Project Report on Inventory Control

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SUMMER TRAINING REPORT

ON

Inventory Control Management and

Material Requirement Planning of

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This project gives me knowledge about the Inventory Control Management & Material Planning involve raising funds for the firm. It is concerned with formulation and designing of Inventory control structure. The most crucial decision of any company is involved in the formulation of its appropriate Inventory structure. The best design or structure of the Inventory system of a company helps the management to achieve its ultimate objectives of minimizing overall cost of capital, maximizing profitability and also maximizing the value of the firm.

Organization. It is very effective way to judge a company’s cash flow prospects, as cash is like blood life for any company.

The report initially begins with the company profile, followed by the detailed analysis of company, like businesses of the company, products offered by the company, financials of the company, etc The report involves a lot of research to understand what exactly Inventory control system of the company should be. Thats , why companies require appropriate inventory structure. The purpose is

to develop an action plan that creates such a inventory structure that will upgrades and standardize the quality of business analysis.

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INTRODUCTION

Pharmaceutical are high technology, high value added products and are highly traded in International markets. The pharmaceutical industry satisfies a basic human need of health, the Demand for products is on increase. This industry is passing through one of its more dynamic Times due to the ever changing demands of the market and the enormous changes taking place as regards to the size and constituents of the industry as many industries are more concentrating their focus on manufacturing of generic drugs which increases their profits without incurring any operational costs. Inventory forms a substantial part of current assets for any manufacturing organization and includes raw materials, stores and spares, work-in-progress and finished good. Maintaining an inventory is absolutely essential for most companies for five main reasons:

• Avoiding lost scale

• Gaining quantity discounts

• Reducing order cost

• Achieving efficient production runs and

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Public Company Incorporated: 1962 Employees: 6,797

Sales: Rs.1.18 billion (2004) Stock Exchanges: India Ticker Symbol: 500359.BO

NAIC: 325412 Pharmaceutical Preparation Manufacturing; 325411

Medicinal and Botanical Manufacturing; 325620 Toilet Preparation Manufacturing

Ranbaxy Laboratories Ltd. is the largest pharmaceutical company in India, and one of the world's top 100 pharmaceutical companies. Long a specialist in the preparation of generic drugs, Ranbaxy is also one of the world's top 10 in that pharmaceutical category as well. Yet, with India's agreement to apply international patent law at the beginning of 2005, Ranbaxy has begun converting itself into a full-fledged research-based pharmaceutical company. A major part of this effort has been the establishment of the company's own research and development center, which has enabled the company to begin to enter the new chemical entities (NCE) and novel drug delivery systems (NDDS) markets. In the mid-2000s, the company had a number of NCEs in progress, and had already launched its first NDDS product, a single daily dosage

formulation of ciprofloxacin. Ranbaxy is a truly global operation, producing its pharmaceutical preparations in manufacturing facilities in seven countries, supported by sales and marketing subsidiaries in 44 countries, reaching more than 100 countries throughout the world. The United States, which alone accounts for nearly half of all

pharmaceutical sales in the world, is the company's largest

international market, representing more than 40 percent of group sales. In Europe, the company's purchase of RPG (Aventis) S.A. makes it the largest generics producer in that market. The company is also a leading generics producer in the United Kingdom and Germany and elsewhere in Europe. European sales added 16 percent to the company's sales in 2004. Ranbaxy's other major markets include Brazil, Russia, and

China, as well as India, which together added 26 percent to the group's sales. Ranbaxy posted revenues of Rs.1.18 billion in 2004. The company, which remains controlled and led by the founding Singh family, is listed on the National Stock Exchange of India in Mumbai.

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Objectives

Through the end of the 1980's, most software packages for distributors placed an emphasis on sales and accounting related modules. In the early 1990's, many distributors recognized that they needed help controlling and managing their largest asset, inventory. In response to this need, several computer software companies developed

comprehensive inventory management modules and systems. These new packages include many new features, designed to help distributors effectively manage warehouse stock. But after implementing new software, many distributors don't feel that they have gained control of their inventory. These wholesalers continue to face many of the same challenges they experienced with their old systems:

• Stockouts and lost sales are common while warehouses are

bulging with inventory

• On-hand and available-for-sale quantities in their computer

systems aren't accurate

• The return on investment from inventory is not satisfactory

In some cases, the problem lies in the computer software. Some packages still do not have the necessary capabilities for effective inventory management. In other situations, a distributor is using a software package that is too complicated. His buyers don't have the knowledge, time, and/or skills to take advantage of the system's

capabilities. But the most common reason distributors do not achieve their inventory management goals has nothing to do with the computer system they utilize.

Despite what many data processing salespeople will tell you, computers do not provide solutions to inventory management problems.

Computers are tools. They must be used in the proper business environment in order to work effectively. This environment is

comprised of several elements. All of them must be present in order for your new inventory management system to live up to its potential. If your system is not performing up to this potential, be sure you have

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implemented each of the following characteristics of good inventory management:

1. Protect your company against theft - Make sure that the only people in your warehouse belong in your warehouse. Pilferage is a larger problem than most distributors realize.

2. Establish an approved stock list for each warehouse - Most dead inventory is "D.O.A" (dead on arrival). Order only the amount of non-stock or special order items that your customer has

committed to buy. Before adding an item to inventory, try to get a purchase commitment from your customer. If this is not possible, inform the salesperson who requests the item that he or she is personally responsible for half the carrying cost of any part of the initial shipment that isn't sold within nine months.

3. Assign and use bin locations - Assign primary and surplus bin locations for every stocked item. All picking and receiving documents should list the primary bin location (in either characters or a bar code). With correct bin locations on

documents, order picking is probably the least complicated job in your warehouse. Assign inexperienced people to this task and your most experienced warehouse workers to receiving inventory and stock management.

4. Record all material leaving your warehouse - There should be appropriate paperwork for every type of stock withdrawal. Under no circumstances should material leave the warehouse without being entered in the computer. Eliminate "no charge/no

paperwork" material swaps. Product samples should be charged to a salesperson's account until they are either returned to stock or charged to the customer.

5. Process paperwork in a timely manner - All printed picking documents should be filled by the end of the day. Stock receipts should be put away and entered in the computer system within 24 hours of arrival.

6. Set appropriate objectives for your buyers - Buyers should be judged and rewarded based on the customer service level, inventory turns, and return on investment for the product lines for which they are responsible.

