School Of Agriculture & Supply Chain Management - Concept Project Report High time we have professional approach towards Agriculture Sector.

1. Primary Project Report
School of Agriculture & Supply Chain Management
Compiled By – Arunesh Chand Mankotia
AIM
To set up first global B-school in India empowering management executives to attain
international standards within the Agriculture & Supply Chain management studies.

2. Education in India
mainly provided by the public sector, with control and funding coming from three levels: federal, state,
and local. Child education is compulsory. The Nalanda University was the oldest university-system of
education in the world. Western education became ingrained into Indian society with the establishment
of the British Raj. Thus India lost its native educational system. Education in India falls under the control
of both the Union Government and the states, with some responsibilities lying with the Union and the
states having autonomy for others. The various articles of the Indian Constitution provide for education
as a fundamental right. Most universities in India are Union or State Government controlled.
India has made a huge progress in terms of increasing primary education attendance rate and expanding
literacy to approximately two thirds of the population. India's improved education system is often cited
as one of the main contributors to the economic rise of India. Much of the progress in education has
been credited to various private institutions. The private education market in India is estimated to be
worth $40 billion in 2008 and will increase to $68 billion by 2012. However, India continues to face stern
challenges. Despite growing investment in education, 35% of its population is still illiterate; only 15% of
Indian students reach high school, and just 7% graduate. As of 2008, India's post-secondary high schools
offer only enough seats for 7% of India's college-age population, 25% of teaching positions nationwide
are vacant, and 57% of college professors lack either a master's or PhD degree. As of 2007, there are
1522 degree-granting engineering colleges in India with an annual student intake of 582,000, plus 1,244
polytechnics with an annual intake of 265,000. However, these institutions face shortage of faculty and
concerns have been raised over the quality of education
India's higher education system is the third largest in the world, after China and the United States. The
main governing body at the tertiary level is the University Grants Commission (India), which enforces its
standards, advises the government, and helps coordinate between the centre and the state.
Accreditation for higher learning is overseen by 12 autonomous institutions established by the
University Grants Commission.
As of 2009, India has 20 central universities, 215 state universities, 100 deemed universities, 5
institutions established and functioning under the State Act, and 13 institutes which are of national
importance. Other institutions include 16000 colleges, including 1800 exclusive women's colleges,
functioning under these universities and institutions. The emphasis in the tertiary level of education lies
on science and technology. Indian educational institutions by 2004 consisted of a large number of
technology institutes. Distance learning is also a feature of the Indian higher education system.[
Some institutions of India, such as the Indian Institutes of Technology (IITs), have been globally
acclaimed for their standard of education. The IITs enroll about 8000 students annually and the alumni
have contributed to both the growth of the private sector and the public sectors of India. However, India
has failed to produce world class universities like Harvard or Cambridge.
Besides top rated universities which provide highly competitive world class education to their pupil,
India is also home to many universities which have been founded with the sole objective of making easy
money. Regulatory authorities like UGC and AICTE have been trying very hard to extirpate the menace of

3. private universities which are running courses without any affiliation or recognition. Students from rural
and semi urban background often fall prey to these institutes and colleges.
INDIA AND THE AGRICULTURE INDUSTRY
Agriculture in India is one of the most prominent sectors in its economy. Agriculture and allied sectors
like forestry, logging and fishing accounted for 18.6% of the GDP in 2005 and employed 60% of the
country's population. It accounts for 8.56 % of India’s exports. About 43 % of India's geographical area is
used for agricultural activity. Despite a steady decline of its share in the GDP, agriculture is still the
largest economic sector and plays a significant role in the overall socio-economic development of India.
In fact, in the formal pre-budget consultations for 2011-12, Finance Minister Pranab Mukherjee
expressed hope to see a significant rebound in agriculture and allied sector growth at about 6%.
AGRICULTURE EDUCATION IN INDIA
India has a very strong agricultural education system in the country consisting of one Central Agricultural
University, thirty-one State Agricultural Universities (SAUs) and four National Institutes of Indian Council
of Agricultural Research having the status of Deemed to be University.
Facilities
The Agricultural universities in India have excellent infrastructural facilities like laboratories, libraries,
computer centres and instructional farms. Generally all universities have residential requirements and
students are required to stay in hostels. All foreign students are provided accommodation on the
campus. Several universities also have furnished hostels for international students.
Central Agricultural University
Central Agricultural University, Manipur: The Central Agricultural University has been established by an
act of Parliament, the Central Agricultural University Act 1992 (No.40 of 1992). The Act came into effect
on 26th January, 1993 with the issue of necessary notification by the Department of Agricultural
Research and Education (DARE), Govt. of India.
Need Based Training
ICAR also arranges need based training programmes from one week to three months or longer duration
for individual scientists or group of scientists in any of State Agricultural University or ICAR Institutes in
new and emerging areas.
Tution Fees
The candidates are required to deposit the prescribed fee at the time of admission (non-refundable).
The approximate fee and other charges at the time of admission vary from university to university, and
shall be intimated at the time of admission.

