PROJECT REPORT ON GOAT FARMING

SCHEME
NATIONAL LIVESTOCK MISSION

PROJECT UNIT- 525

Breed- Osmanabadi Does-500 Bucks-25

NUTAN SCIENTIFIC AGRI FARM

(Osmanabadi )

Survey Number- 277

ADDRESS
AMOL BHAUSAHEB THORAVE
At. & Post : Pimpla, Taluka : Aashti District :
Beed, Maharashtra
Mobile No - 9422208509
 CONTENTS

1. EXECUTIVE SUMMARY
1.1 Project Snapshot - Introduction and Overview
1.2 Entity Details
1.3 Profile of Promoters, Business Owners
1.4 Employment Details
1.5 Cost of Project
1.6 Means of Finance
1.7 Security Details
1.8 Existing Obligations
1.9 Subsidy

2. PROJECT VIABILITY & MARKET STUDIES

2.1 Feasibility Studies
2.2 Industry Analysis
2.3 Market Potential
2.4 Current Scenario
2.5 Challenges and Solutions
2.6 SWOT Analysis

3. PROJECTIONS AND CMA DATA (with Flock Chart)

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 1. EXECUTIVE SUMMARY:

1.1 Project Snapshot - Introduction and Overview

Goat is a multi-functional animal and plays a significant role in the economy and nutrition of
landless, small and marginal farmers in the country. Goat rearing is an enterprise which has
been practiced by a large section of population in rural area. Goats are among the main meat-
producing animals in India and has huge domestic demand. Benefits of commercial goat
farming are many such as Goats are multi-purpose animals which can produce milk, meat,
fiber, skin together. Goat Farming require less space, less additional facilities & low
management skills. Production costs like infrastructure, feeding and treatment are less. There
is market facility for live animals & meat in the localities. Goats can adapt themselves with
almost all types of Agro-climatic conditions. Goat products like meat and milk has no religious
taboo & widely accepted for consumption.
In present time, goat rearing under intensive and semi-intensive system for commercial
production has been gaining momentum. A number of commercial goat farms have been
established in different regions of the country.

Breed : OSMANABADI

Farming system:

It is proposed to rear Sheeps under mixed grazing where in the productivity can be to its full genetic
potential of breed as the feeding will be balanced.

Income from farming:

Sale of Kids born out of breeding unit form eat purpose is major /Primary income source Sheep & Sheep
provides manure also which is considered as minor /secondary income source By providing Bucks of
high genetic merit to local farmers in the area for breeding

Marketing of Produce:
The rearing cycle is scheduled to cater the peak demand in festive season and winter months. The peak
demand season of October to January will be catered. The bucks will be sold to retailers in meat market
at local, block, district level and other metropolis cities. Big restaurant and hotels will also buyers.

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 Veterinary services:
Wide network of Veterinary Hospital services are available in the state and also in and around farming
area. The veterinary aids will be procured as per need Vaccines which are produced by Animal
Husbandry Department of Maharashtra, are supplied on free cost which helps new entrepreneurs in
preventing infectious diseases also.

PROJECT LOCATION

GAT NO.277,Pimpla, Tal- aashti, Dist Beed , Pin414202

It is easily accessible to the main road, due to the availability of a good pitch road.

Farmers are having a good connection in the locality and targeted area, hence it will be easier to carry
and expand the revenue. Goodwill of the organization and owners will be created at a greaterextent.
Once they will start achieving higher sales, large scale economies will help themto get a higher gross
and net profit ratios and overall positive incremental revenue.

Scheme Note- Under the National Livestock Mission (Goat Farming), a central scheme provides a 50%
subsidy. The subsidy is disbursed in two installments: 25% after 3 months and the remaining 25% after
another 3 months, totaling 6 months. This subsidy process involves verification by the Veterinary
Department, and the unit must be under the state Veterinary (Goat) Department

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 1.2 Entity Details

Entity & Owner Details:

Name of the Entity : Amol Bhausaheb Thorve
Name of the Promoter(s): Amol Bhausaheb Thorve
PAN AMNPT0493K
Registered under Proprietorship
Business Description Goat Farming (Osmanabadi)
Address of the Entity GAT NO.277, Pimpla, , Tal- aashti, Dist Beed , Pin414202

FEED & FODDER CULTIVATION

Fertile land with assured irrigation facilities is available so that fodder crops could be successfully
raised and abundant good quality green fodders will be made available for animal feeding throughout
the year.

1.3 Profile of Promoters, Business Owners

Amol Bhausaheb Thorve

The driving force behind every business is increased sales and high profits. Businessmen should be
confident about the product they are selling as well as their own ability to successfully, gain the trust,
arouse an interest and eventually convince them to try a new product. The Business owners are having
all such qualities inherently and were able to develop the same during the business course of their other
respective businesses. Convincing a prospective customer to buy a product is not an easy task. Selling is
an art and requires patience; applicant is skillful in such task & it can be considered as a plus point for
an entity.

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 1.4 Employment Details

One should insist to increase the employment levels of the country. In the light of this, entrepreneurs and
business owners help the economy by generating employment in urban andrural areas.
In coming years and decades, India is expected to witness significant demographic growth and
expansion in the working age population. To absorb such labor force in the future, all the sectors viz.
manufacturing, service, trading and agriculture would need to play an important role.
Currently manufacturing sector accounts for approximately 11% to 13% of the total employment in
the country, which is well below its true potential. Small and medium enterprises (SMEs) and micro
small and medium enterprises (MSMEs) account for 90%+ of the total industrial activity inIndia.

Total number of employees : 15+

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 1.5 Cost of Project

PARTICULARS Amount (Rs.)

GOATS:Live Stocks TYPE RATE QTY
Male 11700 25 2,92,500
Female 11700 500 58,50,000
Cost of Goats 61,42,500
Insurance Cost 4% 2,45,700
Other Assets & Exp Construction (Hi-Tech Shed) 15,00,000
Fodder Management 9,77,357
Medicines 84,789
Goat Transport 4,000
Machinery 10,45,654
TOTAL COST OF THE PROJECT 1,00,00,000

1.6 Means of Finance

PARTICULARS % Amount (Rs.)

Promoter's Capital 10% 10,00,000
Subsidy 50% 50,00,000
Term Loan (Bank Finance) 40% 40,00,000
TOTAL MEANS OF FINANACE 100% 1,00,00,000

1.7 Security Details :

Sr. No. Type of Security (e.g Flat, Plot, Industrial Land, etc.) Value of the security offered (in rupees)

1.8 Existing Obligations

The business owners are not having any heavy existing obligations, although, we have provided the
documents such as Sanction letters and Bank statements of existing loans (if any), in order to assess the
existing banking commitments.

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 Subsidy

Government subsidies are monetary grants provided by the government to private institutions or
other public entities, in order to stimulate economic activity or promote activities that are in thepublic
good. Subsidies encourage companies to undertake economic activities and business ventures that the
government sees as in the public's best interest. Like indirect taxes, they can alter relative prices and
budget constraints and thereby affect decisions concerning production, consumption and allocation of
resources.
There are 2 main types of subsidies : Direct subsidies and Indirect subsidies. Direct subsidies arethose
that involve an actual payment of funds toward a particular individual, group or industry. Indirect
subsidies are those that do not hold a predetermined monetary value or involve actual cash outlays.
They can include activities such as price reductions for required goods or services that can be
government-supported. Other than that, there are various types of Subsidies viz.
Cash subsidies, tax concessions, Government purchases policies, etc.