7. Make sure every employee is aware of the cost of bad inventory

management - Inventory loss through theft, breakage, or loss must be paid for with net profit dollars. If your net profit before

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taxes is 4%, it takes Rs.2,500 in new sales to make up for a Rs.100 merchandise loss!

8. Ensure that stock balances are accurate and will remain accurate - Implement a comprehensive cycle counting program. A good cycle counting program can replace your traditional year-end physical inventory.

9. Determine the most advantageous replenishment path for each item in each warehouse - Assign one of these "paths" to each item in each warehouse:

1. Distributive purchasing - The warehouse replenishes stock with a purchase order issued directly to the vendor

2. Central Warehousing - The stock of one warehouse is replenished with a stock transfer from a central warehouse 3. Cooperative Purchasing - Several branches "pool" their

needs and issue one vendor purchase order in order to meet the vendor minimum order within a reasonable amount of time

10.Specify guidelines for setting the reorder method an other purchasing parameters to maximize inventory turns and minimize stockouts:

1. Minimum/Maximum quantities 2. Economic order quantities

3. Order up to a specific stock level 4. Safety stock quantities

5. Preseason buys

11.Document replenishment procedures: 1. Line buys

2. Non-stock items

3. Price-break purchasing 4. Preseason buys

5. Importing material

12.Establish customer service, inventory turnover, and return on investment goals for the following 24 months for each branch and major product line - After each month end close, compare the goals to the actual results.

13.Initiate an on-going dead stock and excess inventory control program - Excess inventory is usually considered to be any quantity of a product greater than a 12 month supply.

1. Transfer excess stock to a branch that needs the material 2. Return the stock to the vendor

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3. Lower the price of items with excess inventory

4. Substitute surplus inventory for lower cost items that are still popular

5. Offer special commissions for the sale of surplus merchandise

6. Sell the excess inventory to a competitor 7. Donate excess stock to a non-profit agency

8. Throw it out, take the "write-off" for your financial statement, and free up room in your warehouse

14.Make inventory management considerations part of corporate strategic planning.

Scope

The scope of the inventory managements is broad, as it considers the entire flow of materials in and out of an organization. Its scope can be viewed in two contexts-

• Trouble avoidance and

• Opportunistic.

Manager in the organization are worried if the materials function does not perform well. The proper management of materials leads to

reduction in production costs and inventory levels, coupled with an increase in the efficiency of production. Therefore, materials

management can be viewed as an opportunistic tool to improve a firm’s profits.

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Company Profile

Ranbaxy Laboratories Limited, India's largest pharmaceutical company, is an integrated, research based, international pharmaceutical company, producing a wide range of quality, affordable generic medicines, trusted by healthcare professionals and patients across geographies. Ranked 8th amongst the global generic pharmaceutical companies, Ranbaxy today has a presence in 23 of the top 25 pharmaceutical markets of the world. The Company has a global footprint in 49 countries, world-class manufacturing facilities in 11 countries and serves customers in over 125 countries.

In June 2008, Ranbaxy entered into an alliance with one of the largest Japanese innovator companies, Daiichi Sankyo Company Ltd., to create an innovator and generic pharmaceutical powerhouse. The combined entity now ranks among the top 15 pharmaceutical companies, globally. The transformational deal will place Ranbaxy in a higher growth trajectory and it will emerge stronger in terms of its global reach and in its capabilities in drug development and manufacturing.

Vision & Aspirations

Ranbaxy is driven by its vision to achieve significant business in proprietary prescription products by 2012 with a strong presence in developed markets. The Company aspires to be amongst the Top 5 global generic players and aims at achieving global sales of US Rs.5 Bn by 2012.

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Financials

Ranbaxy was incorporated in 1961 and went public in 1973. For the year 2008, the Company recorded Global Sales of US Rs. 1,682 Mn, reflecting a growth of 4%. The Company has a balanced mix of revenues from emerging and developed markets that contribute 54% and 39% respectively. In 2008, North America, the Company's largest market contributed sales of US Rs. 449 Mn, followed by Europe garnering US Rs. 330 Mn. Business in Asia is going strong with India clocking sales of around US Rs. 300 Mn with market leadership in several business segments, backed by strong brand-building skills.

Strategy

Ranbaxy is focused on increasing the momentum in the generics business in its key markets through organic and inorganic growth routes. Growth is well spread across geographies with focus on emerging markets The Company continues to evaluate acquisition opportunities in India, emerging and developed markets to strengthen its business and competitiveness. Ranbaxy has forayed into high growth potential segments like Biologics, Oncology and injectables. These new growth areas will add significant depth to the existing product pipeline.

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Ranbaxy views its R&D capabilities as a vital component of its business strategy that will provide a sustainable, long-term competitive advantage. The Company has a pool of over 1,200 scientists engaged in path-breaking research.

Ranbaxy is among the few Indian pharmaceutical companies in India to have started its research program in the late 70's, in support of its global ambitions. A first-of-its-kind world class R&D centre was commissioned in 1994. Today, the Company's multi-disciplinary R&D centre at Gurgaon, in India, houses dedicated facilities for generics research and innovative research. The robust R&D environment for both drug discovery and development reflects the Company's commitment to be a leader in the generics space offering value added formulations based on its Novel Drug Delivery System (NDDS) and New Chemical Entity (NCE) research capabilities.

The new drug research areas at Ranbaxy include anti-infectives, inflammatory / respiratory, metabolic diseases, oncology, urology and anti-malaria therapies. Presently, the Company has 8-10 programs including one Anti-malaria combination drug, Arterolane maleate + Piperaquine phosphate for which Phase-III clinical trials have commenced in India, Bangladesh and Thailand.. The Company has signed collaborative research programs with GSK and Merck.

NDDS focus is mainly on the development of NDA/ANDAs of oral controlled-release products for the regulated markets. Ranbaxy’s first significant international success using the NDDS technology platform came in September 1999, when the Company out-licensed its first once-a-day formulation to a multinational company.

People

The Company’s business philosophy based on delivering value to its stakeholders constantly inspires its people to innovate, achieve excellence and set new global benchmarks. Driven by the passion of its over 12,000 strong multicultural workforce comprising over 50 nationalities, Ranbaxy continues to aggressively pursue its mission to become a Research-based International Pharmaceutical Company and attain a true global leadership position.

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Board of Directors

At the helm of the entire operations is the experience and able direction of the people who make it all happen. Ranbaxy acknowledges their inspiring stewardship and indefatigable work.

