Value Chain Analysis Sample Clauses

Value Chain Analysis. Rs.150/- Rs.200/- Rs.600/- Rs.1150/- Figure 4: Value Chain- Husk to Fibre Margin- Rs.4000/- Rs.2500/- Rs.2500/- Price-Coir Pith- 2 ton- 700 Price – Fibre- Rs.16000/- Miscellaneous Charge Rs 12000/- Rs.1000/- Labour Charge Rs.11000/- Processing charge Rs.8500/- Raw Material 12000 husk per day * Rs.500/1000 husk Rs.6000/- Value Chain Post CFC: Figure 5: Value Chain-Husk- Fibre-Pith Block Raw Material 12000 husk/day * Rs.500/1000 husk Rs.6000/- Rs.2500/- Electrical/Diesel charge Rs.8500/- Rs.1000/- Miscellaneous Charge Rs 12000/- Margin- Rs.4000/- Rs.2500/- Rs.1500/- Labour Charge Rs.11000/- Husk to fibre Price – Fibre- Rs.16000/- Price-Coir Pith- 2 ton-Rs. 700 Pith Manure Labour Rs. 3200/- Screening, cleaning, drying & processing Rs. 2200/- Rs.1000/- Raw material for Pith Block- Rs.700 Rs.600/- Coir Pith to Pith Block Miscellaneous Rs 3800/- Margin- Rs.4200/- Price Rs. 40/block of 5 kg x 200 no‟s Rs. 8000/- 14 | P a g e value chain: e profit margin is Rs. Total Margine- RS.8200 Analysis of At present th 4000 after selling fibre in the market (as per the Figure 4) after incurring all costs. No value addition to pith is done in maximum of the units and it is sold in a minimum price. If CFC is established and there will be some value addition to pith, Pith blocks can be produced and there will be an increase in the profit margin up to 50% (as per the Figure 5). State Coir Federation Auditing Firms
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Related to Value Chain Analysis

  • Data Analysis In the meeting, the analysis that has led the College President to conclude that a reduction- in-force in the FSA at that College may be necessary will be shared. The analysis will include but is not limited to the following: ● Relationship of the FSA to the mission, vision, values, and strategic plan of the College and district ● External requirement for the services provided by the FSA such as accreditation or intergovernmental agreements ● Annual instructional load (as applicable) ● Percentage of annual instructional load taught by Residential Faculty (as applicable) ● Fall Full-Time Student Equivalent (FFTE) inclusive of dual enrollment ● Number of Residential Faculty teaching/working in the FSA ● Number of Residential Faculty whose primary FSA is the FSA being analyzed ● Revenue trends over five years for the FSA including but not limited to tuition and fees ● Expenditure trends over five years for the FSA including but not limited to personnel and capital ● Account balances for any fees accounts within the FSA ● Cost/benefit analysis of reducing all non-Residential Faculty plus one Residential Faculty within the FSA ● An explanation of the problem that reducing the number of faculty in the FSA would solve ● The list of potential Residential Faculty that are at risk of layoff as determined by the Vice Chancellor of Human Resources ● Other relevant information, as requested

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