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 2. PROJECT VIABILITY & MARKET STUDIES

2.1 Feasibility Studies

The Indian food industry is poised for huge growth, increasing its contribution to world food trade every
year due to its immense potential for value addition, particularly within the food processing industry.
Indian food and grocery market is the world’s sixth largest, with retail contributing 70% ofthe sales.
Agriculture is the primary source of livelihood for about 58% of India’s population. Gross Value Added
(GVA) by agriculture, forestry and fishing was estimated at Rs. 19.48 lakh crore (US$
276.37 billion) in FY20 (PE). Growth in GVA in agriculture and allied sectors stood at 4% in FY20.

The Indian food processing industry accounts for 32% of the country’s total food market, one of the
largest industries in India and is ranked fifth in terms of production, consumption, export and expected
growth. Essential agricultural commodities export for the April-September period of 2020increased by
43% to Rs. 53,626 crores (US$ 7.3 billion) over Rs. 37,397 crores (US$ 5.1 billion) inthe same period last
year.

In order to conduct a feasibility study of the agriculture sector or it’s allied activities, availability of the
land is a major factor, which decides the operational feasibility of the project / business plan. Locationof the
farm or such business place has to be supportive for the business prospect. Such locationshould also be
at a reasonable distance from the market place or from the major transportation modes availablein that
area as the flowers, fruits or any kind of perishable should not be deteriorated by the time it reaches the
market place or in the hands of the customer.

All the advanced machineries and / or vehicles and other tools should be accessible, can be repaired and
reused without much of a trouble – that is the technical feasibility or viability issue to be addressed, in
case of this sector. Seeds, fertilizers, nourishments, composts or any kind of other required inputs for a
successful farming should be readily available – that is the operational feasibility factor. A holistic
feasibility (or viability) study of the project from 360 angle has been carried out by the business owners in
order to make sure that the project is feasible as carrying on aforementioned studies is an essential part
of pre-planning activities.

After considering most of the aforementioned factors and points and based on their personal due
diligence and in-depth knowledge of the sector, the project / company and its business operations are
feasible in all the possible ways.

A detailed financial feasibility study has also been carried out based on the current demand –
supplyanalysis and data & assumption-based projections ; which has been separately presented in the
FINANCIAL FEASIBILITY section in (3) Financial Data & Ratios. ‘Sensitivity analysis’ and ‘assessed bank
finance’ studies will help in ascertaining the financial viability of the project.

The goat has been rearing since ancient times. Generally, goat farming means raising them for harvesting milk,
meat, and fiber. Nowadays, goat farming has become a profitable business, and itrequires a meager investment
because of its multi-functional utility.

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 The commercial goat farming business is contributing significantly to the economy and nutrition ofsome
countries. But, goat farming becomes famous worldwide. The number of farmers increases rapidly.

Due to abundant availability of labour, raw material, transportation service, productivity of business rises.
The water is most important factor for goat farming which is easily available to the business owner.

Also the location of the proposed unit is near to the city market. Goat farming business, revenue- wise,
has very good income potential. So, it would be feasible to setup a unit for the goat farming.

This project is highly recommended because judging from the profitable measures. It shows that project offers
good investment benefits which is found technically feasible, financially viable & economically desirable.

Below are some key benefits of conducting a feasibility study:

- Improves project teams' focus
- Identifies new opportunities
- Provides valuable information for a "go/no-go" decision
- Narrows the business alternatives
- Identifies a valid reason to undertake the project
- Enhances the success rate by evaluating multiple parameters
- Aids decision-making on the project
- Identifies reasons not to proceed

Apart from the approaches to feasibility study listed above, some projects also require other
constraints to be analysed -
- Internal Project Constraints: Technical, Technology, Budget, Resource, etc.
- Internal Corporate Constraints: Financial, Marketing, Export, etc.
- External Constraints: Logistics, Environment, Laws, and Regulations, etc.

After considering most of the aforementioned factors and points, a detailed feasibility study viz.
Technical, economical and operational - have been carried out by the promoters / owners of the entity,
and based on their personal due diligence and in-depth knowledge of the market, the project
/company and its business operations are feasible in all the possible ways.

A detailed financial feasibility study has also been carried out based on the current demand -
supplyanalysis and data & assumption-based projections ; which has been separately presented in the
FINANCIAL FEASIBILITY section in (3) Financial Data & Ratios. 'Sensitivity analysis' and 'assessed bank
finance' studies will help in ascertaining the financial viability of the project.

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 2.2 Industry Analysis

Indian agriculture is among the strongest and biggest in the world. Agriculture, with its allied sectors,
is unquestionably the largest livelihood provider in India ranking second in terms of agricultural farm output
and allied sectors. Most of the industries also depend upon the sector for their raw materials. Steady
investments in technology development, irrigation infrastructure, emphasis on modern agricultural
practices and provision of agricultural credit and subsidies are the major factors contributed to agriculture
growth. Agriculture in India has undergone rapid transformation in the past two decades. The policy of
globalization and liberalization has opened up new avenues for agricultural modernization. This has not
only leaded to commercialization and diversification, but also triggered various technological and
institutional innovations owing to investments from corporate entities.
The Prime Minister’s Economic Advisory Council (PMEAC) has estimated farm sector growth for current fiscal
at 4.8 per cent, more than double from last year’s 1.9 per cent. India has emerged as a major playerin the
global agriculture market. In the last five years, the country’s agriculture exports have tripled fromaround
Rs 80,000 crore (US$ 12.75 billion) to Rs 2.32 trillion (US$ 33.99 billion).

Total exports of Indian Agriculture and processed food products from April to August 2013 stood at
US$ 9,711.09 million as compared to US$ 8,806.41 million during the same period last year, according to
the data released by the Agricultural and Processed Food Products Export Development Authority
(APEDA).

India’s tea production rose by 12.59 per cent to 156.70 million kg in September 2013 on account of
higher output in southern regions and West Bengal (WB). The output was 144.11 million kg in the same
month last year, as per the data released by Tea Board of India. The foreign direct investment (FDI)
inflows in agricultural services and machinery sector during April 2000 to August 2013 stood at US$
1,629.19 million and US$ 337.35 million respectively.

The Government has taken several steps to revitalise agriculture sector and improve the conditions of
farming community on sustainable basis by increasing investment, improving farm practices,
ruralinfrastructure, delivery of credit, technology and other inputs. Some of the major initiatives taken by
the Government of India has been listed down below.

The Government of India plans to set up two spice parks at Sitarganj and Sahaspur in Uttrakhand with
the help of Spice Board of India, said Mr Anand Sharma, Union Minister for Commerce and Industry,
Government of India. It has also opened fifth spice park at Mattupetty Sivaganga in Tamil Nadu (TN) for
processing turmeric and chilli.
The government has allowed 100 per cent FDI under the automatic route in storage and warehousing
including cold storages. 100 per cent FDI is also permitted for development of seeds.

The government has launched an initiative to spend US$ 65.1 million to promote 60,000 pulses villagesin rain
fed areas for increasing crop productivity and strengthening market linkages.

In order to meet the food grain requirements of the country, the agricultural productivity and its growth needs
to be sustained and further improved. The growth target for agriculture in the 12th Plan is estimated to
be 4 per cent as compared to 3.6 per cent for the 11th Plan.