Dr. Tsutomu Une

Chairman Non Executive & Non Independent Director

Mr. Atul Sobti

Chief Executive Officer & Managing Director

Mr. Takashi Shoda

Non Executive & Non Independent Director

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Dr. Anthony H. Wild

Independent Director Independent Director Mr. Rajesh V. Shah Mr. Akihiro WatanabeIndependent Director

Code of Conduct for Board of Directors : Download PDF

Executive Team

The Executive Committee is an apex body at Ranbaxy, that oversees Company's global functioning. The group deliberates on important Company issues steering it in the right direction. The Committee ensures that all decisions are taken in the best interest of the organisation. This forum brings in different perspectives on a subject. Issues are discussed, analysed and concluded through exchange of ideas, reflecting the Company's philosophy of participative management. It also facilitates the Company's compliance with the best standards of Corporate Governance.

Mr. Atul Sobti

Chief Executive Officer & Managing Director

Mr. Ramesh L. Adige

President, Corporate Affairs & Global Corporate Communications

Mr. Dipak Chattaraj

President, Corporate Development & Strategy

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Dr. Sudarshan K. Arora

President, R&D (Generics, NDDS & Drug Development)

Mr. Omesh Sethi

Chief Financial Officer President, API GBU, Global Mr. Arun Sawhney Manufacturing & Supply Chain

Mr. Bhagwat Yagnik

Head – Global Human Resources

Mr. David Briskman

Chief Information Officer

Dr. T G Chandrashekhar

Vice President, Global Quality & Analytical Research

Worldwide Operations

Global Pharma Companies are experiencing an ever changing landscape ripe with challenges and opportunities. In this challenging environment Ranbaxy is enhancing its reach leveraging its competitive advantages to become a top global player.

Driven by innovation and speed to market we focus on delivering world-class generics at an affordable price. Our unwavering determination to achieve excellence leads us to new global benchmarks. Our people have consistently risen above all challenges maximized opportunities and positioned Ranbaxy as a leader in the global generics space.

Ranbaxy’s global footprint extends to 49 countries embracing different locales and cultures to form a family of 51 nationalities with an intellectual pool of some of the best minds in the world.

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Africa Asia Pacific CIS

Europe Global API Global Consumer _Healthcare

India Latin America Middle East and Sri Lanka North America

Manufacturing Facility

organisations’ capabilities and intent are strongly reflected in the product it manufactures. In other words, the manufacturing competencies and facilities echo truly, the R&D extent and the ability to implement it for the best of the market it targets.

RANBAXY® possesses the manufacturing strengths that have established it as a producer of world-class generics, branded generics and a major supplier of its range of

Active Pharmaceutical Ingredients for pharmaceutical products of companies

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Ranbaxy has world-class manufacturing facilities in 11 countries namely Brazil, China,

Ireland, India, Japan, Malaysia, Nigeria, Romania, South Africa, USA and Vietnam. Its overseas facilities are designed to cater to the requirements of the local

regulatory bodies of that country while the Indian facilities meet the requirements of all

International Regulatory Agencies. Some of the agencies such as MCA-UK, MCC-South Africa, FDA-USA and TGA-Australia, have audited Ranbaxy’s manufacturing

facilities for the compliance with international Good Manufacturing Practices and have registered its products for safety, quality and efficacy.

Products

Using the finest R&D and Manufacturing facilities, Ranbaxy Laboratories Limited manufacture and markets generic pharmaceuticals, value added generic pharmaceuticals,

branded generics, active Pharmaceuticals (API) and intermediates.

The Company remains focused on ascending the value chain in the marketing of pharmaceutical substances and is determined to bring in increased revenues from dosage forms sales.

Ranbaxy's diverse product basket of over 5,000 SKUs available in over 125 countries worldwide, encompasses a wide therapeutic mix covering a majority of the chronic and acute segments. Healthcare trends project that the chronic treatment segments will outpace the acute treatment segments, primarily driven by a growing aging population and dominance of lifestyle diseases. Our robust performance in Cardiovasculars, Central

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Nervous System, Respiratory, Dermatology, Orthopedics, Nutritionals and Urology segments, clearly indicates that the Company has strengthened its presence in the fast-growing chronic and lifestyle disease segments.

Top

20 Molecules

• Simvastatin

• AmoxiClav

Potassium

• Isotretinoin

• Amoxycillin

and

Combinations

• Ciprofloxacin

and

Combinations

• Ketorolac

Tromethamine

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• Cefuroxime

Axetil

• Cephalexin

• Loratadine

and

Combinations

• Clarithromycin

• Ginseng+Vitamins

• Diclofenac

and

Combinations

• Ranitidine

• Cefaclor

• Cefpodoxime

Proxetil

• Efavirenz

• Atorvastatin

and

Combinations

• Fenofibrate

• Ofloxacin and Combinations

Growth of Ranbaxy Through Decades

1961  Company Incorporated.

1973  Ranbaxy goes Public. A

multipurpose chemical plant is setup for the manufacture of API’S at Mohali in India.

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1977  Ranbaxy’s first joint venture in Lagos (Nigeria) is setup.

1983  A modern dosage forms facility

at Dewas (MP) in India goes on stream.

1985  Ranbaxy Research Foundation

is established. Stancare,

Ranbaxy’s second

pharmaceutical marketing division, starts functioning.

1987  Production start-up at the

modern API’s plant at Toansa (Punjab), makes Ranbaxy the Country’s largest manufacturer of antibiotics / antibacterial.

1988  Ranbaxy Toansa plant gets US

FDA approval.

1990  Ranbaxy is granted US patent

for Doxycycline.

1991  New state-of-the-art facility for

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Mohali-US patent granted for cephalosporins.

1993  Company enters into an

agreement to set up a joint venture in China Ranbaxy (Guangzhou China) Limited.

Ranbaxy enunciates its corporate mission to become a research based international pharmaceutical Company.

1994  The new Research Center at

Gurgoan, becomes fully operational

Established Regional

Headquaters in London (UK) and Releigh (USA).

The Fermentation pilot plant at Paonta Sahib is commissioned.

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Ranbaxy’s GDR listed in Luxembourgh Stock Exchange.

1995  Acquisition of ohm

Laboratories, a manufacturing facility in the US. Inauguration of FDA approved, state-of-the-art new manufacturing wing, at Ranbaxy’s US subsidiary ohm Laboratories Inc.

1997  Ranbaxy Laboratories limited

crosses a sales turnover of Rs. 10,000 million, with its exports reaching an all time high of Rs. 5,000 million.

