Bharat Forge had traditionally focused on large forgings for the domestic market using manual production processes. However, as the market changed, Bharat Forge reinvented its business model by 1) targeting smaller forgings and global automotive customers, 2) providing assembled components instead of raw forgings, 3) expanding into the European market, 2) modernizing production with automated presses and educated employees instead of manual labor, and 3) lowering financing costs by taking on foreign currency debt. These changes helped Bharat Forge adapt to market changes, improve quality and efficiency, access new growth markets, and lower costs.
The document discusses Adani Group's integrated business model across resources, logistics and energy. It positions the group as a leading player in coal trading and mining, port operations, power generation and transmission. Key areas of focus and growth include expanding coal mining assets in India and overseas, developing new ports and expanding existing ones, and growing power generation and transmission infrastructure to link resources to energy customers. The integrated model aims to leverage synergies across business divisions.
Bharat Forge Limited (BFL) is India's largest forging company with global operations. It produces automotive and industrial components using forging and machining processes. BFL has over 10,000 employees, manufacturing facilities in India, Germany, and Sweden, and supplies components to major automotive brands worldwide. The company pursues growth through expansion into new sectors like energy and strategic partnerships with global firms.
The document provides information about Bharat Forge Limited, an Indian manufacturing company. It discusses the company's registered name, mission and vision statement, year of establishment, promoters, current turnover, growth statistics, major product lines, brands, location of operations, number of employees, and future plans. The document contains details about Bharat Forge's open die forging and closed die forging product lines.
Executive Summary
Bharat Forge Limited, is the world's largest single-location forging company, with an annual output of over 4,03,750 TPA.
BFL is among the top 26 innovative companies in India.
The world's largest forging company with manufacturing facilities spread across India, Germany, Sweden etc.
It is India's largest manufacturer and exporter of automotive components.
BFL has a diversified global customer base including the top five CV & PV manufacturers in the world, automotive, power, oil and gas industries.
Introduction
Incorporated in 1961 by Neelkanthrao Kalyani BFL is the flagship company of the Pune-based Kalyani Group, which has interest in forging, auto components, specialty steels, infrastructure, renewable energy and specialty chemicals business.
Today it is the Largest forging company in the world.
The company operates in two main segments – manufacturing of automotive components (vehicles, diesel engines) and non-automotive components (railways, energy, construction equipment.)
As of 18-10-2016 stock value of BFL
BSE- Rs. 915.40 NSE-Rs. 916
(Source- MoneyControl)
SWOT_Analysis_of_2_wheeler_automobile_industry_in_india, A_seminar_by_Mohan_K...Mohan Kumar G
This document outlines a seminar presentation on SWOT analysis. It begins with defining SWOT analysis as a structured planning method to evaluate the strengths, weaknesses, opportunities, and threats of a project, business, or personal goals. It then covers the internal and external factors analyzed in a SWOT, how to construct a SWOT matrix, and when, how, and where SWOT analysis can be used. The document applies SWOT specifically to analyzing the Indian automobile industry and two-wheeler company Hero Motocorp, providing an overview of the company and conducting a SWOT analysis.
Tata Steel is an Indian steel company and subsidiary of Tata Group. It has manufacturing operations in 26 countries and employs around 80,500 people. Some key points:
- Tata Steel was established in 1907 and is headquartered in Mumbai, India. It acquired UK steelmaker Corus in 2007 in its largest international acquisition.
- It has an annual crude steel capacity of 25.3 million tonnes and is the 11th largest steel producer globally.
- The company's vision is to be a global benchmark in value creation and corporate citizenship through excellence of people, innovation, and conduct.
- Tata Steel has manufacturing facilities in India, Europe, Southeast Asia and produces a variety of
Bharat Forge Ltd is an Indian manufacturing company that produces closed die forgings and open die forgings. It has a workforce of 10,000 employees across various sectors including automotive, industrial, and engineering. The company is a market leader in closed die forgings with a 45% market share. It faces competition from companies like Mahindra CIE, Ramkrishna Forgings, and Electrosteel Castings. Bharat Forge has a robust organizational structure and focuses on training and developing its employees. It has received several national and international awards for its health, safety, and management practices.
The document discusses Adani Group's integrated business model across resources, logistics and energy. It positions the group as a leading player in coal trading and mining, port operations, power generation and transmission. Key areas of focus and growth include expanding coal mining assets in India and overseas, developing new ports and expanding existing ones, and growing power generation and transmission infrastructure to link resources to energy customers. The integrated model aims to leverage synergies across business divisions.
Bharat Forge Limited (BFL) is India's largest forging company with global operations. It produces automotive and industrial components using forging and machining processes. BFL has over 10,000 employees, manufacturing facilities in India, Germany, and Sweden, and supplies components to major automotive brands worldwide. The company pursues growth through expansion into new sectors like energy and strategic partnerships with global firms.
The document provides information about Bharat Forge Limited, an Indian manufacturing company. It discusses the company's registered name, mission and vision statement, year of establishment, promoters, current turnover, growth statistics, major product lines, brands, location of operations, number of employees, and future plans. The document contains details about Bharat Forge's open die forging and closed die forging product lines.
Executive Summary
Bharat Forge Limited, is the world's largest single-location forging company, with an annual output of over 4,03,750 TPA.
BFL is among the top 26 innovative companies in India.
The world's largest forging company with manufacturing facilities spread across India, Germany, Sweden etc.
It is India's largest manufacturer and exporter of automotive components.
BFL has a diversified global customer base including the top five CV & PV manufacturers in the world, automotive, power, oil and gas industries.
Introduction
Incorporated in 1961 by Neelkanthrao Kalyani BFL is the flagship company of the Pune-based Kalyani Group, which has interest in forging, auto components, specialty steels, infrastructure, renewable energy and specialty chemicals business.
Today it is the Largest forging company in the world.
The company operates in two main segments – manufacturing of automotive components (vehicles, diesel engines) and non-automotive components (railways, energy, construction equipment.)
As of 18-10-2016 stock value of BFL
BSE- Rs. 915.40 NSE-Rs. 916
(Source- MoneyControl)
SWOT_Analysis_of_2_wheeler_automobile_industry_in_india, A_seminar_by_Mohan_K...Mohan Kumar G
This document outlines a seminar presentation on SWOT analysis. It begins with defining SWOT analysis as a structured planning method to evaluate the strengths, weaknesses, opportunities, and threats of a project, business, or personal goals. It then covers the internal and external factors analyzed in a SWOT, how to construct a SWOT matrix, and when, how, and where SWOT analysis can be used. The document applies SWOT specifically to analyzing the Indian automobile industry and two-wheeler company Hero Motocorp, providing an overview of the company and conducting a SWOT analysis.