4. All foreign students other than those sponsored by the Government of India with suitable fellowship
such as scholarship under Colombo Plan, ITEC Programme, General Cultural Scholarship and Cultural
Technical Exchange.
NATIONAL INSTITUTE OF AGRICULTURAL MARKETING
The National Institute of Agricultural Marketing (NIAM) started functioning at Jaipur (Rajasthan) from 8 August
1988. NIAM has been imparting training to senior and middle level executives of agricultural and horticultural
departments, Agro Industries, Corporations, State Marketing Boards, Agricultural Produce Market Committees and
Apex level Cooperatives, Commodity Boards, export houses recognised by Agricultural and Processed Food
Products Export Development Agency (APEDA), Commercial Banks and non-governmental organizations. Besides
these clients, the NIAM also imparts training to farmers on marketing management.
The NIAM is managed by a Governing Body under the Chairmanship of Minister of Agriculture and an Executive
Committee under the Chairmanship of Secretary, Department of Agriculture and Cooperation.
AGRICULTURE COOPERATIVES
Various development activities in agriculture, small industry marketing and processing, distribution and supplies
are now carried on through co-operatives. The co-operatives in the State have made an all-round progress and
their role in, and contribution to agricultural progress has particularly been significant. The schemes regarding the
construction of godowns and the conversion of villages into model villages have assumed great importance in the
wake of the Green Revolution.
CORPORATES IN AGRICULTURE
Increasingly a number of players in the private sector have evinced a keen interest to tap the potential of Indian
agriculture. A number of corporates have entered into a direct agreement with farmers to grow specific crops.
• Cadbury India Ltd and the Tamil Nadu Horticulture Department have entered into an agreement to
promote cocoa farming in 50,000 acres as an intercrop through a contract farming and buyback
arrangement with coconut farmers, providing an additional income of US$ 19.77 million a year to farmers.
• The US$ 4.5-billion Mahindra Group intends to tap Punjab’s agriculture potential by taking up potato seed
development in the state through contract farming. The company will provide technical know-how and
extension services to the farmers for producing high quality potato seeds.
• Himalaya Drugs plans to associate with small and marginal farmers across southern Indian states including
Tamil Nadu, Andhra Pradesh and Karnataka for sourcing at least 70% of its herbs (the core ingredients in
herbal drugs) in the next three to four years. It has identified over 1,500 farmers in the south and
currently, about 70 per cent is cultivated by the company and 30 per cent is through contract farming.
• With a US$ 5.6 billion, multi-year investment in agriculture and retail, Reliance Retail is in the process of
establishing links with farms on several thousand acres in Punjab, West Bengal and Maharashtra.
• Wal-Mart is one of the top two retail companies that source Indian products. In 2006, Wal-Mart directly
sourced approximately US$ 600 million in goods from suppliers in India.
INDUSTRY DEVELOPMENTS
Over the past forty years there has been a significant change in the composition of agricultural production. The
global output of cereals, oil crops, sugar, vegetables, eggs and meat has increased more than the global