By 2016-17, India growing at the rate of seven per cent is expected to reach the workforce demand

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 of about 232 million from 229 million (in 2011-12) in agriculture sector which constitutes 44 per cent
of the total workforce of the economy. However, 95 per cent of the workforce requirement is expected
to be generated in informal sector more so in agriculture.

Agriculture, with its allied sectors, is the largest source of livelihoods in India. 70 percent of its rural
households still depend primarily on agriculture for their livelihood, with 82 percent of farmers being
small and marginal. In 2017-18, total food grain production was estimated at 275 million tons (MT). Indiais
the largest producer (25% of global production), consumer (27% of world consumption) and importer (14%)
of pulses in the world. India's annual milk production was 165 MT (2017-18), making India the largest
producer of milk, jute and pulses, and with world's second- largest cattle population 190 millionin 2012.
It is the second-largest producer of rice, wheat, sugarcane, cotton as well as the second-largest fruit and
vegetable producer, accounting for 10.9% and 8.6% of the world fruit and vegetable production, respectively.

Although, even if the picture looks great on a broader picture, there are some issues too, when we check
the ground reality. Three agriculture sector challenges will be important to India’s overall development
and the improved welfare of its rural poor:

1. Raising agricultural productivity per unit of land: Raising productivity per unit of land will need
to be the main engine of agricultural growth as virtually all cultivable land is farmed. Water resources
are also limited and water for irrigation must contend with increasing industrial and urban needs.
All measures to increase productivity will need exploiting, amongst them: increasing yields,
diversification to higher value crops, and developing value chains to reduce marketing costs.

2. Reducing rural poverty through a socially inclusive strategy that comprises both agriculture

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 as well as non-farm employment: Rural development must also benefit the poor, landless, women,
scheduled castes and tribes. Moreover, there are strong regional disparities: the majority of India’s poor are
in rain-fed areas or in the Eastern Indo-Gangetic plains. Reaching such groups has not been easy. While
progress has been made - the rural population classified as poor fellfrom nearly 40% in the early 1990s
to below 30% by the mid-2000s (about a 1% fall per year) – there is a clear need for a faster reduction.
Hence, poverty alleviation is a central pillar of the rural development efforts of the Government and the
World Bank.

3. Ensuring that agricultural growth responds to food security needs: The sharp rise in food- grain
production during India’s Green Revolution of the 1970s enabled the country to achieve self - sufficiency in
food-grains and stave off the threat of famine. Agricultural intensification in the 1970sto 1980s saw an
increased demand for rural labour that raised rural wages and, together with declining food prices,
reduced rural poverty. However agricultural growth in the 1990s and 2000s slowed down, averaging
about 3.5% per annum, and cereal yields have increased by only 1.4% per annum in the 2000s. The slow-
down in agricultural growth has become a major cause for concern. India’s rice yields are one- third of
China’s and about half of those in Vietnam and Indonesia. The same is truefor most other agricultural
commodities.

Policy makers will thus need to initiate and/or conclude policy actions and public programs to shift the
sector away from the existing policy and institutional regime that appears to be no longer viable and build
a solid foundation for a much more productive, internationally competitive, and diversifiedagricultural
sector.

Improved access to rural credit, Agricultural insurance by advising GOI on how to improve the actuarial
design, Improved farmer access to agriculture markets through policy reforms and investments these
are some solutions which will help the agricultural business and farmer prosper inthe coming years.

On the basis various factors related to industry analysis, a detailed scrutiny was carried out by the
promoters / business owners and to conclude, based on the SWOT and Porter’s five forces business
model, they found the industry very demanding and scope for the business is unrestricted.

Goat farming involves the raising and breeding of domestic goats as a branch of animal husbandry.
People farm goats principally for their meat, milk, fibre and skins.

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 On low-quality grazing area, goat farming might be a good fit for production alongside other animals.
Goats efficiently convert low-quality pasture matter into high-quality lean meat, which is less
acceptable for other animals. Additionally, goats may be grown with a little amount of pastureand
limited resources.
The number of animals a goat farmer can breed and sustain is determined by the quality of the pasture,
just as it is for other herbivores. Goats, on the other hand, eat vegetation that most other domesticated
cattle don't, thus they can survive even on bad soil. As a result, goat herds remain a valuable resource in areas
where vegetation is limited and of poor quality.

Goats are found in nearly all countries, and are no longer associated only with low income
producers, or dry areas. The attractive price for goat products, especially milk, has brought
new producers and investors into the field.

The global dairy goat industry is expanding rapidly. In addition to wholesome and nutritious
milk-based products, dairy goats provide sustainable livelihoods, especially in limited
resource areas, and enable smallholders to accumulate assets. Well-managed goats can also
benefit the environment through weed control, fire prevention, the maintenance of
biodiversity, and mitigation of some effects of climate change. This is largely attributed to
their diet selection and eating behaviors. In addition to milk, dairy goats provide other
benefits to owners, including skins for leather, kids for meat, and manure for fertilizer,
andcan add revenue streams when they graze under trees on oil palm plantations.

Goat husbandry provides glimpses of future hope for employment generation, nutritional security and
prosperity to the millions of small and marginal farmers in the country. Goats are small ruminants that play
an important role in the livestock economy in most developing countries. According to FAO there were
about 1,050 million goats worldwide in 2014 with about 300 species known to exist. Africaaccounts for about
33.1% and Nigeria with 49 117 654 heads represents about
4. 7 percent of the world output. Goats have the ability to withstand harsh climatic conditions and
contrary to sheep that are grazers, goats are browsers that feed mostly on shrubs and tree leaves
inadverse environments with low fertility lands usually unfit for growing crops.

This makes goat keeping a good strategy for valorizing marginal resources. In most countries, goats are
reared mostly for meat. It is an important source of protein for both the rich and poor and a food delicacy
highly appreciated during ceremonies and festivals. Goats are kept by smallholder farmers as pets and
serve as means of savings and income, especially among the economically vulnerable groups like
women.

The main reasons are monopoly of meat trader, lack of coordination between production and demand,
too many middlemen in the trade and inefficiency management in slaughterhouse. There is a dire need
to modernize the meat production and marketing system. Government of India is keen to improve the
marketing system so that the consumers would get the quality meat and meat products at reasonable
prices. So, this is the time to think about Marketing Portal or other E connectivitymethods and Use of
Marketing Intelligence facilities.

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 2.3 Market Potential

India occupies first position in terms of goat population and milk production. Chevon (goat meat)
ismost preferred and widely consumed meat in the country. Since ancient times goat milkhas
traditionally been known for its medicinal properties and has recently gained importance inhuman
health due to its proximity to human milk for easy digestibility and it’s all round health promoting
traits. Still research is needed to explore and validate medicinal properties of goat milk for projecting
it as therapeutic milk for human health. Demand for goat milk and milk products for internal
consumption and export is expected to rise in coming years.

Increased consumer knowledge of the health benefits of goat meat is propelling the goat meat business
forward. Goat meat is the most lean of all the red meats available on the market. Goat meat has a lower
saturated fat content than other red meats, which helps to lower blood cholesterol and reduce
inflammation. In addition, goat meat has a higher potassium concentrationwhile having a lower salt
content.