Tata Steel is an Indian steel company and subsidiary of Tata Group. It has manufacturing operations in 26 countries and employs around 80,500 people. Some key points:
- Tata Steel was established in 1907 and is headquartered in Mumbai, India. It acquired UK steelmaker Corus in 2007 in its largest international acquisition.
- It has an annual crude steel capacity of 25.3 million tonnes and is the 11th largest steel producer globally.
- The company's vision is to be a global benchmark in value creation and corporate citizenship through excellence of people, innovation, and conduct.
- Tata Steel has manufacturing facilities in India, Europe, Southeast Asia and produces a variety of
Bharat Forge Ltd is an Indian manufacturing company that produces closed die forgings and open die forgings. It has a workforce of 10,000 employees across various sectors including automotive, industrial, and engineering. The company is a market leader in closed die forgings with a 45% market share. It faces competition from companies like Mahindra CIE, Ramkrishna Forgings, and Electrosteel Castings. Bharat Forge has a robust organizational structure and focuses on training and developing its employees. It has received several national and international awards for its health, safety, and management practices.
SAIL was formed in 1973 as a holding company for various steel plants and mines. It later became an operating company, merging the steel plants and spinning off other businesses. Over time it acquired several other steel companies. SAIL is currently India's largest steel producer, with various integrated steel plants, mines, and other facilities. It has extensive business operations and joint ventures within India and internationally.
We recommend Cintas Corporation as a HOLD with a 12-month price target of $81, representing an upside of 0.77% from the current price of $81.32. Key factors leading to a neutral outlook include limited opportunities for organic growth, continued emphasis on cross-selling and acquisitions to improve margins, and an aggressive capital return plan including share buybacks.
1. The document discusses the welfare facilities provided by Bhilai Steel Plant (BSP) to its employees. It provides an overview of BSP, including its production capacity and certifications.
2. BSP provides various welfare facilities to employees such as medical facilities, housing, restrooms, maternity benefits, canteens, promotion policies, and retirement benefits.
3. The document analyzes employees' satisfaction with these welfare facilities through surveys and presents the results in graphs. It identifies areas for improvement and provides recommendations.
The document discusses the steel industry in India. It provides an introduction to the steel industry, noting that India is the 8th largest producer of crude steel globally. It then discusses the market scenario for steel in India, highlighting increasing consumption. The document also discusses the global steel scenario, major players in the Indian steel industry like SAIL and Tata Steel, pricing strategies, and opportunities for growth in the industry.
Tesla’s mission is to accelerate the world’s transition to sustainable energy. To achieve that goal, we must produce electric vehicles in sufficient volume to force change in the automobile industry. With a planned production rate of 500,000 cars per year in the latter half of this decade, Tesla alone will require today’s entire worldwide production of lithium ion batteries. The Tesla Gigafactory was born of necessity and will supply enough batteries to support our projected vehicle demand.
Tesla broke ground on the Gigafactory in June 2014 outside Sparks, Nevada, and we expect to begin battery cell production by the end of this year. By 2018, the Gigafactory will reach full capacity and produce more lithium ion batteries annually than were produced worldwide in 2013.
In cooperation with Panasonic and other strategic partners, the Gigafactory will produce batteries for significantly less cost using economies of scale, innovative manufacturing, reduction of waste, and the simple optimization of locating most manufacturing process under one roof. We expect to drive down the per kilowatt hour (kWh) cost of our battery pack by more than 30 percent. The Gigafactory will also be powered by renewable energy sources, with the goal of achieving net zero energy.
The name Gigafactory comes from the factory’s planned annual battery production capacity of 35 gigawatt-hours (GWh). “Giga” is a unit of measurement that represents “billions”. One GWh is the equivalent of generating (or consuming) one billion watts for one hour—one million times that of one kWh.
Tata Steel is one of the largest steel companies in the world. It was established in 1907 by Jamshetji Tata and is now a Fortune 500 company with over 81,000 employees globally. Tata Steel has major production facilities in India, the UK, Netherlands, Thailand, Singapore, China, and Australia. It has a global annual crude steel capacity of over 28 million tonnes. Tata Steel is committed to excellence, innovation, and social responsibility. It was the first integrated steel plant outside of Japan to receive the Deming Application Prize and Deming Grand Prize for excellence in quality management.
This document provides information about an internship project conducted at Bharat Forge Ltd. to address the problem of a crankshaft journal slipping from the grip of a split ring during fatigue testing. The project aims to study force distribution on the journal using simulation software and suggest redesigning the split ring for better performance. It includes details about Bharat Forge Ltd., the forging process used, and departments involved. The summary explores solutions to improve clamping of the crankshaft during fatigue testing.
The document is a project report analyzing India's oil and natural gas sector, with a focus on Oil and Natural Gas Corporation (ONGC). It provides an overview of ONGC, describing its operations, financial performance, and global ranking. It also analyzes industry trends in production, consumption, and policy. A SWOT analysis identifies ONGC's strengths, weaknesses, opportunities, and threats. The report examines ONGC's financial ratios and future projects. It compares ONGC's performance to Reliance Industries and evaluates ONGC's stock chart patterns.
The document summarizes the Indian steel industry. It states that India is the 5th largest steel producer globally and is projected to become the 2nd largest by 2015-2016. The key players in the industry are Tata Steel, Jindal Steel & Power, Jindal Iron & Steel, Essar Steel, and Steel Authority of India. The industry faces challenges such as delays in land acquisition and lack of infrastructure. The government aims to support the industry through infrastructure development and policies promoting foreign investment and SEZs.
This document provides an overview of Jindal Steel and Power Limited (JSPL), an Indian steel and energy company. It outlines JSPL's mission to be a globally admired organization that enhances stakeholders' quality of life through sustainable development. The document then discusses JSPL's business segments including steel, cement, coal and iron ore mining, power, and future petroleum projects. It also summarizes JSPL's financial performance, competitive advantages of backward integration, expansion plans, strategic goals, corporate governance policies, and corporate social responsibility initiatives.
A STUDY OF JSW – AN INDIAN STEEL MANUFACTURING COMPANYKushal Shah
the world. The purpose of the study is to evaluate the actual condition and trend of the steel industry in India With Reference to Jsw Steel Company Growth. The steady growth of production and consumption indicates that India has set a higher growth path by the end of the decade. JSW Steel increased the size of its steel-making operations at a faster rate through both organic and inorganic routes. Currently, Jsw Steel in the midst of ramping up their operations further through the implementation of brownfield expansion projects. JSW Steel’s lower capital expenditure per tonnes leads to higher return profile. A lower gestation period and capex to set up a new facility lead to a higher return on capital and equity for JSW Steel. The franchise-based authorized retail format (Jsw Shoppe) create a sustainable differentiator for JSW Steel's exclusive value-added products and service offerings. Digital Marketing Through LinkedIn, Facebook and other Social Media to Interacting with Customer. Jsw Shoppe Is beneficial for not only Urban Market but for Rural Market Too. Jsw Steel Jsw Shoppe Case study use for Harvard case study of retail marketing. JSW Steel is also among the fastest-growing companies in India with 18.91% net sales of steel and 15% profit margin which is highest amongst steel industry competitors. JSW Steel has plans to increase its manufacturing capacity to 44-45 million tons per annum by 2030 from the present 19 million tonnes.