5. population, while global output of pulses (annual leguminous crops yielding from one to twelve grains or seeds of
variable size, shape and colour within a pod, e.g. Lima bean, pinto bean, lentil), roots and tubers (ex. Potato) has
declined relative to total population growth. While cereal production has increased faster than the global
population, it has failed to keep pace with historical production growth rates. The opposite is true for oil seeds,
which have exploded in production due to demand in developing countries. The production of meat and eggs has
grown even faster than oil seeds due to the increased standards of living (State of Food and Agriculture Report
2007, FAO).
While international trade of animal products remains dependent on exports from developed countries, there is
strong support for policies in developing countries to produce domestic meat. This is likely to have the effect of
increasing the amount of grain imported by developing countries, especially to countries with lack of harvestable
land such as the Middle East, North Africa and Southeast Asia (economic research service, USDA).
INDUSTRY OUTLOOK
The traditional exporters of staple agricultural goods, such as Australia, Argentina, Canada, the European Union
and the United States will remain important suppliers in the future, but other countries such as Brazil, Russia,
Ukraine, and Kazakhstan are making significant agriculture investments that should over time fill the supply
demand gap (economic research service, USDA). Accordingly, as agriculture prices increase, agriculture production
is likely to rise through technological innovations and increased amounts of cultivated land. Still, significant
challenges remain, based on constraints on the expansion of land under cultivation due to agro-climatic conditions
and the fact that the world has a fixed size and area.
Rising prices of agricultural inputs, such as oil, fertilizers, seeds and equipment, serve to raise the amount of
investment required to expand global agricultural production, thereby threatening to lower production and
threaten future supply (economic research service, USDA).

6. AGRICULTURE INDUSTRY EXPOSURE THROUGH EQUITIES
The value of a portfolio of agriculture equities is often influenced, although not determined, by the prices of the
agriculture commodities. In fact, correlations between the prices of agricultural producers and the commodities
they produce tend to be low. Like other equities, agricultural companies will be influenced by a number of factors
unrelated to agriculture commodity prices, such as earnings, operating efficiency, regulation, management
expertise and interest rates. Over time, demand for agricultural products is inelastic – driven primarily by rising
populations and improved diets. Agricultural producers, in keeping up with this demand, may suffer the vagaries
of commodity market pricing, experiencing substantial price swings based on weather and the size and substance
of the current harvest. On the other hand, there is a degree of certainty in that the world will require an ever-
growing amount of primary agricultural products.

7. GLOBAL SUPPLY CHAIN MANAGEMENT
With increased globalization and offshore sourcing, global supply chain management is becoming an important
issue for many businesses. Like traditional, supply chain management, the underlying factors behind the trend are
reducing the costs of procurement and decreasing the risks related to purchasing activities. The big difference is
that global supply chain management involves a company's worldwide interests and suppliers rather than simply a
local or national orientation.
Because global supply chain management usually involves a plethora of countries, it also usually comes with a
plethora of new difficulties that need to be dealt with appropriately. One that companies need to consider is the
overall costs. While local labour costs may be significantly lower, companies must also focus on the costs of space,
tariffs, and other expenses related to doing business overseas. Additionally, companies need to factor in the
exchange rate. Obviously, companies must do their research and give serious consideration to all of these different
elements as part of their global supply management approach.
Time is another big issue that should be addressed when dealing with global supply chain management. The
productivity of the overseas employees and the extended shipping times can either positively or negatively affect
the company's lead time, but either way these times need to be figured into the overall procurement plan. Other
factors can also come into play here as well. For example, the weather conditions on one side of the world often
vary greatly from those on the other and can impact production and shipping dramatically. Also, customs clearance
time and other governmental red tape can add further delays that need to be planned for and figured into the big
picture.
Besides contemplating these issues, a business attempting to manage its global supply chain must also ask itself a
number of other serious questions. First, the company needs to make decisions about its overall outsourcing plan.
For whatever reason, businesses may desire to keep some aspects of supply chain closer to home. However, these
reasons are not quite as important as other countries advance technologically. For example, some parts of India
have now become centres for high-tech outsourced services which may once have been done in-house only out of
necessity. Not only are provided to companies by highly qualified, overseas workers, but they are being done at a
fraction of the price they could be done in the United States or any other Western country.
Another issue that must be incorporated into a global supply chain management strategy is supplier selection.
Comparing vendor bids from within the company's parent-country can be difficult enough but comparing bids from
an array of global suppliers can be even more complex. How to make these choices is one of the first decisions
companies must make, and it should be a decision firmly based on research. Too often companies jump on the
lowest price instead of taking the time to factor in all of the other elements, including those related to money and
time which were discussed above. Additionally, companies must make decisions about the number of suppliers to
use. Fewer supplies may be easier to manage but could also lead to potential problems if one vendor is unable to
deliver as expected or if one vendor tries to leverage its supply power to obtain price concessions.
Finally, companies who choose to ship their manufacturing overseas may have to face some additional
considerations as well. Questions regarding the number of plants that are needed, as well as the locations for
those plants can pose difficult logistical problems for companies. However, it often helps to examine these issues
in terms of the global supply chain. For example, if a business uses a number of vendors around Bangalore, India
than it may make sense to locate the manufacturing plant that would utilize those supplies in or around Bangalore
as well. Not only will this provide lower employee costs, but overall shipping and tariff expenses should also be
reduced. This would then save the company money.

