1. Mechanization is crucial for developing nations as it can help increase agricultural output to feed growing populations. 2. Simple and easy to use farm equipment is needed that can operate in remote areas with minimal maintenance requirements. 3. Affordable financing options are important to enable small-scale farmers in developing countries to access machinery that can boost productivity.
Balmer Lawrie is a diversified public sector company serving manufacturing and services. To participate in Digital India, the company is using IT to enhance transparency, encourage e-procurement, and make transactions cashless. Most recruitment is also done online. The company's logistics services allow real-time container tracking and its travel portal offers booking services. Balmer Lawrie plans to invest in digitization over the next few years to achieve growth objectives and reach more customers digitally.
VRL Logistics is recommended as a buy with a maximum portfolio allocation of 3%. It is a leading player in surface logistics and parcel services in India. Goods transportation is its primary business.
Snowman Logistics is recommended as a buy with a maximum portfolio allocation of 2%. It is the largest integrated temperature controlled logistics service provider in India with a pan-India presence.
Lloyd Electric is recommended as a buy with a maximum portfolio allocation of 5%. It is a manufacturer of air conditioners and LCD TVs and is a contract manufacturer for MNCs in the consumer durables space.
NDL is one of the largest denim fabric manufacturers in the world. It has an established client base in India and supplies international brands. It plans to expand capacity which will drive revenue growth. Backward integration of spinning will improve margins. The stock currently trades at a reasonable valuation and further expansion positions the company for strong performance. Key risks include volatility in raw materials and underutilization of new capacity.
Exclusive coverage cooperation pumps valves and systems magazine balmer lawrieBalmerLawrie
Balmer Lawrie & Co. Ltd. is a 154-year-old Indian conglomerate with six business units including logistics, travel and vacations, industrial packaging, greases and lubricants, chemicals, and refinery and oil field services. It has a greases and lubricants manufacturing facility in Kolkata that produces greases, lubricants, and specialties using pumps, valves, and other equipment. Maintaining these is important for smooth operations and quality production. The facility has various certifications and follows quality control procedures.
Stylam Industries Ltd is a leading laminate exporter in India with a strong presence in both domestic and international markets. The company is doubling its laminate production capacity and introducing a new wider laminate sheet that has strong demand overseas. This is expected to increase Stylam's export revenues and margins. The company is also expanding its presence in the domestic market through direct sales and brand promotion, which will further increase its domestic revenues over the long term. The implementation of GST is expected to formalize the industry and benefit Stylam relative to its unorganized competitors.
Emami Limited is an Indian FMCG company headquartered in Kolkata, West Bengal that owns popular brands such as Boroplus, Navratna, Fair and Handsome, Zandu Balm, Mentho Plus Balm, Fast Relief and Kesh King. The document provides details about Emami's vision, mission, brands, financial performance, and analysis of the FMCG industry and Emami's position within it. Key information includes Emami's founding in 1974, its acquisition of Himani Ltd in 1978, market share and growth of its brands, and contribution of the FMCG sector to India's GDP.
The document discusses and compares core business versus diversified business. It provides examples of companies with core businesses like Maruti, Infosys, and ArcelorMittal that focus on one main activity. Diversified companies pursue multiple business lines, allowing risk spreading but adding complexity. Large Indian conglomerates like DLF, Tata, Reliance, and UB Group operate across various industries through diversification. While the US trends toward core business, India's developing economy encourages large diversified business groups.
Nandan Exim is one of India's largest denim manufacturers. It has planned a large capital expenditure to expand its denim manufacturing capacity from 70 million metres currently to 111 million metres by 2015. This expansion is aimed at capitalizing on opportunities from reduced Chinese capacity and growing global demand. The company will receive subsidies under government schemes that will help reduce its finance costs for the expansion. The analysis recommends buying the stock based on strong sales and profit growth outlook due to higher capacity and a stable operating environment.
Balmer Lawrie is a diversified public sector company serving manufacturing and services. To participate in Digital India, the company is using IT to enhance transparency, encourage e-procurement, and make transactions cashless. Most recruitment is also done online. The company's logistics services allow real-time container tracking and its travel portal offers booking services. Balmer Lawrie plans to invest in digitization over the next few years to achieve growth objectives and reach more customers digitally.
VRL Logistics is recommended as a buy with a maximum portfolio allocation of 3%. It is a leading player in surface logistics and parcel services in India. Goods transportation is its primary business.
Snowman Logistics is recommended as a buy with a maximum portfolio allocation of 2%. It is the largest integrated temperature controlled logistics service provider in India with a pan-India presence.
Lloyd Electric is recommended as a buy with a maximum portfolio allocation of 5%. It is a manufacturer of air conditioners and LCD TVs and is a contract manufacturer for MNCs in the consumer durables space.
NDL is one of the largest denim fabric manufacturers in the world. It has an established client base in India and supplies international brands. It plans to expand capacity which will drive revenue growth. Backward integration of spinning will improve margins. The stock currently trades at a reasonable valuation and further expansion positions the company for strong performance. Key risks include volatility in raw materials and underutilization of new capacity.
Exclusive coverage cooperation pumps valves and systems magazine balmer lawrieBalmerLawrie
Balmer Lawrie & Co. Ltd. is a 154-year-old Indian conglomerate with six business units including logistics, travel and vacations, industrial packaging, greases and lubricants, chemicals, and refinery and oil field services. It has a greases and lubricants manufacturing facility in Kolkata that produces greases, lubricants, and specialties using pumps, valves, and other equipment. Maintaining these is important for smooth operations and quality production. The facility has various certifications and follows quality control procedures.
Stylam Industries Ltd is a leading laminate exporter in India with a strong presence in both domestic and international markets. The company is doubling its laminate production capacity and introducing a new wider laminate sheet that has strong demand overseas. This is expected to increase Stylam's export revenues and margins. The company is also expanding its presence in the domestic market through direct sales and brand promotion, which will further increase its domestic revenues over the long term. The implementation of GST is expected to formalize the industry and benefit Stylam relative to its unorganized competitors.
Emami Limited is an Indian FMCG company headquartered in Kolkata, West Bengal that owns popular brands such as Boroplus, Navratna, Fair and Handsome, Zandu Balm, Mentho Plus Balm, Fast Relief and Kesh King. The document provides details about Emami's vision, mission, brands, financial performance, and analysis of the FMCG industry and Emami's position within it. Key information includes Emami's founding in 1974, its acquisition of Himani Ltd in 1978, market share and growth of its brands, and contribution of the FMCG sector to India's GDP.
The document discusses and compares core business versus diversified business. It provides examples of companies with core businesses like Maruti, Infosys, and ArcelorMittal that focus on one main activity. Diversified companies pursue multiple business lines, allowing risk spreading but adding complexity. Large Indian conglomerates like DLF, Tata, Reliance, and UB Group operate across various industries through diversification. While the US trends toward core business, India's developing economy encourages large diversified business groups.
Nandan Exim is one of India's largest denim manufacturers. It has planned a large capital expenditure to expand its denim manufacturing capacity from 70 million metres currently to 111 million metres by 2015. This expansion is aimed at capitalizing on opportunities from reduced Chinese capacity and growing global demand. The company will receive subsidies under government schemes that will help reduce its finance costs for the expansion. The analysis recommends buying the stock based on strong sales and profit growth outlook due to higher capacity and a stable operating environment.
Mahindra and Mahindra Limited is India's largest tractor company with a domestic market share of around 42%. It operates globally manufacturing tractors and farm equipment. The company focuses on quality, customer focus, and transparency. It has a strong distribution network and uses technology throughout its supply chain and operations. While the company has high market share and brand recognition, it faces threats from foreign competitors and changing government policies.
The document outlines a business plan for a garment manufacturing company called Sunfrog Textiles Limited that aims to produce quality shirts and t-shirts for export markets. It describes the company's vision, objectives, organizational structure, production facilities, marketing strategy, and financial projections for its first year of operations which forecast sales revenue of 10.45 crore taka and a net profit of 39 lakh taka.
A Microeconomics focused presentation of Tata Motors - 2 Wheeler Era. Discussed in detail on how TATA can introduce a new 2 wheeler in an already existing competitive market and try to gain a market share. All strategies including Finance, Marketing and Sales have been briefly discussed with a 5-year growth plan.
The document summarizes comments from FICCI (Federation of Indian Chambers of Commerce and Industry) on various economic issues in India:
1) FICCI welcomes the new foreign trade policy 2015-2020 and comments that it provides a roadmap to increase exports, employment, and ease of doing business.
2) FICCI expresses concern over falling exports in March 2015 and calls for steps to reverse the trend.
3) FICCI comments that while manufacturing growth was positive in 2014-2015, challenges like interest rates and infrastructure need addressing for continued growth.
4) FICCI signs a cooperation agreement with Turkey to establish forums to promote trade and investment between the two countries.
Know about the India's initiative focusing on employment, industrial growth and economical impact as well as strengthening global relations to improve GDP.
Mahindra Report : Analysis of Mahindra & Mahindra ScorpioAnand Tomar
Analysis of Mahindra as a part of my final 1st semester project report of my PGDM course.
Analysis is on following topics : Sector, Company,, Product, Services, Marketing Strategies, Financial Analysis ,Human Resource Management of Mahindra.
JK Tyre & Industries Ltd is recommended as a buy with a maximum portfolio allocation of 5%. It is a leading tyre company that will benefit from lower rubber prices. Inox Wind Ltd is also recommended as a buy with a maximum allocation of 2%. It is in the growing wind energy sector and has significant order backlog to drive growth. S H Kelkar Ltd is recommended as a buy with a maximum allocation of 2%. It is India's third largest fragrance company that will benefit from growth in the fragrance and flavor industry.