Over the previous few decades, worldwide per-capita consumption of animal-based protein has
steadily increased. A growing number of people are looking for protein-rich food products to help
them manage their health and weight. Dietary Guidelines for Americans aged 3 to 50 yearsrequire
at least 56 grammes of protein per day for males and 46 grammes of protein per day for females,
according to the USDA. The increasing demand for protein-rich food is driving the growth of the goat
meat market.

Several examples of governments promoting goat farming can be found in various countries, all ofwhich are
contributing to the market's growth. Many governments have adopted policies and incentives to
encourage the expansion of goat farming. For example, the Indian government has launched different
subsidies and lending packages for goat farmers in collaboration with local banks.

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 2.4 Current Scenario

The global dairy goat population was estimated to be 233 million in 2020. There has been acontinuous
increase in dairy goat numbers globally, with dramatic increases in the 1990s.

In 2020, Asia had the largest proportion of the world population (52%), followed by Africa (39%),Europe
(5%), Americas (4%), and Oceania (<1%).

During the past decade, the world dairy goat population increased by almost 22%. Africaexperienced the
most rapid increase (32%), followed by Asia (19%), and Oceania (3%), with a minornet decrease
observed in Europe and Americas (?0.7%). Europe contributes 15% of thetotal goat milk with only
5% of the population, because of greater specialization and commercialization.

In India, considerable growth has been recorded in production of goat meat and milk during the last
decade. The goat meat production has doubled (9.3% to 18.3%) and goat milk production has showna
growth rate of 31.53% during the last decade.

The India stands first in goat milk production and is the second largest meat producer in the world
sharing 26.31% goat milk and 10.41% goat meat production. Besides meat and milk, goatsalso produce
good quality skin, valuable Pashmina fibre and manure. The goat sector contributes14,453 cores to the
agricultural economy of the country through meat (6851 cores), milk (4588 cores), skin (648 cores),
etc. which accounts for around 8 percent of the Gross Domestic Product (GDP) from livestock sector. In
addition, the goat sector generates about 4% rural employment and about 20 million small and marginal
farmers? and landless laborer's families depend on goats for their livelihood partially or completely.

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 2.5 Challenges & Solutions

• Poor financial management skills

The many goat farming businessmen facing challenges in financial management. So businessperson
needs to upgrade their skills to manage financial condition of the business.

• Low quality of feed

Quality of the goat is depend on the feed that eaten by goat. So businessperson needs to get priordiet to
the goat. They should take tips from the diet experts of animal.

• Lack of goat farming experience

Many businessperson don’t have experience of goat farming. So the business person need to take
advice from experienced goat farming businessperson. Take tips from them.

• Lack of start-up capital

The goat farming needs lot of start-up capital. So the businessperson can get loan from the various
banks. Also the various government schemes provides assistance to the goat farming business.

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 2.6 SWOT Analysis

One may think that they already know everything that they need to do, to succeed, but a SWOT
analysis will force them to look at the business in new ways and from new directions.

SWOT Analysis is a strategic planning method used to evaluate strengths, weaknesses, opportunities,
and threats, in a project business. These four factors are called SWOT (strengths, weaknesses,
opportunities, and threats). This process involves the specific determination and objectives of a
manufacturing or business project that identifies internal and external factors.
SWOT analysis can be applied by analyzing and observing the things that affect the four factors, then
apply them in the picture in the SWOT matrix, apply the strengths map to take advantage of the
opportunities, how to overcome the weaknesses that prevent the advantages of opportunities are able
to deal with the threats that exist, and the last is how to overcome the weaknesses that can make
threats become real or create a new threat. Determining the direction of development of a business is
strongly influenced by many factors, namely internal and external factors.

A SWOT analysis is an incredibly simple, yet powerful tool to help you develop your business strategy,
whether you’re building a start-up or guiding an existing company. SWOT stands for Strengths,
Weaknesses, Opportunities, and Threats.

Strengths
o Agriculture sector still contributing 14% of Gross Domestic Product and it still employs over
52%of labour force of the country and over 70% of Indian rural work force.
o India have achieved a fourfold increase in food grains production as compared tothree
fold increase in population (from 50 million tons in 1950 to 230 million tons in 2010).
o The country has the second largest area under cultivation and highest area under irrigation (55.8
million hectare). China has 54.5 million hectare under irrigation and United States has 22.4 million
hectares under irrigation and the world’s largest user of fertilizers (11% of world’s dosage).
o The country is now first in production of Pulses (Masood et al, 2009), second in production of
cereals like Wheat, second in production of vegetables next only to China, first in livestock
population with 18% of world’s cattle population with and 13% of world’s total milk production
is contributed by India. We are third in terms of farm mechanization.
o It was the strength of India’s agriculture sector that the country was hardly hit by the global
recession a couple of years back that bankrupted many economies of the world.

Weaknesses
o The weakness of Indian Agriculture lies in having more or less stagnant yields that are lower than
most of other countries.
o The yield is far less than the yield of most of developed countries. Indian wheat yield stagnated
at 28 q/ha while those of most wheat producing countries was 64 q/ha. Similarly rate of growth of rice
production in India is far lower than most of Asian countries.
o Post-Harvest losses is another weakness. Due to low processing levels in the country, there is
a considerable amount of wastage of agricultural and horticultural produce.
o Low seed replacement ratio is also a weakness as in India, farmers still use those varieties, which
were developed 20-30 years ago. We have a low seed replacement ratio of 20-25%.

Opportunities
o Land being already a limiting factor and no more horizontal expansion possible, the situation

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 callsfor vertical expansion by integration of food crops with allied enterprises like Apiculture,
Floriculture, Sericulture, Horticulture and Vegetables etc. India also have enough scope in
Floriculture.
o Organic farming is a great opportunity in today’s world as it avoids the large-scale use of
syntheticfertilizers, pesticides, growth regulators and solely depends upon the use of on-farm and
off-farm use of crop residues animal wastes, green manures and biological pest control to maintain
soil productivity.
o Food Processing Sector: This is the sunrise sector. The average growth has doubled from 7% in
2004 to 14% in 2010. Food processing sector has a huge potential. Provision of efficient supply
chains and processing infrastructure can do miracles in terms of employment generation and
creation of productive assets in rural areas.

Threats
o The arable land has shrunk from 0.94 acre per person in 1970 to 0.56 acre per person in 2000
and going by the rate the population is increasing it is projected to decrease to 0.15 acre per person.
Such small holdings create problems in performing farm mechanization operations.
o Land degradation is another threat to the Agriculture sector. More than 5 billion tons of soil are
washed every year taking with it 6 million tons of nutrients. A look at Table 3 reveals that threat of
land degradation looms large over Indian agriculture.
o Climate change is also another important threat hanging like a domicile’s sword over Indian
agriculture. Climate change is expected to increase dry lands by 11%. Due to Global warming the
average temperature has increased. It has affected the yield of major crops.