A financial project report on jindal steel powerBhavik Parmar
Jindal Steel and Power Limited (JSPL) is an Indian steel and energy company headquartered in New Delhi. It is part of the diversified Jindal Group founded by O.P. Jindal in 1969. JSPL has annual turnover of over $4 billion and produces steel, power, cement and infrastructure. It has integrated steel plants and captive power and coal mines. The company aims to grow rapidly to contribute to India's development. However, rising expenses have decreased profits in recent years despite increasing sales. The company's reserves and assets have grown substantially but current assets have declined, affecting liquidity. JSPL has received several business awards and recognition for its performance and growth.
Caterpillar is the world's largest manufacturer of heavy equipment. It markets its products in construction, mining, agriculture, and forestry. Recent acquisitions include Bucyrus. Competitors include Deere & Co., Komatsu, and Joy Mining. The company began in the late 1800s and saw growth throughout the 20th century through expansion globally and a focus on product quality and service. Today Caterpillar operates worldwide with over 300 machine models and offers financing, parts, and training services through its dealer network.
This presentation discusses the core competencies of Larsen and Toubro (L&T), an Indian engineering, construction, and manufacturing company. It begins by defining core competency as a specific set of skills or techniques that deliver value to customers. The presentation then provides an introduction to L&T, describing its business areas and size. L&T's core competencies are then outlined, including process technology, engineering services, modular fabrication, procurement, project management, and construction capabilities. The presentation also describes L&T's competency cells that focus on upgrading skills and methods. It concludes by listing some of L&T's global certification benchmarks.
This is a project of Ratio Analysis uploaded for MBA 2nd Semester students. This is of Fatima Fertilizer, Pakistan. Hope will help you a lot. If any question feel free to mail me. Tk all.
Tata Group is one of India's largest conglomerates, comprising over 90 operating companies in several business sectors. The document analyzes Tata Group using BCG matrix and SWOT analysis. In the BCG matrix, Tata Steel, TCS, and Indian Hotels are classified as stars. Tata Power, motors, and consumer products are cash cows. Telecom and real estate are question marks and dogs. The SWOT analysis identifies strengths like global presence, and weaknesses like inability to compete in passenger vehicles. Opportunities include new markets and threats include competition.
The document provides an overview of the Indian automobile industry. It discusses the industry's history, current market size and growth, major investments, government initiatives, and future outlook. Some key points:
- The Indian auto industry is one of the largest in the world, with annual production of over 23 million vehicles as of 2014-15. It accounts for 7.1% of India's GDP.
- Two-wheelers dominate the market with an 81% share. Passenger vehicles have a 13% share. Exports have also been growing steadily in recent years.
- Major global automakers like Ford, GM, and Chrysler are investing billions of dollars in India to expand manufacturing capacity and launch new models
Organizational Structure & Leadership Style in M/s Larsen & Toubro , ...Subhrajyoti Parida
A project report by a group of Management stundents of NITIE, Mumbai on Organizational Structure & Leadership Style in L&T \'s Aerospace SBU in Mumbai.
Bharat Forge is the world's second largest forging company, founded in 1961 in Pune, India. It has manufacturing plants around the world and is a major supplier to automotive OEMs. The company's mission is to be the number one forging company globally by 2008 through state-of-the-art facilities, global scale manufacturing, technology leadership, and a talented engineering workforce. Bharat Forge pursues innovation and quality to deliver value to customers through strategic partnerships and fast execution.
Force Motors is an automobile company in India that manufactures commercial vehicles and tractors. It has two manufacturing plants and recently opened a new one in Chennai. The company has a small market share but is expanding production capacity and product lines. It focuses on research and development to remain competitive in the automotive industry.
SAIL was formed in 1973 as a holding company for various steel plants and mines. It later became an operating company, merging the steel plants and spinning off other businesses. Over time it acquired several other steel companies. SAIL is currently India's largest steel producer, with various integrated steel plants, mines, and other facilities. It has extensive business operations and joint ventures within India and internationally.
We recommend Cintas Corporation as a HOLD with a 12-month price target of $81, representing an upside of 0.77% from the current price of $81.32. Key factors leading to a neutral outlook include limited opportunities for organic growth, continued emphasis on cross-selling and acquisitions to improve margins, and an aggressive capital return plan including share buybacks.
1. The document discusses the welfare facilities provided by Bhilai Steel Plant (BSP) to its employees. It provides an overview of BSP, including its production capacity and certifications.
2. BSP provides various welfare facilities to employees such as medical facilities, housing, restrooms, maternity benefits, canteens, promotion policies, and retirement benefits.
3. The document analyzes employees' satisfaction with these welfare facilities through surveys and presents the results in graphs. It identifies areas for improvement and provides recommendations.
The document discusses the steel industry in India. It provides an introduction to the steel industry, noting that India is the 8th largest producer of crude steel globally. It then discusses the market scenario for steel in India, highlighting increasing consumption. The document also discusses the global steel scenario, major players in the Indian steel industry like SAIL and Tata Steel, pricing strategies, and opportunities for growth in the industry.
Tesla’s mission is to accelerate the world’s transition to sustainable energy. To achieve that goal, we must produce electric vehicles in sufficient volume to force change in the automobile industry. With a planned production rate of 500,000 cars per year in the latter half of this decade, Tesla alone will require today’s entire worldwide production of lithium ion batteries. The Tesla Gigafactory was born of necessity and will supply enough batteries to support our projected vehicle demand.
Tesla broke ground on the Gigafactory in June 2014 outside Sparks, Nevada, and we expect to begin battery cell production by the end of this year. By 2018, the Gigafactory will reach full capacity and produce more lithium ion batteries annually than were produced worldwide in 2013.
In cooperation with Panasonic and other strategic partners, the Gigafactory will produce batteries for significantly less cost using economies of scale, innovative manufacturing, reduction of waste, and the simple optimization of locating most manufacturing process under one roof. We expect to drive down the per kilowatt hour (kWh) cost of our battery pack by more than 30 percent. The Gigafactory will also be powered by renewable energy sources, with the goal of achieving net zero energy.
The name Gigafactory comes from the factory’s planned annual battery production capacity of 35 gigawatt-hours (GWh). “Giga” is a unit of measurement that represents “billions”. One GWh is the equivalent of generating (or consuming) one billion watts for one hour—one million times that of one kWh.