The document is a project report analyzing the fundamentals of companies in the Fast Moving Consumer Goods (FMCG) sector in India. It analyzes the top 5 FMCG companies based on market capitalization over 5 years of financial data using ratio analysis. The ratio analysis shows Hindustan Unilever has the highest P/E ratio, indicating investors are willing to pay more for its shares, while ITC has a lower P/E ratio, suggesting it may be undervalued. The report aims to help investors identify fundamentally strong FMCG stocks to invest in or create an optimal investment portfolio.
The document discusses a business plan for Millenium Garments Ltd., a garment manufacturer in Bangladesh. Some key points:
- The garment industry has been a major export industry and source of foreign exchange for Bangladesh for 25 years. Millenium Garments exports to markets like Canada, Europe, and the US.
- The plan proposes expanding Millenium Garments with a new production unit. It provides details on the production process, target markets, financing, and feasibility analysis showing the project will be profitable.
- The analysis identifies some challenges like energy supply and compliance issues that could impact the industry, and recommends steps like research and satisfying workers to ensure project success.
Mahindra and Mahindra Farm equipment setcorNaufal Kukkady
Mahindra & Mahindra is an Indian conglomerate with operations across multiple sectors. Its farm equipment sector, Mahindra Tractors, is a leading global tractor manufacturer and the top brand in India, with a domestic market share of around 41%. Mahindra Tractors has expanded internationally across six continents and 25 countries through plants, partnerships and acquisitions. In 2009, Mahindra acquired a full stake in Punjab Tractors Limited, strengthening its position as India's largest tractor manufacturer.
The Indian FMCG sector is the fourth largest sector in the economy.
30% revenue of the sector goes taxes.
The industry is poised to grow between 10 to 12 per cent annually
12-13 million Retail stores in India.
Technology
Flexibility & Carefree
Low cost, more value added
This document is a term paper submitted by Rajnish Singh to his professor Chandrashekhar Dogra on the topic of economic problems faced by Fast Moving Consumer Goods (FMCG) companies in India. It provides an acknowledgment and table of contents. It then discusses the history and current situation of the FMCG sector in India. It identifies several problems faced by FMCG companies, such as a low inflation environment requiring a focus on volume growth over price increases, rising consumer promotions threatening brand value, and declining rural demand impacting overall sales.
Mahindra and Mahindra Limited is an Indian multinational conglomerate founded in 1945. It is one of the largest tractor manufacturers in the world and the largest in India with a 42% market share. The company has a diverse portfolio of businesses across multiple sectors and a presence in over 100 countries. Its farm equipment division, which generates over a third of total revenue, focuses on tractor and implement manufacturing. Mahindra is a leader in the Indian tractor industry due to its strong brand, large distribution network, and emphasis on quality, innovation, and customer satisfaction.
The document summarizes key information about the fast moving consumer goods (FMCG) sector in India:
1) The FMCG market in India is expected to grow at a CAGR of 20.6% to reach $103.7 billion by 2020 from $49 billion in 2016. Total consumption expenditure is also forecasted to increase significantly in this period.
2) Rural consumption is a major driver of growth in the FMCG sector, with the rural FMCG market expected to reach $220 billion by 2025.
3) Food and personal care account for around two-thirds of total FMCG revenues in India. Hair care and food products are the largest segments currently.
The document provides an overview of the fast moving consumer goods (FMCG) sector in India. Some key points:
1) The FMCG market in India is expected to grow at a CAGR of 27.86% to reach US$103.70 billion by 2020 from US$52.75 billion in 2017-18.
2) Total consumption expenditure in India is set to increase at a CAGR of 22.57% from 2016-2021 to reach nearly US$3,600 billion by 2020 from US$1,595 billion in 2016.
3) The rural FMCG market is expected to grow to US$220 billion by 2025 from US$29.4 billion in
Mahindra & Mahindra was considering acquiring Jiangling Tractor Company (JTC) in China to enter the Chinese market. A feasibility study found that JTC complemented M&M's product range and Chinese brand recognition could help entry. The acquisition would allow M&M to become a global player and leverage JTC's manufacturing facilities. However, restructuring JTC's overhead costs and improving processes like accounting would be needed. It was recommended that M&M focus on after-sales service, training employees, and establishing itself in China through the acquisition.
Business Policy & Strategic Management (VV2)
We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: 9971223030
This document provides an overview of Bosch, an automotive components manufacturer in India. Some key points:
- Bosch is India's largest auto component manufacturer and one of the largest Indo-German companies. It employs over 10,000 people and generated over Rs. 45,000 million in net sales in 2008.
- Bosch has manufacturing facilities across India and divisions that produce automotive, industrial, and consumer goods. It is a market leader in automotive components with a 37% market share.
- Growth drivers for the automotive components industry in India include rising consumer incomes, an expanding market size, and improving quality of vehicle service. Bosch positions itself as a technology leader focused on product
Mahindra and Mahindra Limited is India's largest tractor company with a domestic market share of around 42%. It operates globally manufacturing tractors and farm equipment. The company focuses on quality, customer focus, and transparency. It has a strong distribution network and uses technology throughout its supply chain and operations. While the company has high market share and brand recognition, it faces threats from foreign competitors and changing government policies.
The document outlines a business plan for a garment manufacturing company called Sunfrog Textiles Limited that aims to produce quality shirts and t-shirts for export markets. It describes the company's vision, objectives, organizational structure, production facilities, marketing strategy, and financial projections for its first year of operations which forecast sales revenue of 10.45 crore taka and a net profit of 39 lakh taka.
A Microeconomics focused presentation of Tata Motors - 2 Wheeler Era. Discussed in detail on how TATA can introduce a new 2 wheeler in an already existing competitive market and try to gain a market share. All strategies including Finance, Marketing and Sales have been briefly discussed with a 5-year growth plan.
The document summarizes comments from FICCI (Federation of Indian Chambers of Commerce and Industry) on various economic issues in India:
1) FICCI welcomes the new foreign trade policy 2015-2020 and comments that it provides a roadmap to increase exports, employment, and ease of doing business.
2) FICCI expresses concern over falling exports in March 2015 and calls for steps to reverse the trend.
3) FICCI comments that while manufacturing growth was positive in 2014-2015, challenges like interest rates and infrastructure need addressing for continued growth.
4) FICCI signs a cooperation agreement with Turkey to establish forums to promote trade and investment between the two countries.
Know about the India's initiative focusing on employment, industrial growth and economical impact as well as strengthening global relations to improve GDP.
Mahindra Report : Analysis of Mahindra & Mahindra ScorpioAnand Tomar
Analysis of Mahindra as a part of my final 1st semester project report of my PGDM course.
Analysis is on following topics : Sector, Company,, Product, Services, Marketing Strategies, Financial Analysis ,Human Resource Management of Mahindra.
JK Tyre & Industries Ltd is recommended as a buy with a maximum portfolio allocation of 5%. It is a leading tyre company that will benefit from lower rubber prices. Inox Wind Ltd is also recommended as a buy with a maximum allocation of 2%. It is in the growing wind energy sector and has significant order backlog to drive growth. S H Kelkar Ltd is recommended as a buy with a maximum allocation of 2%. It is India's third largest fragrance company that will benefit from growth in the fragrance and flavor industry.
The document is a project report analyzing the fundamentals of companies in the Fast Moving Consumer Goods (FMCG) sector in India. It analyzes the top 5 FMCG companies based on market capitalization over 5 years of financial data using ratio analysis. The ratio analysis shows Hindustan Unilever has the highest P/E ratio, indicating investors are willing to pay more for its shares, while ITC has a lower P/E ratio, suggesting it may be undervalued. The report aims to help investors identify fundamentally strong FMCG stocks to invest in or create an optimal investment portfolio.
The document discusses a business plan for Millenium Garments Ltd., a garment manufacturer in Bangladesh. Some key points:
- The garment industry has been a major export industry and source of foreign exchange for Bangladesh for 25 years. Millenium Garments exports to markets like Canada, Europe, and the US.
- The plan proposes expanding Millenium Garments with a new production unit. It provides details on the production process, target markets, financing, and feasibility analysis showing the project will be profitable.
- The analysis identifies some challenges like energy supply and compliance issues that could impact the industry, and recommends steps like research and satisfying workers to ensure project success.
Mahindra and Mahindra Farm equipment setcorNaufal Kukkady
Mahindra & Mahindra is an Indian conglomerate with operations across multiple sectors. Its farm equipment sector, Mahindra Tractors, is a leading global tractor manufacturer and the top brand in India, with a domestic market share of around 41%. Mahindra Tractors has expanded internationally across six continents and 25 countries through plants, partnerships and acquisitions. In 2009, Mahindra acquired a full stake in Punjab Tractors Limited, strengthening its position as India's largest tractor manufacturer.
The Indian FMCG sector is the fourth largest sector in the economy.
30% revenue of the sector goes taxes.
The industry is poised to grow between 10 to 12 per cent annually
12-13 million Retail stores in India.
Technology
Flexibility & Carefree
Low cost, more value added
This document is a term paper submitted by Rajnish Singh to his professor Chandrashekhar Dogra on the topic of economic problems faced by Fast Moving Consumer Goods (FMCG) companies in India. It provides an acknowledgment and table of contents. It then discusses the history and current situation of the FMCG sector in India. It identifies several problems faced by FMCG companies, such as a low inflation environment requiring a focus on volume growth over price increases, rising consumer promotions threatening brand value, and declining rural demand impacting overall sales.