8. LOCATION
DEHRADUN
located in the Doon valley, 250 kilometres north of India's capital New Delhi and the Delhi
metropolitan area. The district is surrounded by the Himalayas in the north, Sivalik Hills in the
south, the river Ganges in the east, and the river Yamuna in the west. The water divide of
Ganges and Yamuna passes through the city.
It is also located on the northwestern side of the fertile Gangetic plains of India. Before the
creation of Uttarakhand on November 9, 2000, Dehradun was a part of Uttar Pradesh.
Neighbouring cities and towns include Haridwar, Rishikesh, Roorkee,Muzaffarnagar, Mussoorie,
Saharanpur, Yamunanagar and Ambala.
The quality of education is much higher in Dehradun compared to other cities in India. The
boom in education and colleges in Dehradun in the last decade has given momentum to the
local economy. It is some of the few cities in India where some of the renowned Residential
Boarding Schools and educational institutions are present. The Schools like Doon School,
Welham School, St Joseph Academy etc are the source of education of many famous people in
India . Many Schools in Dehradun and Mussoorie were made by Britishers ,they were the
people who laid down the foundation of education here .
Dehradun is a valley, the climate is quite pleasant the picturious beautiful view of hills make it a
good place to study. Now with the presence of many premier Colleges like Beehive College of
Engineering & Technology, Dehradun Institute of Technology, Tula's Institute the place has
become the overall education hub .
Dehradun is home to many reputed government and PSU organisations like-
• ONGC (Oil & Natural Gas Corporation Ltd.) Headquarters (Tel Bhavan)
• Forest Research Institute
• Indian Military Academy (IMA)
• Rashtriya Indian Military College (RIMC)
• Regional Remote Sensing Center (RRSC) of Indian Space Research Organisation (ISRO)
• Survey of India (Headquarters at Hathibarkala Estate, Dehradun)
• Forest Survey of India (FSI)
• Geological Survey of India
• Wildlife Institute of India