Tata Steel is one of the largest steel companies in the world. It was established in 1907 by Jamshetji Tata and is now a Fortune 500 company with over 81,000 employees globally. Tata Steel has major production facilities in India, the UK, Netherlands, Thailand, Singapore, China, and Australia. It has a global annual crude steel capacity of over 28 million tonnes. Tata Steel is committed to excellence, innovation, and social responsibility. It was the first integrated steel plant outside of Japan to receive the Deming Application Prize and Deming Grand Prize for excellence in quality management.
This document provides information about an internship project conducted at Bharat Forge Ltd. to address the problem of a crankshaft journal slipping from the grip of a split ring during fatigue testing. The project aims to study force distribution on the journal using simulation software and suggest redesigning the split ring for better performance. It includes details about Bharat Forge Ltd., the forging process used, and departments involved. The summary explores solutions to improve clamping of the crankshaft during fatigue testing.
The document is a project report analyzing India's oil and natural gas sector, with a focus on Oil and Natural Gas Corporation (ONGC). It provides an overview of ONGC, describing its operations, financial performance, and global ranking. It also analyzes industry trends in production, consumption, and policy. A SWOT analysis identifies ONGC's strengths, weaknesses, opportunities, and threats. The report examines ONGC's financial ratios and future projects. It compares ONGC's performance to Reliance Industries and evaluates ONGC's stock chart patterns.
The document summarizes the Indian steel industry. It states that India is the 5th largest steel producer globally and is projected to become the 2nd largest by 2015-2016. The key players in the industry are Tata Steel, Jindal Steel & Power, Jindal Iron & Steel, Essar Steel, and Steel Authority of India. The industry faces challenges such as delays in land acquisition and lack of infrastructure. The government aims to support the industry through infrastructure development and policies promoting foreign investment and SEZs.
This document provides an overview of Jindal Steel and Power Limited (JSPL), an Indian steel and energy company. It outlines JSPL's mission to be a globally admired organization that enhances stakeholders' quality of life through sustainable development. The document then discusses JSPL's business segments including steel, cement, coal and iron ore mining, power, and future petroleum projects. It also summarizes JSPL's financial performance, competitive advantages of backward integration, expansion plans, strategic goals, corporate governance policies, and corporate social responsibility initiatives.
A STUDY OF JSW – AN INDIAN STEEL MANUFACTURING COMPANYKushal Shah
the world. The purpose of the study is to evaluate the actual condition and trend of the steel industry in India With Reference to Jsw Steel Company Growth. The steady growth of production and consumption indicates that India has set a higher growth path by the end of the decade. JSW Steel increased the size of its steel-making operations at a faster rate through both organic and inorganic routes. Currently, Jsw Steel in the midst of ramping up their operations further through the implementation of brownfield expansion projects. JSW Steel’s lower capital expenditure per tonnes leads to higher return profile. A lower gestation period and capex to set up a new facility lead to a higher return on capital and equity for JSW Steel. The franchise-based authorized retail format (Jsw Shoppe) create a sustainable differentiator for JSW Steel's exclusive value-added products and service offerings. Digital Marketing Through LinkedIn, Facebook and other Social Media to Interacting with Customer. Jsw Shoppe Is beneficial for not only Urban Market but for Rural Market Too. Jsw Steel Jsw Shoppe Case study use for Harvard case study of retail marketing. JSW Steel is also among the fastest-growing companies in India with 18.91% net sales of steel and 15% profit margin which is highest amongst steel industry competitors. JSW Steel has plans to increase its manufacturing capacity to 44-45 million tons per annum by 2030 from the present 19 million tonnes.
A financial project report on jindal steel powerBhavik Parmar
Jindal Steel and Power Limited (JSPL) is an Indian steel and energy company headquartered in New Delhi. It is part of the diversified Jindal Group founded by O.P. Jindal in 1969. JSPL has annual turnover of over $4 billion and produces steel, power, cement and infrastructure. It has integrated steel plants and captive power and coal mines. The company aims to grow rapidly to contribute to India's development. However, rising expenses have decreased profits in recent years despite increasing sales. The company's reserves and assets have grown substantially but current assets have declined, affecting liquidity. JSPL has received several business awards and recognition for its performance and growth.
Caterpillar is the world's largest manufacturer of heavy equipment. It markets its products in construction, mining, agriculture, and forestry. Recent acquisitions include Bucyrus. Competitors include Deere & Co., Komatsu, and Joy Mining. The company began in the late 1800s and saw growth throughout the 20th century through expansion globally and a focus on product quality and service. Today Caterpillar operates worldwide with over 300 machine models and offers financing, parts, and training services through its dealer network.
This presentation discusses the core competencies of Larsen and Toubro (L&T), an Indian engineering, construction, and manufacturing company. It begins by defining core competency as a specific set of skills or techniques that deliver value to customers. The presentation then provides an introduction to L&T, describing its business areas and size. L&T's core competencies are then outlined, including process technology, engineering services, modular fabrication, procurement, project management, and construction capabilities. The presentation also describes L&T's competency cells that focus on upgrading skills and methods. It concludes by listing some of L&T's global certification benchmarks.
This is a project of Ratio Analysis uploaded for MBA 2nd Semester students. This is of Fatima Fertilizer, Pakistan. Hope will help you a lot. If any question feel free to mail me. Tk all.
Tata Group is one of India's largest conglomerates, comprising over 90 operating companies in several business sectors. The document analyzes Tata Group using BCG matrix and SWOT analysis. In the BCG matrix, Tata Steel, TCS, and Indian Hotels are classified as stars. Tata Power, motors, and consumer products are cash cows. Telecom and real estate are question marks and dogs. The SWOT analysis identifies strengths like global presence, and weaknesses like inability to compete in passenger vehicles. Opportunities include new markets and threats include competition.
The document provides an overview of the Indian automobile industry. It discusses the industry's history, current market size and growth, major investments, government initiatives, and future outlook. Some key points:
- The Indian auto industry is one of the largest in the world, with annual production of over 23 million vehicles as of 2014-15. It accounts for 7.1% of India's GDP.
- Two-wheelers dominate the market with an 81% share. Passenger vehicles have a 13% share. Exports have also been growing steadily in recent years.
- Major global automakers like Ford, GM, and Chrysler are investing billions of dollars in India to expand manufacturing capacity and launch new models
Organizational Structure & Leadership Style in M/s Larsen & Toubro , ...Subhrajyoti Parida
A project report by a group of Management stundents of NITIE, Mumbai on Organizational Structure & Leadership Style in L&T \'s Aerospace SBU in Mumbai.
Bharat Forge is the world's second largest forging company, founded in 1961 in Pune, India. It has manufacturing plants around the world and is a major supplier to automotive OEMs. The company's mission is to be the number one forging company globally by 2008 through state-of-the-art facilities, global scale manufacturing, technology leadership, and a talented engineering workforce. Bharat Forge pursues innovation and quality to deliver value to customers through strategic partnerships and fast execution.
