrier, contract
carrier).
 Trade-Offs in Logistical Activities:
The above activities must be well coordinated in order to achieve

the lowest total logistics cost. Trade-offs may increase the total cost if
only one of the activities is optimized. For example, full truckload (FTL)
rates are more economical on a cost per pallet basis than less than
truckload (LTL) shipments. If, however, a full truckload of a product is
ordered to reduce transportation costs, there will be an increase in
inventory holding costs which may increase total logistics costs. It is
therefore imperative to take a systems approach when planning logistical
Page | 32
activities. These trade-offs are key to developing the most efficient and
effective Logistics and SCM strategy.
 Information:
Integration of processes through the supply chain to share valuable

information, including demand signals, forecasts, inventory,
transportation, potential collaboration, etc. These all the information
should be share with the related employees so that they can contribute
their best effort for accomplishing the task.
 Cash-Flow:
Arranging the payment terms and methodologies for exchanging

funds across entities within the supply chain.
2.4 IMPORTANCE OF SUPPLY CHAIN MANAGEMENT
Supply Chain Management (SCM) is "Maximizing added value and

reducing total cost across the entire trading process through focusing on speed
and certainty of response to the market." Due to globalization, SCM has
become a tool for companies to compete effectively either at a local level or at a
global scale. SCM has become a necessity especially for manufacturing
industry when it comes to deliver products at a competitive cost and at a higher
quality than their competitors.
Today's business climate has rapidly changed and has become more
competitive as ever in nature. Businesses now not only need to operate at a
lower cost to compete, it must also develop its own core competencies to
distinguish itself from competitors and stand out in the market. In creating the
competitive edge, companies need to divert its resources to focus on what they
do best and outsource the process and task that is not important to the overall
Page | 33
objective of the company. SCM has allowed company to rethink their entire
operation and restructure it so that they can focus on its core competencies and
outsource processes that are not within the core competencies of the company.
Due to the current competitive market, it is the only way for a company to
survive. The strategy on applying SCM will not only impact their market
positioning but also strategic decision on choosing the right partners, resources
and manpower. By focusing on core competencies also will allow the company
to create niches and specialization of core areas.
SCM has allowed business nowadays to not just have productivity

advantage alone but also on value advantage. 'Productivity advantage gives a
lower cost profile and the value advantage gives the product or offering a
differential 'plus' over competitive offerings.' Through maximizing added value
and also reduce the cost in the same time, more innovation can be added to the
product and process. Mass manufacturing offers productivity advantage but
through effective supply chain management, mass customization can be
achieved. With mass customization, customers are given the value advantage
through flexible manufacturing and customized adaptation. Product life cycles
also can be improved through effective use of SCM. Value advantage also
changes the norm of traditional offerings that is 'one-size-fits-all.' Through
SCM, the more accepted offerings by the industry to the consumers would be a
variety of products catered to different market segments and customers
preferences.
Non added value activities are considered to be waste and therefore must
be eliminated. Such non added value activities are overproduction, waiting,
unnecessary transport, over processing, excess inventory, unnecessary
movement, defects and unused employee creativity.
Page | 34
2.5 VALUE CHAIN ANALYSIS
Value chain analysis is a powerful tool for managers to identify the key
activities within the firm which form the value chain for that organization, and
have the potential of a sustainable competitive advantage for a company.
Therein, competitive advantage of an organization lies in its ability to perform
crucial activities along the value chain better than its competitors.
Figure shows Porter's Generic Value Chain Model
The value chain analysis essentially entails the linkage of two areas.
Firstly, the value chain links the value of the organization’s activities with its
main functional parts. Then the assessment of the contribution of each part in
the overall added value of the business is made.
In order to conduct the value chain analysis, the company is split into
primary and support activities (Figure). Primary activities are those that are
related with production, while support activities are those that provide the
background necessary for the effectiveness and efficiency of the firm, primary
and secondary activities of the firm are discussed in detail below.
Page | 35
2.5.1 Primary activities:

The primary activities of the company include the following:
 Inbound Logistics
These are the activities concerned with receiving the materials from
suppliers, storing these externally sourced materials, and handling them
within the firm. So all these activities related with bringing the raw
material, keeping them in the store and managing the for the production
process. The following are the various processes which are used in the
inbound logistics.
 Transportation
 Material handling
 Material storage
 Communications
 Testing
 Information systems
 Operations
These are the activities related to the production of products and services.
This area can be split into more departments in certain companies. It consist
of various plants where the production is done. Here the inventory should
be managed at each level of production process. So here all the production
process is included. The following are the various processes which are used
in operation.
 Process
 Materials
 Machine tools
 Packaging
 Maintenance
 Testing
 Building design & operation
Page | 36
 Outbound Logistics
These are all the activities concerned with distributing the final product
and/or service to the customers. All the process related with handling the
finished product and distribution of these product are there in the outbound
logistics. The following are the various processes which are used in the
outbound logistics.
 Transportation
 Packaging
 Communications
 Marketing and Sales
This functional area essentially analyses the needs and wants of customers
and is responsible for creating awareness among the target audience of the
company about the firm’s products and services. Companies make use of
marketing communications tools like advertising, sales promotions etc. to
attract customers to their products. The following are the various tools
which are used in the marketing and sales.
 Media
 Audio/video
 Communications
 Service
There is often a need to provide services like pre-installation or after-sales

service before or after the sale of the product or service. The following are
the service tools.
 Testing
 Communications
Page | 37
2.5.2 Support Activities:
The support activities of a company include the following:
 Procurement
This function is responsible for purchasing the materials that are necessary for
the company’s operations. An efficient procurement department should be
able to obtain the highest quality goods at the lowest prices. It is the
responsibility of the procurement department to purchase the good quality
goods so that product can achieve higher quality. It is the responsibility of the
department to order the sufficient amount of the quantity at the lower price.
 Human Resource Management
This is a function concerned with recruiting, training, motivating and

rewarding the workforce of the company. Human resources are
increasingly becoming an important way of attaining sustainable
competitive advantage. To keep the employs highly motivated and
trained is the responsibility of human resource department so that they
can help the company to achieve their target.
 Technology Development
This is an area that is concerned with technological innovation, training

and knowledge that is crucial for most companies today in order to
survive. Latest technology should be provided to the employs of the
company so that they can do their work more efficiently and timely.
Latest technology is the one important requirement of the company to
remain in the competition with the other industry.
 Firm Infrastructure
This includes planning and control systems, such as finance, accounting,

and corporate strategy etc. This department is related with all the finance
Page | 38
and account related planning. It concern with the process of allocating

the money to the various department for their work.
 Margin
The word ‘margin’ is used for the difference between the total value and
the cost of performing the value activities. Means the value achieved by
selling the product or the services the customer and the cost occurred in
the process of manufacturing product or service. This difference is
shown by margin here.
2.5.3 Linkages Between Value Chain Activities

Value chain activities are not isolated from one another. Rather, one
value chain activity often affects the cost or performance of other ones.
Linkages may exist between primary activities and also between primary and
support activities.
Consider the case in which the design of a product is changed in order to

reduce manufacturing costs. Suppose that the new product design results in
increased service costs; the cost reduction could be less than anticipated and
even worse, there could be a net cost increase.
Sometimes however, the firm may be able to reduce cost in one activity
and consequently enjoy a cost reduction in another, such as when a design
change simultaneously reduces manufacturing costs and improves reliability so
that the service costs also are reduced. Through such improvements the firm has
the potential to develop a competitive advantage.
Page | 39
CHAPTER 3
SUPPLY CHAIN MANAGEMENT AT
ATUL LTD.
Page | 40
SUPPLY CHAIN MANAGEMENT AT ATUL LTD.
This chapter is about how the supply chain management is done at Atoll
ltd. It shows the whole process of supply chain management. Staring with
taking the order to the dispatching of the finished products. The order is taken
by e-mail or fax or on the telephone by the marketing department. According to
the order quantity they inform the production department to plan for the
required order quantity.
3.1 PRODUCTION PLANNING
Basically production planning is done on the basis of three month