1998  Ranbaxy enters USA, world’s

largest pharmaceuticals market, with products under its own name.

Ranbaxy field its first Investigational New Drug (IND) application with the Drugs Controller General of India (DCGI) for approvals to conduct phase I clinical Trials.

1999  DCGI grants approval to

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for RBX 2258, and the Trials commence from June 10, 1999. Bayer AG, Germany and Ranbaxy sign an agreement where Bayer obtains exclusive development and worldwide marketing rights to an oral once

daily formulation of

Ciprofloxacin, originally developed by Ranbaxy.

2000  Ranbaxy files IND Application

for Asthma Molecule-RBX-4638 after successful completion of pre-clinical studies.

Ranbaxy acquires Bayer’s Generics business (trading under the name of Basics) in Germany.

Ranbaxy forays into Brazil, the largest pharmaceutical market in South America and achieves global scales of US Rs.2.5 million in this market.

2001  Ranbaxy took a significant step

forward in Vietnam by initiating the setting up of a new manufacturing facility with an investment of US Rs.10 million.

2002 Receives approval from FDA to market Midazolam Hydrochloride Syrup 2 Mg base/ ml. Ranbaxy

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receives and approval from FDA to manufacture and market Cefpodoxime Proxetil for Oral Suspension, Lisinopril + Hydrochlorothiazide Tablets Us, Terazosin Hydrochloride Capsules and Amoxcillin Oral suspension USP.Heralding the company’s entry into the Indian OTC market.

2003 Ranbaxy received the economic times award for corporate excellence-for the company for year.ranbaxy signed an agreement toacquire RPG(aventis) SA along with its fully owned subsidiary,OPIH SARL,in france

Ranbaxy launched its first range of herbal projects.

2005 Acquisition of additional stake in

Ranbaxy Farmaceutica Ltda., Brazil Ranbaxy announced the acquisition of Be-Tabs Pharmaceuticals (Pty) Limited

2008 Acquired by the Japanese giant, the Rs.9.62 billion Daiichi Sankyo, ranked No. 3 in Japan

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Life at Ranbaxy

A career at Ranbaxy means an opportunity for ample learning & growth. It offers avenues to work across the globe along side the finest minds. The Company offers a challenging assignment, a world class working environment, professional management, competitive salaries, stock options along with exceptional rewards. If you have an appetite for challenges, we have an exciting career for you

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The global spread of Ranbaxy and the blazing growth in business provides ample opportunities for our employees to build careers in various fields. Opportunities have never been a constraint for the deserving. We believe in employee growth that goes beyond vertical movements and change in designations. Potential and performance are the pillars of career progression at Ranbaxy. A robust development process supports this.

Our managers will generally have the opportunity to live and work in different countries; such international experience will help them better understand our complex business and grow both personally and professionally.

Salary and Benefits

Salaries and other benefits in Ranbaxy are comparable with the best in the industry and one can expect to be rewarded highly if the performance is consistently outstanding.

Group Life Insurance, Medical Insurance and Pension plans are a few examples of the benefits we provide to our employees and their dependents with adequate financial protection on long term basis.

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VARIOUS DIVISION OF

RANBAXY LABORATORIES



Chemical Division



Diagnostic Division



Stan care Division



Curradia Division



International Division



Pharmaceutical Division



Technical Division



Corporate Division

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VARIOUS DEPARTMENTS

Human Resource Department

The basic function of the human resource department in the modern corporate world is knowledge management. The HR department strives to maintain cohesiveness among employees. It also ensures interdepartmental cooperation in achieving targets. The appraisal system is also taken care by this department. The HR department delves deep into the employee’s psyche to analyze the positives and negatives of each employee, so that a proper system of delegation and / or empowerment can be evolved.

Finance Department

The finance department takes care of the regular financial needs of the company it ensures proper allocation of funds and takes care of the working capital requirements. It verifies capital raised by different departments and sends them for approval to the higher authorities.

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Stores Department

The function of this department is to provide adequate and proper storage and preservation of various items to meet the demand of various other departments by proper issues and maintaining accounts of consumption. It also keeps a track of stock accumulation and abnormal consumption.

Erection and Fabrication Department

As the name suggests, this department identifies new projects and helps in erecting them. This department also undertakes major modifications of equipment.

ERP Department

ERP department helps to integrate the entire enterprise starting from the supplier to the customer, covering financial and human resources. This will enable the enterprise to increase productivity by reducing costs. It also ensures a single solution to the information needs of the whole organization.

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Production Department

As a part of their on going commitment to produce hi-tech quality drugs and pharmaceuticals that take care of the specific needs of markets around the world, Ranbaxy Laboratories Limited has increased the investment in the production department. It is the most important department of the company and has the following objectives:

 Improving volume of production.  Reducing rejection rate.

 Maintaining rework rate.

Engineering Department

This department undertakes building, construction and maintenance. Maintaining service facilities such as water, gas, heating, ventilation, air conditioning, painting and plumbing are some of the other areas dealt by this department. This department also helps in maintaining electrical equipment such as generators, transformers, telephone system and electrical installation.

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Purchase Department

The purchase department provides material to the factory without which the wheels of machines cannot move. The various functions performed by this department include:

 Securing good vendor performance, including prompt deliveries of supplies of acceptable qualities.

 To develop satisfactory sources of supply and maintaining good relationships with the suppliers.

 To pay reasonably low prices.

Quality Control/Quality Assurance Department

The purpose of QC & QA departments is to ensure

that the desired quality standard is achieved. It also

ensures that the processing or fabrication of material

conforms to the specific characteristics selected, to assure

that the resulting product will in fact perform its intended

function.

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ORGANISATION CHART

VP GM SM M Vice President General Manager Senior Manager Manager QC HR E&F PP ERP Quality Control Human Resource

Engineering & Facilities Production Planning Enterprise Resource Planning Senior VP VP Director QC Director Director Manufacturing Director Special projects GM Production GM InfoTech GM HR _{E & F}GM GM Finance SM SM_PP SM SM SM SM SM M M M M SM SM SM SM SM

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RANBAXY MANUFACTURING PLANT

MOHALI

In the chemical division, various bulk drugs are manufactured. The chemical division has three units in Punjab. One is located at Toansa, two are located at Mohali and one unit is located at Dewas near Indore in Madhya Pradesh, where Ciprofloxacine is manufactured. In the plant of the chemical division, various drugs like Antibiotics, Anti-malarial, Anti-bacterial and Anti-ulcer are manufactured.

