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Ashok Leyland implemented several strategic revamping measures to improve its inbound supply chain and reduce costs. It launched Project OSCARS to optimize the supply chain and rationalize sourcing. This included implementing a single window system for vendors, tiering suppliers, and a just-in-time system. Ashok Leyland also re-engineered its outbound supply chain to improve customer satisfaction and reduce finished goods inventories by focusing on order to delivery times, delivery reliability, and providing order status updates. The supply chain revamping led to quantitative benefits like reduced raw material costs by 1-2%, lowered inventories by Rs. 300 crore, and increased profits and sales volumes.
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Final report ashley (1)
This document provides details about Ashok Leyland Limited (ALL), an automotive company in India. It discusses ALL's pricing strategies, branding strategies, production capacities and utilization levels. It notes that ALL uses strategies like cost-plus pricing, market-oriented pricing, and penetration pricing. It also discusses ALL's brand communication efforts and joint ventures with companies like Nissan. The document provides production data for ALL and competitors from 2007-2012, showing that ALL's production has increased from 84,006 vehicles in 2007-08 to an estimated 103,267 in 2011-12.
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At its annual general meeting on July 19, 2011, Ashok Leyland reported record performance in the 2010-11 financial year. Key highlights included highest ever domestic and export turnover, record vehicle production of over 95,000, numerous new product introductions, and fastest ramp-up of its new Pantnagar plant. The company saw growth across multiple business segments and gained market share both domestically and internationally.
Knowledge Management in Ashok Leyland
Ashok Leyland is an Indian automobile manufacturing company and the second largest commercial vehicle manufacturer in India. It sells about 60,000 vehicles and 7,000 engines annually through its six manufacturing plants. Ashok Leyland is committed to quality assurance and received ISO 9001 certification in 1993 and ISO 14001 certification in 2001 for its manufacturing plants. These certifications help Ashok Leyland continually monitor and improve its operations, comply with environmental regulations, and increase customer satisfaction, making it the second largest commercial vehicle manufacturer in India.
The Ashok Leyland Challenge Presentation
Ashok Leyland is an Indian manufacturer of commercial vehicles seeking to leverage big data and analytics to improve product performance and reduce warranty costs. It operates six plants and sells over 70,000 vehicles annually. While Ashok Leyland relies heavily on IT, it wants to become more IT-led. The challenge is to use big data from multiple systems like ERP, CRM, and DMS to provide insights that reduce warranty costs by 10% and defects by 10% while improving customer satisfaction.
Pitchbook for Ashok Leyland
This includes a sell-side pitchbook for Ashok Leyland. It includes valuation using two techniques - Discounted Cash Flow and Valuation by Comparables
Ashok leyland case study
Ashok Leyland, an Indian automobile company, revamped its supply chain to address issues from the economic recession. It reduced costs through two projects - OSCARS-1 optimized the inbound supply chain, and OSCARS-2 focused on customer satisfaction and lowering finished goods inventory. Ashok Leyland streamlined supplier relationships, implemented just-in-time delivery, and saw significant quantitative benefits like reduced materials costs and higher sales. The supply chain revamping was a success in improving operations and profitability for Ashok Leyland.
Ashok leyland supply chain revamping
This document provides an overview of Ashok Leyland's efforts to revamp their supply chain management. It discusses how Ashok Leyland used reverse auctions to reduce costs of raw materials by up to 70%. It also describes two key projects called OSCARS and Oscar II that focused on reducing inventory costs and improving customer satisfaction through optimizing supplier relationships and establishing just-in-time processes. The results of these supply chain initiatives were significant cost savings and a major financial turnaround for Ashok Leyland as they recovered from an economic recession.
FINAL REPORT- PRIYANKA (2014-16) Roll No. 60
This document provides information about a market research project conducted by Priyanka at Ashok Leyland Limited to analyze institutional customer requirements for the company's ICV segment school buses. The objectives of the study were to understand customer preferences, evaluate competitors, and provide recommendations to increase sales of Lynx and Stag school buses. The methodology involved interviewing representatives from educational institutions and dealers through questionnaires. Findings from the research were analyzed and summarized along with interpretations and suggestions for improving Ashok Leyland's products and market reach in the ICV segment.