Force Motors is an automobile company in India that manufactures commercial vehicles and tractors. It has two manufacturing plants and recently opened a new one in Chennai. The company has a small market share but is expanding production capacity and product lines. It focuses on research and development to remain competitive in the automotive industry.
Vikas Dhondiba Shinde is seeking a position in project management and product development with a growth-oriented organization where he can utilize his 7 years of experience in mechanical engineering. He has a Bachelor's degree in Mechanical Engineering and has worked at Mahindra & Mahindra and Kirloskar Pneumatics Co. in roles involving manufacturing engineering, project management, and industrial engineering. Some of his responsibilities have included equipment selection and installation, process design, budget preparation, and layout planning for new projects. He is proficient in CAD, Microsoft Office, Oracle, and SAP software.
This document provides an overview of Bharat Forge Limited, a leading Indian forging company. It discusses Bharat Forge's global expansion, facilities, products, customers, and strategies. Some key points:
- Bharat Forge is India's largest forging company and a global leader in metal forming, with facilities in India, Germany, and Sweden.
- Its main customers include major automotive brands like Daimler, Toyota, BMW, and others. Products include automotive and industrial components.
- The company aims to grow through strategic acquisitions, expanding into new sectors like energy and power, and increasing technology through partnerships with universities.
- Under the leadership of
Bharat Forge is an Indian multinational company and global leader in metal forging. It has a presence across 10 locations in 6 countries. Bharat Forge serves major customers in automotive, power, oil and gas, locomotive, marine, aerospace, and construction industries. It has a wide product portfolio and a focus on advanced technology, strategic partnerships, and quality. While Bharat Forge faces challenges from macroeconomic uncertainty and raw material price fluctuations, it is well positioned for growth through expanding its portfolio and presence in key sectors like aerospace and railways with a focus on new technologies like Industry 4.0.
The document provides an overview of Caparo India, a subsidiary of UK-based Caparo Group. Caparo India began operations in 1994 through a joint venture with Maruti Suzuki and now has two strategic business entities and over 5000 employees across 25 facilities in India. It offers automotive systems, assemblies, components and engineering solutions to Indian automotive OEMs. However, due to overcapacity built up prior to the 2008 recession, Caparo is still dealing with the impact on its finances and ratings. It is pursuing a strategy to move into higher value segments like chassis and suspension products to improve margins.
GENERATION OF PRIMARY BUSINESS PLAN: AN UPCOMING AUTOMOTIVE INDUSTRY IAEME Publication
Studying the recent advancements in Industrial Engineering stream, we have tried to examine the trend and behavior of an industry before it is actually commissioned and erected. A need of a detailed plan describing its whereabouts, its capacity, and behavior as well as expense in terms of
area, money and parameters like marketability, budget and need of human resource is felt. So, we have tried to develop a detailed business plan according to which the future of industry can be forecasted. We have incorporated various parameters used as a tool in industrial engineering.
This document provides a summary of the business plan for a proposed new automotive manufacturing company called Tavishi Motors in India. The plan outlines that Tavishi Motors will be the first company to manufacture quad bikes/ATVs in India. It defines the company's mission to produce quad bikes domestically at a lower cost. The business plan forecasts growing demand for ATVs in India due to a large young population and lack of domestic production currently. It proposes manufacturing a series of quad bikes under the Tavishi Motors brand to serve various customer groups. The plan also describes the infrastructure needed, including a star topology factory layout and two logistics centers to facilitate just-in-time delivery.
Brand awareness of prestolite battery fullnirav333
Tudor India Limited manufactures Prestolite batteries in India as a wholly owned subsidiary of CMP Batteries Ltd., UK, which is part of the world's largest battery manufacturing group. Tudor India was incorporated in 1986 and manufactures automotive and industrial batteries at its plant in Gujarat. The company provides maintenance-free lead acid batteries for applications such as vehicles, UPS systems, inverters, and more. Tudor India aims to introduce new industrial and sealed battery types to the Indian market.
The document provides information about Bharat Earth Movers Limited (BEML), a public sector undertaking in India. It discusses BEML's corporate structure, products, manufacturing units, marketing network, and collaborators. Some key points:
- BEML was established in 1964 and manufactures mining equipment, rail coaches, and defense products. It has three manufacturing units in Bangalore, Mysore, and Kolar Gold Fields.
- The company's products include bull dozers, hydraulic excavators, dump trucks, rope shovels, motor graders, and railway coaches.
- It has a nationwide marketing network and exports products to over 50 countries. Collaborators include Komatsu, Indresco
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1. RE-INVENTING
BUSINESS MODEL
Bharat Forge
ABSTRACT
How Bharat Forge Re-InventeditsBusinessModel toStay
RelevantandMaintainItsCompetitive Advantage
Group A
Michelle D’Souza,Amol Deshpande,VinodMaliyekal,
SanmeetDhokay,MandarRisbud
2. Contents
Bharat Forge – Background.................................................................................................................2
Analysis of Old Business Model............................................................................................................4
Vision and Mission..........................................................................................................................5
Functional Strategy.........................................................................................................................5
Value Proposition and Business Model.............................................................................................8
The Existing Value Loop...................................................................................................................9
Bharat Forge – The Re-invented Business Model ................................................................................10
Change in Choices and Their Consequences....................................................................................10
The Value Loop.............................................................................................................................13
Conclusion .......................................................................................................................................14
3. Bharat Forge – Background
Bharat Forge Ltd (B.F.L) wasstartedby NilkanthraoKalyani in1961 in Pune.Todayitisa part of the USD
2.5 billionKalyani Group,withinterestsin automotive,power,oil and gas,construction&mining,
locomotive, marineandaerospace industries.
It isthe world’slargestforgingcompanywithfacilitiesinIndia,Germany,France,SwedenandNorth
America.Itmanufacturesa wide range of highperformance componentsforboththe autoand non-auto
sectors.It isthe largestIndianexporterof automotivepartstothe global automobile industryandhasa
global clientele spreadacrossall majorcontinents.
B.F.L hasa customerbase that includesthe top-5global commercialvehicle andpassengervehicle
manufacturers,andvirtuallyeveryglobal OEMandTierI supplierinthe automotive space andawide
range of marquee customersinthe industrial sector,BFLtodayisamongthe few global component
manufacturerswithcapabilitytoofferfrontlinedesignandengineering,dual shore manufacturing
capability,andfull-servicesupplycapability.
The company is now looking to diversifybeyond automotive sector and has embarked on an
ambitious journey to redefine its existingpresence across several critical businessverticals such as
oil & gas, power, rail & marine, aerospace, metals & mining, construction and general engineering.
(Bharat Forge Limited).
