Project Report On Construction Overview For Internships

Industrial Training at Puravankara Projects Limited, Bangalore
Chapter 1
Company Profile
Department Of Mechanical Engineering, SJCE, Mysore 1
1.1 VISION
Our vision is to build a future where in Puravankara is a household name across the country
and is known worldwide for creating unique landmarks and superior community living by
maintaining highest standards of quality to ensure customer delight .
1.2 THE YOU PHILOSOPHY

All our endeavors at Puravankara revolve around just one entity - our customers. It is their
needs, demands and ideas that drive us and they continue to remain at the centre of our universe.
We call this "The You Philosophy".
1.3 PROFILE
What started as a dream of our founder Chairman, 36 years ago, has today metamorphosed into a
gratifying reality. A reality that bears testimony to the passion of Puravankara in delivering
homes and commercial spaces which inspire innovation and at the same time present its
occupants with a reason to celebrate the joy of living. Started in Mumbai in 1975, the
Puravankara legacy today epitomizes commitment, professionalism, transparency and growth;
qualities very few in the real estate sector can aver. We blend the best of our local expertise with
those of our partners and international consultants of global repute to provide a wide range of
options to our customers.
Our journey from Maharashtra to Karnataka and to other states in India is a journey of ingenuity,
trust and also of the value creation that we have undertaken for our committed stakeholders, time
and again. Our vision and approach towards organized and well-planned development has led to
our growth in scale and spread. Over these years, the Company has delivered 36 landmark
residential and commercial projects in the cities of Mumbai, Bangalore and Chennai and has
more than 25000 happy customers living in these apartments and row-houses and villas. Today
we have 20 ongoing projects in the major cities like Bangalore, Chennai, Kochi, Coimbatore and
Kolkata. These world-class projects mirror a rich legacy the Company has built for itself.
For an Indian real estate business that is in the fourth decade of its excellence, at Puravankara,
nothing matters more to us than longevity. We arise everyday with a resolve that whatever we
build must stay on for generations - in buildings, profits, brands and goodwill. True, we have
transformed into one of the leading and largest real estate developer in South India today.
1.3.1 LEADERSHIP
Ravi Puravankara
Founder, Chairman & Managing Director
Mr. Ravi Puravankara has been associated with the real estate sector since 1975 and has been
involved in several real estate ventures. He is the promoter of the Puravankara Group. He was
the president of the International Real Estate Federation (FIABCI), Indian Chapter, Paris. He is
the driving force behind the Company's initiatives. He has over 35 years of experience in the
field of real estate and development. Under his management and guidance we have documented
processes in our constructions activities and introduced international quality standards.
Ashish Puravankara
Joint Managing Director
Mr. Ashish Puravankara holds a Bachelors degree in Business Administration from Virginia State
University and a Master's Degree in Business Administration from Willamette University in
Salem, Oregon. He has played a pivotal role in the growth of the Company. He has over 10 years
of experience in the field of real estate. He has been responsible for the identification of
opportunities for our Company and has also been instrumental in implementing best construction
practices by the acquisition of new materials and focusing on technology as a means to achieve
quality construction. He has been a director on our Board since 15 July 2
Nani R. Choksey
Deputy Managing Director
Mr. Nani R. Choksey has over 35 years of experience in the real estate development,
construction and finance sectors. He has been associated with our Group since its inception in
1975. He is a founder Director and played a pivotal role in the growth of the Company. He has
been actively involved in all projects of our Company.
Jackbastian K. Nazareth
Chief Executive Officer
Mr. Jackbastian Nazareth holds a Masters degree in Business Administration from the Goa
Institute of Management and a Bachelors degree in Civil Engineering from the Karnataka
University. He has over 21 years of experience in real estate development, corporate affairs,
financial management and civil engineering consultancy. He currently serves as the Chief
Executive Officer of the Company. He is responsible for the day to day operations of the
Company including the detailed project conceptualization, design and finance functions. He has
served as an Executive Director of Sobha Developers Limited. His other major assignments
include as the Director - Sales of TSI Ventures Private Limited, and subsequently as the
Managing Director- Head Sales and Marketing of Tishman Speyer India Private Limited.
Anup Shah
Independent Director
Mr. Anup Shah graduated with a Bachelor's degree in commerce from H.R. College in Mumbai
and a Bachelor's degree in law from Government Law College, Mumbai. He has over 30 years of
experience in the legal field. His areas of expertise include commercial and property due
diligence, corporate and commercial litigation, property related issues, land laws, arbitration and
alternative dispute resolution. He also answers readers' queries through "Legal Eagle", a weekly
article in The Times of India, Bangalore. He has been a director on our Board since 1 June 2005.
R. V. S. Rao
Mr. RVS Rao holds a Bachelors degree in Commerce from the Mysore University and a
Bachelors degree in Law from the Bangalore University. He has completed Master Class for
director conducted in association with World Council for Corporate Governance, London. He has
over 38 years of experience in the fields of banking and finance. He has been a Director of
HDFC Limited. As a USAID consultant, he was the team leader that reviewed operations and
made recommendations for Housing Finance Company, Ghana. He was also the team leader of
the consultancy team which advised the National Development Bank of Sri Lanka in establishing
its mortgage finance business. He is an associate of Indian Institute of Bankers, Mumbai, a life
member of All India Management Association, New Delhi, was an executive committee member
of Bangalore Management Association and the Greater Mysore Chamber of Industry. He has
been a director on our Board since 26 December 2006.
Pradeep Guha
Mr. Pradeep Guha holds a Bachelor's degree in Arts from Mumbai University and a Management
Diploma from Asian Institute of Management, Manila. He has over 35 years of experience in the
fields of media, advertising, marketing and branding. He has recently finished a very successful
stint as the CEO of Zee Entertainment Enterprises Ltd. During his tenure, Zee has reclaimed its
erstwhile position of prominence in the Indian television arena. He has been associated with the
print medium for 29 years and was the President of The Times of India Group, as well as on its
Board of Directors. He is the Vice-President and Area Director of International Advertising
Association, Asia Pacific region. He is the official representative to the Asian Federation of
Advertising Associations and is the current Vice Chairman of the Federation. He is a past
President of the Indian Newspaper Society, ex-Chairman of the National Readership Studies
Council, past President of the Advertising Club Bombay and the first Chairman of the Broadcast
Audience Research Council. He has been a director on our Board since 26 December 2006.
1.4 MAIN OBJECTS

