Bank-ready mango pulp unit project report — project cost ₹15 Lakh–1 Cr, CMA data, DSCR ≥ 1.50 and 5-year projections for PMFME, PMEGP, CGTMSE.
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Starting a mango pulp and fruit processing unit (NIC 10307) is a profitable venture in India, especially in mango-growing states like Uttar Pradesh, Andhra Pradesh, Telangana, Karnataka, Maharashtra, and Tamil Nadu. With a project cost ranging from ₹15 lakh to ₹1 crore, entrepreneurs can avail benefits under government schemes such as PMFME (up to ₹10 lakh subsidy), PMEGP (margin money subsidy), and CGTMSE (collateral-free loan up to ₹2 crore). A bank-ready project report is crucial for loan approval—it must include CMA data, detailed cost and profitability projections, DSCR (minimum 1.25), and 5-year financial projections. This page provides a practical 2025 project report format, covering machinery costs, working capital, subsidy calculations, and step-by-step guidance to help you secure funding from banks like SBI, PNB, or regional rural banks.
Any individual, partnership, LLP, or private limited company can set up a mango pulp unit. Under PMFME (Pradhan Mantri Formalisation of Micro Food Processing Enterprises), you can get a 35% capital subsidy (max ₹10 lakh) for new units. PMEGP offers margin money subsidy of 15-35% (max ₹20 lakh project). CGTMSE provides collateral-free coverage up to ₹2 crore for loans from scheduled banks. For Stand-Up India (SC/ST/women), loan up to ₹1 crore is available. Ensure your project meets the turnover and investment criteria—PMFME requires the unit to be in the food processing sector with a minimum 50% raw material from local sources. Udyam registration is mandatory.
For a 1-ton per hour mango pulp unit, typical project cost is ₹50-60 lakh. Breakup: Land & building (if not rented) ₹10-15 lakh, Plant & machinery (pulper, pasteurizer, filling machine, boiler) ₹20-25 lakh, Electricals & installation ₹3-5 lakh, Working capital (raw mangoes, packaging, labor) ₹15-20 lakh, and Pre-operative expenses ₹2-3 lakh. Financing: Promoter's contribution 10-20%, Bank loan 80-90% (covered under CGTMSE up to ₹2 crore). Subsidy from PMFME reduces promoter burden. For a ₹50 lakh project, bank loan of ₹40 lakh, subsidy ₹10 lakh (if eligible), promoter brings ₹5 lakh. Ensure DSCR >1.25 and debt-equity ratio ≤3:1.
Core machinery: Mango washer, sorting conveyor, belt elevator, steam peeling unit, pulper (with finisher), pasteurizer (tubular or plate), aseptic filling machine (bag-in-box or cans), and sealing machine. For 1 TPH capacity, budget ₹20-25 lakh for Indian-made machinery (e.g., from J&K Engineering, Goma Engineering). Additional equipment: Boiler (2 TPH), cold storage (if holding pulp), water treatment plant. Automation level: Semi-automatic is cost-effective. Ensure BIS/ISO standards for export quality. Spare parts and maintenance cost ~5% of machinery cost annually. For small scale (₹15 lakh), manual pulper and batch pasteurizer suffice.
The project report must include: 1) Executive summary, 2) Market potential (domestic & export), 3) Technical details (capacity, process flow, machinery list), 4) Financials: Cost of project, means of finance, 5-year projected P&L, balance sheet, cash flow, CMA data (Form I to VIII), DSCR calculation, and break-even analysis. Key ratios: DSCR ≥1.25, Current ratio ≥1.33, Debt-Equity ≤3:1, Gross profit margin ~20-25%. Banks also require collateral (if not covered by CGTMSE) and personal guarantee of promoters. Use realistic assumptions: mango yield (1 kg pulp from 1.5 kg mango), selling price ₹80-120/kg, capacity utilization 60-70% in first year.
List of documents: 1) KYC of promoters (Aadhaar, PAN, Voter ID), 2) Udyam registration certificate, 3) GST registration (if turnover >₹40 lakh), 4) FSSAI license (mandatory for food processing), 5) Project report with CMA, 6) Quotations for machinery (3 quotes), 7) Land documents (lease deed or ownership), 8) Caste certificate (if applying under Stand-Up India), 9) Experience certificate (if any), 10) Bank statements for last 6 months, 11) IT returns (last 2 years). For PMFME, also submit DPR (Detailed Project Report) and subsidy application form. Ensure all documents are self-attested and notarized where required.