Bharat Forge – Global Capacity and Workforce (Annual Report FY16-17)
Timeline
1961 – Companyincorporated(incollaborationwithSteel
ImprovementandForge Co.,USA (SIFCO),Commercial productionof
forgingsbeganin1966 withthe settingupof a plantat Mundhwa
NearPune)
4. 1982 - BalchandraInvestmentPvt.ltd.,becameawhollyownedsubsidiary
of the Companyandconsequently,adeemedpubliclimitedcompanyunder
Section43-A of the CompaniesAct,1956.
1983 - AnagreementwasconcludedwithTokyoDropForgingCo.,Ltd.,of
Japan fortechnologyupgradation.
1984 - Forge Investment Ltd.,andMundhwaInvestmentLtd.,became
subsidiariesof BalchandrainvestmentLtd.,witheffectfrom4th
January.
1985 - The installedcapacityof steel forgingsatPune wasfurther
increasedfrom30,000 tonnesto 40,000 tonnesperannum.
1995 - The Companyenteredintoatechnical knowhow andassistance
agreementwithMetalartCorporation,Japanforthe manufacture of
small precision forgings.
1998 - The Companydecidedtogo aheadwiththe implementationof the
Mundhwa projectforadditional forgingscapacityof 38,000 Tonnes.
2003 – Acquisitionof Carl Dan PeddinghausGmbH(CDP) of Germany
2005 - Bharat Forge acquiresImatraKilstaAB,Sweden&ScottishStampings,
Scotland.Bharat Forge Ltd signedaJointVenture contractwithFAW
Corporationforits forgingbusiness(Entersthe ChinaMarket).
2008 -AlstomandBharat Forge setup a JointVenture tomanufacture
state-of-the-artsuper-critical powerplantequipmentsinIndia
2014 - Saab andthe Kalyani Groupsigna StrategicPartnershipforthe manufacture of Air
defense inIndia.
2016 - Boeingawards777X titaniumforgingcontractto Bharat Forge
(MoneyControl)
5. Analysis of Old Business Model
Bharat Forge since itsinceptiontothe late 80’s – earlyninetieswasafirmfocusedon basic forgingwork,
whichwaslabor intensive andlowskilledwork,employingprimarilybluecollarworkers.Thismeantthat
BFL wasn’ttoo focusedondesignorvalue addedwork,butratheron low cost as itsmainvalue
propositiontoitsclients.
Manufacturingwaslimitedtoa commercial hammershedwithacapacityof 3000 MT. The focuswas on
large industrial scale forgingandnotat the massconsumerfocusedmarketlike automobilesetc.The
workshopwasnotable to utilize full capacity.
Bharat Forge startedoff in the earlydaysby supplyingtoKirloskarIndustries,whichwereinneedof
large forgingsforitsengineeringdivision.Bythe eightiesBFLhadestablisheditself asalarge domestic
manufacturerwithsteadyexportstoRussia(USSR) – Howeverithadonlysporadicordersto the western
world.BFL hadproblemswithconsistencywithlarge orders,productionwasplaguedwithqualityissues.
What is the value proposition?
Large installedcapacityforlarge forginginIndia.
Low cost producer(Cost Leader).
Close interactionwithall majorOEMManufacturesinthe country.
What are the target markets?
Primarilyfocuswasthe domesticmarket(BFLhad55% marketshare for heavyforging&85%
marketshare for machinedcrankshafts)
Russia(OldUSSR) providedasteadyexportmarket
Westernnations(USinparticularwas of interest,butreceivedonlysporadicorders)
Where doescompetitive advantage exist?
TrainedManpower
Highlyinvolvedmanagement
Large InstalledCapacityforanydomesticIndianManufacturer.
Low cost of production
6. Vision and Mission
BFL's old vision wasto be the no. 1 forging company in the world by 2008. Its new vision is to
buildIndia’seconomicbackbone,strengthennational capabilitiesand ensure abiggerglobal imprint–for
themand forthe country. Theysee themselvesnotasan engineeringcompanybutnationbuilders
workingforthe developmentof the economyandthe country.
Mission:
To use its strong platform of metallurgical knowledge, design & engineering capability and
manufacturing prowess, to create a strong position for itself in these sectors.
To grow its business aggressively by accessing global markets
To be among the top three global players in its industry segment
To set global industry benchmarks in cost, quality, technology, speed-to-market and customer
service
To expandintonewhorizons in order to transform the company from an auto component supplier
to an engineering company with diverse complementary businesses in new high growth sectors.
To listenandrespond tothe needsof itscustomers, associates and business partners and honoring
their individual value.
To be committedtoanentrepreneurial spirit that fuels the growth of our companies and increases
shareholder value
Functional Strategy
BFL enjoyed a large global market share with a strong suite of customers that included almost every
automotive OEM and Tier 1 supplier globally. The biggest auto companies in the world from Audi,
Volkswagen, Volvo, Renault, Ford, Toyota, Daimler, BMW, Chrysler, General Motors, Honda and more
depended on BFL to provide their most complicated forging requirements like machined crankshafts,
front axle beams from BFL.
BFL's competitive advantage is its unmatched capabilities to produce complex forgings of both
aluminum and steel. BFL's biggest strengths were its strong and far-sighted leadership, competitive
businessstrategiesandacustomer-oriented organizational culture and structure and it worked hard to
develop functional strategies to further these areas.
BFL focused on creating sustainable competitive advantage by taking strategic initiatives in areas of
marketing, technology & product development, operations and human resources.
Customerstrategy
Constantlyextenditspartnershipswithmajorglobal OEMsandTier 1 companies
Developcustomerrelationshipsandmove fromasuppliertoa developmentpartner andfull service
providerforcustomersfromdesigntodeliveryof finishedproducts.
The company hasfocusedonbuildingstrongdesignandengineeringcapabilitiesateachof itsglobal
locationstorespondtothe global customers’preference forsuppliershavingsuchfacilitiescloseto
theirproductdevelopmentfacilities.
7. Organizational Strategy
Movedaway frommulti-level organization to3layeredstructure forfasterdecisionmaking
Recruitingfreshwhite collaremployeesratherthanre-trainolderemployees
Cut manpowercostsbyofferingVRS
Systemdrivenmanagement
Optimizedoperations
Financial strategy:
Reduce financial coststhroughrepaymentof highcostloans
'Dollarize'the balance sheeti.e.mobilizedebtfrominternational capital marketswhichhadlower
interestrates.
Its exportswere anatural hedge againstcurrencyrisks
Manufacturingstrategy
Buildworldclassmanufacturingplantsandreachingglobal scale capacitiesinitsline of businesses.