Our main objects enable us to carry on our current business and also the business
proposed to be carried on by us as contained in our Memorandum of Association and are as
follows:
1. To undertake the work of construction of buildings, houses, garages, halls, flats, office
premises, shops, residential accommodation, god owns, warehouses, mills, factories, chawls,
dwelling houses, roads, bridges, culverts, docks, harbor piers, wharves, canals, reservoirs, dams,
embankments, irrigation works, reclamation, improvements, sewage treatment and disposal
works, drainage, sanitation, water gas, electric light, telephonic, telegraphic and power supply
works, hotels, markets, and all other works.
2. To carry on the business of promoting, forming and registering co operative societies, limited
companies, other incorporated bodies or associations of purchasers of allotted of flats, garages or
other testaments on ownership basis and to pay out of the funds of the Company all expenses
with respect to the promotion formation and registration of such societies, limited companies,
incorporated bodies or association and to buy, sell, deal, lease, construct, exchange, remove,
repair, alter, manage, improve, pull down, decorate, maintain and office premises, shops,
residential accommodation, god owns, warehouses etc, and on behalf of the Co-operative
Societies, Limited Companies, incorporated bodies or other associations.
1.5 Year Key Events, Milestones and Achievements:
1986 First project in Mumbai launched by our Company

1990 Our Company commences its operations in Bangalore
1990 First residential project in Bangalore launched
1998 One of our residential project, Purva Park was nominated as a finalist in the
International Prix d Excellence awarded by the FIABCI, Paris

1998 Our Company obtains ISO 9001 certification from DNV
2002 Our Company obtains the CRISIL DA2+ rating
2002 Our Company sets up its office in U.A.E.
2004 Our Company sets up its operations in Chennai
2005 Our Company enters into a joint venture with the Keppel Investment Mauritius
Private Limited
2005 Our Company sets up its operations in Kochi

2005 Obtained approval from the Board of Investment in Sri Lanka
1.6 QUALITY
Since inception in 1975, Puravankara has believed if there is one mantra for success, it is
'QUALITY'. Add to this, values like uncompromising business ethos, focused customer centric
approach, robust engineering, in-house Research and Development and transparency in all
spheres of conducting business and what you get is the 'most preferred' real estate brand in both
residential and commercial segments. From planning to materials, construction skills to customer
relations, we strive for perfection in all that we do. Our apartments and properties across the
geographies are the exemplary testimony to Puravankara's thoughtfulness towards creating value
for the customers.
The Puravankara Group has the distinction of being awarded the Finalist, international Prix d'
Excellence - 1998 for its project 'Purva Park' in Bangalore. This award was for the group
residential category by FIABCI, Paris, the International Federation of Real Estate. Two
prestigious apartment projects, Purva Graces & Purva Heights, received a PA 1 rating by
CRISIL. Their reputation as a fair and transparent company has consistently strengthened
amongst capital market participants, including equity analysts and investors. 'The Institute of
Chartered Accountants of India (ICAI)' has awarded them for excellence in financial reporting
for the year ended 31 March 2008. The conscious efforts and professional approach to Human
Resource Development was recognized at the Realty Plus Excellence Awards, 2010-2011 where
Puravankara bagged the coveted award of the 'Best Employer of the Year'. Apart from these, they
have also won the 'Luxury Project of the Year' award for Purva Fountainsquare at the Realty Plus
Excellence Awards South, 2010-2011, 'Best Landscape' award in the Residential Category by
Mysore Horticultural Society 2010 and 'Best Urban Design & Master Planning' award for Purva
Fountainsquare at the Construction Source Felicitation Award Ceremony, 2010.
1.7 Puravankara Projects, Bangalore

Ready to Occupy
Purva Fountain square
Purva Grande
Purva Belmont
Purva Heights
Purva Carnation
Purva Parkridge
1.7.1 Ongoing Projects