Mahindra and Mahindra Limited is an Indian multinational conglomerate founded in 1945. It is one of the largest tractor manufacturers in the world and the largest in India with a 42% market share. The company has a diverse portfolio of businesses across multiple sectors and a presence in over 100 countries. Its farm equipment division, which generates over a third of total revenue, focuses on tractor and implement manufacturing. Mahindra is a leader in the Indian tractor industry due to its strong brand, large distribution network, and emphasis on quality, innovation, and customer satisfaction.
The document summarizes key information about the fast moving consumer goods (FMCG) sector in India:
1) The FMCG market in India is expected to grow at a CAGR of 20.6% to reach $103.7 billion by 2020 from $49 billion in 2016. Total consumption expenditure is also forecasted to increase significantly in this period.
2) Rural consumption is a major driver of growth in the FMCG sector, with the rural FMCG market expected to reach $220 billion by 2025.
3) Food and personal care account for around two-thirds of total FMCG revenues in India. Hair care and food products are the largest segments currently.
The document provides an overview of the fast moving consumer goods (FMCG) sector in India. Some key points:
1) The FMCG market in India is expected to grow at a CAGR of 27.86% to reach US$103.70 billion by 2020 from US$52.75 billion in 2017-18.
2) Total consumption expenditure in India is set to increase at a CAGR of 22.57% from 2016-2021 to reach nearly US$3,600 billion by 2020 from US$1,595 billion in 2016.
3) The rural FMCG market is expected to grow to US$220 billion by 2025 from US$29.4 billion in
Mahindra & Mahindra was considering acquiring Jiangling Tractor Company (JTC) in China to enter the Chinese market. A feasibility study found that JTC complemented M&M's product range and Chinese brand recognition could help entry. The acquisition would allow M&M to become a global player and leverage JTC's manufacturing facilities. However, restructuring JTC's overhead costs and improving processes like accounting would be needed. It was recommended that M&M focus on after-sales service, training employees, and establishing itself in China through the acquisition.
Business Policy & Strategic Management (VV2)
We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: 9971223030
This document provides an overview of Bosch, an automotive components manufacturer in India. Some key points:
- Bosch is India's largest auto component manufacturer and one of the largest Indo-German companies. It employs over 10,000 people and generated over Rs. 45,000 million in net sales in 2008.
- Bosch has manufacturing facilities across India and divisions that produce automotive, industrial, and consumer goods. It is a market leader in automotive components with a 37% market share.
- Growth drivers for the automotive components industry in India include rising consumer incomes, an expanding market size, and improving quality of vehicle service. Bosch positions itself as a technology leader focused on product
Natural Trust Company (NTC) is proposing an agro business that will cultivate organic and non-organic crops and raise cattle for the Bangladeshi and international markets. NTC plans to grow vegetables like tomatoes and lettuce, operate fish ponds and cattle farms. Its vision is to become a leading commercial farm brand in Bangladesh and globally. The business will have managers overseeing crop cultivation, cattle ranching, poultry farming and field workers. Income will come from selling various fruits and vegetables, poultry, fish and agricultural consulting services. The owner hopes NTC can one day employ people and be one of the largest agriculture firms in the world.
This document provides an overview of the Indian advertising industry. It discusses the history and evolution of advertising in India from 1905 to present day. It then summarizes the size and growth of the major segments of the Indian advertising industry such as television, print media, radio, and digital advertising. The document also outlines forecasts for future growth rates across different media. Finally, it lists some of the major players in the Indian advertising industry and provides basic details about their operations.
This document summarizes an Indian MSME presentation. It defines MSMEs under Indian law and notes that they employ over 60 million people and contribute significantly to GDP and exports. It outlines opportunities for MSMEs in clustering, automotive, dairy and other industries. Key challenges include access to financing and technology. The presentation discusses government initiatives to support MSMEs and strategies for MSME growth, including developing new products/markets, mergers and acquisitions, and strategic partnerships. It concludes with a SWOT analysis of the Indian MSME sector.
Hindustan Unilever (HUL) and ITC Ltd are two major players in India's FMCG sector. While HUL is a pure-play FMCG company with a wide portfolio of household and personal care brands, ITC has a larger reliance on its tobacco business. However, ITC is diversifying into non-tobacco FMCG segments like food and personal care. Both companies follow different strategies - HUL focuses on overall low costs and quality, while ITC leverages its large distribution network and rural procurement model. Their future growth will depend on new product launches and investments in brand building.
This document is a project report on brand and product awareness of Marico's Saffola Fittify product. It includes an introduction to the FMCG sector and Marico company. It discusses Marico's competitors and products. The report outlines the research methodology used which was a survey of 100 customers at a Hypercity store in Navi Mumbai over 1.5 months. Graphs of the survey results are presented on customer satisfaction, how well products meet needs, quality ratings, and brand opinion. Analysis found 30% were highly satisfied, 55% found quality high, and 55% had a positive brand opinion but 30% had not heard of the product. The report concludes with learning points and suggestions for Marico.
SWOT Analysis Covid-19 Impact on Indian Automotive IndustryRahman A
SWOT Analysis Post Covid-19 Impact on Indian Auto Industry.Automobiles represent freedom and economic growth. Automobiles allow people to live, work and travel in ways that were unimaginable a century ago. Automobiles provides access to markets, to doctors, to jobs. Nearly every automobile trip ends with either an economic transaction or some other benefit to the quality of life
This document provides a summary of the Indian tyre industry. It discusses how the tyre industry contributes significantly to India's economy through value linkages, employment, and foreign earnings. While the industry has advantages like a large domestic market, it also faces challenges such as an inverted duty structure and high imports. The document analyzes the global tyre market and benchmarks India's position. Key factors that determine competitiveness include comparative advantage, costs, trade agreements and policies. It identifies opportunities for the industry's growth from rising incomes and urbanization. The document proposes industry-specific enablers to sustain the industry's global competitiveness, such as correcting duties and restricting cheap imports.
Impact of covid on selected sectors of indian stock marketArjunNair91
The document summarizes the impact of COVID-19 on selected sectors of the Indian stock market, including pharmaceuticals, telecom, and automotive. For major companies within each sector, it provides key details on their business operations and performance metrics, as well as the impact of the pandemic. In the pharmaceutical sector, companies like Cipla, Dr. Reddy's Laboratories, and Sun Pharmaceutical saw disruptions to supply chains but an increase in demand for drugs. In telecom, Vodafone Idea and Reliance Communications experienced a decrease in revenues due to lockdowns. Automotive companies such as Bosch, Apollo Tyres, and MRF Tyres saw order book declines and revenue decreases, but expect demand
The Indian automotive industry is well-positioned for medium-term growth driven by rising incomes, a growing working-age population, and increasing vehicle affordability. Growth will be led by two-wheelers, which account for the majority of vehicle sales. Factors like fuel economy will also be important as consumers remain price-conscious. While consolidation may occur, the nature of demand differs from global markets, with affordability and alternative fuels influencing trends in India. Overall the outlook is positive based on domestic demand, with four-wheelers expected to gain volumes as more consumers transition to cars.
The document provides an overview of the automobile industry in India. It discusses key aspects of the industry including market analysis, investments, employment opportunities and trends. The industry is growing rapidly due to factors such as increased affordability, demand for fuel efficient vehicles, and government support. The industry employs over 80 lakh people currently and is expected to provide employment to over 25 million people by 2016. Major global automakers are investing heavily in India and see it as an important future market.
This document provides an overview of Outlook magazine and the print media industry in India. It discusses the history and growth of the print media industry in India. It also provides details about the Rajan Raheja Group that owns Outlook, including their various business interests in areas like building materials, batteries, financial services, media, hospitality and retail. The document then discusses the sales process undertaken during the author's summer training project at Outlook magazine, including generating magazine subscriptions to meet a target. It analyzes the benefits and learnings from the project.
1) Stocks are recommended as buys with target prices, including Ultratech Cement (Rs 8600), SRF (Rs 2800), and Titan (Rs 2900).
2) Company summaries are provided for each stock, highlighting factors such as market leadership, growth drivers, valuation, and earnings outlook.
3) Analysts maintain buy ratings based on factors like market share gains, earnings growth, recent corrections providing good entry points, and attractive valuations.
Precision Tune Auto Care is seeking a master franchisee to develop the brand in India. The automotive industry in India is growing rapidly as vehicle ownership increases with economic development. There are over 20 million vehicles on the road currently and the market for car maintenance and repair exceeds $8 billion annually and is growing 20-25% per year. Precision Tune is offering exclusive master franchise rights for all of India for $1.5 million, or rights to develop one quarter of India for $500,000.
The document provides an analysis of the Fast Moving Consumer Goods (FMCG) industry in India. Some key points:
- FMCG is a $2 trillion industry representing 2.5% of India's GDP and growing at 17.3% annually. Food and personal care make up two-thirds of revenues.
- Porter's Five Forces analysis indicates barriers to entry are modest while competition and threat of substitution are high.
- Major players include HUL, ITC, Nestle. Trends include focusing on rural markets, smaller pack sizes, and new brand launches.
- The industry is expected to continue growing despite a recent slowdown, fueled by rising incomes and expanding middle class.
