7.1 Total Project Cost and Investment Break-Up / परियोजना लागत का विवरण
| Item | Unit Qty | Cost/Unit (₹ lakh) | Total (₹ lakh) | Remarks |
| Mobile Aseptic Pulping Unit (40-ft container) | 1 | 45.00 | 45.00 | Includes generator, pumps, filling line |
| Heat Pump Dryer Units | 5 | 3.00 | 15.00 | For methi, guava slices, chilli |
| Installation, Training & Transport | — | — | 2.00 | SNL Innovations setup support |
| Cold Storage Room (5 MT Solar Hybrid) | 1 | 5.00 | 5.00 | Prefabricated, energy efficient |
| Office Setup, Furniture, Laptop, Printer | — | — | 1.00 | FPO admin & accounting work |
| Weighing, Sorting, Crates, Packaging | — | — | 2.00 | Consumables, initial stock |
| Working Capital (3 months) | — | — | 10.00 | Raw material + wages + logistics |
| Total Project Cost | ₹80.00 lakh |
7.1.4 Contingency Fund Allocation
• 5 % of total project = ₹4.00 lakh (kept aside for emergency maintenance, diesel, or raw material fluctuation).
💡 Grand Total Project Outlay: ₹84.00 lakh
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7.2 Means of Finance / वित्त का स्रोत
| Source | % Share | Amount (₹ lakh) | Remarks |
| Promoter’s Contribution (FPO + Members) | 15 % | 12.60 | In-kind & cash (raw material, land, sheds) |
| Term Loan from Bank | 60 % | 50.40 | To be sanctioned under AGRI INFRASTRUCTURE FUND (AIF) |
| Government Subsidy | 25 % | 21.00 | MIDH/NABARD back-ended subsidy |
| Total | 100 % | 84.00 lakh |
Subsidy Credit will be adjusted after project commissioning through Bank/NABARD route.
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7.3 Working Capital Assessment / परिचालन पूंजी का आकलन
| Component | Cycle Duration | Amount (₹ lakh) | Remarks |
| Raw Material Procurement (3 months) | 90 days | 5.0 | Guava, Tomato, Methi, Chilli |
| Packaging Material & Chemicals | 90 days | 2.0 | Bags, Pouches, Salt, Citric Acid |
| Wages & Staff | 3 months | 1.5 | Operators, helpers, admin |
| Transportation & Power | 3 months | 1.0 | Diesel, tractor, solar backup |
| Miscellaneous | — | 0.5 | Small repairs & contingencies |
| Total Working Capital | — | 10.0 lakh |
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7.4 Pricing and Revenue Model / मूल्य निर्धारण और आय
Based on earlier section 6.7:
| Product | Sales Volume (MT/Year) | Selling Price (₹/kg) | Gross Revenue (₹ lakh) | Remarks |
| Guava Pulp | 150 | 38 | 57.0 | Core product (Nov–Feb) |
| Tomato Pulp | 100 | 30 | 30.0 | Seasonal (Apr–Jun) |
| Methi Flakes | 10 | 150 | 15.0 | High-value (Dec–Jan) |
| Chilli Dried | 5 | 120 | 6.0 | Niche (Sep–Oct) |
| Total Annual Sales | — | — | ₹108.00 lakh |
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7.5 Operating Expenses / परिचालन व्यय
| Head | Yearly Cost (₹ lakh) | Remarks |
| Raw Material Purchase | 50.0 | From FPO members @ average ₹25/kg |
| Power, Fuel, Water | 3.0 | Diesel + Solar + electricity |
| Labour & Staff | 6.0 | 6 persons, 10–12k per month |
| Maintenance & Repairs | 2.0 | Spare parts, servicing |
| Packaging, Marketing, Transport | 8.0 | Includes retail campaigns |
| Administrative Expenses | 3.0 | Office, stationery, training |
| Interest on Term Loan | 6.0 | @ 10 % p.a. on ₹50 lakh |
| Depreciation | 5.0 | As per IT norms |
| Total Operating Cost | 83.0 |
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7.6 Profitability Projection / लाभ का अनुमान
| Particulars | Year 1 (₹ lakh) | Year 2 (₹ lakh) | Year 3 (₹ lakh) |
| Total Revenue | 108.0 | 130.0 | 155.0 |
| Operating Cost | 83.0 | 95.0 | 110.0 |
| Gross Profit | 25.0 | 35.0 | 45.0 |
| Interest & Depreciation | 11.0 | 10.0 | 9.0 |
| Net Profit (Before Tax) | 14.0 | 25.0 | 36.0 |
| Net Profit Margin | 13% | 19% | 23% |
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7.7 Projected Financial Statements / वित्तीय विवरण
(a) Projected Profit & Loss Account
| Particulars | Year 1 | Year 2 | Year 3 |
| Sales | 108.00 | 130 | 155 |
| Less: Cost of Goods Sold | 71.00 | 82.00 | 95.00 |
| Gross Profit | 37.00 | 48.00 | 60.00 |
| Less: Admin & Marketing | 12.00 | 13.00 | 15.00 |
| Less: Interest & Depreciation | 11.00 | 10.00 | 9.00 |
| Net Profit (Pre-Tax) | 14.00 | 25.00 | 35.00 |
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(b) Projected Balance Sheet
| Liabilities (₹ lakh) | Year 1 | Assets (₹ lakh) | Year 1 |
| Share Capital (FPO) | 12.60 | Fixed Assets | 68.00 |
| Term Loan (Bank) | 50.40 | Current Assets (Stock, Receivable) | 15.00 |
| Subsidy Grant | 21.00 | Cash & Bank | 5.00 |
| Total | 84.00 | Total | 84.00 |
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(c) Projected Cash Flow Statement
| Inflow | Year 1 (₹ lakh) | Outflow | Year 1 (₹ lakh) |
| Term Loan | 50.40 | Machinery & Setup | 68.00 |
| Subsidy | 21.00 | Working Capital | 10.00 |
| Member Equity | 12.60 | Misc/Reserve | 5.00 |
| Total | 84.00 | Total | 83.00 |
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7.8 Key Financial Ratios / प्रमुख वित्तीय अनुपात
| Parameter | Value | Comment |
| DSCR (Debt Service Coverage Ratio) | 2.0 | Excellent; assures repayment |
| Break-even Sales Volume | 80 MT (approx.) | Achievable within 9 months |
| Payback Period | 3.2 years | Reasonable for micro infra unit |
| IRR (Internal Rate of Return) | ~22 % | Strong for FPO-scale venture |
| NPV (10 % Discount Rate) | ₹26.5 lakh | Positive, value-creating project |
7.9 Profit Distribution Logic (As per MOC)
• 60 % of yearly profit distributed to active supplier members in ratio of supply.
• 20 % reserved for operations & maintenance.
• 10 % for training and youth skilling.
• 10 % for community fund and insurance buffer.
“Jo jitna laaye, utna paaye — par hisaab sab ka saaf rahe.”
💬 Closing Reflection (अंत की बात)
When the banker sees this plan, he doesn’t see only machines — he sees a movement wrapped in math.
Amrud Valley FPO stands as a model that proves:
“Gaon bhi kama sakta hai, agar project report likhi ho dimaag aur imaandari se.”
Would you like me to now prepare Part 8 – Validation and Competitive Landscape (सत्यापन और प्रतिस्पर्धात्मक परिदृश्य) next — where we analyse similar players, compare cost–quality ratios, and establish Amrud Valley’s competitive strength for long-term sustainability?