Two plants at Mohali are generally known as Mohali-I and Mohali-II. The Mohali –I plant started functioning in 1974, the Mohali-II plant started functioning in1991, the Toansa plant started functioning in 1992 and the Dewas plant started functioning in 1999. Various plant heads independently manage all these plants

In each unit, separate facilities with respect to the manufacture of drugs, along with their manufacturing areas have been provided. This is required to reduce the chances of any cross contamination under the drug laws and to comply with good manufacturing practices.

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Mohali-I plant is the oldest plant and most of the drugs were first introduced here for commercial production, before shifting them to other locations with better facilities from FDA point of view. This plant is so designed that the title modification of different drugs can be manufactured. The plant basically deals mostly with the manufacturing of Active Pharmaceutical Ingredients (API). This Plant is divided into two plant areas A10 and A11.

MOHALI II

At Mohali –II plants, separate blocks have been provided for the preparation of each drug .The Toansa, Mohali-II and Dewas plants are planned in such a way that their system, facilities, manufacturing practices and standards meet the requirements of FDA. Mohali II, Plant also mainly in the manufacturing of Active Pharmaceutical Ingredients (API). The Plant is divided into two plant areas A8 and A9.

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Literature review

Inventory Control and Management, 2nd Edition:

Author description:

Donald Waters has degrees from the Universities of

Sussex, London and Strathclyde. He worked for a

variety of organizations in the UK before moving to

Canada to become Professor of Operations

Management at the University of Calgary. In 1997 he

returned to the UK to become Chief Executive of

Richmond, Parkes and Wright, whose main interests

are in management research, education and training.

Dr. Waters continues to work for organisations

around the world, using his specialist knowledge of

operations and supply chains. He has written a

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Description:

Holding stock is expensive - problems of inventory control almost universal. Over the past decade organisations have been trying to improve customer service while lowering stocks and increasing the speed of material flow through their supply chains. This

completely updated new edition reviews current thinking on inventory management. It emphasises the growth of e-commerce, and the trend away from classical models based on economic order quantities and towards dependent demand systems.

The author sets inventory management in its broader context, discussing the important trends and pressures for change. The main approaches are discussed and evaluated, giving the reader a broad appreciation of the principles involved. Some quantitative ideas are developed in the text, but the author has kept the

mathematics to a minimum, focusing on practical examples and calculations on spreadsheets.

Assuming no prior knowledge of the subject area, this book provides students of management, operations management,

management science and production - as well as practitioners- with an indispensable guide to inventory control.

Supplementary material for lecturers adopting Inventory Control and Management is available

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The methodology adopted for the study was:

• Familiarization, examination and evaluation of the procedures relating to preparation of working capital sheets and from DRC.

• Collection of relevant data from the company records and cross checking of this data.

• Calculations of parameters and norms, as also their financial implications. Broadly the data were collected for the report on the project work has been through the primary and secondary sources.

The primary data is collected by various approaches so as to give a precise, accurate, realistic and relevant data. The main goal in the mind while gathering primary data was investigation and observation. The ends were thus achieved by a direct approach and personal observation from the officials of the company; heads were thus achieved by a direct approach and personal investigation from the officials of the company. The other staff members and the employees were interviewed for the sake of maintaining reasonable standard of accuracy.

The secondary data as it has always been important for the completion of any report provides a reliable, suitable equate and specific knowledge. The Standard cost reports, DRC reports, working sheets provide the knowledge and information regarding the relevant subjects.

The valuable cooperation and continued support extended by the associates, head of the department, division and staff members contributed a lot to fulfill the requirement in the collection of data in order to present a complete report on the project wo

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Inventory Management

‘Inventory Management is very important for smooth running of business In relation to Ranbaxy, (C.M.) inventory management starts with proper production planning as discussed earlier.

Financial Concern Regarding Inventory

¤ At outsource location

¤ To ensure continuous supply of raw materials. ¤ Avoid overstocking and under stocking.

¤ Maintain investments in inventory at optimum level. ¤ To keep material cost under control.

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Overview of Inventories

Perpetual Inventory System

Perpetual inventory system updates inventory accounts after each purchase or sale.

Inventory subsidiary ledger is updated after each transaction. Inventory quantities are updated continuously.

Periodic Inventory System

Periodic inventory system records inventory purchase or sale in "Purchases" account.

"Purchases" account is updated continuously, however, "Inventory" account is updated on a periodic basis, at the end of each accounting

period (e.g., monthly, quarterly)

Inventory subsidiary ledger is not updated after each purchase or sale of inventory.

Inventory quantities are not updated continuously. Inventory quantities are updated on a periodic basis.

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Example 1 (Company A)

: Purchased 1,000 units of merchandise at Rs.30 per unit. Under Perpetual inventory system

Debit Credit Merchandise Inventory 30,000

Accounts payable 30,000

Under Periodic inventory system

Debit Credit

Purchases 30,000

Accounts payable 30,000

Under periodic inventory system, all purchases during the accounting period are recorded in the "Purchases" account.

(41)

: Sold 200 units of merchandise at Rs.50 per unit on credit. Under Perpetual inventory system

Debit Credit Accounts Receivable 10,000

Sales 10,000

Debit Credit Cost of goods sold 6,000

Merchandise inventory 6,000

Under perpetual inventory system, changes in merchandise inventory account are recorded after each transaction.

(42)

Under Periodic inventory system

Debit Credit Accounts Receivable 10,000

Sales 10,000

Under periodic inventory system, the following journal entry is recorded at the end of accounting period.

Debit Credit Merchandise Inventory 24,000

Purchases 24,000

Quantity of merchandise inventory

= 1,000 units purchased - 200 units sold = 800 units left

(43)

Cost of merchandise inventory

= 800 units x Rs.30 per unit cost = Rs.24,000

Cost of goods sold

= Total purchases - Ending balance of merchandise inventory

= 1,000 units x Rs.30 per unit cost - 800 units xRs.30 per unit cost = Rs.30,000 - Rs.24,000 = Rs.6,000

Ending Inventory and Cost of goods sold (Company A)

Ending inventory

= Beginning inventory + Purchases during the period - Cost of goods sold

= Rs.0 + Rs.30,000 - Rs.6,000 = Rs.24,000 Cost of goods sold

= Beginning inventory + Purchases during the period - Ending inventory

= Rs.0 + Rs.30,000 - Rs.24,000 = Rs.6,000

Inventories Methods

Debit Credit Cost of goods sold 6,000

(44)

Inventory Valuation Methods

Inventory valuation example 1 FIFO example 1

LIFO example 1

First-in First-out (FIFO)

Under FIFO, it is assumed that items purchased first are sold first.