IIMB MBA(PGPEM) - Financial analysis of Tata Motorsshekharkanodia
Tata Motors submitted a group project on the financial reporting and analysis of Tata Motors. The document included a company profile of Tata Motors which manufactures automobiles and commercial vehicles in India. It discusses the automotive industry context in India including key growth drivers, current market size, expected growth rates, and competition in the industry. Tata Motors faces high competition from other major automakers in India. The company's strategy focuses on increasing market share in commercial and passenger vehicles through new product launches and expanding sales and services while cutting costs.
The document provides a business plan for Invicta Media (P) Ltd., a marketing and advertising agency, to develop a new revenue stream and attain sales of INR 15-25 crore by March 2018. It analyzes the potential target audiences of government accounts and corporations. For government, it identifies key ministries and explores opportunities with the Directorate of Advertising & Visual Publicity and Ministry of Railways. For corporations, it lists high spending industries and key players in sectors like FMCG, auto, education, real estate, lifestyle retail, e-commerce, and more. The plan recommends consolidating relationships, generating new RFPs, exploring digital media opportunities, and keeping updated on industry news.
OpenID AuthZEN Interop Read Out - AuthorizationDavid Brossard
During Identiverse 2024 and EIC 2024, members of the OpenID AuthZEN WG got together and demoed their authorization endpoints conforming to the AuthZEN API
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
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1. AGRI MECHAGRI MECH
ISSUE 2 | JUNE 2015MONTHLY NEWSLETTER
Alekiba Ayirebide Douglas
Production Supervisor
MIM Cashew and Agricultural Products Limited
Ghana
Todd McMyn
Director of International Sales
(Versatile/Farm King)
Buhler Industries Inc.
Canada
Mechaniza on is the need of
the day in developing na ons
COST‐EFFECTIVE CASHEW
SHELLING MACHINE
2. AGRI MECH is the unique monthly magazine targeting Agricultural Machinery and
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covering the technologies, personal experiences, business forecast and new ideas
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3. ContentsContents
Value Investor: Why Deere
& Co is one to watch
Indian govt unveils its first
trade policy, targets doubling
of exports at $900 bn
Agriculture industry now
Globalized via Online B2B
Mechaniza on is the need of the
day in developing na ons:
Adop on Of Farm Mechaniza on
In Developing Countries
Pa erns of growth and structure
of agro‐industrial sector
Cost‐effective Cashew
Shelling Machine
Mechaniza on of seedling
young plant nurseries
The Impact of Mechanization
on Agriculture
05
06
08
10
12
14
16
18
20
4.
5. In 1900 there were over 166 tractor
manufacturers in opera on in the US,
however due to Darwinian business
forces, this number has concentrated
down to the point where three players
controlaround70percentoftheglobal
market. Deere & Co is the market
leader with 39 per cent of the global
market, more than 1.8 mes its nearest
compe torsAgcoand CNH Industrial.
Industry concentra on is important,
especially in businesses with a high
fixed‐cost structure, as it increases the
likelihood of ra onal compe on
based on quality and service, rather
thanpurelyprice.
The benefit of the concentrated
agricultural equipment industry
becomes clear when we compare it to
auto manufacturing, two broadly
similar ac vi es which both contend
with a cyclical demand profile and high
levels of opera ng leverage. Deere
generates gross margins averaging 30
per cent, more than 50 per cent greater
than the auto industry which averages
lessthan20percent.
When one seeks to answer the
ques on as to why Deere became the
dominant agricultural equipment
player, a few interes ng points stand
out. In its 175 year history, Deere & Co
has had just 10 CEOs, an average
tenure which is 3.8 mes the average
among the Fortune 500. This
consistency and dura on of leadership
allows the business to focus on
building sustaining long term value
without succumbing to the distrac on
of short‐term earnings results or the
pump and dump style o en associated
with short tenures. Industry cha er
suggests many of the customer, dealer
and employee rela onships are also
intergenera onal.
Deere & Co consistently outspends its
peers in research and development,
with absolute spend typically about
100 per cent greater than its closest
peers.Sizealoneisnotenough,itisthe
effec veness of the research spend
which is important. On this basis,
Deere’s focus is likely to help, as it
concentrates its $US1.5 billion annual
investment into its flagship John Deere
brand, while Agco spreads half as much
across five brands and CNH across
three brands. The benefits of DE’s
single brand focus are also beneficial
across marke ng and throughout the
sales channel, as Agco and CNH have a
number of brands which compete with
each other on the dealer’s lot. Despite
its higher R&D investment, Deere & Co
s ll generates opera ng margins twice
thatofitspeers.
Value Investor: Why Deere & Co is one to watch
Contact :
DHARMESH ENTERPRISES PVT. LTD.
B28/B, GR. FLR., GHATKOPAR INDL. ESTATE
L.B.S. MARG, GHATKOPAR (WEST)
MUMBAI, MAHARASHTRA 400086
Mobile : 09323039797
Email : heatgun@vsnl.com
05
6. Aiming to nearly double India's exports
of goods and services to $900 billion by
2020, Indian government announced
several incen ves in the five‐year
ForeignTradePolicy(FTP)forexporters
and units in the Special Economic
Zones.
Unveiling the first trade policy of the
Na onal Democra c Alliance (NDA)
government, Commerce Minister
Nirmala Sitharaman said the FTP
(2015‐20) will introduce Merchandise
Exports from India Scheme (MEIS) and
Services Exports from India Scheme
(SEIS)toboostoutwardshipments.
Besides, higher level of incen ves will
be provided for export of agriculture
products under the Foreign Trade
Policy (FTP), which seeks to integrate
with Make In India and Digital India
ini a vesofthegovernment.
“FTP lays down a roadmap for India's
global trade engagement in the coming
years…India (will become) a significant
par cipant in world trade by 2020.
Export obliga on would be reduced by
25 per cent and incen ves available
under the MEIS and SEIS would be
extend to the units in the SEZs to make
them more a rac ve for investors.”
Sitharamansays.
“The government aims to increase
India's exports of merchandise and
services from USD 465.9 billion in
2013‐14 to approximately USD 900
billion by 2019‐20 and to raise India's
share in world exports from 2 percent
to 3.5 per cent,” Commerce Secretary
RajeevKhersays.
The nomenclature for export houses is
being changed to 1, 2, 3, 4, 5 star
exporthouse.
“Indian industry needs to gear up to
meet these challenges for which the
government will have to create an
enablingenvironment,”Khersaid.
He says India's future bilateral and
regional trade engagements will be
withregionsand countriesthatarenot
only promising markets, but also
majorsuppliersofcri calinputsand
have complementari es with the
Indianeconomy.
“The focus of India's future trade
rela onshipwithitstradi onalmarkets
in the developed world would be on
expor ng products with a higher value
addi on, supplying high quality inputs
for the manufacturing sector in these
markets and op mizing applied
customs du es on inputs for India's
manufacturingsector,”hecon nues.
The TPP is a proposed trade agreement
under nego a on among 12 countries
— Australia, Brunei, Chile, Canada,
Japan, Malaysia, Mexico, New Zealand,
Peru, Singapore, the US and Vietnam.
TTIP is between the European Union
andthe US.
The 16‐member RCEP comprises 10
ASEAN members and its six FTA
partners namely India, China, Japan,
Korea,AustraliaandNewZealand.
The Secretary says signing an FTA is just
a beginning and not the end of the
process as it would give benefit to
traders.
There is a need to simplify and ease
rules of origin criteria to posi on India
effec vely in global and regional value
chains.
“Recognizing that it is important to
review whether the concessions under
these agreements are being gainfully
u lized and have resulted in
meaningful market access gains, an
'Impact Analysis' of FTAs has been
ins tuted The likelihood of duty
inversions will con nue to be closely
monitored to ensure that industry is
not put to any disadvantage. A system
for capturing preferen al data will be
putinplaceattheearliest.”hesays.
Indian industry has raised concerns
over these FTAs saying that it is
benefi ng more to the partner
countries with which India has
implementedsuchpacts.
Indian govt unveils its first trade policy, targets
doubling of exports at $900 bn
Aiming to nearly double India's exports of goods and services to
US dollar 900 billion by 2020, the government announced several incentives...
06
7.
8. with the produc on of essen al crops
now include in its self the dairy,
forestry, bee keeping, Agricultural
machinery and fruit cul va on among
other agricultural products, All leading
to the development of human body
and mind, allevia ng world hunger and
poverty.
This industry has the honor of
employing most of the world
popula ondirectlyorindirectlyleading
to being the core of life financially and
nutri onally, since the world has
become connected to each other with
the help of Online B2B portals, we see
agricultural products in regions that
cannot even grow the crops that are
beingconsumedinthatregion.
Technology has shaped the agriculture
trade like all other industries, and has
caused the reduc on in costs and
improvement in yield over the
decades, leading to increased trade
and specializa on in different regions
as per the climate and resources. Due
to that we see a huge shi from
agriculture output being used from
food source to input as raw material for
produc on for finished goods, We also
see a shi in the raw materials
consump on from agriculture
products to chemical based products,
example plas cs being used to make
pencils that were previously made of
wood, ar ficial sweeteners used in
placeofsugarcanejuiceandsugars.
The Top 10 Agriculture expor ng
countriesbeing:
UnitedStates
France
Netherlands
Germany
UnitedKingdom
Canada
Australia
Italy
Belgium
Spain
Countries that import from the rest of
the world are Germany , USA, China,
Japan, UK, France Netherlands, Italy
Belgium and Spain, some countries
importagricultureasapartofinputfor
produc on others import to fulfill the
produc on deficit of products that
cannot be grown in sufficient quan ty
intheircountry.