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Final report ashley (1)
This document provides details about Ashok Leyland Limited (ALL), an automotive company in India. It discusses ALL's pricing strategies, branding strategies, production capacities and utilization levels. It notes that ALL uses strategies like cost-plus pricing, market-oriented pricing, and penetration pricing. It also discusses ALL's brand communication efforts and joint ventures with companies like Nissan. The document provides production data for ALL and competitors from 2007-2012, showing that ALL's production has increased from 84,006 vehicles in 2007-08 to an estimated 103,267 in 2011-12.
Ashok leyland ltd
At its annual general meeting on July 19, 2011, Ashok Leyland reported record performance in the 2010-11 financial year. Key highlights included highest ever domestic and export turnover, record vehicle production of over 95,000, numerous new product introductions, and fastest ramp-up of its new Pantnagar plant. The company saw growth across multiple business segments and gained market share both domestically and internationally.
Knowledge Management in Ashok Leyland
Ashok Leyland is an Indian automobile manufacturing company and the second largest commercial vehicle manufacturer in India. It sells about 60,000 vehicles and 7,000 engines annually through its six manufacturing plants. Ashok Leyland is committed to quality assurance and received ISO 9001 certification in 1993 and ISO 14001 certification in 2001 for its manufacturing plants. These certifications help Ashok Leyland continually monitor and improve its operations, comply with environmental regulations, and increase customer satisfaction, making it the second largest commercial vehicle manufacturer in India.
The Ashok Leyland Challenge Presentation
Ashok Leyland is an Indian manufacturer of commercial vehicles seeking to leverage big data and analytics to improve product performance and reduce warranty costs. It operates six plants and sells over 70,000 vehicles annually. While Ashok Leyland relies heavily on IT, it wants to become more IT-led. The challenge is to use big data from multiple systems like ERP, CRM, and DMS to provide insights that reduce warranty costs by 10% and defects by 10% while improving customer satisfaction.
Pitchbook for Ashok Leyland
This includes a sell-side pitchbook for Ashok Leyland. It includes valuation using two techniques - Discounted Cash Flow and Valuation by Comparables
Ashok leyland case study
Ashok Leyland, an Indian automobile company, revamped its supply chain to address issues from the economic recession. It reduced costs through two projects - OSCARS-1 optimized the inbound supply chain, and OSCARS-2 focused on customer satisfaction and lowering finished goods inventory. Ashok Leyland streamlined supplier relationships, implemented just-in-time delivery, and saw significant quantitative benefits like reduced materials costs and higher sales. The supply chain revamping was a success in improving operations and profitability for Ashok Leyland.
Ashok leyland supply chain revamping
This document provides an overview of Ashok Leyland's efforts to revamp their supply chain management. It discusses how Ashok Leyland used reverse auctions to reduce costs of raw materials by up to 70%. It also describes two key projects called OSCARS and Oscar II that focused on reducing inventory costs and improving customer satisfaction through optimizing supplier relationships and establishing just-in-time processes. The results of these supply chain initiatives were significant cost savings and a major financial turnaround for Ashok Leyland as they recovered from an economic recession.
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This document provides information about a market research project conducted by Priyanka at Ashok Leyland Limited to analyze institutional customer requirements for the company's ICV segment school buses. The objectives of the study were to understand customer preferences, evaluate competitors, and provide recommendations to increase sales of Lynx and Stag school buses. The methodology involved interviewing representatives from educational institutions and dealers through questionnaires. Findings from the research were analyzed and summarized along with interpretations and suggestions for improving Ashok Leyland's products and market reach in the ICV segment.
Ashok leyland secondary data analaysis
The automobile industry in India is the fourth largest in the world and has attracted significant foreign investment. The two-wheeler segment dominates the domestic market, accounting for over 80% of total sales. The government has introduced several initiatives like FAME-I and FAME-II schemes to promote electric vehicles and establish testing infrastructure, with a goal of making India a global manufacturing hub for automobiles.