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 Detailed Cost Sheet
PARTICULARS Amount (Rs.)
GOATS:Live Stocks TYPE RATE QTY
Male 11700 25 292,500
Female 11700 500 5,850,000
Cost of Goats 6,142,500
Insurance Cost 4% 245,700
Other Assets & Exp
Construction (Hi-Tech Shed) 1,500,000
Fodder Management 977,357
Medicines 84,789
Goat Transport 4,000
Machinery 1,045,654
TOTAL COST OF THE PROJECT 10,000,000

MEANS OF FINANCE
PARTICULARS % Amount (Rs.)
Promoter's Capital 10% 1,000,000
Subsidy 50% 5,000,000
Term Loan (Bank Finance) 40% 4,000,000
TOTAL MEANS OF FINANACE 100% 10,000,000
 NUTAN SCIENTIFIC AGRI FARM
FLOCK FLOW CHART
Openi Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Sr Particulars & Parameters ng Month Month Month Month Month Month Month
Stock 4 5 7 10 12 14 17 20 23 27 30 31 34 37 41 44 48 51 55 58 62 65 69 72 76 79 83
FLOCK SIZE
Male Parent 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25
1 Flock Size
Female Parent 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500 500
BIRTH - MORTALITY - REPLACEMENT
Male - 338 - 338 - 338 - 338 - 338 - - 338 - 338 - 338 - 338 - 338 - 338 - 338 - 338
2 Kids Born
Female - 338 - 338 - 338 - 338 - 338 - - 338 - 338 - 338 - 338 - 338 - 338 - 338 - 338
Kids 5% - - 34 - 34 - 34 - 34 - 34 - - 34 - 34 - 34 - 34 - 34 - 34 - 34 -
3 Mortality
Adults 4% - - 27 - 27 - 27 - 27 - 27 - - 27 - 27 - 27 - 27 - 27 - 27 - 27 -
4 Replacement Female (actual) - - 27 - 27 - 27 - 27 - 27 - - 27 - 27 - 27 - 27 - 27 - 27 - 27 -
5 Purchase Breeder Bucks - - - - - - - - - - 25 - - - - - - - - - - 25 - - - - -
SALES
Male - - 304 - 304 - 304 - 304 - 304 - - 304 - 304 - 304 - 304 - 304 - 304 - 304 -
6 Kids Sold
Female - - 311 - 311 - 311 - 311 - 311 - - 311 - 311 - 311 - 311 - 311 - 311 - 311 -
7 Female Sold Culled - - 27 - 27 - 27 - 27 - 27 - - 27 - 27 - 27 - 27 - 27 - 27 - 27 -
8 Bucks Sold Breeder Bucks - - - - - - - - - - 25 - - - - - - - - - - 25 - - - - -

SUMMARY TABLE
Particulars Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Male 676 676 676 676 338 676 676
Kids Born
Female 676 676 676 676 338 676 676
Kids 68 68 34 68 68 68 34
Mortality
Adults 54 54 27 54 54 54 27
Male 608 608 304 608 608 608 304
Kids Sold
Female 622 622 311 622 622 622 311
Sold Culled Female 54 54 27 54 54 54 27
Sold Breeder Bucks 25 25
 SALES
Years
Particulars Details
I II III IV V VI VII
SALE OF GOATS Male 608 608 304 608 608 608 304
Rate 3,020 3,111 3,204 3,300 3,399 3,501 3,606
Avg Wt 15 15 15 15 15 15 15
REVENUE (Male) 27,542,400 28,368,672 14,609,866 30,096,324 30,999,214 31,929,190 16,443,533
Female 622 622 311 622 622 622 311
Rate 2,940 3,028 3,119 3,213 3,309 3,408 3,511
Avg Wt 15 15 15 15 15 15 15
REVENUE (Female) 27,430,200 28,253,106 14,550,350 29,973,720 30,872,932 31,799,120 16,376,547
Adult Female 54 54 27 54 54 54 27
Rate 2,535 2,662 2,795 2,935 3,081 3,235 3,397
Avg Wt 40 40 40 40 40 40 40
REVENUE (Adult Female) 5,475,600 5,749,380 3,018,425 6,338,691 6,655,626 6,988,407 3,668,914
Adult Male - - 25 - - 25 -
Rate 2,535 2,662 2,795 2,935 3,081 3,235 3,397
Avg Wt 45 45 45 45 45 45 45
REVENUE (Adult Male) - - 3,144,192 - - 3,639,795 -
TOTAL REVENUE (GOATS) INR 60,448,200 62,371,158 35,322,832 66,408,736 68,527,772 74,356,513 36,488,993

Years
Details
I II III IV V VI VII
Sale of Manure Cycle 1.5 1.5 1.5 1.5 1.5 1.5 1.5
Rate 1,975.0 2,113.3 2,261.2 2,419.5 2,588.8 2,770.0 2,963.9
Animals 525.0 525.0 525.0 525.0 525.0 525.0 525.0

REVENUE (Adult Male) 1,555,313 1,664,184 1,780,677 1,905,325 2,038,697 2,181,406 2,334,105

GROSS REVENUE FOR THE YEAR INR 62,003,513 64,035,342 37,103,510 68,314,060 70,566,469 76,537,919 38,823,098
 LIVESTOCK ANNEXURE
Female 500
Parent Stock
Male 25
Price per male adult 11,700
Price per female adult 11,700