The world has seen the role of science
being played in the harves ng of
plants and gene cally modified seeds
arebeingintroducedtothefarmersfor
the sole purpose of an increased
outputandahealthierproduct.
The gene cally modified plant can not
accomplish the task of feeding the
world and thus agriculture suppor ng
machinery such as harvesters and
other machines are helping humans in
accomplishing the task of giving a
healthier and improved output to the
world.
The future of Agriculture can be
predicted to be distributed unevenly
where some parts of the world will
have abundance of output with the
help of gene cally modified seeds,
machinery and technology; where as
therestoftheworldwillimportmostof
thebasicfoodsfromrestoftheworld.
nd
The world's 2 largest B2B portal alone
accommodates the buyers from around
the world in leading industries where USA
leads the buyer's category with 19% of the
buyers, followed by India with 11% and
then UK 5%, Pakistan 4% and South Africa
3%.
Globaliza on of agriculture has made the
countries specialize in the products that
they have a benefit in and then take part in
Global trade, leading to increased world
output and increased trade through the
onlinemarkets.
A B2B portal has claimed to have over two
hundred thousands of products to be
traded on among which the leading ones
arewheat,rice,andspices.
Wheathasthehighestnumberofsuppliers
from China 38%, followed by Ukraine 19%
India 17% and Pakistan 10%. Rice suppliers
are in the order from China, India and
Pakistan. China and India are leading
playersintheworldagriculture.
Globally agriculture Trade in 2013 around
$181 billion has been achieved with the
help of technology in trade and the web
portals that give access to producers to the
world market. This number is expected to
grow with exponen al level due to
increasing internet penetra on and
growing online B2B awareness in
Agriculturalexpor ngna ons.
Agriculture industry now Globalized via Online B2B
A g r i c u l t u r e
industry which has
t h e h o n o r o f
providing essen al
nutrients to the
human body since
this world came
into being, this
industry started
Umair Iqbal
Manager - South Asia
tradekey.com
(Karachi-Pakistan)
0804
9.
10. I believe the world agriculture farmers are
looking for simple mechaniza on op ons and
are demanding best service, simple service
regimes and computer based developments
that lead to simpler tractor opera on and easy
service at the farms because some farms
remain remote and far within range of major
citycentersandeasyaccess.
As global commodity markets remain unstable
with falling prices we con nue to see farmers
asking for new products to increase harves ng
and plan ng returns and increasing opera ng
efficiencies. Farmers are no longer looking at big
brand marke ng but a personal touch which
allows their voices to be heard in the supply
chain and product development, listening to
needs and working with farmers as partners is
the key to success with crea ve finance
programsinhandwithbigpurchases.
Farmers should be commended as heroes of
each na on feeding the people but also
suppor ng innova on with the labor of their
hands.
Thepopula onoftheworldisexpectedtoreach
eight billion by the year 2025. It also a fact that
morethan90%oftheworldpopula onincrease
is occurring and will con nue to occur at higher
rates in developing countries. Some research
says that of the world’s land mass, less than half
is being used produc vely. The challenge faced
by these developing countries is to feed their
increasing popula ons where there is li leto no
addi onal cul vable land available. This means
that in order to meet the future food demands,
these countries have to adopt more intensive
cropping prac ces using all possible
mechaniza on and management techniques.
For intensive cropping, meliness of opera ons
is one of the most important factors which can
only be achieved only with appropriate use of
agriculturalmachines.
Todd McMyn
Director of International Sales
(Versatile/Farm King)
Buhler Industries Inc.
Canada
Mechaniza on is the need of the day in developing na ons:
and advanced high‐quality rice mill machines
are likely to be adopted by Asian farmers in the
nearfuture.
They offer the global community a unique
perspec ve on government efficiencies and
inefficiencies where‐ever they may be as they
are the first to feel global price fluctua ons and
logis c interrup ons and/or reckless ineffec ve
spendingandpolicies.
We also must take special care and support with
farmers moving into developing na ons as
emerging markets offer needed local food
security and new supply chains worldwide and
development away from poverty with thorough
product knowledge and in country training and
long term educa onal local support on best
prac ces. Local trade offices and governments
must work together to assist and direct
meaningful programs and follow results with
suppliers and Agriculture experts on soil and
bestseedreturns.
The most parts of the developing countries
one of the most pressing needs is to feed a
growing human popula on for which they
require sustainable food produc on. This can
be realized by increasing land and labor
efficiencyin
agriculture through farm mechaniza on and
other modern inputs. Moderniza on and
mechaniza onhavetwoseparate
meanings; so while moderniza on is
beneficial for the industrialized countries,
developing countries need mechaniza on for
which they have to rely mostly in imported
farm machines, which are o en suitable for
thesmallfarmsofthedevelopingcountries.
Asian agriculture is rapidly increasing with the
rise on farm mechaniza on support. Most
developing countries in the region are now in
transi on from labor‐intensive to controlled‐
intensive agriculture. Irriga on system
machines such as diesel engines, electric
motors and pumps, plan ng machines,
powered sprayers, combine harvesters, dryers
using biomass fuel, silo and storage handling
“Farmers should be commended as
heroes of each nation feeding the
people but also supporting innovation
with the labor of their hands”.
“Farmers are no longer looking at big
brand marketing but a personal
touch which allows their voices
to be heard in the supply chain
and product development, listening
to needs and working with farmers
as partners is the key to success, with
creative finance programs in hand
with big purchases.”
10
11.
12. All the modern agricultural technologies
introduced in developing countries,
mechaniza on has probably proved the
most controversial. Mechaniza on has
been blamed for exacerba ng rural
unemployment and contribu ng to other
socialills.
In many parts of Asia, small farms remain
at the center of agriculture and rural
development. However, one of the main
causes for the low agricultural produc vity
in most developing countries in the region
is the lack of appropriate machineries that
catertoandsuittherequirementsofsmall‐
scale farms. For this reason, many small
farms are deemed as unproduc ve and
inefficient.
In the past agricultural mechaniza on in
developing countries has been much
cri cized because it o en failed to be
effec ve, and was blamed for exacerba ng
rural unemployment and causing other
adverse social effects. This was largely the
result from experiences during the 1960s
un l the early 1980s when large quan es
of tractors were supplied to developing
countrieseitherasagi fromdonors,oron
very advantageous loan terms. In
par cular projects which were designed to
provide tractor services through
government agencies have a miserable
record. These projects proved not
sustainable because of the intrinsic
inefficiencies of government‐run
businesses. An overvalued foreign
exchange rate and low real interest rates
made agricultural machinery ar ficially
cheap as compared with labor and dra
animals. These experiences o en
combined with a very narrow percep on
a n d l a c k o f k n o w l e d g e a b o u t
mechaniza on, namely the one sided
promo on of tractors and other capital‐
intensive mechanical power technology,
has caused the aid community to largely
turn its back on mechaniza on. At the
same me there are many examples were
mechaniza on has been very successful,
contribu ng to increased food
p r o d u c o n , p r o d u c v i t y a n d
advancementofruraleconomies.
The most pressing need is to feed a
growing human popula on. This requires
sustaining food produc on, which can be
realized by increasing land and labor
efficiency in agriculture through farm
mechaniza on.
The world agricultural scenario indicates
that food security is the paramount
concern of every na on. All technological
advances in both developed and
developing countries must gear towards
increasing food produc on. Both the
large‐scale, specialized commercial
agriculture and small‐scale mixed semi‐
subsistence types of agriculture play vital
roles to a ain this objec ve. The average
opera onal farm size in Asia ranges from
1.0 to 3.7 hectares, with Thailand topping
the list. Research expenditures for
agriculture are 0.4 percent for low income
countries; 2 percent for middle‐income
countries; and almost 2.5 percent for high
income countries. The share of the Asian
and Pacific region in the global agriculture
machinery consump on is only 10 percent
compared with Europe, which has the
highest share of 80 percent. As of 2002,
Japan had the highest number (1,042,000
units) of harvesters‐threshers in use,
followedbyChina(197,000units),whileSri
Lanka had the lowest number of only 10
unitsofharvester‐threshers.
Asian agriculture is rapidly increasing with
the rise in farm mechaniza on support.
Most developing countries in the region
are now in transi on from labor intensive
to control intensive agriculture. Precision
agriculture and automa on is the current
trend in agricultural mechaniza on.
Irriga on system machines, plan ng
machines, powered sprayers, combine
harvesters, dryers using biomass fuel, silo
and storage handling, and advanced and
high quality rice mill machines are likely to
be adopted by Asian farmers in the near
future.
ADOPTION OF FARM MECHANIZATION IN DEVELOPING COUNTRIES
-S K ALI
Managing Editor, AGRIMECH
1204
13. Japan, Taiwan, and Korea are among the
countries with highly mechanized farming
opera ons. Common among these
countries is the prevalence of strong
poli cal support and farmers' coopera on,
paving the way for advancements in
agricultural mechaniza on technologies
andsystems.Japandevelopedmechanized
produc on systems for le uce and citrus.
The semi‐automa c transplanter for
le uce, which was tested in a small
prefecture in Japan with an average area of
arable land per farm household of only
0.62 ha, saved on me and labor for
transplan ng. The si ng cart, on the other
hand, helped improve the work posture
and is suitable for farmers cul va ng less
than 0.5 ha of farm area. The construc on
of monorail system and contour narrow
path made possible citrus produc on in
the sloping lands of south‐west Japan.