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ashok leyland
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- The objectives of the study were to understand the organizational culture and policies, production and marketing methods, and gain industrial experience. Primary and secondary research methods were used.
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This document discusses the supply chain management of an automotive company founded in India in 1981. It has plants located in Haryana that produce up to 300,000 units annually. The company sources 70-80% of its components locally from 246 tier-1 suppliers and 20 global suppliers. It has a network of over 1200 dealers and 16 warehouses across India to distribute its vehicles. The company focuses on strategized logistics and vendor management to reduce lead times and optimize resources and transportation.
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The document discusses the marketing mix of Ashok Leyland, an Indian commercial vehicle manufacturer. It provides details on Ashok Leyland's history and founders. It then discusses the different elements of Ashok Leyland's marketing mix - their product lines include buses, trucks, and defense vehicles. They have manufacturing units across India and export to other countries through joint ventures. While prices may be slightly higher than competitors, overall maintenance costs are lower due to quality. Promotion strategies include celebrity brand ambassador Mahendra Singh Dhoni and multimedia advertisements. The marketing mix is important for the company's continued success.
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Ashok Leyland overhauled its supply chain to revive the company during a recession. It formed a single window vendor management agency combining sourcing and quality teams. This centralized negotiations for price and supplier allocation. Production units then pulled materials from approved suppliers in line with plans. Suppliers now had a single point of contact at Ashok Leyland. Supplier tiering also pruned direct suppliers, with tier-one suppliers supporting lower tiers. System buying reduced costs, such as negotiating tool kits for all vehicles through one supplier. These supply chain changes helped lower costs and revive Ashok Leyland.
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Eicher Motors (EML) and Volvo formed a joint venture called VE Commercial Vehicles (VECV) in 2008 to produce commercial vehicles for India and global markets. Volvo invested $350 million for a 45.6% stake in VECV. The JV combined EML's commercial vehicle business and Volvo's manufacturing expertise. VECV has grown its market share in India to 11% overall and 31% in light and medium duty trucks between 5-12 tonnes. It aims to capture 15% of the heavy duty truck market through new products, investments in manufacturing, and competition with Daimler, Tata Motors, and Ashok Leyland. However, as Volvo has invested
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Ashok leyland valuation
Ashok Leyland is the second largest manufacturer of commercial vehicles in India with a 28% market share. It has plans to double its production capacity of 84,000 vehicles by 2010 through expanding its 6 existing plants and opening a new one. The company operates in multiple vehicle segments including buses, trucks, and defense vehicles. While the auto industry has faced difficulties due to economic factors, Ashok Leyland has performed well with revenue growth of 7.81% and PAT growth of 29.11% in FY2008. However, rising fuel and raw material prices as well as interest rate hikes pose concerns for the future.
Eicher motors
The document discusses the automobile industry in India and provides information about Eicher Motors Ltd. It notes that production of automobiles in India increased at a CAGR of 9.4% from FY06-16. Eicher Motors Ltd was established in 1959 and manufactures trucks, motorcycles including the Royal Enfield brand, and has a joint venture with Volvo for commercial vehicles. Key details provided include financial results for FY 2015-16, expansion plans of setting up new facilities, and analysis of the company's stock performance and financial ratios compared to competitors.
Eicher motar
Eicher Motors is an Indian commercial vehicle and motorcycle manufacturer. It owns Royal Enfield, which is the oldest motorcycle brand still in production. Some key points:
- Eicher Motors was established in 1948 and owns brands like Royal Enfield, VE Commercial Vehicles, and Eicher Trucks and Buses.
- Royal Enfield is a global leader in middleweight motorcycles and operates in over 50 countries. It has modern manufacturing facilities in the UK and India.
- Eicher Motors faces competition from companies like Ashok Leyland, Mahindra, and Tata Motors in commercial vehicles, but has grown over 50% in the last 5 years globally.