Years
PARTICULARS Details
I II III IV V VI VII
Opening Stock (Adults)
Male Adults cost sheet 25 25 25 25 25 25 25
Female Adults cost sheet 500 500 500 500 500 500 500
Closing Stock (Adults)
Male Adults cost sheet 25 25 25 25 25 25 25
Female Adults cost sheet 500 500 500 500 500 500 500
Opening Stock (Kids) - - 27 27 703 703 27 27
Add : Kids born from Flock 1,352 1,352 1,352 1,352 676 1,352 1,352
Less : Mortality in Kids from Flock (68) (68) (34) (68) (68) (68) (34)
Less : Sold / Replaced during the
from Flock (1,257) (1,284) (642) (1,284) (1,284) (1,284) (642)
year
Closing Stock (Kids) 27 27 703 703 27 27 703
Price per Male-Kid 3,020 3,111 3,204 3,300 3,399 3,501 3,606
Price per Female-Kid 2,940 3,028 3,119 3,213 3,309 3,408 3,511
Average Price-Kid 2,980 3,069 3,161 3,256 3,354 3,455 3,558
Valuation of Opening Stock
Male Adults 292,500 2,851,875 292,500 292,500 292,500 292,500 292,500
Female Adults 5,850,000 50,700,000 53,235,000 55,896,750 58,691,588 61,626,167 64,707,475
Kids - 80,460 82,874 2,222,522 2,289,198 90,558 93,275
Valuation of Closing Stock
Male Adults 2,851,875 292,500 292,500 292,500 292,500 292,500 292,500
Female Adults 50,700,000 53,235,000 55,896,750 58,691,588 61,626,167 64,707,475 67,942,849
Kids 80,460 82,874 2,222,522 2,289,198 90,558 93,275 2,501,468
 FEEDING COST
Estimated per day feeding cost per Goat
Avg Body Requirement Per day Total
Sr Particulars Feed Type DM % Cost/kg
Wgt Dry / Green requirement Cost
NL @2.5% of Bwt 35 Green/Silage 30% 1.5000 1.60 2.40
Per day feeding cost for Legume @1.5% of Bwt 35 Cultivated Green 25% 1.0000 1.75 1.75
1
Breeding Goats Concentrate @1% of Bwt 35 Home made 90% 0.3000 35.00 10.50
Total feeding cost per day/per adult female 14.65
NL @2.5% of Bwt 45 Green/Silage 30% 2.0000 1.75 3.50
Per day feeding cost for Legume @1.5% of Bwt 45 Cultivated Green 25% 1.3000 2.65 3.45
2
Breeding Bucks Concentrate @1% of Bwt 45 Home made 90% 0.3000 52.00 15.60
Total feeding cost per day/per adult male 22.55
NL @2.5% of Bwt 12 Green/Silage 30% 0.7500 2.00 1.50
Per day feeding cost for Kids Legume @1.5% of Bwt 12 Cultivated Green 25% 0.7500 1.75 1.31
3
(45 to 90 days) Concentrate @1% of Bwt 12 Home made 90% 0.1250 52.00 6.50
Total feeding cost per day/per kid 9.31
4 Creep Feeding (15 to 45 days) Concentrate feed 4 Home made dry 90% 0.1200 58.00 6.96
 DETAILED COST OF PRODUCTION
Years
Particulars Details
I II III IV V VI VII
Breeder Bucks Purchased Flock Flow - - 25 - - 25 -
Purchase Rate 11,700 11,700 11,700 11,700 11,700 11,700 11,700
PURCHASE COST - - 292,500 - - 292,500 -
Female Breeder Feeding Cost
Rate per day per adult female Feeding Cost 15 16 17 17 18 19 20
Total Days 274 365 365 365 365 365 365
Number of females Cost sheet 500 500 500 500 500 500 500
FEEDING COST OF FEMALES 2,055,000 2,874,375 3,018,094 3,168,998 3,327,448 3,493,821 3,668,512
Male Breeder Feeding Cost
Rate per day per adult male Feeding Cost 18 19 20 21 22 23 24
Total Days 274 365 365 365 365 365 365
Number of males Cost sheet 25 25 25 25 25 25 25
FEEDING COST OF MALES 123,300 172,463 181,086 190,140 199,647 209,629 220,111
Kids Feeding Cost - Batch 1
Rate per day per kid Feeding Cost 11 12 12 13 13 14 15
Total Days (46 to 120) 75 75 75 75 75 75 75
Number of kids Flock Chart - 676 676 676 676 676 676
FEEDING COST OF KIDS - 585,585 614,864 645,607 677,888 711,782 747,371
Kids Feeding Cost - Batch 2
Rate per day per kid Feeding Cost 10 11 11 12 12 13 13
Total Days (46 to 120) 8 8 8 8 8 8 8
Number of kids Flock Chart - 676 676 676 - 676 676
FEEDING COST OF KIDS - 56,784 59,623 62,604 - 69,021 72,472
Creep Feeding Cost
Rate per day per kid Feeding Cost 25 26 28 29 30 32 34
Total Days 30 30 30 30 30 30 30
Number of kids Flock Chart 8 684 684 684 684 684 684
CREEP FEEDING COST 6,000 538,650 565,583 593,862 623,555 654,732 687,469
CLOSING STOCK OF FEED (total) 89,766 173,748 194,455 191,557 198,433 223,212 221,751
 PROJECTED INCOME & EXPENDITURE STATEMENT
YEAR
PARTICULARS
I II III IV V VI VII
Sales Goat 60,448,200 62,371,158 35,322,832 66,408,736 68,527,772 74,356,513 36,488,993
Manure 1,555,313 1,664,184 1,780,677 1,905,325 2,038,697 2,181,406 2,334,105
Total 62,003,513 64,035,342 37,103,510 68,314,060 70,566,469 76,537,919 38,823,098
Purchases Bucks - - 292,500 - - 292,500 -
Feeding - Breeder female 2,055,000 2,874,375 3,018,094 3,168,998 3,327,448 3,493,821 3,668,512
Breeder male 123,300 172,463 181,086 190,140 199,647 209,629 220,111
Kids - 642,369 674,487 708,212 677,888 780,804 819,844
Creep Feeding Cost 6,000 538,650 565,583 593,862 623,555 654,732 687,469
Labour Expenses 1,001,456 1,051,529 946,376 993,695 1,043,379 1,095,548 1,150,326
Electricity 302,905 318,050 333,953 350,650 368,183 386,592 405,922
Water Charges 1,978,456 2,176,302 2,393,932 2,633,325 2,896,657 3,186,323 3,504,955
Repair & Maintenance 587,812 617,203 648,063 680,466 714,489 750,214 787,724
Insurance @ 4 % 245,700.00 245,700.00 245,700.00 245,700.00 245,700.00 245,700.00 245,700.00
Other Expenses 25,862,816 27,155,957 24,440,361 25,662,379 26,945,498 28,292,773 5,045,456
Interest on Term Loan 400,707 355,677 305,685 250,184 188,566 120,157 44,210
Depreciation 306,848 268,321 234,823 205,674 180,291 158,168 138,871
Total 32,871,000 36,416,595 34,280,641 35,683,285 37,411,301 39,666,961 16,719,100
Profit Before Tax 29,132,512 27,618,748 2,822,868 32,630,776 33,155,168 36,870,958 22,103,998
Income Tax 11,190,595 8,534,193 872,266 10,082,910 10,244,947 11,393,126 6,830,135
Net Profit 17,941,917 19,084,555 1,950,602 22,547,866 22,910,221 25,477,832 15,273,863
Depreciation 306,848 268,321 234,823 205,674 180,291 158,168 138,871
Net Profit 17,941,917 19,084,555 1,950,602 22,547,866 22,910,221 25,477,832 15,273,863
Total Cash Generation 18,248,765 19,352,876 2,185,425 22,753,540 23,090,512 25,635,999 15,412,734
 PROJECTED BALANCE SHEET
YEARS
LIABILITIES
I II III IV V VI VII
CAPITAL A/C
Opening Balance - 17,940,461 35,923,414 36,662,254 57,877,182 79,321,172 103,186,148
Add - Promoter's Funding 1,000,000 - - - - - -
Add - Net profit 17,941,917 19,084,555 1,950,602 22,547,866 22,910,221 25,477,832 15,273,863
Less - Drawings 1,001,456 1,101,602 1,211,762 1,332,938 1,466,232 1,612,855 1,774,140
Closing Balance 17,940,461 35,923,414 36,662,254 57,877,182 79,321,172 103,186,148 116,685,871

SECURED LOAN 3,591,395 3,137,760 2,634,132 2,075,004 1,454,257 765,102 (0)

SUBSIDY 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000

Current Liabilities
29,845,456 30,143,911 30,445,350 30,749,803 31,057,301 31,367,874 31,681,553
(Provisions, etc.)