Buildfacilitiesclose tothe global customer
Diversification strategy
Diversifieditsproduct-marketportfoliotocaterto more and more customers
Expandedintosectorslike railways,aerospace,oil andgas,power,constructionandengineering
Enteredalternate avenuestousheropportunitiesofferedbythese sectorsandde-riskthe revenue
model of the company
Acquisition:
Pursuedacquisitionto accessnewgeographical customers,enhancingtheirtechnological
capabilitiesandexpandingproductrange.
InnovationStrategy:
Achieve exponential growthonthe basisof productdevelopmentwhichrequirescapabilitiesof
manufacturinginnovative productsanddevelopingindigenoustechnologies
Huge investmentsonR&Dto delivermore value throughtheirproductsandprovide mostinnovative
solutionstotheircustomers
Risk MitigationStrategy:
Pursuedthe Dual shore modelof havingmore thanone manufacturinglocationforall core
components. Itinvolveshavingone locationclosetothe global customerandone basedina low
cost countrylike India. Since the global automobileindustrywasthe majorcustomerof the forging
industry,andthe industry hadbeen underpressure toreduce coststhroughincreasedoutsourcing
as well aswell assharingresponsibilitiesthroughsupplychainintegration,BFLbeganto pursue the
dual shore model. BFLnow hasa designandengineeringandforgingmanufacturingcapabilityfor
all itscore productsat leastattwo locationsandinmost casesmore than twocases.
Growingexportsandenhance global presence tomitigate risksrelatedtoeconomicdownturns
9. Value Proposition and Business Model
Cost: -
BFL was able tokeepdownthe costs downbyhavinglarge capacitytherebyproducinglarge
volumes.
Quality: -
Dr. Baba Kalyani,MD of BFL usedtopersonallysuperviseoperationsby visitingthe production
floorsthusensuringthatnocompromise ismade withregardsto the quality.
Scalability:-
BFL had the abilitytoscale up as perthe customersexpectationof demandbyaggressive
decisionmaking.
Employee Connect/Relations: -
Employee trainingprograms,Loanfinancingfor personal vehicles,earlyretirementoptionsfor
olderemployees,Knowing60-70% employeesbynames
CustomerFocus: -
Stocking30 daysinventoryinwarehouseslocatedclosetothe customersothat customer’s
orderscan be fulfilledquicklymanytimes.Also,keepingaresidentengineerandpeoplewith
multiple entryvisasreadyhelpedinhavingstrongcustomerfocus.
10. The Existing Value Loop
Conventional
Hammershop
Low Consistency&
Quality
Manual
Process
HighRejection
Low Design
Competence
Low Production
Output
Large Forgings
EmployingBlue
CollaredWorkers
Conventional
VendorMgmt
ServingDomestic
Market
HighInput
Costs
High
Overheads
Conventional
FinancingOptions
LimitedAvenues
to Export
LessExpansion
Scope
High
Competition
LesserMargins/
LowerProfit
Low ROCE
11. Bharat Forge – The Re-invented Business Model
As BFL was experiencing downturn in the industry, it cautiously decided to make slow but
important changes to its existing business model. These changes were made through making
appropriate changes in certain choices. They can be represented in a structured manner in
following three categories.
Change in Choices and Their Consequences
1. Choicesrelatedtomarketselectionandtargetcustomersegment
a. Entry intosmall forgingsmarketinsteadof large forgings
Historically,BFLhadconcentratedonmanufacturinglarge forgings.Ithaddevelopeda
reputationinlarge forgingsmarketbutthe future growthwasplateauing. The
commercial vehiclesectorwasfacinga downturn.However,atthe same time,the
passengercar industry inIndiawasshowingexplosive growth.Spotting this,BFLdecided
to cater to thisnew,growingsectorbyincreasingitspresence insmall forgingssegment.
The small forgingssegmentof forgingindustrywashighlyfragmentedhavingmany
small-sizeplayers.BFLusedthisopportunitytouse itssize asan advantage andinstalled
3 newforgingpresslinesleading tototal capacityof 9000 MT. ThisenabledBFLtoenter
intocontracts withmajorglobal customerssuchas Toyota,Ford andDaimlerChrysler.
b. Providingassembledforgingsinsteadof raw forgings
BFL’s relationshipwithautomotivemajorsof the worldwasstrengthening. BFL
witnessed thatthese global customers(likeToyota,Fordetc) are showinga growing
preference tohave componentsinaready-to-assemble formratherthansource
individualcomponentsfromone supplierandgetthemassembledfromasecond
supplier.Realizingthis,BFLmade a strategicchoice of supplyingcomponentsin
machinedforminsteadof oldwayof providingraw forgings.Thisrequiredtakingrisk
(especiallyinthe periodof slow down),makingfreshinvestmentsandset-upnew
productionlinestoproduce finishedmachine crankshafts.Thischangedthe entire
positioningof BFLfrom a “generic”forgingsuppliertoa “preferredstrategicsupplier”to
bestglobal automakers.Thisfurtherincreasedshare of machinedcomponentsin
company’s total business.
c. De-riskingbusinessbyfocusing onEurope market
BFL was a proven,majorplayerindomesticforgingmarket.Ithadalsosecuredsome US
contracts by servingcustomerslikeRockwell International.However,withaslowdown
in1996-1998 inthe US heavytruckindustryanda simultaneousslowdowninIndian
marketnecessitatedachange in focus.To de-riskitsbusinessfromIndiaandUS
slowdowns,BFLmade achoice to improve itsgeographicspreadbyreachingoutto
customersinEurope.For this,BFLacquiredthe orderbook (andhence,the market
presence andbrand) of Dana Corp’sSpencerEurope Limited.Thisgave BFLitsveryfirst
12. identifyinEurope market,butdidnotgive anyproductionbase.Later,BFLalso acquired
a German firmCDP whichprovidedassets,IPandlaborforce in Europe.
2. Choicesrelatedtoproductionprocessandoperations
a. Usingeducated,multi-skilledemployeesinProductionDepartmentinsteadof blue
collarlaborclass
BFL had acquiredgreatdepthinforgingas a technologyandasa process.However,it
still ranall of itsoperatingwithblue collarworkersinsteadof amix of skilledworkforce
+ technology. Toproduce forgingswithprecisionandconsistency,BFLhadthe choice of
upgradingitsexisting(blue collar) workforce.However,itwouldhave requiredto
change existingworkculture.Instead,BFLchose torecruitthe forgingfactorieswith
freshlywhite-collaremployees.Eachof themwasat leasta graduate.And thenBFL
trainedtheminuse of new technologytoproduce forgingswithprecisionand
consistency.Ineffect,BFLde-skilledthe productionprocessandreduceddependence of
blue-collarworkerswhile atthe same time,improvedprecisionandconsistency.
b. Modernizingoperations(usingpresslineinsteadof hammershop)
BFL had a good andwell trainedstaff butthe productionprocessremainedhighly
manual.It waspossible toconsistentlyproduce highqualityproductswithmanual
process.BFL chose to modernize the facilities.Itdecidedtoreplace the muscle power
withbrainpower.BFL investedRs.1.5billiontoinstall twostate-of-the-artforgingpress
linesfromMullerWeingarten,Germany,withacombinedcapacityof 22,000 MTs.