Last-in First-out (LIFO)

Under LIFO, it is assumed that items purchased last are sold first.

Perpetual Inventory System

Perpetual inventory system updates inventory accounts after each purchase or sale.

Inventory subsidiary ledger is updated after each transaction. Inventory quantities are updated continuously.

Periodic Inventory System

Periodic inventory system records inventory purchase or sale in "Purchases" account.

"Purchases" account is updated continuously, however, "Inventory" account is updated on a periodic basis, at the end of each accounting period (e.g., monthly, quarterly)

Inventory subsidiary ledger is not updated after each purchase or sale of inventory.

Inventory quantities are not updated continuously. Inventory quantities are updated on a periodic basis.

(45)

Example 1 (Company A)

Inventory transactions in May 2006.

Date Transactions

Units Purchased

(Sold) Unit Cost

Inventory Units

May 1 Beginning _Inventory 700 Rs.10 700

May 3 Purchase 100 Rs.12 800 May 8 Sale (500) ?? 300 May 15 Purchase 600 Rs.14 900 May 19 Purchase 200 Rs.15 1,100 May 25 Sale (400) ?? 700 May 27 Sale (100) ?? 600

May 31 _InventoryEnding ??

Ending Inventory = Beginning Inventory + Units Purchased - Units Sold

(46)

Example 1-1 (Perpetual Recording, FIFO Valuation) FIFO valuation under perpetual inventory system

Date Transactions Units Sold Unit Cost Inventory _Units

May 3 Purchase 100 Rs.12 800 May 8 Sale (*1) (500) ?? 300 May 15 Purchase 600 Rs.14 900 May 19 Purchase 200 Rs.15 1,100 May 25 Sale (*2) (400) ?? 700 May 27 Sale (*3) (100) ?? 600

(*1) 500 units sold

= 700 units from beginning inventory of at Rs.10 unit cost. Cost of goods sold = 500xRs.10 = Rs.5,000

(47)

(*2) 400 units sold

= 200 units from beginning inventory at Rs.10 unit cost + 100 units from May 3 purchases at Rs.12 unit cost + 100 units from May 15 purchases at Rs.14 unit cost Cost of goods sold = 200xRs.10 + 100xRs.12 + 100xRs.14 = Rs.2,000 + Rs.1,200 + Rs.1,400 = Rs.4,600

(*3) 100 units sold

= 100 units from May 15 purchases at Rs.14 unit cost Cost of goods sold = 100xRs.14 = Rs.1,400

Total cost of goods sold

= 500xRs.10 + 200xRs.10 + 100xRs.12 + 100xRs.14 + 100xRs.14

= Rs.5,000 + Rs.2,000 + Rs.1,200 + Rs.1,400 + Rs.1,400

= Rs.5,000 + Rs.4,600 + Rs.1,400 = Rs.11,000

Cost of ending inventory

= Beginning inventory + Cost of purchases - Cost of goods sold = Rs.7,000 + (100xRs.12 + 600xRs.14 + 200xRs.15) -

Rs.11,000

= Rs.7,000 + Rs.12,600 - Rs.11,000 = Rs.8,600

[Checking]

Quantity of ending inventory

= Beginning inventory + Units purchased - Units sold = 700 + 900 - 1,000 = 600 units

(48)

= 400 x Rs.14 (May 15 purchase) + 200 x Rs.15 (May 19 purchase)

= Rs.5,600 + Rs.3,000 = Rs.8,600

Example 1-2 (Perpetual Recording, LIFO Valuation) LIFO valuation under perpetual inventory system

(*1) 500 units sold

= 100 units from May 3 purchases at Rs.12 unit cost = 400 units from beginning inventory at Rs.10 unit cost Cost of goods sold = 100xRs.12 + 400xRs.10

= Rs.1,200 + Rs.4,000 = Rs.5,200 (*2) 400 units sold

= 200 units from May 19 purchases at Rs.15 unit cost + 200 units from May 15 purchases at Rs.14 unit cost

(49)

Cost of goods sold = 200xRs.15 + 200xRs.14 = Rs.3,000 + Rs.2,800 = Rs.5,800

(*3) 100 units sold

= 100 units from May 15 purchases at Rs.14 unit cost Cost of goods sold = 100xRs.14 = Rs.1,400

Total cost of goods sold

= 100xRs.12 + 400xRs.10 + 200xRs.15 + 200xRs.14 + 100xRs.14

= Rs.1,200 + Rs.4,000 + Rs.3,000 + Rs.2,800 + Rs.1,400

= Rs.5,200 + Rs.5,800 + Rs.1,400 = Rs.12,400

Rs.12,400

= Rs.7,000 + Rs.12,600 - Rs.12,400 = Rs.7,200

[Checking]

= 300xRs.10 (beginning inventory) + 300xRs.14 (May 15 purchase)

= Rs.3,000 + Rs.4,200 = Rs.7,200

Note: 400 units from beginning inventory were sold on May 8. 200 units from May 15 purchase were sold on May 25.

(50)

100 units from May 15 purchase were sold on May 27. 100 units from May 3 purchase were sold on May 8. 200 units from May 25 purchase were sold on May 25.

Example 1-3 (Periodic Recording, FIFO Valuation) FIFO valuation under periodic inventory system

Under periodic inventory system, cost of inventories is calculated at the end of each accounting period (on May 31 in this example).

[May 31, 2006]

Using FIFO, units purchased first are assumed to be sold first.

1,000 units sold

= 700 units from beginning inventory of at Rs.10 unit cost + 100 units from May 3 purchases at Rs.12 unit cost

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+ 200 units from May 15 purchases at Rs.14 unit cost

Cost of goods sold = 700xRs.10 + 100xRs.12 + 200xRs.14

= Rs.7,000 + Rs.1,200 + Rs.2,800 = Rs.11,000

600 units of inventory left

= 400 units from May 15 purchases at Rs.14 unit cost + 200 units from May 19 purchases at Rs.15 unit cost

= 400xRs.14 + 200xRs.15 = Rs.5,600 + Rs.3,000 = Rs.8,600

Example 1-4 (Periodic Recording, LIFO Valuation) LIFO valuation under periodic inventory system

May 3 Purchase 100 Rs.12 800 May 8 Sale (*1) (500) ?? 300 May 15 Purchase 600 Rs.14 900 May 19 Purchase 200 Rs.15 1,100 May 25 Sale (*2) (400) ?? 700 May 27 Sale (*3) (100) ?? 600 May 31 Ending ??