Every report is formatted to the exact standards required by Indian banks and government departments.
A complete 14-section project report — the same document your bank officer will read. Every table below is real: the repayment schedule, the DSCR, the CMA workings, the balance sheet. Generate yours free, then pay ₹499 for the clean copy.
Project Report
Consumer electronics repair, servicing & spare-parts retail
Vaishali Nagar, Jaipur, Rajasthan
Submitted to the Branch Manager · Punjab National Bank, Vaishali Nagar, Jaipur
The unit has been in operation since 2019 and currently services 20–25 jobs a day from a 350 sq.ft. ground-floor shop, with a recorded customer base of 600+ households in the Vaishali Nagar catchment. The promoter proposes to expand the workbench capacity, add board-level diagnostic equipment and carry a spare-parts inventory so that 70% of repairs can be completed same-day instead of the present 3-day turnaround.
The project is assessed at a cost of ₹10.00 lakh, financed by a ₹8.00 lakh MUDRA Tarun term loan and ₹2.00 lakh of promoter's own contribution (20%). At the projected turnover the unit services its debt 5.87 times over on average, against the 1.25 minimum, and breaks even at 62% of Year-1 sales — leaving substantial cushion against a demand shortfall.
Recommendation: the proposal is technically feasible, commercially viable and financially sound. It is recommended for sanction of a term loan of ₹8.00 lakh repayable in 60 monthly instalments.
| Particulars | Basis | Amount (₹) |
|---|---|---|
| Renovation & civil work | 200 sq.ft. additional area, electrical, ESD flooring | 1,20,000 |
| Diagnostic & repair equipment | As per quotations — Annexure IX | 2,40,000 |
| Computers, software & service tools | 2 systems, billing software, tool kits | 80,000 |
| Furniture, air-conditioning & display fixtures | Counter, racks, 1.5 T AC | 60,000 |
| Margin money for working capital | Stock, receivables & operating cash | 5,00,000 |
| Total project cost | 10,00,000 |
A 5% contingency is built into the civil and equipment estimates. All capital items are supported by three quotations each.
| Source | Amount (₹) | % of project cost |
|---|---|---|
| Promoter's own contribution | 2,00,000 | 20.00% |
| Term loan under MUDRA Tarun | 8,00,000 | 80.00% |
| Subsidy / margin money grant | Nil | — |
| Total | 10,00,000 | 100.00% |
Promoter's contribution is held in Savings A/c No. XXXXXX4417 with Punjab National Bank, Vaishali Nagar (statement enclosed). Debt–equity at inception is 4.00 : 1, improving to 1.65 : 1 by the end of Year 1.
For PMEGP, PMFME, NABARD and state-subsidy proposals this section additionally carries the margin-money subsidy workings, the subsidy-adjusted repayment and a second DSCR computed net of subsidy.
| Equipment | Qty | Rate (₹) | Amount (₹) |
|---|---|---|---|
| BGA rework station with preheater | 1 | 95,000 | 95,000 |
| Digital storage oscilloscope with probes | 1 | 45,000 | 45,000 |
| Universal IC programmer | 1 | 35,000 | 35,000 |
| Ultrasonic PCB cleaning unit | 1 | 22,000 | 22,000 |
| Soldering / desoldering stations | 3 | 8,000 | 24,000 |
| Precision tool kits & ESD workbench | 2 | 9,500 | 19,000 |
| Total | 2,40,000 |
Suppliers: Fine Tools India (Jaipur), Sagar Electronics (Delhi), Techno Instruments (Jaipur). Quotations enclosed at Annexure IX. Delivery within 30 days of sanction; installation by the supplier at no extra cost.