These structures reduced the number of
working hours and work load for fer lizer
and chemical herbicide applica on,
harves ng, and transpor ng. Taiwan's
agriculture is 98 percent mechanized.
Manufacturers of dryers in this country are
able to produce compe ve products.
Products using biomass as fuel are also
becoming popular. Mini‐power llers have
the highest market share in both domes c
and interna onal market. Protected crop
culture or greenhouse cul va on is
expected to a ract youths to engage in
farm produc on because of its
profitability as an enterprise. Another
recent development in Taiwan is the
automa on and computeriza on in
agriculture, fisheries, and animal
husbandry. Precision farming system for
rice crop has been the focus of major
projects in agriculture. This technology
uses satellite posi on system and
geographic informa on system on
farming management as bases of
decisions in the farm. Government
support significantly contributed to the
advancement of farm mechaniza on in
Korea. This involves ins tu on of policies
on financing for farm machinery and
projects as well as subsidies by supplying
farmers with machines at half the price.
Trends in mechanizing upland crops in
Korea involve integrated systems for
mechanizing produc on of Chinese
cabbage, garlic, Chinese leek, carrot,
ginseng, etc. Machines and equipment
have been developed for specific farm
opera ons from land prepara on to
plan ng, to harves ng, to post harvest
and transport. Indonesia, Thailand,
Malaysia, Vietnam, and the Philippines
have been receiving similar support from
the government for its special projects and
programs on farm mechaniza on.
However, level of mechaniza on is
medium to low due to such factors as: lack
of resources, infrastructure, and
ins tu onal arrangements; prevalence of
manual labor/ opera ons; and lack of
policies that support the general economic
welfare of the different stakeholders in the
agriculturalmachineryindustry.
The level and appropriate choice of
agricultural mechaniza on has direct
effectson landand laborproduc vity,farm
income, environment, and the quality of
life of small‐scale farmers in Asia. Hence,
basic farm mechaniza on requirements to
cater to small‐farm needs must be met,
such as: suitability to small farms; simple
designandtechnology;versa lityforusein
different farm opera ons; affordability in
terms of cost to farmers; and most
importantly, the provision of support
services from the government and the
private sectors/ manufacturers. Cases of
highly mechanized countries point to a
common factor leading to successful farm
mechaniza on programs, that is, strong
poli cal will. Hence, each country's effort
on small‐farm mechaniza on must be
anchored on a coherent strategy based on
the actual needs and priori es of the
small‐scalefarmers.
13
14. Agro‐industrial sectors in today's world
carry a different meaning than they did in
the tradi onal percep on where a gradual
shi took place from agriculture to
industry in the course of economic
development. Modern technology,
available resources for agricultural
produc onandaccesstotheglobalmarket
have increasingly facilitated the ver cal
integra on of agriculture with industry. In
industrialized countries, where agro‐
industrial sectors emerged as a result of
the industrializa on of agriculture, the
dis nc on between these two sectors is
disappearing. In industrialized countries,
the impact of R&D and innova ons in
produc on machinery is also visible in
agricultural ac vi es, while consumer
demand has changed with regard to health
and nutri on. However, the scenario is
quite different in developing countries,
especially in Africa where the agro‐
industrialsectoriss llintheearlystagesof
mechaniza on in which intermediate
inputs are transformed into manufactured
products.
Agro‐industrial sectors generally account
for a substan al part of industrial output in
developing countries compared to
industrialized ones. This is par cularly true
inthecaseofAfrica,wheretheshareofthe
agro‐industrial sector can be as high as 80
percent.
Developing countries in Asia and La n
America are less dependent on agro‐
industrial sectors than in Africa. The share
of agro‐industrial sectors in leading
developing economies such as China and
Mexico is less than 30 percent, while it has
even fallen below 20 percent in India due
to the increasing share of machinery,
equipment and other manufacturing
sectors.
Another important observa on one could
draw is the low level of labor produc vity
in agro‐industrial sectors compared to
other sectors. The value added per
employee in agro‐industrial sectors in
Kenya is three mes lower than in other
sectors and seven mes lower in
Madagascar. The rela vely advanced
north and south of Africa have achieved
higher levels of labor produc vity across
the sectors, which significantly reduced
their rela ve difference to other
manufacturingsectors.
Agricultural ac vi es in Africa are largely
dominated by subsistence farming which
yields just enough produce to feed the
families and workers involved. A shi to
more produc ve commercial farming
would require mechaniza on. The
number of tractors per hundred square
kilometres of arable land, which is a
widely recognized indicator of agricultural
mechaniza on, is only 13 for Africa
compared to 129 for South Asia, which is
the least developed region in Asia. The
world average is 200. Sub‐Saharan Africa
also lags behind other developing regions
of Asia and La n America with regard to
other indicators. Some progress has,
however, been made in recent years.
There is a clear understanding that the
con nent's poten al for commercial
farming must be tapped to raise the level
of living of millions of rural popula on.
There is also some evidence that Africa is
inves ng a significant amount for
importedagriculturemachinery.
As a large number of African countries are
s ll highly dependent on agriculture,
those countries with rela vely larger
agricultural sectors focus more on
agriculture and subsequently import
moreagriculturalmachinerythanothers.
Morocco, Nigeria, Zimbabwe, Tunisia,
Ethiopia, Algeria, Kenya, Sudan and
Malawi were the major importers of
agricultural machinery in 2012, accoun ng
for 75.22 percent of the region's total
agricultural machinery imports. Morocco
and Malawi are the major importers of
agricultural machinery, accoun ng for
more than 10 percent of total agricultural
machinery imports. With Ethiopia in the
lead with its rela vely large economy,
these countries have an agricultural value
added of between 30 to 48 percent of their
GDP.
The countries with the lowest level of
agricultural machinery imports are
Uganda, Senegal and Mauritania, all of
which accounted for less than 1 percent of
total regional imports of agricultural
machinery.
The most important expor ng countries in
the region were Tunisia, Nigeria, Morocco
and Sudan, accoun ng for 11.59%, 8.91%,
7.89% and 4%, respec vely, of total
agriculturalmachineryexport.
Themajorityofindustrializedcountriesare
agricultural machinery exporters, as are
South Africa, Egypt, Nigeria and, most
recently, China. Botswana, Mozambique
and Namibia's major impor ng partner
wasSouthAfrica.
we can conclude that in spite of the
significant efforts undertaken by
developing countries thus far to a ain
agricultural mechaniza on, they s ll have
a long way to go un l they reach a level at
which this technology is being used as
efficiently as possible. To some extent, all
African countries have undergone
agricultural moderniza on, which involves
a very important component of
industrialized inputs to introduce technical
changes.
Pa erns of growth and structure
of agro‐industrial sector
14
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16. The quality of cashew nut shelling
depends on the high percentage of
whole kernels produced. The method of
shelling has a significant effect on the
percentage whole kernel produced.
However, 100% whole kernel is barely
achievable but the main focus is ge ng a
veryhighpercentagewholekernel.
The method of shelling cashew nut is
either by a manual, semi‐mechanized or
fully mechanized system of which the
earlier two were studied. The cost of
investment and opera on in any of the
three systems is important in deciding
whichtoemploy.
Tradi onally, extrac on of the kernel
from the shell of the cashew nut has
been a manual opera on. The nuts are
kidney shaped and bri le which makes it
difficult to remove the shell without
breakage. The most significant difficulty
in processing cashew nuts is that the
shell, which contains caus c oil, CNSL,
which can burn the skin and produce
noxious fumes when heated. During the
tradi onal method, sun‐dried nuts are
first dunked briefly in water, and then
roasted over fire in pans with holes in
them while being s rred constantly to
prevent the nuts from burning. This
method is called open pan roas ng. The
shells break open during the process,
whereby some of the cashew nut shell oil
drips out through the holes and in to the
fire. The split‐open shells are collected in
ash or saw dust to soak up the rest of the
oil.
Another method of pre‐trea ng cashew
nuts for shelling is steam‐boiling. With
this method, a steam pressure of 0.6 to
0.8 MPa is used to boil the cashew in a
cookingpotfor18to24minutescooking
medependingonthemoisturecontent
and size grade of the nuts. The nuts are
dried either by sun or mechanically in an
ovento8%averagemoisture.
Shelling is the removal of dry shell and
has an objec ve of producing clean,
whole kernels free of cracks, as whole
kernels have a be er market value than
broken kernels. The tradi onal shelling
process involves placing the roasted
nuts on a flat stone and cracking with a
wooden mallet or ba en. A manual
shelling is done with a machine which
employs the manual feeding and force
to shell the nut. With this an average
sheller can open ten nuts per minute
which amounts to 4,800 nuts or about
5kg of kernels. Experienced sheller can
produce only half as much, with a
quality of 90% whole kernels. The
tradi onal and manual method of
shelling cashew nut is a labor intensive,
slow and tedious process. It also has
some health implica ons due to the
corrosive ac on of CNSL on human skin.
Recently,pre‐treatednutshavebeencut
bysemi‐mechanizedshellingmachines.
The study revealed that the percentage
whole kernel achieved by shelling with
the manual shelling machine is 95% at a
rate of 15 kg/ hr and operates at a cost of
$ 6 per 8 hour working day. On the other
hand, the semi‐mechanized shelling
machine achieved 84% whole kernel at a
rate of 21 kg/hr and operates at a cost of
$ 7.5 per 8 hour working day. Also, the
manual shelling machine produced 0.9%
of unshelled nuts whilst the semi‐
mechanizedmachineproduced12.5%.