9. Cost Estimate for the College infrastructure
Phase 1:
Description Details Units Dimension Numbers Rate Amount
Land
Acquisition Acres 4 1 5,000,000 20,000,000
Development 4 1 500,000 2,000,000
Registration Taxation 1 1 2,000,000 2,000,000
Sub Total 9 3 7,500,000 24,000,000
Main Buiding
Class Rooms (L) Sq ft 1600 2 1400 4,480,000
Class Rooms (S) Sq ft 900 4 1400 5,040,000
Conference Room Sq ft 600 1 1200 720,000
Meeting Rooms Sq ft 100 6 1200 720,000
Library Sq ft 2000 1 1400 2,800,000
Simulation Labs Sq ft 1500 2 2000 6,000,000
Office spaces Sq ft 100 15 1400 2,100,000
Amenities Sq ft 200 6 1200 1,440,000
Common area Sq ft 2000 1 1000 2,000,000
Auditorium Sq ft 4000 1 1200 4,800,000
Lawn Sq ft 4000 1 200 800,000
Sub Total 17000 40 13600 30,900,000
Student Activity Center
Canteen Sq ft 1500 1 1200 1,800,000
Dinning Hall Sq ft 2000 1 1200 2,400,000
Recreation center Sq ft 3000 1 1400 4,200,000
Health Club Sq ft 1500 1 1600 2,400,000
Sub Total 8,000 4 5,400 10,800,000
Hostel
Rooms (Twin Sharing) Sq ft 110 100 1200 13,200,000
Amenities Sq ft 300 20 1200 7,200,000
Common Area Sq ft 600 4 1000 2,400,000
Sub Total 1,010 124 3,400 22,800,000
Guest House
Rooms Sq ft 200 2 1400 560,000
Lounge Sq ft 400 1 1200 480,000
Kitchen / servery Sq ft 200 1 1400 280,000
Amenities Sq ft 150 2 1200 360,000
Lawn Sq ft 1200 1 200 240,000
Sub Total 2,150 7 5,400 1,920,000
Security
Boundary Ft 600 1 2000 1,200,000
Security Cabin Sq ft 400 1 1200 480,000
Amenities Sq ft 100 1 1200 120,000
Gate Nos 1 1 100000 100,000
Sub Total 1101 4 104400 1,900,000
Grand Total 92,320,000

10. Phase 2:
Description Details Units Dimension Numbers Rate Amount
Land
Acquisition Acres 8 1 5,000,000 40,000,000
Development 8 1 500,000 4,000,000
Registration Taxation 1 1 4,000,000 4,000,000
Sub Total 17 3 9,500,000 48,000,000
Main Buiding
Class Rooms (L) Sq ft 1600 2 1400 4,480,000
Class Rooms (S) Sq ft 900 4 1400 5,040,000
Conference Room Sq ft 600 1 1200 720,000
Meeting Rooms Sq ft 100 6 1200 720,000
Library Sq ft 2000 1 1400 2,800,000
Simulation Labs Sq ft 1500 2 2000 6,000,000
Office spaces Sq ft 100 15 1400 2,100,000
Amenities Sq ft 200 6 1200 1,440,000
Common area Sq ft 2000 1 1000 2,000,000
Auditorium Sq ft 4000 1 1200 4,800,000
Lawn Sq ft 4000 1 200 800,000
Sub Total 17000 40 13600 30,900,000
Student Activity Center
Canteen Sq ft 1500 1 1200 1,800,000
Dinning Hall Sq ft 2000 1 1200 2,400,000
Recreation center Sq ft 3000 1 1400 4,200,000
Health Club Sq ft 1500 1 1600 2,400,000
Sub Total 8,000 4 5,400 10,800,000
Hostel
Rooms (Twin Sharing) Sq ft 110 100 1200 13,200,000
Amenities Sq ft 300 20 1200 7,200,000
Common Area Sq ft 600 4 1000 2,400,000
Sub Total 1,010 124 3,400 22,800,000
Guest House
Rooms Sq ft 200 2 1400 560,000
Lounge Sq ft 400 1 1200 480,000
Kitchen / servery Sq ft 200 1 1400 280,000
Amenities Sq ft 150 2 1200 360,000
Lawn Sq ft 1200 1 200 240,000
Sub Total 2150 7 5400 1,920,000
Security
Boundary Ft 600 1 2000 1,200,000
Security Cabin Sq ft 400 1 1200 480,000
Amenities Sq ft 100 1 1200 120,000
Gate Nos 1 1 100000 100,000
Sub Total 1101 4 104400 1,900,000
Grand Total 29,278 182 9,632,200 116,320,000
All rights reserved by Arunesh Chand Mankotia – aarunesh@gmil.com