1.7.2
Purva Midtown Residences
Purva Skywood
Purva Atria Platina
Purva Highlands
Purva Venezia
Purva Atria
Chapter 2
Organization Structure
2.1 Managerial Organizational Structure
Board of directors
Chairman and managing directors
Purchasing
Legal
Finance
(Vice President)
(Assistant General
Manager)
(Vice President)
Sales and
Marketing
(Vice President)
Technical
Director
(Vice president)
Human Resources
&
Administration
(Head)
2.2 Purchasing department

Vice President
Deputy General Manager
Senior Manager
Deputy Manager (2
nos)
Purchase officer (4 nos)
Purchase assistant (2 nos)
2.2.1 Roles
1. Co-ordination with Architecture department on the selection of products for the new
projects.
2. Preparation of comparison and sending enquires.
3. Negotiation, checking the specifications as per site requirements.
4. Approval of Purchasing orders.
2.2.2 Functions of Purchasing Department
Request from Site
Purchase module
Cross Check
Enquires to suppliers
Quotations
Comparative
Place
as theand
Negotiate
standards
2.3 Marketing Department

Vice President
General Manager
Deputy General
Manager
Sales
Customers Relationship
Management
Senior Marketing
Senior Marketing
Manager
Manager
Marketing Manager(3
Sales Manager (3 nos)
Senior Manager
nos)
Deputy Marketing Manager
Deputy Sales Manager
(2 nos)
Manager
(2 nos)
Sales Executive
Senior Marketing Executive
(3 nos)
Senior Sales Executive (3

nos)
Marketing Executive (3 nos)
Sales Executive (4 nos)
2.4.1 Purpose
1. To Sell the flats and villas according to company standards.
1.4.2 Roles
2. To pull the customers.
3. Monitor the Competition.
4. Setting out the Strategy, Planning.
2.4 Human Resources Department

Vice President
Departments
Labor HRDHRD
Manager
(Personnel & Administration)
Manager
(General)
Manager
(Training & Development)
Site HRD
2.4.1 Objectives
1.
2.
3.
4.
To help the organization reach its goals.

To ensure effective utilization and maximum development of human resources.
To develop and maintain a quality of work life.
To develop overall personality of each employee in its multidimensional aspect.
2.4.2 Roles
1.
Management relationship
2.
Control Employee & Admin costs
3. Build relationship with society

4.
Recruit Employees
2.4.3 Functions
1.
Human resource or manpower planning.
2.
Training and development of employees.
3.
Developing and maintaining motivation for workers by providing incentives.
2.5 Finance Department

Vice President
GENERAL MANAGER
Manager (5nos)
Billing (2 nos)
Banking (2 nos)
Purchasing Materials (2 nos)
Sales, Accounts & taxes

(3 nos)
Pay rolls
(2 nos)
2.5.1 Purpose
1. Provide information for stakeholders customers, shareholders, suppliers, etc.
2. Provides the opportunity for the company to monitor its own activities
3. Provides transparency to enable the firm to attract investment
2.5.2 Roles
1. Reduce the chance of FRAUD
2. Transparency
3. Monitoring the activities
2.6 Legal Department

Vice President
GENERAL MANAGER
DEPUTY GENERAL MANAGER

Deputy Manager (4
nos)
2.6.1 Purpose
1. To Maintain Civil and Commercial Law Unit and the Public and Administrative Law
Unit.
2.6.2 Roles
1. Acts as a broker between Company and the Government.
2. Approvals from local bodies.
3. Providing legal advice and guidance
4. Prosecution of cases in courts and litigation management
5. Documentation preparation and drafting
6. Creation of legal documentation requirements
Chapter 3
Project study on
3.1 Purva Venezia
Purva Venezia is inspired by the magical landscape of venice. Whether it is the sparkling
waterways, the arched bridges or the manicured gardens - the richness, colour, light and texture
will leave you mesmerized.
Every aspect of this high-end home is thoughtfully designed - be it the vitrified flooring, the
ornate lobby or even the water purification plant. Your home will be so self-contained that you
may ever have to step out for days on end. A supermarket, a gym, a swimming pool, a health spa,
a Jacuzzi, a tennis court and many more amenities offer you a lifestyle that is truly unmatched.
If you've always believed in high quality living. Its time to put your beliefs to action. With a view
of 1600 acres of greenery belonging to the University of Agricultural Sciences and its ideal
location, Purva Venezia offers you a lifestyle that is too good to resist.
Location
Type
Total No. Of Units
No. Of floors
Super Built-up
Area
:
:
:
:
Yelahanka New Town

2 & 3 BHK Luxury Apartments
1332 units
B1 + B2 + G + 14 floors
: 1322 - 1780 sft
3.2 Amenities
Meditation Room
Aerobic Room
Squash Court
Indoor Badminton
Billiards
Table Tennis, Gym
Steam
Sauna, Jacuzzi
Children's Play Area
Restaurant
Cocktail Lounge
Supermarket
Health Care Centre
3.3 General specifications

Doors
: Teak wood frame with melamine polish for the main door.
Windows
: Powder - coated aluminum / PVC with glazed sliding shutters.
Electrical
TV and telephone outlet points in living room and all bedrooms. AC point in
master bedroom.
Back-Up Power : For apartment, Common areas, pumps and lifts

Flooring
: Vitrified flooring in all areas. Anti-skid ceramic designer tiles for bathroom.
All interior walls plastered and painted with oil bound distemper. Exterior
Walls
: fascia of building is plastered and painted with acrylic based paint.