forecast given by the marketing. Every week there is meeting of production and
marketing and all the order are reviewed. The minimum batch size for
production is 1 ton so they don’t give the priority if the order is quit small.
Compared to reactive dyes plant, vat dye plant is a bit slow because large no. of
steps go in the production of vat dyes.
FLOW CHART OF PRODUCTION PLANNING:
International Marketing National Marketing
Get Stock details and merge requirement
To Calculate Quantity to be manufacture for finished

product
To Determine Nos. of crude and intermediates

Batches
To check rough-cut capacity of plants
Page | 41
Plant loading and batch scheduling as per

priority /advance planning
Communicate schedule to the plant/DQC & R&D
Calculate required quantity of raw material
Communicate raw material requirement qty along with

schedule to purchase department
Monitor Manufacturing Activities
Page | 42
3.2 PURCHASE PLANNING
Once when to products and how much to produce is decided than

according to the order of product, requirement of raw material is decided and
purchase department give order to purchase the raw material. Following is the
flow chart of purchase planning.
FLOW CHART OF PURCHASE PLNNING
Requirement from planning
Getting Stock detail and merge req. for East & West
Calculating quantity to
be order
Floating enquiry to approve

vendor
Receipt of Quotation
Reminder for
Quotation
Evaluation of
Quotation
Page | 43
Negotiation
1st Level
2nd Level
Approval of
3rdQCS at different level
Level
Asst. Mgr
GM
Sr. Mgr
Preparation of Order
Signature of Order
Preparation Advance note for

advance item
Preparation of Government Paper work

for control item
Pss approval/import product
Dispatch of RM from Vendor to Atul
Material to quality department for material

quality approval
Page | 44
Else reject material after second test
Page | 45
3.3 RAW MATERIAL STORES

In Atul ltd colors division has two sites , East site & West site. Both sites
have their own RM stores. RM stores had taken the decision about how many
raw materials is required and then given the order for purchasing the raw
material. Here is the flow chart of receiving raw material.
FLOW CHART OF RAW MATERIAL STORES

Receipt of the Material Stores
Unloading of R.M. as per number
Marketing of Consignment number
Staking of Receipt
Data entry of receipt
Preparation of MRA/Account Advice
Intimation to Lab/Excise/Finance
Sampling of Consignment
Page | 46
3.4 RAW MATERIAL TESTING ACTIVITY
After purchasing raw material, it is given to the testing for the testing
department. Testing department has taken some sample from this raw material
and check the quality of this sample. We are prepared following flow chart of
the raw material testing activities.
FLOW CHART OF RAW MATERIAL TESTING ACTIVITY:
Preparation of Sample Bottles (Labeling etc)
Sampling
Eatery in Sampling Registry & Work Distribution
Checking Entry in Register & Comparison with

Specification
Report printing
Approval & release for Conformed Quality Consignments
Distribution of Reporting
Page | 47
Referred to R&D for dose not Confirmed Consignment
Return to Reports from R&D their Decision
Approval & Release
Distribution of Reports
Re-sampling & Retesting in case of Rejection of
Consignment/Deduction
3.5 PRODUCTION AND PACKING
After the testing of the raw material, raw material is sent to the
production plants and depending upon the requirement of product, process is
done to produce the product. Vat dyes takes longer time to be prepared
compared to the other dyes. Vat green dyes is the monopoly of the Atul Ltd.
60% market of the vat green in India is captured by Atul Ltd. Here, general
routine procedure is followed, every day in the morning they take Tempo to the
shed D which is for reactive, there is a person who checks all the material while
loading, the material is then send to the warehouses and it is arrange out there.
After finishing with shed D, the tempo goes to shed E for carrying the vat dyes.
When the product is prepared it is send to the packing department where

the packaging process is done according to the order of packages. Following is
the flow chart of packing department.
Page | 48
FLOW CHART OF PACKING DEPARTMENT
Arrange goods in
Receiving the packing Warehouse
advice and makes its
entry
If not Wait until the tempo

Check if material is
inform from warehouse
available
prod.
Forward Doc. to D.Q.C

Check if packing If not excise & warehouse
material is available proc-
ure
Make entry into
According to priority Database
schedule packed
Make necessary mark on