| Particulars | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Service & repair income | 24.00 | 28.32 | 32.57 | 36.80 | 41.22 |
| Sale of spares & accessories | 9.60 | 11.33 | 13.03 | 14.73 | 16.49 |
| Total revenue | 33.60 | 39.65 | 45.60 | 51.53 | 57.71 |
| Cost of spares & materials (45%) | 15.12 | 17.84 | 20.52 | 23.19 | 25.97 |
| Gross profit | 18.48 | 21.81 | 25.08 | 28.34 | 31.74 |
| Salaries & wages | 6.72 | 7.26 | 7.84 | 8.47 | 9.14 |
| Rent | 1.44 | 1.51 | 1.59 | 1.67 | 1.75 |
| Power & fuel | 0.72 | 0.78 | 0.83 | 0.89 | 0.95 |
| Repairs & maintenance | 0.30 | 0.33 | 0.36 | 0.39 | 0.42 |
| Marketing & business promotion | 0.36 | 0.40 | 0.44 | 0.48 | 0.52 |
| Administrative & miscellaneous | 0.60 | 0.66 | 0.72 | 0.78 | 0.84 |
| Insurance | 0.12 | 0.13 | 0.14 | 0.15 | 0.16 |
| Total operating expenses | 10.26 | 11.07 | 11.92 | 12.83 | 13.78 |
| EBITDA | 8.22 | 10.74 | 13.16 | 15.51 | 17.96 |
| Depreciation (WDV, as per IT Act) | 0.86 | 0.66 | 0.52 | 0.42 | 0.35 |
| EBIT | 7.36 | 10.08 | 12.64 | 15.09 | 17.61 |
| Interest on term loan | 0.78 | 0.64 | 0.48 | 0.31 | 0.11 |
| Profit before tax | 6.58 | 9.44 | 12.16 | 14.78 | 17.50 |
| Income tax (as applicable) | 0.30 | 0.62 | 0.95 | 1.35 | 1.80 |
| Profit after tax | 6.28 | 8.82 | 11.21 | 13.43 | 15.70 |
Revenue grows 18%, 15%, 13% and 12% over the five years, against 22% achieved by the unit in the last audited year. Capacity utilisation moves from 72% to 91%; the projections do not assume any increase in service rates.
| Year | Opening balance | Principal repaid | Interest | Total outgo | Closing balance |
|---|---|---|---|---|---|
| 1 | 8,00,000 | 1,28,404 | 77,937 | 2,06,341 | 6,71,596 |
| 2 | 6,71,596 | 1,42,555 | 63,787 | 2,06,341 | 5,29,041 |
| 3 | 5,29,041 | 1,58,265 | 48,077 | 2,06,341 | 3,70,776 |
| 4 | 3,70,776 | 1,75,706 | 30,635 | 2,06,341 | 1,95,070 |
| 5 | 1,95,070 | 1,95,070 | 11,272 | 2,06,341 | Nil |
| Total | 8,00,000 | 2,31,707 | 10,31,705 |
| Particulars | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Profit after tax | 6.28 | 8.82 | 11.21 | 13.43 | 15.70 |
| Add: depreciation | 0.86 | 0.66 | 0.52 | 0.42 | 0.35 |
| Add: interest on term loan | 0.78 | 0.64 | 0.48 | 0.31 | 0.11 |
| Cash available for debt service (A) | 7.92 | 10.12 | 12.21 | 14.16 | 16.16 |
| Principal repayment | 1.28 | 1.43 | 1.58 | 1.76 | 1.95 |
| Interest | 0.78 | 0.64 | 0.48 | 0.31 | 0.11 |
| Total debt service (B) | 2.06 | 2.07 | 2.06 | 2.07 | 2.06 |
| DSCR (A ÷ B) | 3.84 | 4.89 | 5.93 | 6.84 | 7.84 |
Average DSCR over the tenure: 5.87. The minimum acceptable to banks is 1.25; the unit crosses that threshold even if Year-1 revenue falls 60% short of projection.
| Particulars | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| LIABILITIES | |||||
| Capital account (net of drawings) | 4.08 | 7.50 | 12.11 | 17.74 | 24.44 |
| Term loan — long-term portion | 5.29 | 3.71 | 1.95 | — | — |
| Term loan — current maturity | 1.43 | 1.58 | 1.76 | 1.95 | — |
| Sundry creditors (30 days) | 1.26 | 1.49 | 1.71 | 1.93 | 2.16 |
| Other current liabilities & provisions | 0.30 | 0.35 | 0.40 | 0.45 | 0.50 |
| Total | 12.36 | 14.63 | 17.93 | 22.07 | 27.10 |
| ASSETS | |||||
| Net fixed assets | 4.14 | 3.48 | 2.96 | 2.54 | 2.19 |
| Stock of spares (45 days) | 1.86 | 2.20 | 2.53 | 2.86 | 3.20 |
| Sundry debtors (10 days) | 0.92 | 1.09 | 1.25 | 1.41 | 1.58 |
| Cash & bank balance | 5.44 | 7.86 | 11.19 | 15.26 | 20.13 |
| Total | 12.36 | 14.63 | 17.93 | 22.07 | 27.10 |
| Sources | Amount | Applications | Amount |
|---|---|---|---|
| Profit after tax | 6.28 | Capital expenditure | 5.00 |
| Depreciation | 0.86 | Increase in stock | 1.86 |
| Increase in creditors & provisions | 1.56 | Increase in debtors | 0.92 |
| Term loan drawn | 8.00 | Repayment of term loan | 1.28 |
| Promoter's capital introduced | 2.00 | Drawings | 4.20 |
| Closing cash & bank | 5.44 | ||
| Total | 18.70 | Total | 18.70 |
Working capital is assessed under the Tandon Committee Method II, the basis used by banks for limits up to ₹5 crore. The workings below are drawn from the Year-1 projections above.