3. Choicesrelatedtofinancing
a. Dollarizingthe balance sheettoreduce costof financing
In the economicdownturnof 1996, BFL activelyfocusedonimprovingitscoststructure.
One critical elementof reducingitscostreductionstrategywastobringdowncost of
financing.Forthis,BFLstartedmobilizingdebtfrominternational,low-costcapital
marketsinsteadof domesticones.By2004, 88% of BFL’sdebtwas inthe formof foreign
currencyloans.Since BFL had alreadystartedexportingitsforgingstoEurope andUS
markets,BFL wasnaturallyshieldedfromthe currencyfluctuationrisksthatemanated
fromits foreigncurrencyborrowings.
b. Reducingexposuretolow-earningfinancial assets
Afterdollarizingthe balance sheet,BFLfocusedonimprovingitsreturnoncapital
employed (ROCE).ItwasrealizedthatBFLhad manylow-earningfinancial assets.BFL
decidedtoreduce itsexposure toall suchassets.Itfirstdivesteditsportfolio
investmentsandthendivestedthe holdingsingroupcompanies.Finally,itspunoff the
remainingfinancial assetsthatwere notcore to itsmanufacturingoperations(suchas
investmentsinWindmills).By2000-2001, BFL emergedasa fullyfocusedmanufacturing
companyhavingassetshighlyrelevanttoitscore manufacturingbusiness.
13. 4. Choicesrelated tomarketingandpositioning
a. EstablishingBFLasa brandin Europe throughacquisitionof DanaCorp.SpicerEurope
By 1995-1996, BFL had alreadyestablisheditself indomesticmarketasa reliable
providerof forgings.IthadalsosecuredcustomersinUS and thushad started
generatingrevenuesfromexportbusiness.However,withdownturninUStrucking
industryfollowedbyaslowdowninIndianmarketin1996, BFL was requiredtothinkof
alternate marketstostayafloat.BFL chose to enterintoEurope.For this,itstruck a
contact withDana Corp.’sSpicerEurope Limited.However,inreal sense,itwasan
acquisition.ItenabledBFLtoacquire entire orderbookof Dana Corp withoutbuyingits
assets.BFL organizedaverycreative deal structure bysegregatingthe acquisitionof
orderbook,landassetsand plantassetsbyaligningdifferentbuyerstobuydifferent
assets.Thisacquisitionnotonlygave BFLa presence inEurope butalsoopenedupthe
huge Oil andGas sectormarket.
b. FurtherforwardingBFLbrand byacquisitionof CDP
While DanaacquisitionallowedBFLtoenterEurope market,itstill didnothave any
productionfacilityoranyintellectual propertyinEurope.BFLwaswinningcontractsto
Europe customersbutwas still producingandfulfillingdemandsfromitsIndiafacilities.
AcquiringaGerman firm – Carl Dan Peddinghaus(CDP)–gave BFL immediateaccessto
assets,IPand laborforce of CDP.Through CDP,BFL couldprovide endtoendsolutions
to itsEurope customers. ThishelpedBFLestablishitsidentifyasafull service providerof
forgingsolutionsinEurope.
5. ChoicesrelatedtoOrganizationBuilding andHR
a. 3-layermanagementstructure tospeedupdesign/implementation
BFL had a multi-layerorganization.Thismade decisionmakingprocessveryslow.Ittook
agesto implementshop-floorfeedbackintomanufacturingprocess.BFLchose to
implementa3-layerstructure – employees,middlemanagement, andsenior
management.BFLalsorolledouta new performance managementsystemtoreward
performers.The new3-layerstructure enabledBFLtoimprove itscoststructure.
b. IntroducingVRS,educationof workers
Till 1995, BFL had90% of blue collarworkers.Blue collarworkerscame asvery
expensive employees.Bysuitablyinvestingintechnologyand rightprocesses,BFL
reduceddependence onmanual processes.ThisallowedBFLto launchVRSand allowa
dignifiedexittoexpensiveblue collaremployees.BFLalsoenteredintoanagreement
withBITS Pilani andallowedemployeestopursue parttime engineeringcourses.
14. The Value Loop
Automation
(PressLines)
Improved
Productivity
RightSizing
& Up skilling
Consistent
Quality
Data
Recording
PreventiveMaintenance &
ReducedO&Mexpenses
Timely
Delivery
Competitive
Price
WTP
Customer
Delight
Increased
Revenues
Consistent
GROWTH
Domestic&
International
Presence
Nearnessto
Market
Increased
Customer
Base
Flexible
Financing
options(Intl
/ Domestic)
Low cost of
capital /
Mitigate
Financial risk
Increased
Earnings
Divestin
Noncore
assets
Reduce Debt
Economies
of scope
Diversifyintoother
Businesssegments
Performance
Management
Choice
Consequence
15. Conclusion
From humble beginningstobeingareputedIndianMNCwithdynamicBusinessModel,BharatForge has
come to be regarded as a Market leader in Forging segment.
Bharat Forge reinvented its Business Model to expand its operations beyond India. Through
Performance basedmanagement,itwasable torightsize its organization structure. Through up skilling
it wasable to capture the changingbusinessenvironmentaswell asrecruityoung& qualifiedworkforce.
It helped Bharat Forge to deliver consistent quality by automating its processes thereby minimizing
rejections, increasing productivity which resulted in timely delivery, competitive pricing leading to
Increased revenues & Consistent Growth.
Bharat Forge alsofocusedondivestingin noncore assets,whichhelpedinincreasingliquidity&reducing
debts thereby increasing earnings.
Bharat Forge utilized its existing resource base to enter new market segments (Oil & Gas).
Its major source of income was Export market & hence they made a concerted effort to acquire
companiesneartotheircustomerbase resultingin increasedrevenues&customerconfidence inBharat
Forge.
Bharat Forge made a thoughtful decisiontoadoptInternational financing to reduce their cost of capital
& mitigate financial risk for their group operations.
Change inBusinessModel hasresultedin consistent growth for Bharat Forge. Bharat Forge was able to
create value byprovidingexcellentqualityatcompetitive prices,improvisedsupply chain management,
employing skilled workforce, cost creation & consistent growth in Earnings.
DynamicBusinessModel hashelpedBharatForge toreduce its exposure to changing market dynamics,
diversifyintoothermarketsegments,increasecashflow,reserves to utilize them to innovate, increase
its presence beyond India through collaborations & acquisitions. Above all Bharat Forge was able to
consistently grow its business through various choices it made resulting in positive consequences.