TOTAL Rs. 56,377,312 74,205,085 74,741,737 95,701,989 116,832,730 140,319,125 153,367,424

YEARS
ASSETS
I II III IV V VI VII

FIXED ASSETS
(As Per Schedule) 2,238,806 1,970,485 1,735,662 1,529,988 1,349,697 1,191,529 1,052,658

LIVE STOCK 6,142,500 6,142,500 6,142,500 6,142,500 6,142,500 6,142,500 6,142,500

INVESTMENTS - 11,012,345 12,113,580 13,324,937 14,657,431 16,123,174 17,735,492

CURRENT ASSETS
Closing Stock of Feed 89,766 173,748 194,455 191,557 198,433 223,212 221,751
Closing Stock of Goats 47,489,835 47,467,874 52,269,272 55,130,785 55,866,725 58,950,750 64,594,317

CASH & BANK BALANCE 416,405 7,438,133 2,286,268 19,382,222 38,617,943 57,687,959 63,620,706

TOTAL Rs. 56,377,312 74,205,085 74,741,737 95,701,989 116,832,730 140,319,125 153,367,424

 PROJECTED FUND FLOW
YEARS
PARTICULARS
I II III IV V VI VII
SOURCES OF FUNDS
Earning Before Int. & Tax 29,533,219 27,974,425 3,128,553 32,880,959 33,343,733 36,991,115 22,148,208

Add - Non Cash Expenses 306,848 268,321 234,823 205,674 180,291 158,168 138,871

Increases in
a) Capital 1,000,000
b) Secured Loan
Bank Loan 4,000,000
Subsidy 5,000,000
Current Liabilities 29,845,456 298,455 301,439 304,453 307,498 310,573 313,679
Total Sources of Funds 69,685,524 28,541,200 3,664,815 33,391,087 33,831,522 37,459,856 22,600,758

DISPOSITION OF FUNDS
1) Fixed Assets 2,545,654
2) Repayments
Term Loan 408,605 453,635 503,627 559,129 620,747 689,155 765,102
Interest 400,707 355,677 305,685 250,184 188,566 120,157 44,210

3) Live Stock 6,142,500

4) Increase/ Decrease Assets

Investment - 11,012,345 1,101,235 1,211,358 1,332,494 1,465,743 1,612,317
Closing Stock 47,579,601 62,021 4,822,106 2,858,614 742,817 3,108,804 5,642,105

4) Withdrawal 1,001,456 1,101,602 1,211,762 1,332,938 1,466,232 1,612,855 1,774,140

5) Income Tax 11,190,595 8,534,193 872,266 10,082,910 10,244,947 11,393,126 6,830,135

Total Application of Funds 69,269,118 21,519,473 8,816,681 16,295,132 14,595,801 18,389,840 16,668,011

Cash & Bank Balance

- 416,405 7,438,133 2,286,268 19,382,222 38,617,943 57,687,959
Opening Balance
416,405 7,021,728 (5,151,866) 17,095,955 19,235,721 19,070,016 5,932,747
Addition/ Deletion
416,405 7,438,133 2,286,268 19,382,222 38,617,943 57,687,959 63,620,706
Closing Balance
- - - - - - -
 PROJECT REPORT
Bank Loan Repayment & Interest Calculation
YEARS
PARTICULARS
I II III IV V VI VII

Opening Balance/Disbursement 4,000,000.00 3,591,394.67 3,137,759.62 2,634,132.42 2,075,003.76 1,454,257.20 765,102.23

Interest 400,706.98 355,677.26 305,685.11 250,183.66 188,565.75 120,157.34 44,210.08

Total 4,400,706.98 3,947,071.93 3,443,444.73 2,884,316.07 2,263,569.51 1,574,414.54 809,312.31

Less :- Repayment Of
Principal 408,605.33 453,635.05 503,627.20 559,128.65 620,746.56 689,154.97 765,102.23
Interest 400,706.98 355,677.26 305,685.11 250,183.66 188,565.75 120,157.34 44,210.08
Total Term loan Repayment 809,312.31 809,312.31 809,312.31 809,312.31 809,312.31 809,312.31 809,312.31

Closing Balance 3,591,394.67 3,137,759.62 2,634,132.42 2,075,003.76 1,454,257.20 765,102.23 (0.00)

 EMI Schedule
Interest Rate % 10.50
Proposed Loan Amount 4,000,000
No of Months 84.00

Month Opening Balance Interest Total Repayments Closing Balance

1 4,000,000.00 35,000.00 4,035,000.00 67,442.69 3,967,557.31
2 3,967,557.31 34,716.13 4,002,273.43 67,442.69 3,934,830.74
3 3,934,830.74 34,429.77 3,969,260.51 67,442.69 3,901,817.82
4 3,901,817.82 34,140.91 3,935,958.72 67,442.69 3,868,516.03
5 3,868,516.03 33,849.52 3,902,365.55 67,442.69 3,834,922.85
6 3,834,922.85 33,555.57 3,868,478.43 67,442.69 3,801,035.74
7 3,801,035.74 33,259.06 3,834,294.80 67,442.69 3,766,852.11
8 3,766,852.11 32,959.96 3,799,812.06 67,442.69 3,732,369.37
9 3,732,369.37 32,658.23 3,765,027.60 67,442.69 3,697,584.91
10 3,697,584.91 32,353.87 3,729,938.78 67,442.69 3,662,496.08
11 3,662,496.08 32,046.84 3,694,542.92 67,442.69 3,627,100.23
12 3,627,100.23 31,737.13 3,658,837.36 67,442.69 3,591,394.67
TOTAL 400,706.98 809,312.31

13 3,591,394.67 31,424.70 3,622,819.37 67,442.69 3,555,376.68

14 3,555,376.68 31,109.55 3,586,486.22 67,442.69 3,519,043.53
15 3,519,043.53 30,791.63 3,549,835.16 67,442.69 3,482,392.47
16 3,482,392.47 30,470.93 3,512,863.40 67,442.69 3,445,420.71
17 3,445,420.71 30,147.43 3,475,568.14 67,442.69 3,408,125.45
18 3,408,125.45 29,821.10 3,437,946.55 67,442.69 3,370,503.85
19 3,370,503.85 29,491.91 3,399,995.76 67,442.69 3,332,553.07
20 3,332,553.07 29,159.84 3,361,712.91 67,442.69 3,294,270.22
21 3,294,270.22 28,824.86 3,323,095.08 67,442.69 3,255,652.39
22 3,255,652.39 28,486.96 3,284,139.35 67,442.69 3,216,696.65
23 3,216,696.65 28,146.10 3,244,842.75 67,442.69 3,177,400.06
24 3,177,400.06 27,802.25 3,205,202.31 67,442.69 3,137,759.62
TOTAL 355,677.26 809,312.31

25 3,137,759.62 27,455.40 3,165,215.01 67,442.69 3,097,772.32

26 3,097,772.32 27,105.51 3,124,877.83 67,442.69 3,057,435.14
27 3,057,435.14 26,752.56 3,084,187.69 67,442.69 3,016,745.00
28 3,016,745.00 26,396.52 3,043,141.52 67,442.69 2,975,698.83
29 2,975,698.83 26,037.36 3,001,736.19 67,442.69 2,934,293.50
30 2,934,293.50 25,675.07 2,959,968.57 67,442.69 2,892,525.87
31 2,892,525.87 25,309.60 2,917,835.48 67,442.69 2,850,392.78
32 2,850,392.78 24,940.94 2,875,333.72 67,442.69 2,807,891.03
33 2,807,891.03 24,569.05 2,832,460.07 67,442.69 2,765,017.38
34 2,765,017.38 24,193.90 2,789,211.28 67,442.69 2,721,768.59
35 2,721,768.59 23,815.48 2,745,584.07 67,442.69 2,678,141.37
36 2,678,141.37 23,433.74 2,701,575.11 67,442.69 2,634,132.42
TOTAL 305,685.11 809,312.31

37 2,634,132.42 23,048.66 2,657,181.08 67,442.69 2,589,738.38

38 2,589,738.38 22,660.21 2,612,398.59 67,442.69 2,544,955.90
39 2,544,955.90 22,268.36 2,567,224.27 67,442.69 2,499,781.57
40 2,499,781.57 21,873.09 2,521,654.66 67,442.69 2,454,211.97
41 2,454,211.97 21,474.35 2,475,686.32 67,442.69 2,408,243.63
42 2,408,243.63 21,072.13 2,429,315.76 67,442.69 2,361,873.07
 EMI Schedule
Interest Rate % 10.50
Proposed Loan Amount 4,000,000
No of Months 84.00