(52)

Inventory

[May 31, 2006]

Using LIFO, units purchased last are assumed to be sold first.

1,000 units sold

= 200 units from May 19 purchases at Rs.15 unit cost + 600 units from May 15 purchases at Rs.14 unit cost + 100 units from May 3 purchases at Rs.12 unit cost + 100 units from beginning inventory at Rs.10 unit cost

Cost of goods sold = 200xRs.15 + 600xRs.14 + 100xRs.12 +

100xRs.10

= Rs.3,000 + Rs.8,400 + Rs.1,200 + Rs.1,000 = Rs.13,600

600 units of inventory left

= 600 units from beginning inventory at Rs.10 unit cost

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Example 1-5 (Perpetual Recording, Moving Average Valuation) Moving Average valuation under perpetual inventory system

Moving Average Unit Cost

May 1 Beginning _Inventory 700 Rs.10 700 Rs.10

May 3 Purchase 100 Rs.12 800 Rs.10.25 _(*1) May 8 Sale (500) ?? 300 Rs.10.50 May 15 Purchase 600 Rs.14 900 Rs.12.75 _(*2) May 19 Purchase 200 Rs.15 1,100 Rs.13.16 _(*3) May 25 Sale (400) ?? 700 700 May 27 Sale (100) ?? 600 600

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(*1) Average cost of 800 units

= (700xRs.10 + 100xRs.12) / (700 + 100)

= (Rs.7,000 + Rs.1,200) / 800 = Rs.8,200 / 800 = Rs.10.25 Cost of goods sold on May 8 = 500xRs.10.25 = Rs.5,125

(*2) Average cost of 900 units

= (300xRs.10.25 + 600xRs.14) / (300 + 600)

= (Rs.3,075 + Rs.8,400) / 900 = Rs.11,475 / 900 = Rs.12.75 (*3) Average cost of 1,100 units

= (900xRs.12.75 + 200xRs.15) / (900 + 200)

= (Rs.11,475 + Rs.3,000) / 1,100 = Rs.14,475 / 1,100 = Rs.13.16

Cost of goods sold on May 25 = 400xRs.13.16 = Rs.5,264 Cost of goods sold on May 27 = 100xRs.13.16 = Rs.1,316 Total cost of goods sold

= 500xRs.10.25 + 400xRs.13.16 + 100xRs.13.16

= Rs.5,125 + Rs.5,264 + Rs.1,316 = Rs.11,705

Rs.11,705

= Rs.7,000 + Rs.12,600 - Rs.11,705 = Rs.7,895

(55)

= 600 x Rs.13.16 (Moving Average cost per unit as of May 31) = Rs.7,896

Rs.7,896 - Rs.7,895 = Rs.1 (rounding error)

Example 1-6 (Periodic Recording, Weighted Average Valuation) Weighted Average valuation under periodic inventory system

(56)

[May 31, 2006]

Weighted average cost per unit

= (700xRs.10 + 100xRs.12 + 600xRs.14 + 200xRs.15) / (700+100+600+200)

= (Rs.7,000 + Rs.1,200 + Rs.8,400 + Rs.3,000) / 1,600 = Rs.19,600 / 1,600 = Rs.12.25

Cost of goods sold

= (500 + 400 + 100) x Rs.12.25

= 1,000 x Rs.12.25 = Rs.12,250

= 600 x Rs.12.25 = Rs.7,350

[Checking]

= Beginning inventory + Purchases - Cost of Goods Sold = Rs.7,000 + (100xRs.12 + 600xRs.14 + 200xRs.15) -

(57)

Rs.12,250

(58)

RANBAXY LABS LTD.

Perpetual inventory system updates inventory accounts after each purchase or sale.

Inventory subsidiary ledger is updated after each transaction. Inventory quantities are updated continuously.

Periodic Inventory System

Periodic inventory system records inventory purchase or sale in "Purchases" account.

"Purchases" account is updated continuously, however, "Inventory" account is updated on a periodic basis, at the end of each accounting period (e.g., monthly, quarterly)

Inventory subsidiary ledger is not updated after each purchase or sale of inventory.

Inventory quantities are not updated continuously. Inventory quantities are updated on a periodic basis. Example 1 (Company A)

On May 1, 2006: Purchased 1,000 units of merchandise at Rs.30 per unit.

Under Perpetual inventory system

Debit Credit

Merchandise Inventory 30,000

Accounts payable 30,000

Under Periodic inventory system

Debit Credit

Purchases 30,000

Accounts payable 30,000

Under periodic inventory system, all purchases during the accounting period are recorded in the "Purchases" account.

On May 6, 2006: Sold 200 units of merchandise at Rs.50 per unit on credit.

Under Perpetual inventory system

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Ratios on inventory

Inventory Turnover: This ratio shows how many

times in one accounting period the company turns over (sells) its inventory and is valuable for spotting under-stocking, overstocking, obsolescence and the need for merchandising improvement. Faster

turnovers are generally viewed as a positive trend; they increase cash flow and reduce warehousing and other related costs.

The formula is:

Cost of Goods Sold ________________

Inventory

Days Inventory: This ratio identifies the average

length of time in days it takes the inventory to turn over. As with inventory turnover (above), fewer days mean that inventory is being sold more quickly.

(60)

365 Days

_________________ Inventory Turnover

Inventory Control in Contract manufacturing

A proper inventory control not only helps in solving the acute problem of liquidity but also increase profits and causes substantial reduction in the working capital of concern.

Tools and techniques followed that leads to effective inventory management at outsource locations–

1) Determination of stock levels. 2) Determination of safety stock. 3) Preparation of inventory reports.

More and more emphasis should be given as determination of

stock levels helps in reducing carrying costs and ordering cost. 4) A.B.C. Analysis

5) Determination of Economic Order Quantity. 6) Agency schedule of inventories.

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Over Stocking

Over-stocking of stocks at outsource locations leads to ¤ Reduction of liquidity

¤ Starving at other outsource locations.

Production planning plays an important role because its insufficient planning can lead to over-stocking.

So, the investments in inventory is done in reasonable limits, because sometimes under stocking of stock could result in stoppage of work at outsource locations.