Bathroom-dado up to ceiling height.
Bathrooms
: Plumbing /Sanitary fittings Master bedroom toilet with bathtub and granite
counter top. Good quality, Vitreous, pastel colored ceramic ware for water
closets and washbasins. Health faucet in all toilets with button type flush
valve.
Kitchen
Stainless - steel sink with hot and cold water mixer. Kitchen counter top in
highly polished butt-nosed granite.
3.4 Floor plan

3.4.1 3 BHK (Bed, Hall, Kitchen)
3.4.2 2 BHK (Bed, Hall, Kitchen)
3.5 Project schedule:

Started on 1/03/2007
Estimated finishing date12/12/2010.
3.6 Roles and Responsibilities of the Employees

Mr. K. Mathish VP Tech.
( PIC of Project Reporting to Technical Director)
Responsibility & Authority:
1
Project In Charge and head of site management.
Responsible for the implementation of Quality system procedures applicable for project.
Responsible for maintaining all records as per Quality system procedures applicable for
the project.
Check and forward all reports to HO viz. Daily Site Report, Fortnightly/monthly Progress
Report, Monthly material statement, Safety analysis etc.
Material Verification of PR/GRN, Control issue & receipt of materials
and answerable
for the wastages in stores and site.

6
Responsible for all the billing activity including approval of bills.
Timely renewal of labour license & Workmen Compensation .
Policy and follow all
statutory regulations.
8
Collect copies of relevant records viz. WC policy, PF challans, Labor
license etc
from contractors and forward to HO.

9
Day to day planning of site activities with respect to Master Schedule.
10 Attend all progress review meetings at site /office and Co-ordination With Consultant /
Architect.
11 Mobilizing required work force for timely completion of the project.
12 Training subordinates.
13 Responsible for returning all the assets given for project execution and prevent misuse of
assets.
14 Material Allocation and Control the issue of materials block wise.
15 Carryout modifications as per the approved estimate.
16 Responsible for Safety & House Keeping of the project.

17 Identification of inputs required for timely completion of the project.
18 Reporting to HO & maintain proper records related to Accidents in the project.
19 Any other responsibility assigned.
Mr. Moinuddin Khan DGM (QC)

( Reporting to PIC)
1
Approving Authority for the following activities.

a. All PCC & RCC
b. Masonry
c. Plastering
d. Flooring
e. Rework
Training subordinates.
Authority to sign concrete pours card, Masonry card and Plastering card before
commencement of these activity.
Ensure sampling & testing and of materials and concrete as per Quality plan. Report to VP
incase standards are not met.

Post construction Quality Measurements for concrete, masonry, plastering
6
7
proofing. All major issues must be discussed in the site meetings.

Checking the finished apartment as per F/Tech/004 and maintain all records related to ISO.
Responsible for maintaining all QC records as per Quality system procedures.
Monitor modification & maintain records.
Ensure that all rework is recorded in the rework register and forwarded
& water
to office every
month .
10 Inspection of all incoming materials and dispose non conforming items.
Project Manager/Deputy Project Manager / Sr. Project Engineer

( Reporting to PIC)
Responsibility:
1. Execution of assigned work as per companys requirement and Engineering standards.
2. Planning of site activities in co ordination with supporting staff & Raise PR for the
required materials block wise.
3. Attend progress review meetings.

4. Assist PIC in Mobilising work force required for timely completion.
5. Training subordinates.
6. Completion of the assigned work within planned duration.
7. Authorized to certify
the measurements in the MB before entering in Quadra and
responsible for timely billing.

8. Quality control of all works and hand over to customers.
9. Answerable for the misuse of companys assets.
10. Primarily responsible to control wastage of materials and labour.
11. Submit daily production details of respective buildings to PIC
12. Any other responsibility assigned by superiors.
PE/Sr. Site Engineer / Site Engineer/ Jr. Engineer

( Reporting to PM/DPM/ Sr. PE)
Responsibility:
1. Execute the work as per instructions after obtaining permission from building in charge
& PM-QC.
2. Maintain Quality of the assigned work.
3. Record the measurements in MB and take approval of building in charge.
4. Safety of Workmen and House Keeping.
5. Record rework in rework register and obtain approval of PM-QC.
6. Any other work assigned by the superiors.
Quantity Survey Dept ( Reporting to PIC )

Responsibility:
1. Entry of measurements in ERP software.