This study suggest small and emerging
cashew processing industries should
employ the use of the manual shelling
machine to have a minimal investment,
opera ng and maintenance cost as
compare to the semi‐mechanized
machine and also, because broken
kernels do not fetch much income.
However, to use the semi‐mechanized
machines,thereistheneedtofrequently
assess the performance and adjust
where necessary and also check correct
posi oning of cashew nut in the feeding
pointtoachievehighqualityproduc on.
Alekiba Ayirebide Douglas
Production Supervisor
MIM Cashew and Agricultural Products Limited
Ghana
Another method of pre‐trea ng cashew
nuts for shelling is steam‐boiling. With
this method, a steam pressure of 0.6 to
0.8 MPa is used to boil the cashew in a
cooking pot for 18 to 24 minutes cooking
me depending on the moisture content
andsizegradeofthenuts.
COST-EFFECTIVE CASHEW SHELLING MACHINE
16
17.
18. Introduc on:
The ever increasing cost of labor, coupled
with non availability of quality labor at the
right me has made the general farm
opera ons very expensive. The non
availability at the me when it is needed
has worsened the situa on. Therefore the
obvious answer is to mechanize. However
the equipment and machinery available
for this are either very old or very
expensive.
Keeping the above in mind we at Varsha
Enterprises have embarked upon
mechaniza on of the seedling and young
plant nurseries. The process of seedling
nurseries essen ally has the following
opera ons.
I ) Se ng up of the nursery : There are two
typesofNurseries
i)forselfuse
ii)For Commercialpurposes.
i) Self Use :‐ These are small nurseries
which produce about 10,000 to 20,000
seedlings every batch i.e once in three
months. These nurseries produce
seedlingsinseedsbedsnearthefarms.
We provide the nurseries with modern
methods wherein the seedlings are
produced under net houses. To produce
10,000 seedlings the net house and other
materialliketheprotrays
coco‐peat etc would cost about Rs.15,000
for the setup and running cost of about 30
paise per seedlings. A detailed project is
available on request. All the material
includingthenethousesarereadymade.
ii) Commercial Nursery :‐ These are
nurseries which produce seedling of all
types of vegetable, flowers, fruits etc. in
excess of one millions seedlings per
month.
Mechaniza on of these nurseries is must,
otherwisethesesareverylabororiented.
Themechaniza onstartswith
a)Produc onofgrowingmedia.
b)Mixingofdifferentingredients
c)Fillingofthepro‐trays
d)Dibblingofthemediainthetrays
e)Seeding
f)Topcoveringorcoa ng
g)Wateringthetrays
h)Placingthetraysinthenursery
i)Wateringfer ga onandplantcare
j)Transplan ngofseedlinginthefield
a) Produc on of Grow media :‐ The most
important aspect of producing quality
seedling is consistent quality of growing
media. World over peatmoss, perlite
vermiculite and now Co‐copeat mixes are
used, for this purpose because all of them
areavailableinlargequan es.Outofthis
peatmoss was used in very large quali es.
However peat moss is a fossil material and
is mined from earth. Peat moss has
disadvantages like it is very acidic (Ph of
less than 4). Peat if it becomes dry it is very
difficult to wet. Therefore we ng agents
are used for this purpose. However the
cheaper and be er replacement is
coconut fibre pith also generally known as
Cocopeat. Cocopeat is produced by
washing, sieving, drying and blocking all
these are done in Co‐copeat factories.
Expanded perlite, exfoliated vermiculite,
Polysteynere beads are mixed with
Cocopeat as amendments. Along with
starter fer lizers and fungicides are mixed
togetthecorrectgrowingmedia.
Mechaniza on: Coco‐peat comes in brick
form. These bricks are broken into powder
form in an equipment known as shredder.
The shredder has a provision of online and
has a provision for storing shredded Co‐
copeat expanded perlite & vermiculite are
suppliedinbags.
b) Mixing of ingredients: The different
ingredients are metered using belt
conveyors & feeder. All the material are fed
to a common belt conveyor. All these
material are fed into an intermediate
hopper. Underneath the hopper the media
is mixed in a paddle mixer. The Mixed
material is carried out by a screw conveyer
eithertothetrayfilterorintobags.
c)Themixedmaterialisfedtothepro‐trays
by vibro feeder. The tray filled with the
mediaiscompactedbyarollerandabrush.
Pro‐trays can be filled normally with the
media.
d) The media is compressed and dibbled to
the tray bya Dibbler (The Dibbler can be on
lineorindependent).
The dibbler will facilitate the seed to drop
in the centre of the tray also will ensure
propercompac onofmedia.
e) Seeder : There are several types of
seeder like the Turbo seeder, cylindrical
seeder etc. The seeder is selected on the
basisofneed.
Venkatesh Rao
Managing Partner
Varsha Enterprises,
Bangalore
Mechanization of seedling young plant nurseries
18
19. Turbo seeders are used. For seeding above
this drum seeders or cylindrical seeders
areused.
These seeders pickup one seed and
deposit them in the trays at the me. The
accuracy is more than 90% . Theses seeder
work relentlessly trouble free for 15 to 20
years. This single equipment can do the job
ofabout20skilledlabor.
f) Seed coa ng: This is a very important
step in the produc on of seedling. The
thickness of media to be covered depends
on type of seed. Generally 1.5 mes the
seed dia is required to be covered with the
media. This is very cri cal. If seed cover is
more the seedling may not emerge out. If
the seed cover is less the seed may not
germinate due to non availability of
moisture. Therefore the seed coater
ensures perfect spread of media on the
seeds.
g)Wateringsta on:
Watering is very important for seed
germina on. Normally watering is done
manually using watering cans or sprinkler
systems. Both these are not efficient and
may overwater or underwater the
seedlings. Therefore a mechanical
watering systems which comprises of
frac on house power motor and sprinkler
system ensures perfect watering i.e
complete draining of the media. In fact
fungicides can be mixed and sprayed to
preventanyrolling.
By mechanizing all the above steps we can
ensure 100% healthy and economical
seedlings. The en re system star ng from
shredding of Coco‐peat to watering of the
seeds it would cost about Rs.40 Lakh.
However this amount will be recovered
withintwoyears meandthe qualityof
seedling would be very high. This also
eliminates the dependence an labor.
Therefore it is impera ve that the
seedlings produc on should be
mechanized.Themoneysavedcanhelpin
increasing the salaries of the people
opera ng the system. We have seen, with
this several small nurseries have joined
together to have one centralized seeding
sta on and grow the seedlings in their own
nurseries.
In the above process of mechaniza on.
The implementa on can be done par ally
stepbysteporcanbedonetogether.
20. In the future, agricultural machines will
become data‐rich sensing and monitoring
systems.
Significant challenges will have to be
overcome to achieve the level of
agriculturalproduc vitynecessarytomeet
the predicted world demand for food,
fiber, and fuel in 2050. Although
agriculture has met significant challenges
in the past, targeted increases in
produc vity by 2050 will have to be made
i n t h e f a c e o f s t r i n g e n t
constraints—including limited resources,
less skilled labor, and a limited amount of
arableland,amongothers.
The metric used to measure such progress
isTotalFactorProduc vity(TFP):
The output per unit of total resources used
in produc on. According to some
predic ons, agricultural output will have
to double by 2050 (GHI, 2011), with
s i m u l t a n e o u s m a n a g e m e n t o f
sustainability. This will require increasing
TFP from the current level of 1.4 for
agricultural produc on systems to a
consistent level of 1.75 or higher. To reach
that goal, we will need significant
achievements in all of the factors that
impact TFP.
Mechaniza on is one factor that has had a
significant effect on TFP since the
beginning of modern agriculture.
Mechanizedharves ng,forexample,wasa
key factor in increasing co on produc on
in the last century. In the future,
mechaniza on will also have to contribute
to be er management of inputs, which
will be cri cal to increasing TFP in global
produc on systems that vary widely
among crop types and regional economic
status.
Today, approximately 70 percent of
withdrawals of fresh water are used for
agriculture. By 2025, 1.8 billion people are
expected to be living in areas with
absolute water scarcity (UN FAO, 2007),
and two‐thirds of the world popula on
willliveinwater‐stressedareas.Improving
water management will have to be
achieved by more efficient irriga on
technology and higher efficiencies in
whatever technologies farmers are
currentlyusing.
The Impact of Mechaniza on on
Produc vity
Agricultural mechaniza on, one of the
great achievements of the 20th century
(NAE, 2000), was enabled by technologies
that created value in agricultural
produc on prac ces through the more
efficient use of labor, the meliness of
opera ons, and more efficient input
management with a focus on sustainable,
high‐produc vity systems. Historically,
affordable machinery, which increased
capability and standardiza on and
measurably improved produc vity, was a
keyenablerofagriculturalmechaniza on.
In the 19th century, as our society
matured, a great many innova ons
transformed the face of agriculture. Taking
advantage of a large labor base and dra
animals, farmers had been able to manage
reasonable areas of land. This form of
agriculture was s ll prac ced in some
placesun lthemiddleofthe20thcentury.
A major turning point occurred when
tractors began to replace dra animals in
the early decades of the 20th century.
Tractors leveraged a growing oil economy
to significantly accelerate agricultural
produc vity and output. Early harves ng
methods had required separate process
opera ons for different implements. With
tractors, the number of necessary passes
in a field for specific implements was
reduced,andeventually,
The Impact of Mechanization on Agriculture
J F Reid, Director
Product Technology and Innovation
John Deere Moline Technology Innovation Center
20
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The content of this catalogue is only giving information to the end user without engagement from our side.