Pack both material
dry paint
National &
International.
Repaint the
drums
PROBLEMS FACED BY PACKING DEPARTMENT
The product that comes from the finishing plant is not properly arranged
so they have difficulty in spotting the product of particular blend and this leads
to delay.
The drums that are brought from the store are not properly kept and due
to which they have to repaint the drums for export before making and markings.
So painting and drying of drums consumes lot of times.
Page | 49
3.6 DISPATCH
In east site they keep finished goods inventories so generally they do not
determine the critical time of dispatch. The critical time is determined by dyes
coming to the bonded warehouses in the West site. The palletisation of drums is
also done in the bonded warehouse.
For dispatch of the material they get intimation from logistics National
regarding dispatch of the material, then they make necessary arrangements. And
on the receipt of weight list from excise they keep cargo ready in the
dispatched area. The cargo is loaded in the presence of the security. Person
checks the materials according to the weight list. Incase if cargo is at east site
warehouse, then first the east site cargo is loaded then the truck comes to the
west site.
3.7 EXCISE DEPARTMENT:
They are responsible for giving ARE-I form, which is required for custom
purpose. On the day dispatched value sheet and invoice copy goes to them.
They also get the packing data from the packing department. These ARE-I
forms are made scheme wise and party wise. They hardly required any time to
make ARE-I form and weight list, which goes to the warehouse. Normally 6
copies of the ARE-I forms are made which are modified according to the
different purpose.
Among six copies original, duplicate and triplicate copy goes with the
driver, out of which original and duplication are returned back to the factory the
third copy is kept by driver. Before giving it to driver the triplicate copy goes to
the logistics international. After dispatch, some copies of ARE-I form goes to
central excise to the endorsement, this is done within 24hrs.
Page | 50
CHAPTER 4
SUGGESTION & RCOMMENDATION
Page | 51
SUGGESTIONS & RECOMMENDATION

 Chemicals are mishandled at the shop floor at the plant site. Proper care
should be taken to avoid the wastage occurring due to spilling of the
chemicals.
 Maximum utilization of the intermediate product should be there during

the production process so that it will help in getting more profit for the
company because sometime it is discharged into the river which pollutes
the water.
 Production process is too lengthy so keen observation should be there

during the whole process to maintain the quality of the product because
sometime workers and employs become careless and due to the lack of
proper attention the whole batch of product become useless or have to
sell at lower price..
 Arrangement of the finished products should be such that it becomes easy

to identify the product at the time of delivery if such arrangement is not
there than it becomes time consuming to load the container and
deprtment cant get the right information aout the stock of the finished
products.
 Proper care should be taken in weight of the product when the container
is loaded at the warehouse because any careless will rise into the delivery
of wrong amount of product and it will cost to the company.
 Proper attention should be there at the time of documentation process and

be clear with the officer of the excise department regarding to all the
documents.
Page | 52
ANNEXURES
1 ) Key Products of Aromatics Division:
 Para Cresol 99%

 Para Anisic Aldehyde
 Para Anisyl Alcohol
 Para Cresidine
 Meta Para Cresol
 Ortho Cresol
 Para Cresol Methyl Ether
Perfumery Grades
 Para Anisic Aldehyde
 Para Anisyl Alcohol
 Para Anisyl Acetate
 Para Cresyl Methyl Ether
 Para Cresyl Acetate
 Para Cresol
In organics
 Manganese Sulphate Powder

 Sodium Sulphite
 Liquid Sulphur Dioxide
 Oleum 65%
 Oleum 25%
 Sulphuric Acid 98%
New Additions
Page | 53
 Anisole
 Ortho Methoxy Toluene
 Para Methoxy Acetophenone
 Para Toluene Sulphonic Acid
Products Under Development
 p-Cyanophenol
 1,3-Cyclohexanedione
 Benzophenone-12
 4-Hexylresorcinol
These all Chemical products are used in the production process of dyes.
2 ) Key Products of Agrochemical Division:
Fungicides
 Triazoles
 Organo sulphur
Insecticides
 Neonicotinoids
 Pyrethroids
 Carbamates
Intermediates
 Chlorophenols
Page | 54
 Benzyl Chloroformate
 Centralite I (N,N’-Diethyl – N, N’ diphenyl urea)
These all Chemical products are used in the production process of
Page | 55
3 ) Key product’s of Colors Division:
Domestic International
Atul Acid Acid Dyes
Atul Direct Direct Dyes
Atul Sulphur Disperse Dyes
Dermat Leather Dyes
Duratic Naphthol & Dyes
Novatic Optical Brightners
Procion Reactive Bifunctional /