2. Prepare work order request with quantities.
3. Bill processing and follow up with HO for work order approval & PRW payments.
4. Clarify doubts to PRW regarding measurements.
5. Preparing MIS reports for approval of PIC.
6. Any other work assigned by PIC.
Sr. Engg. Planning ( Reporting to PIC )

Responsibility:
1. Overall planning & scheduling of all the activities as per the completion program.
2. Monitoring of day to day activities & update the same to PIC in coordination with the
PMC department.
3. Maintenance of all records drawings, etc. & ISO formats in coordination with PIC &
DGM QC.
4. Generation of all Site Progress Reports Daily, Weekly & Monthly to PMC Department.
5. Preparing MIS reports for approval of PIC.
6. Any other work assigned by PIC.
Sr. Mechanical Engineer - Reporting to PIC

Responsibility:
1. Preventive maintenance as per the maintenance schedule
2. Breakdown maintenance.
3. Maintaining log books for all equipments at site.
4. Supervising the activities of Operators, Electricians, Mechanics etc.,
5. Answerable for the misuse of companys Plant and Machinery.
6. Calibration of weighing/measuring equipments as per QSP
Sr. Safety Officer - Reporting to PIC
1. In charge of safety measures required for the safety of personnel working at site
2. Prepare check list as per procedures and submit to DGM ( QC)
3. Overall supervision of house keeping
4. Check and report to PIC incase preventive measures are not adequate
5. Ensure that all the preventive measures are taken as per QSP/20
6. Prepare accident report and analysis. Provide First Aid/ Hospitalization of accident
victims.
Deputy Manager - Store - Reporting to PIC

Responsibility:
1. Overall supervision of Store and connected activities

2. Forwarding Invoice, Delivery Challan and GRN on time to office.
3. Check physical stock of all the costly materials like CP Fittings, Electrical switches, etc
on the last day of the month and prepare Monthly material statement.
4.
Physical check of assets quarterly and send report to Head Office in case of difference
With book stock.
5. Proper storage of materials in stores and stacking of idle assets at site.

6. Collect damaged assets from site and report to head office for arranging repairs.
7. Measurements of the vehicles supplying materials to be checked at periodic intervals.
STORE KEEPER/Asst STORE KEEPER

( Reporting to Deputy Manager - Store)
Responsibility:
1. Maintaining Store Records and update issue / receipt in ERP Software.

2. Receive / Issue / Transfer all materials.
3. Signing Delivery Challan and other formats connected with stores.
4. Co ordinate with the concerned to check the incoming materials and obtain their
signature on the DC.
5. Arrange samples for testing as required by the quality team.
Responsibilities of QC team
1. Checking quality of all the activities day to day and take corrective action incase any bad
workmanship is noticed.
2. Post construction Quality Measurements and maintain records.
Prepare analysis of
defects and decide corrective action and recommend preventive action to prevent
repetition of the same mistake.
3. Check the quality of materials received at site and submit reports for discussions in site
meeting.
4. Prepare Pour Card, Plastering Card, Masonry Card before execution and hand over to
production team after approval by the Sr. PE / PE of Quality Assurance.
5. Control drawings (Receiving drawings from office, issuing to concerned, Sending back
superseded drawings & Maintaining drawing register).
6. Supervise the batching of ingredients for Concrete, Mortar etc., and see that there is no
deviation from specifications.
7
Take over flats after completing civil works and hand over to Marketing / After sales.
8 Sampling, testing and maintaining records of test results for materials and concrete.
3.7 Various departments in PURVA VENIZIA
Admin
Materials management
Safety
Stores and Maintenance
Planning
Quantity survey
Stores
Quality
Labor chain
Plumbing
Electrical
External and internal works
3.8 Technical Employees working in PURVA VENIZIA

1. Vice President
2. Deputy General Manager
3. Material Manager
4. Project Managers
5. Deputy Project Managers
6. Project Engineers
7. Senior Site Engineers
8. Site Engineers
9. Senior safety Officer
10.Senior Planning Engineer
11.Junior Engineers
3.9 Materials Management Plan