The Company can modify the specifications of the total machine & its components without notice.
Tractor Power
Overall Width
Tillage Width
Gear Box Speed
Side Transmission
P.T.O. Speed (RPM)
Rotor Speed (RPM)
No. of Blades
Gear Box
Overload Protection
30 to 35 H.P.
150 cm
120 cm
Single/Multi
Gear
540/1000
220
36
Shear Bolt
35 to 45 H.P.
180 cm
150 cm
Single/Multi
Gear
540/1000
220
42
Shear Bolt
45 to 55 H.P.
205 cm
175 cm
Single/Multi
Gear
540/1000
220
48
Shear Bolt
55 to 70 H.P.
230 cm
200 cm
Single/Multi
Gear
540/1000
220
54
Shear Bolt
70 to 75 H.P.
255 cm
225 cm
Multi
Gear
540/1000
220
60
Shear Bolt
GI - 120 GI - 150 GI - 175 GI - 200 GI - 225
rduhdh fo'ks"krk,a %
xUuk dikl dsyk dkuZ LVkDl lw[kh&xhyh t+ehu
vf/kd` r foØsrk %
Rotor Speed (RPM) for Multi Speed Gearbox
160
16 17 18 19 2015 20 19 18 17 16 15 13 22
180 200 225 252 282 232
Tractor PTO 540 (RPM) 1000 (RPM)
vf/kd` r foØsrk %
GOBIND
n kgjk ckx+] gSnjx<+ jksM
ackjkcdh ¼;w0ih0½( A Unit of Gobind Alloys Limited )
An ISO 9001:2008 Company
gobindindustries.co.ininfo@gobindindustries.co.in
+91-7705900901, 903, 904, 906, 923
9415049542, 941504862, 9415049543
Gobind Industries
( A Unit of Gobind Alloys Limited )
An ISO 9001 : 2008 Company
Dasharabagh, Haidergarh Road, Barabanki (U.P.)
Sugarcane Cotton Banana Corn Stalks Wet & Dry Field
ADVANTAGE:
Gobind Rotavator is better than other agricultural equipments to prepare the soil in just one or
two times of cultivation, and also it save the 40% diesel and 60% time.
Traditional method takes minimum 10-15 days to prepare seed bed where as by Gobind
Rotavator soil is immediately available for sowing.
Gobind Rotavator can immediately prepare the soil moisture of previous crop does not go
waste, thus helps water management.
Cultivation of soil can be done immediately after the rain because it is the ideal use for
Rotavator, it also push the tractor forward in soil.
Gobind Rotavator is beneficial for the land of reaped sugarcane, bananas, jute, dried grass
and other corps.
SALIENTFEATURES:
Gear Box: Heavy duty export quality gear box, and it have longer service life.
Box Frame: It have heavy duty square pipe and made up from heavy plates.
Trailing Board: It have automatic spring which helps in to have a quality cultivation of soil, and
its pressure balance the wet soil .
P.T.O. Shaft:- Water proof cross with protection guard.
It have double spring multi lip oil seal.
Tiller Blades : Blades made up from advanced imported parts which easily cultivate the soil
without heavy load and also helps in smooth running.
Side Transmission: Side gears made out of best quality steel & properly heat treated technology
which gives the regular functioning with longer life.
gobindindustries.co.ininfo@gobindindustries.co.in
For Dealership and Distributorship Enquiry :
Lalit Sachedva
+91 9643040547
sachdeva.lalit2015@gmail.com
The content of this catalogue is only giving information to the end user without engagement from our side.
The Company can modify the specifications of the total machine & its components without notice.
Tractor Power
Overall Width
Tillage Width
Gear Box Speed
Side Transmission
P.T.O. Speed (RPM)
Rotor Speed (RPM)
No. of Blades
Gear Box
Overload Protection
30 to 35 H.P.
150 cm
120 cm
Single/Multi
Gear
540/1000
220
36
Shear Bolt
35 to 45 H.P.
180 cm
150 cm
Single/Multi
Gear
540/1000
220
42
Shear Bolt
45 to 55 H.P.
205 cm
175 cm
Single/Multi
Gear
540/1000
220
48
Shear Bolt
55 to 70 H.P.
230 cm
200 cm
Single/Multi
Gear
540/1000
220
54
Shear Bolt
70 to 75 H.P.
255 cm
225 cm
Multi
Gear
540/1000
220
60
Shear Bolt
GI - 120 GI - 150 GI - 175 GI - 200 GI - 225
TECHNICAL SPECIFICATION
Rotor Speed (RPM) for Multi Speed Gearbox
160
16 17 18 19 2015 20 19 18 17 16 15 13 22
180 200 225 252 282 232
Tractor PTO 540 (RPM) 1000 (RPM)
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22. those implements werecombined through
innova on into the “combina on” or
combineharvester.
By the late 20th century, electronically
controlled hydraulics and power systems
were the enabling technologies for
improving machine performance and
produc vity. With electronically
addressable machine architecture,
coupled with public access to Global
Naviga on Satellite System (GNSS)
t e c h n o l o g y i n t h e m i d ‐ 1 9 9 0 s ,
mechaniza oninthelast20yearshasbeen
focused on leveraging informa on,
automa on, and communica on to
advance ongoing trends in the precisionin
the precision control of agricultural
produc onsystems.
In general, advances in machine system
automa on have increased produc vity,
increased convenience, and reduced
skilled labor requirements for complex
tasks. Moreover, benefits have been
achieved in an economical way and
increasedoverall TFP.
On the next level of evolu on, automa c
guidance systems appeared that managed
steeringforanoperatorthroughautoma c
control. Automa c guidance systems
enabled precision opera ons depending
on the type of GNSS signal and how it was
integrated into the requirements of the
agriculturalopera ons.
Un l recently, automa on has been
focusedonfunc onsthatdependon GNSS
or direct sensing. However, processes that
lend themselves to control based on the
a ributes of soil and crop proper es are
also being inves gated. Some ini al
applica ons of these, which were coupled
with GPS, mapped the yield and moisture
ofharvestedcropopera ons.
MachineCommunica ons
The automa on methods described
above generate massive amounts of data.
However, the data are not limited to on‐
vehicle storage or even to on‐the‐go
decision making. Inter‐machine
communica on greatly increases the
poten alofthesesystems.
In the last few years, the commercial
applica on of telema cs devices on
machines has been increasing in
agriculture, thus empowering a closer
connec on between farmers and dealers
in managing machine up me and
maintenance services. Other applica ons
for machine communica on systems
includefleetandassetmanagement.
As we strive for higher TFP levels, these
high‐end applica ons are moving toward
systems with increasingly advanced
informa on and communica on
technologies (ICT) capabili es, including
data communica on management from
machinetooff‐machinedatastores.Other
ICT capabili es under development
include vehicle‐to‐vehicle opera ons
managementinthefield.
As ICT con nues to penetrate produc on
systems, a massive network is being
developed of machine systems that are
pla orms for value crea on—well beyond
p r o d u c v i t y f r o m a g r i c u l t u ra l
mechaniza on intended for the farmer or
the farm site. These systems are collec ng
and managing informa on with poten al
value in downstream value‐chain
opera ons that use crop or drive systems
toachieveenvironmentalsustainability.
As intelligent mobile equipment for
worksite solu ons has evolved over the
last 20 years, agricultural mechaniza on
has also evolved from a bo om‐up
integra on of the founda ons of ICT
applied to basic mechaniza on systems
required for crop produc on. The primary
machine capabili es of precision sensing,
advanced control systems, and
communica ons have created the
poten al for the emergence of Cyber‐
Physical System (CPS) from produc on
agriculturalsystems.
Although these advanced technologies
are not uniformly distributed among
pla orms and produc on systems, where
they exist, there are opportuni es to
leverage ICT to increase produc on
systems capabili es. Looking ahead, it is
expectedthatthebusinessvalueof ICT will
expandtoaddi onalpla orms.
Technologies integrated on vehicles must
work seamlessly with other systems.
Drawbacks of some ini al a empts for ICT
capabili es have been the significant me
required for setup or management, the
lack of a common architecture, the lack of
standardiza on among industries, and the
lack of standardiza on with the farmer in
mind as a user of ICT. Recently, several
organiza ons have been working to
d e v e l o p s t a n d a r d s , a n d s o m e
improvements have already been
developedorareinprocess.
Centers with machine knowledge can help
increase equipment up me and an cipate
machine system failures based on vehicle
state variables in opera on. Machine data
that provide a be er understanding of
machineusecanalsoleadtomoreefficient
system designs that meet the needs of
farmers. Agronomic data will create new
opportuni es for intensive modeling and
simula on that can improve produc on
efficiency by an cipa ng the impact of
weatherandvariousproduc onmethods.
In the future, ICT will enable the
development of new pla orms that can
provide more support to produc on
agriculture by taking advantage of
opportuni es to connect farmers, the
value chain, and society in ways that are
beyond present capabili es. Today, we are
extremely close to having true CPS and
control systems for measuring the “pulse”
of agricultural produc vity on planet
Earth.
Conclusion
Agricultural mechaniza on will be a key
factor to achieving our TFP goals and
feeding a growing planet. Looking ahead,
agricultural machines will become data‐
rich sensing and monitoring systems that
can map the performance of both
machines and the environment they work
on with precision resolu on and accuracy,
and this capability will unlock levels of
informa on about produc on agriculture
thatwereheretoforeunavailable.
22