VS Dyes
Reactive Cold Brand

Solatic
Dyes
Tulabase
Reactive Hot Brand Dyes
Tulactiv
Reactive Printing Dyes
Tuladir
Solubilised Vat Dyes
Tulasteron
Vat Dyes
Tulathon
Page | 56
These all Dyes are used in the textile industries for the printing purpose. The
following are the major buyer of these dyes.
 Alok Industries.
 Welspun.
 Arvind Mills.
 Raymond.
 Vardhaman Industries.
Page | 57
BIBLIOGRAPHY:
Books Referred:
Kotler, P, 1994, Value Chain Analysis, United States, Pearson Education.
Websites Referred:
http://www.en.wikipedia.org/wiki/Supply_chain_management
http://www.supplylogistic.blogspot.com
http://www.EzineArticles.com/?expert=Razamith_Sovereign
http://www.coursework4you.co.uk/essays-and-dissertations/value-chain-
analysis.php
Other References:
Reports of the Color Division, Atul Ltd.
Page | 58

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SUPPLY CHAIN MANAGEMENT

1.1 INDUSTRY PROFILE

Nearly 80 % of the dyestuffs is commodities. This means there do most

1.1.1 Consumption Pattern:

Table 1.1: Most commonly used 9 types of dyes.

account for a large part of dye consumption in the country. Accordingly,

In addition to textiles, dyestuffs are also used in industries like plastic,

The technology for dyestuff manufacturing varies widely from relatively

1.1.4 Dyestuff Industries of Gujarat.

Presently, the company is the leader in manufacturing of these bulk

Atul Ltd. is an honorable member of following organizations

 All India Plastic Manufacturer Association (AIPMA)

The company has won several awards in these 2 decades of operation,

1.2 COMPANY PROFILE

Lalbhai with dream to make India self reliant in chemicals, generated

Atul Ltd became the first private sector company of India to be

Atul Ltd operates through six-business division, namely, Agrochemical

Atul’s registered office is in Ahmadabad whereas its corporate

1.2.1 Organization structure of Atul Ltd.

Source: Discussion with Manager, Marketing Dept. Atul Ltd.

1.2.2 Different divisions of Atul Ltd.

Consistency in quality, commitment to timely

The products marketed by the division have been well received by

The division has the technical expertise to meet country specific

The Division's manufacturing site is

The Division has always laid great emphasis on

Aromatics has strengthened its global competitiveness through process

Bulk Chemicals and Intermediates Division:

The Bulk Chemicals and Intermediates division manufactures a variety of

The division started manufacture of bulk

With capability to handle a wide variety of chemical processes, the

The Colors division is the largest business division of

The division's manufacturing operations started with sulphur dyes in

In 1995, when Zeneca decided to divest its

With state-of-the-art manufacturing facilities, stringent quality control

The division is ISO 9001 certified.

Pharmaceuticals and Intermediates:

The division specializes in offering a range of fine chemicals and

The Division has recently launched a range of new products based on

The phosgenation business is backed by a strong R&D, Pilot Plant

Having achieved a leadership position in the domestic market of Epoxy

Recently added products such as Multifunctional Epoxy Resins,

Apart from an intensive network of branch offices and dealers in India,

1.2.3 Departments at Atul Ltd.

Human Resource Management.

organization is the group activities of the employees needs to work in order to

Due to above reason Human Resource Department is essential in the

Human Resource means “TO PUT RIGHT PERSON AT RIGHT TIME AT

Core Values of Human Resource Management:

A -Adapt to new environment

R -Respect human values

E -Empower, Enrich, Excel

People are key element in the chemistry of the Atul ltd.

It is entrepreneurship and creativity of the people as also their integrity

Atul Ltd endeavors to identify area of individual development of

While continuing the tradition of being compassionate and caring, the

Top Three Priorities:

Atul Ltd through comprehensive system of design, training, reporting,

From recruitment to retirement, the health of employees is given attention