Materials management is an important element in project planning and control. Materials
represent a major expense in construction, so minimizing procurement or purchase costs presents
important opportunities for reducing costs. Poor materials management can also result in large
and avoidable costs during construction. First, if materials are purchased early, capital may be
tied up and interest charges incurred on the excess inventory of materials. Even worse, materials
may deteriorate during storage or be stolen unless special care is taken. For example, electrical
equipment often must be stored in waterproof locations. Second, delays and extra expenses may
be incurred if materials required for particular activities are not available. Accordingly, insuring a
timely flow of material is an important concern of project managers.
Materials management is not just a concern during the monitoring stage in which construction is
taking place. Decisions about material procurement may also be required during the initial
planning and scheduling stages. For example, activities can be inserted in the project schedule to
represent purchasing of major items such as elevators for buildings. The availability of materials
may greatly influence the schedule in projects with a fast track or very tight time schedule:
sufficient time for obtaining the necessary materials must be allowed. In some case, more
expensive suppliers or shippers may be employed to save time.
Materials management is also a problem at the organization level if central purchasing and
inventory control is used for standard items. In this case, the various projects undertaken by the
organization would present requests to the central purchasing group. In turn, this group would
maintain inventories of standard items to reduce the delay in providing material or to obtain
lower costs due to bulk purchasing. This organizational materials management problem is
analogous to inventory control in any organization facing continuing demand for particular
items.
Materials ordering problems lend themselves particularly well to computer based systems to
insure the consistency and completeness of the purchasing process. In the manufacturing realm,
the use of automated materials requirements planning systems is common. In these systems, the
master production schedule, inventory records and product component lists are merged to
determine what items must be ordered, when they should be ordered, and how much of each item
should be ordered in each time period. The heart of these calculations is simple arithmetic: the
projected demand for each material item in each period is subtracted from the available
inventory. When the inventory becomes too low, a new order is recommended. For items that are
non-standard or not kept in inventory, the calculation is even simpler since no inventory must be
considered. With a materials requirement system, much of the detailed record keeping is
automated and project managers are alerted to purchasing requirements
Materials management is a process: It is how a building is designed and how materials are
estimated. It is how materials are acquired and even how the packaging is specified. It is how the
delivery schedule is designed. It is how contractors plan materials use and how they manage
previously used materials and cuts. It is how waste is managed for use elsewhere or recycling
rather than being discarded in a landfill. It is a culture: It is how the customer expects the
contractor, and contractor its subcontractors, and the subcontractors its workers -- to care for and
properly manage the materials provided.
5 R in Material Management
Right Quality
Right Quantity
Right Time
Right Source
Right Rate
3.9.1 MATERIALS MANAGEMENT IN PVNZ

Block Request
(from site)
Cross Check
Comparison Statement
of Quotation
PIC
Head
Office
Department
Of Mechanical
Engineering, SJCE, Mysore 42
Purchase
Approval
PVNZ
P.O
25/27/26/-
Quotation
X
Y
Z
Quality, Quantity, Time
Functions of Purchasing Department
Request from Site
Purchase module
Cross Check
Enquires to suppliers
Comparative
Place as theand
Quotations
Negotiate
standards
Objective of material management
To purchase the materials at right price

To achieve high turnover of materials
To achieve low procurement and storage costs
To have continuity of supply
To have consistency in quality
To have good supplier relations
Basic principles of material management

1. Effective management & supervision,
It depends on managerial functions of

Planning
Organizing
Staffing
Directing
Controlling
Reporting
Budgeting
2. Sound purchasing methods
3. Skillful & hard poised negotiations
4. Effective purchase system
5. Should be simple
6
Must not increase other costs
7. Simple inventory control programme
Material Procurement and Delivery

The main sources of information for feedback and control of material procurement are
requisitions, bids and quotations, purchase orders and subcontracts, shipping and receiving
documents, and invoices. For projects involving the large scale use of critical resources, the
owner may initiate the procurement procedure even before the selection of a constructor in order
to avoid shortages and delays. Under ordinary circumstances, the constructor will handle the
procurement to shop for materials with the best price/performance characteristics specified by
the designer. Some overlapping and re handling in the procurement process is unavoidable, but it
should be minimized to insure timely delivery of the materials in good condition.
The materials for delivery to and from a construction site may be broadly classified as : (1) bulk
materials, (2) standard off-the-shelf materials, and (3) fabricated members or units. The process
of delivery, including transportation, field storage and installation will be different for these
classes of materials. The equipment needed to handle and haul these classes of materials will also
be different.
Bulk materials refer to materials in their natural or semi-processed state, such as earthwork to be
excavated, wet concrete mix, etc. which are usually encountered in large quantities in
construction. Some bulk materials such as earthwork or gravels may be measured in bank (solid
in situ) volume. Obviously, the quantities of materials for delivery may be substantially different
when expressed in different measures of volume, depending on the characteristics of such
materials.
Standard piping and valves are typical examples of standard off-the-shelf materials which are
used extensively in the chemical processing industry. Since standard off-the-shelf materials can
easily be stockpiled, the delivery process is relatively simple.
Fabricated members such as steel beams and columns for buildings are pre-processed in a shop
to simplify the field erection procedures. Welded or bolted connections are attached partially to
the members which are cut to precise dimensions for adequate fit. Similarly, steel tanks and
pressure vessels are often partly or fully fabricated before shipping to the field. In general, if the
work can be done in the shop where working conditions can better be controlled, it is advisable
to do so, provided that the fabricated members or units can be shipped to the construction site in
a satisfactory manner at a reasonable cost.
As a further step to simplify field assembly, an entire wall panel including plumbing and wiring
or even an entire room may be prefabricated and shipped to the site. While the field labor is
greatly reduced in such cases, "materials" for delivery are in fact manufactured products with
value added by another type of labor. With modern means of transporting construction materials
and fabricated units, the percentages of costs on direct labor and materials for a project may
change if more prefabricated units are introduced in the construction process.
In the construction industry, materials used by a specific craft are generally handled by
craftsmen, not by general labor. Thus pipefitters handle pipe materials, etc. This multiple
handling diverts scarce skilled craftsmen and contractor supervision into activities which do not
directly contribute to construction. Since contractors are not normally in the freight business,
they do not perform the tasks of freight delivery efficiently. All these factors tend to exacerbate
the problems of freight delivery for very large projects.
Objectives of procurement system