CONTROLS BY FINANCE DEPARTMENT

The Details of the Monthly stock Report held at the vendor location is provided by the Vendor which is attested by the authorized signatory of the Company. Documents provided:

(62)



 Material Consumption Statement (MCS) provides a base

on the basis of which Reconciliation statement and the

Efficiency Report of the Raw material, Intermediate & other solvents is prepared.

In this statement, the Actual Usage & the Output of a particular product is given that helps to calculate the efficiencies of the product [ Yield Variance + Usage Variance ] + number of batches for production of each product is included. These Variances is being calculated against the Standard fixed by Ranbaxy. This is statement is being provided on monthly basis which includes the Opening stock (Closing Stock of previous month) , the actual receipts of Inventory in particular month , stock consumed & details regarding the Closing Stock either in Physical (store) , Shop Floor ( i.e.; in plant area) or in WIP (Work in Process) is held at Vendor Location .

For Reconciling:

In this, whatever the stock are received by vendor from RLL and what is dispatched to RLL from vendor is given. The information is given date wise for each month which makes the

(63)

process transparent as Ranbaxy follow SAP; so all the details regarding movements of stock are shown. This helps in analyzing the status of the stock derived i.e.

Inventory according to Production Plan Vs Current Status of Stock are compared.

 For Calculating Efficiency :

In this statement also, the Actual Usage & the Output of a particular product is given that helps to calculate the efficiencies of the product [Yield Variance and Usage Variance] + number of batches for production of each product is included. These Variances is being calculated against the Standards fixed by the Ranbaxy. This statement is provided on monthly basis which includes the Opening stock (Closing Stock of previous month), the actual receipts of inventory in particular month, stock consumed and details regarding the Closing stock either in Physical (store), Shop floor ( i.e.; in plant area) or in WIP (Work in Process) is held at Vendor location. for example as attached

Loss & gain in the product is calculated in Efficiency Report , which is due to the excess consumption of the usage which is in the form of Cleaning & Washing of reactors, Other handling losses , excess inputs in the product or due to over

(64)

heating or over cooling of the output which results in the loss of Output against Standard .

The Losses in the Products can be grouped as-1. YIELD VARIANCE

2. USAGE VARIANCE

While Calculating the Yield Variance , the Actual Production of the Product for some fixed batches is being compared with the Standard Output & the Variance is being calculated on the Product Standard Cost ie.;

Yield Variance = (Standard Output – Actual Output) x Standard Cost

But for Calculating the Usage Variances, the Actual input of the Raw Materials in the product is compared with the Standard

(65)

input and the Variance of the Input is being calculated with Standard Rate of the Raw material. i.e;

Usage Variances = (Actual Input – Standard Input) x Standard Rate

Material Yield Variance: -

It is that portion of material usage variance which is due to difference between standard yield specified and actual yield obtained. i.e yield that arises due to difference in output according to standards required and actual output realized. While Calculating the Yield Variance , the Actual Production of the Product for some fixed batches is being compared with the Standard Output & the Variance is being calculated on the Product Standard Cost ie.;

Yield Variance = (Standard Output – Actual Output) x Standard Cost

(66)

YTD variance measures the abnormal loss on per kg. Usage of materials or savings on materials.

Calculation for the Efficiency of the Product

S.no. It_Desc Uom Rate

Input'

s Std.Cost Input Yield Usage STD. Actual Var. Var.

1 Pencillin-G Bou 256.4 0 1.000 256.400 1200.0 0 1200.0 0 0.000 2 Alpha Glycrine base KG 290.0 0 0.250 72.500 300.00 400.00 (0.029) 3 Ethyl Acetate L 45.00 3.250 146.250 3900.0 0 4500.0 0 (0.027) 4 Toluene L 21.50 1.800 38.700 2160.0 0 2100.0 0 0.001 5 Methanol L 30.15 2.750 82.913 3300.0 0 4000.0 0 (0.021) 6 Pivaloyl Chloride KG 175.6 0 0.560 98.336 672.00 950.00 (0.049) 7 HCL Comm. KG 10.96 1.050 11.508 1260.0 0 900.00 0.004 1100.0

(67)

9 Sodium Chloride KG 3.50 2.20 7.700 2640.0 0 2200.0 0 0.002 10 Nitrogen Gas CDM 365.0 0 1.72 627.800 2064.0 0 2500.0 0 (0.159) 0.250 Yield 0.687 1994.33 3 824.40 950.00 0.250 (0.283)

In the above case

If we take into account the input per kg. Of raw material it clears that raw material consumption (usage) shows unfavorable variance i.e. There is unfavorable usage variance.

REASONS FOR THIS PROBLEMS AND THE ACTION PLAN:

1. Excessive wastage at vendor location by the foreman concerned there is responsible for this situation.

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.2. Variance could be due to the consumption that is made by parties on actual basis or wrong setting up of standard i.e. norms should be fixed.

3. There could be wrong mixing up of material and the production manager employed at vendor location are responsible for this, due to ineffective supervision.

4. Wrong specifications of the norms is another possible reason and R& D department should review the norms so as to avoid any possible loss in the near future.

5. Careless handling by the storekeeper at vendor locations. 6. Poor quality of the raw material purchased by the vendor locations could be another possibility.

 Receipts and Dispatch Status: That is monthly stock

received from Ranbaxy (date wise) & how is further dispatch to Ranbaxy.

 -Batch Data Reports (BDR): Which covers the actual

consumption of the Raw materials used in the particular product? It also includes the Batch starting time & completion time.

Project Report on Inventory Control

SUMMER TRAINING REPORT

ON

Inventory Control Management and

Material Requirement Planning of

Table of contents

ABSTRACT

Scope

Company Profile

Vision & Aspirations

Financials

Strategy

People

Worldwide Operations

Manufacturing Facility

Products

Top

20

Molecules

•

Simvastatin

•

AmoxiClav

Potassium

•

Isotretinoin

•

Amoxycillin

and

Combinations

•

Ciprofloxacin

and

Combinations

•

Ketorolac

Tromethamine

•

Cefuroxime

Axetil

•

Cephalexin

•

Loratadine

and

Combinations

•

Clarithromycin

•

Ginseng+Vitamins

•

Diclofenac

and

Combinations

•

Ranitidine

•

Cefaclor

•

Cefpodoxime

Proxetil

•

Efavirenz

•

Atorvastatin

and

Combinations

•

Fenofibrate

• Ofloxacin and Combinations

Growth of Ranbaxy Through Decades

Life at Ranbaxy

Salary and Benefits

VARIOUS DIVISION OF

RANBAXY LABORATORIES



Chemical Division



Diagnostic Division