Month Opening Balance Interest Total Repayments Closing Balance

43 2,361,873.07 20,666.39 2,382,539.46 67,442.69 2,315,096.77
44 2,315,096.77 20,257.10 2,335,353.86 67,442.69 2,267,911.17
45 2,267,911.17 19,844.22 2,287,755.39 67,442.69 2,220,312.70
46 2,220,312.70 19,427.74 2,239,740.44 67,442.69 2,172,297.75
47 2,172,297.75 19,007.61 2,191,305.35 67,442.69 2,123,862.66
48 2,123,862.66 18,583.80 2,142,446.46 67,442.69 2,075,003.76
TOTAL 250,183.66 809,312.31

49 2,075,003.76 18,156.28 2,093,160.05 67,442.69 2,025,717.35

50 2,025,717.35 17,725.03 2,043,442.38 67,442.69 1,975,999.69
51 1,975,999.69 17,290.00 1,993,289.69 67,442.69 1,925,846.99
52 1,925,846.99 16,851.16 1,942,698.15 67,442.69 1,875,255.46
53 1,875,255.46 16,408.49 1,891,663.95 67,442.69 1,824,221.25
54 1,824,221.25 15,961.94 1,840,183.19 67,442.69 1,772,740.50
55 1,772,740.50 15,511.48 1,788,251.98 67,442.69 1,720,809.28
56 1,720,809.28 15,057.08 1,735,866.37 67,442.69 1,668,423.67
57 1,668,423.67 14,598.71 1,683,022.38 67,442.69 1,615,579.69
58 1,615,579.69 14,136.32 1,629,716.01 67,442.69 1,562,273.32
59 1,562,273.32 13,669.89 1,575,943.21 67,442.69 1,508,500.52
60 1,508,500.52 13,199.38 1,521,699.90 67,442.69 1,454,257.20
TOTAL 188,565.75 809,312.31

61 1,454,257.20 12,724.75 1,466,981.95 67,442.69 1,399,539.26

62 1,399,539.26 12,245.97 1,411,785.23 67,442.69 1,344,342.54
63 1,344,342.54 11,763.00 1,356,105.53 67,442.69 1,288,662.84
64 1,288,662.84 11,275.80 1,299,938.64 67,442.69 1,232,495.95
65 1,232,495.95 10,784.34 1,243,280.29 67,442.69 1,175,837.60
66 1,175,837.60 10,288.58 1,186,126.17 67,442.69 1,118,683.48
67 1,118,683.48 9,788.48 1,128,471.96 67,442.69 1,061,029.27
68 1,061,029.27 9,284.01 1,070,313.28 67,442.69 1,002,870.58
69 1,002,870.58 8,775.12 1,011,645.70 67,442.69 944,203.01
70 944,203.01 8,261.78 952,464.78 67,442.69 885,022.09
71 885,022.09 7,743.94 892,766.04 67,442.69 825,323.34
72 825,323.34 7,221.58 832,544.92 67,442.69 765,102.23
TOTAL 120,157.34 809,312.31

73 765,102.23 6,694.64 771,796.87 67,442.69 704,354.18

74 704,354.18 6,163.10 710,517.28 67,442.69 643,074.59
75 643,074.59 5,626.90 648,701.49 67,442.69 581,258.80
76 581,258.80 5,086.01 586,344.81 67,442.69 518,902.12
77 518,902.12 4,540.39 523,442.51 67,442.69 455,999.82
78 455,999.82 3,990.00 459,989.82 67,442.69 392,547.13
79 392,547.13 3,434.79 395,981.91 67,442.69 328,539.22
80 328,539.22 2,874.72 331,413.94 67,442.69 263,971.25
81 263,971.25 2,309.75 266,281.00 67,442.69 198,838.30
82 198,838.30 1,739.84 200,578.14 67,442.69 133,135.45
83 133,135.45 1,164.94 134,300.38 67,442.69 66,857.69
84 66,857.69 585.00 67,442.69 67,442.69 (0.00)
TOTAL 44,210.08 809,312.31
 Schedule - II Fixed Assets & Depreciation

YEARS
PARTICULARS
I II III IV V VI VII
Animal Shed
Opening Balance 1,500,000 1,350,000 1,215,000 1,093,500 984,150 885,735 797,162
Less - Depreciation @ 10% p.a. 150,000 135,000 121,500 109,350 98,415 88,574 79,716
Closing Balance 1,350,000 1,215,000 1,093,500 984,150 885,735 797,162 717,445
Total Depreciation 150,000 135,000 121,500 109,350 98,415 88,574 79,716

YEARS
PARTICULARS
I II III IV V VI VII
Machinery, Utensils & Other
Opening Balance 1,045,654 888,806 755,485 642,162 545,838 463,962 394,368
Less - Depreciation @ 15% p.a. 156,848 133,321 113,323 96,324 81,876 69,594 59,155
Closing Balance 888,806 755,485 642,162 545,838 463,962 394,368 335,213
Total Depreciation 156,848 133,321 113,323 96,324 81,876 69,594 59,155
 NUTAN SCIENTIFIC AGRI FARM
PROJECT REPORT
Schedule Debt Service Coverage Ratios (DSCR) :
YEARS
PARTICULARS I II III IV V VI VII

Profit After Tax 17,941,917 19,084,555 1,950,602 22,547,866 22,910,221 25,477,832 15,273,863
Interest on Loan 400,707 355,677 305,685 250,184 188,566 120,157 44,210
Depreciation 306,848 268,321 234,823 205,674 180,291 158,168 138,871

Total Rs. 18,649,472 19,708,553 2,491,110 23,003,724 23,279,077 25,756,157 15,456,944

Term Loan 408,605 453,635 503,627 559,129 620,747 689,155 765,102

(Principle Amount)
Interest on Loan 400,707 355,677 305,685 250,184 188,566 120,157 44,210

Total Rs. 809,312 809,312 809,312 809,312 809,312 809,312 809,312

Annual DSCR 23.04 24.35 3.08 28.42 28.76 31.82 19.10

Average DSCR : 22.66

OTHER RATIOS :-
YEARS
PARTICULARS I II III IV V VI VII

PROFIT RATIO 28.94% 29.80% 5.26% 33.01% 32.47% 33.29% 39.34%

DEBT EQUITY RATIO 0.20 0.09 0.07 0.04 0.02 0.01 0.00

CURRENT RATIO 1.61 1.83 1.80 2.43 3.05 3.73 4.05

Notes to the Project Report

1'. Securing sufficient land for fodder cultivation is a fundamental requirement for the successful
implementation of the project.

2'. The organic waste generated will be effectively utilized as nutrient-rich manure, contributing to the
growth and quality of the fodder cultivation process.

3'. The cost of rearing goats has been omitted from consideration as it is expected to be offset by the
revenue generated from their subsequent sale.

4'. In the event of mortality of adult animals, replacement goats will be procured using insurance claim
funds.

5'. The successful implementation of the scheme is contingent upon the adherence to scientific practices by
the Goat farmer, as outlined in the above guidelines.

6'. Depreciation on livestock is not recognized in accordance with Accounting Standard 10