Acquire needed supplies as inexpensively as possible
Obtain high quality supplies
Assure prompt & dependable delivery
Distribute the procurement workload to avoid period of idleness & overwork
Optimize inventory management through scientific procurement procedures
Procurement Management
1.
2.
3.
4.
5.
Specification
Selection
Contracting
Control
Measurement
Managing project procurements and acquisitions requires the project manager to efficiently
collaborate with the purchasing department on the process of planning and managing
procurements. Procurement management is a section of the implementation plan to determine
how the ordered products necessary for producing deliverables can be delivered on time and
within the allocated budget. Note that the Procurement Management section of the
implementation plan will be necessary only for projects that have to deal with substantial buy-in
of expertise or capital items. For any other projects where there is no high level of procurement
expenditure it is enough to include a procurement item list and a vendors list in the project
implementation plan.
Planning of project procurements is carried out within the procurement process and results in
developing a plan. A procurement plan is a convenient tool for organizing and managing
activities and tasks related to the procurement management process. A template of the plan is to
be designed by the purchasing department in cooperation with the project manager. A project
procurement plan should be reviewed and approved by the project manager before any supplier
relationships get started.
Procurement Methods
Open Tenders
Open tenders are public bidding which results in lower prices. Open tenders are
usually published in newspapers at least 4 weeks in advance, Quotations must be sent
In specific forms that are sold, before the time and date mentioned in tender form.
In technical terms, Two packets or two bins system is followed. Offers are given
in two separate packets i.e. 1) Technical bid and
2) Financial bid.
First technical bid is opened & short listed, then financial bid of selected companies
Are opened and lowest is selected. Delayed tenders & late tenders are not accepted. But if, in
case of delayed tenders, if the rate quoted is very less, then it can be accepted. Quotations are
opened in presence of indenting department, accounts & authorized persons of party .Validity of
tenders generally 90 days
Rate contract: Firms are asked to supply stores at specified Rates during the period
covered by the Contract
Spot Purchase: It is done by a committee, which includes an officer from stores,
accounts & purchasing departments

Risk Purchase: If supplier fails, the item is purchased from other agencies & the
difference in cost is recovered from the first supplier

Restricted or limited tender: Purchase is made from limited suppliers (about 10). Lead-
time is reduced and also better quality can be expected.

Negotiated Procurement: Buyer approaches selected potential Suppliers and bargain

directly .Used in long time supply contracts
Direct Procurement: Purchased from single supplier, at his quoted price ,Prices may be
high ,Reserved for proprietary materials, or low priced, small quantity & emergency
purchases
Points to remember while purchasing

Proper specification
Invite quotations from reputed firms
Comparison of offers based on basic price, freight & insurance, taxes and levies
Quantity & payment discounts
Payment terms
Delivery period, guarantee
Vendor reputation
(Reliability, technical capabilities, Convenience, Availability, after-sales service, sales
assistance)
Short listing for better negotiation terms
Seek order acknowledgement
Inventory control
Inventory control means stocking adequate number and kinds of materials, so that the materials
are available whenever required and wherever required. Scientific inventory control results in
optimal balance
Objectives of inventory control

To facilitate smooth operation of the manufacturing process.

To minimize investment in inventory
To reduce material handling costs
Reasonable utilization of people
Inventory costs
Ordering costs: It is the cost of placing an order with a vendor of materials, ordering
cost include
o Cost of preparing a purchase order
o Cost of processing payments
o Cost of receiving and inspecting the material
Carrying costs: It is the cost directly connected with materials, carrying costs include
cost due to
o Obsolescence
o Deterioration
o Pilferage
Financial costs like taxes, Insurance, Storage, interest also come under carrying cost
Capital costs: It is the cost incurred due to loss of
o Interest on money invested in inventory
o Interest on money in land and building
Storage Space costs also comes under capital costs which include
Building rent
o Depreciation
o Cost of maintenance
o Inventory service costs
Out of stock costs results due to lost sales, transportation
Benefits of Inventory management

Inventory control ensures an adequate supply of materials, stores,
etc. minimizes stock outs and shortages, and avoids costly
interruptions in project operations.
It keeps down investments in inventories, inventory carrying costs
and obsolescence losses to the minimum
It facilitates purchasing economies through the measurement of
requirements on the basis of recorded experience
It eliminates duplication in ordering or in replenishing stocks by
centralizing the source from which purchase requisitions emanate
It permits a better utilization of available stocks by facilitating inter
departmental transfers within a company
It provides a check against loss of materials through carelessness or
pilferage
It facilitates cost accounting activities by providing a means for
allocating material costs to products, departments or other
operating accounts
It enables management to make cost and consumption comparison

between operations and periods
It serves as a means for the location and disposition of inactive and
obsolete items of stores
Perpetual inventory values provide a consistent and reliable basis
for preparing financial statements.
Physical distribution management
In physical distribution decision on which mode of transport is best to

distribute Products to the Customers is a crucial one. Different modes of
transportation are available
Road transport (cars, trucks),