| Particulars | Amount |
|---|---|
| Stock of spares | 1.86 |
| Sundry debtors | 0.92 |
| Cash & bank balance | 5.44 |
| Total current assets (TCA) | 8.22 |
| Sundry creditors | 1.26 |
| Other current liabilities & provisions | 0.30 |
| Current maturity of term loan | 1.43 |
| Other current liabilities (OCL) | 2.99 |
| Working capital gap (TCA − OCL) | 5.23 |
| 25% of TCA — stipulated margin | 2.06 |
| Maximum permissible bank finance (Method II) | 3.18 |
No cash-credit limit is sought in this proposal; the assessment is presented because bank officers ask for it. Were the limit of ₹3.18 lakh availed, the current ratio would stand at 1.33 — above the 1.25 stipulated by IBA.
CMA statements included in the full report
| Ratio | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | Bank norm |
|---|---|---|---|---|---|---|
| Current ratio | 2.75 | 3.26 | 3.87 | 4.51 | 9.36 | ≥ 1.25 |
| Debt–equity ratio | 1.65 | 0.71 | 0.31 | 0.11 | Nil | ≤ 3.00 |
| DSCR | 3.84 | 4.89 | 5.93 | 6.84 | 7.84 | ≥ 1.25 |
| Net profit margin | 18.7% | 22.2% | 24.6% | 26.1% | 27.2% | — |
| Interest coverage | 9.4 | 15.8 | 26.3 | 48.7 | 160.1 | ≥ 2.00 |
| Particulars | Amount |
|---|---|
| Fixed costs (salaries, rent, admin, depreciation, interest) | 10.88 |
| Variable costs (materials, power, maintenance) | 16.14 |
| Contribution (revenue − variable costs) | 17.46 |
| P/V ratio | 51.96% |
| Break-even sales | 20.94 |
| Break-even as % of Year-1 revenue | 62.3% |
| Cash break-even as % of Year-1 revenue | 57.4% |
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Accurate mango pulp unit economics: NIC 10307, ₹15 Lakh–1 Cr project cost, machinery & raw material.
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A typical mango pulp unit project costs ₹15 Lakh–1 Cr depending on scale, location and machinery. The report breaks down land/building, machinery, working capital and pre-operative costs.
PMFME, PMEGP, CGTMSE are commonly used. Banks fund ~75–90% of project cost as term loan + working capital.
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Under PMFME, there is no fixed minimum project cost, but to avail the 35% subsidy (max ₹10 lakh), the project cost should be at least ₹28.57 lakh to get full subsidy. Many entrepreneurs start with ₹15-20 lakh for a small unit. However, banks prefer projects above ₹25 lakh for better viability.
Yes, under CGTMSE (Credit Guarantee Fund Trust for Micro and Small Enterprises), you can get collateral-free loan up to ₹2 crore. However, the bank may still require personal guarantee. For loans up to ₹10 lakh, no collateral is needed; above that, CGTMSE coverage applies but banks may ask for additional security in some cases.
After submitting the DPR and application to the District Nodal Agency (usually DIC), approval takes 30-60 days. The subsidy is released in installments: 50% after loan sanction and 50% after project completion and inspection. Ensure your project is physically completed within 12 months from sanction.
Gross profit margin ranges from 20-25% after accounting for raw material (mangoes) at ₹20-30/kg, processing cost (labor, power, packaging) ₹15-20/kg, and selling price ₹80-120/kg. Net profit margin after interest and depreciation is around 10-15%. Seasonal fluctuations in mango prices affect margins; hedging through contracts is advisable.