Railway transport,
Water transport (ships),
Air transport, and
Pipelines (oil, natural gas).
Air transport is very expensive and limited in Space
availability. Therefore,
It is usually preferred for small-quantity, high-value products, which
require fast delivery (e.g., highly fragile electronic parts).
On the contrary, Water, Road or Railway transportation is
slower BUT cheaper. Therefore, they are used for carrying Large
Quantities of raw materials (e.g., coal and iron).
There may be some limitations on these modes of transport,

as well. For example, only Gas and Liquids can be conveniently
transported by Pipelines.
Similarly, very large products (such as storage tanks) would not fit in
most Aircrafts.
However, the mode of transport is usually Chosen with reference to the
Relative Importance of the following factors:
Delivery speed
Delivery dependability (reliability)
Quality deterioration
Transportation cost, and
Route flexibility.
Ethics in purchasing:
Many decisions remain largely a matter of personal judgment.
Purchase manager is the custodian of company funds, responsible
for their conservation and wise spending.
Because of his contacts, he is the custodian of companys
reputation for courtesy and fair dealing.
A high ethical standard of conduct is essential.
They are subjected to more temptations
Since they spend huge sum of money, they yield tremendous power
and are the objects of considerable attention from suppliers.
They are in an excellent position to be dishonest if they want to.
But they have to be ethical
Chapter 4
Conclusion
Conclusion
An effective material management is not only good techniques for planning, monitoring
and control of processes, materials at the site, office but also is good function to avoid the most
frequently occurring problems. The purchasing in the project must connect between planning for
requirement and ordering of demand for material and equipment on the site. The purchasing
ensures that materials and equipment are supplied with competitive price, on schedule work and
good quality. In purchasing, the relationship with suppliers and performance of suppliers are
keys to have the effective material management.
Bibliography
www.Puravankara.com
Material Management Report.
Annual report
Materials Management Text and Cases by A.K.Chitale and R.C.Gupta
Materials Management by A.K. Datta

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Industrial Training at Puravankara Projects Limited, Bangalore

Department Of Mechanical Engineering, SJCE, Mysore 1

Industrial Training at Puravankara Projects Limited, Bangalore

Department Of Mechanical Engineering, SJCE, Mysore 2

Industrial Training at Puravankara Projects Limited, Bangalore

1.2 THE YOU PHILOSOPHY

Industrial Training at Puravankara Projects Limited, Bangalore

Department Of Mechanical Engineering, SJCE, Mysore 4

Industrial Training at Puravankara Projects Limited, Bangalore

Department Of Mechanical Engineering, SJCE, Mysore 5

Industrial Training at Puravankara Projects Limited, Bangalore

Department Of Mechanical Engineering, SJCE, Mysore 6

Industrial Training at Puravankara Projects Limited, Bangalore

1.4 MAIN OBJECTS

1.5 Year Key Events, Milestones and Achievements:

1986 First project in Mumbai launched by our Company

International Prix d Excellence awarded by the FIABCI, Paris

Department Of Mechanical Engineering, SJCE, Mysore 7

Industrial Training at Puravankara Projects Limited, Bangalore

2005 Our Company sets up its operations in Kochi

Department Of Mechanical Engineering, SJCE, Mysore 8

Industrial Training at Puravankara Projects Limited, Bangalore

1.7 Puravankara Projects, Bangalore

Industrial Training at Puravankara Projects Limited, Bangalore

Purva Fountain square

Department Of Mechanical Engineering, SJCE, Mysore 10

Industrial Training at Puravankara Projects Limited, Bangalore

Department Of Mechanical Engineering, SJCE, Mysore 11

Industrial Training at Puravankara Projects Limited, Bangalore

Department Of Mechanical Engineering, SJCE, Mysore 12

Industrial Training at Puravankara Projects Limited, Bangalore

1.7.1 Ongoing Projects

Purva Midtown Residences

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Industrial Training at Puravankara Projects Limited, Bangalore

Purva Atria Platina

Department Of Mechanical Engineering, SJCE, Mysore 14

Industrial Training at Puravankara Projects Limited, Bangalore

Department Of Mechanical Engineering, SJCE, Mysore 15

Industrial Training at Puravankara Projects Limited, Bangalore

Industrial Training at Puravankara Projects Limited, Bangalore

2.1 Managerial Organizational Structure

Chairman and managing directors

Department Of Mechanical Engineering, SJCE, Mysore 17

Industrial Training at Puravankara Projects Limited, Bangalore

2.2 Purchasing department

Deputy General Manager

Purchase officer (4 nos)

Industrial Training at Puravankara Projects Limited, Bangalore

Purchase assistant (2 nos)

2.2.2 Functions of Purchasing Department

Request from Site

Department Of Mechanical Engineering, SJCE, Mysore 19

Industrial Training at Puravankara Projects Limited, Bangalore

2.3 Marketing Department

Department Of Mechanical Engineering, SJCE, Mysore 20

Industrial Training at Puravankara Projects Limited, Bangalore

Sales Manager (3 nos)

Deputy Marketing Manager

Deputy Sales Manager

Senior Sales Executive (3

Marketing Executive (3 nos)

Sales Executive (4 nos)