- It focuses on social
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This document provides a summary of the Volvo Eicher collaboration joint venture. It begins with an overview stating that VE Commercial Vehicles Ltd. is a 50:50 joint venture between Volvo Group and Eicher Motors formed in July 2008. It is a leading commercial vehicle manufacturer in India. The second sentence provides background that Eicher Trucks and Buses has been operating in India for 25 years. The final sentence summarizes that the joint venture will leverage Volvo's technology and quality and Eicher's understanding of the Indian commercial vehicle market.
Ashok Leyland
This document provides information about Ashok Leyland, an Indian commercial vehicle manufacturing company. It includes sections on the company's profile, strategies, corporate governance, corporate social responsibility, and conclusion. Some key details include that Ashok Leyland is the second largest commercial vehicle manufacturer in India, it has six manufacturing plants, and its corporate governance practices aim to protect shareholder rights and ensure social responsibility.
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This document provides an introduction and overview of Eicher Motors Limited, an India-based company engaged in automobile products and commercial vehicles. Some key details include:
- Eicher Motors manufactures and sells commercial vehicles, motorcycles, and automotive components. It has a presence in over 40 countries.
- The company was incorporated in 1982 and introduced its first truck, the Canter, in 1986 in collaboration with Mitsubishi Motors.
- It has over 5000 employees across 10 manufacturing facilities and 24 marketing offices in India. The company works with around 950 vendors and has a network of around 800 dealers.
Financial Analysis of ashok leyland
1. Ashok Leyland was established in 1948 as Ashok Motors for assembling Austin cars, and began manufacturing commercial vehicles in 1955 with British Leyland.
2. It is now India's largest manufacturer of commercial vehicles, with over 12,000 employees across 6 factories. Annual turnover exceeds $1 billion.
3. Ashok Leyland has built a reputation for reliable and rugged vehicles, with over 500,000 vehicles on Indian roads. It supplies many state transport authorities.
Honda Cars India Ltd.’s Quality Journey
This case study is meant for learners pursuing a course in Operations Management. The case study helps to understand and describe quality and TQM in the context of Honda Cars India Ltd. (HCIL), a subsidiary of Japan-based Honda Motor Company. HCIL began its operations in December 1995 for the production, marketing and export of passenger cars in India. The company's product range includes Honda Brio, Honda Amaze, Honda City and Honda CR-V. After a lackluster performance in the initial days, HCIL started meticulous quality initiatives and focused on improved quality in its products through TQM approach. The case study gives scope to debate how focus on quality and TQM approach benefitted HCIL. It has to be seen whether the quality initiatives will be enough to the growth momentum for long drive.
Supply Chain Benchmarking Study
Benchmarking involves comparing business processes and performance metrics to best practices. This study benchmarks the supply chain of major Indian two-wheeler companies from 2009-2012. It analyzes total supply chain length, efficiency, and working capital productivity. Hero MotoCorp had the shortest supply chain length of 11 days and most efficient supply chain. TVS had the longest length of 28 days and least efficient supply chain. All companies showed negative working capital productivity due to capacity expansion investments. Recommendations include reducing distribution time for Bajaj, adopting JIT for TVS and Enfield to cut inventory costs, and improving production efficiency for TVS.
Ashok Leyland
This document provides an overview of Ashok Leyland, a leading manufacturer of commercial vehicles in India. It discusses the company's history, leadership, products, vision, and financial performance. Ashok Leyland was formed in 1948 and became a joint venture with Leyland Motors in 1955. It currently has a 28% market share in medium and heavy commercial vehicles in India. The document also compares Ashok Leyland to its main competitors, Tata Motors and Eicher Motors, and provides statistics on the automobile industry in India.
project ppt
This document summarizes a performance test conducted on four cylinder and six cylinder diesel engines produced by Ashok Leyland. Key findings include:
- The four cylinder diesel engine had higher mechanical efficiency than the six cylinder engine, making it preferred for performance.
- Graphs show relationships between brake power, smoke, specific fuel consumption, and mechanical efficiency.
- Testing involved measuring time for fuel flow, speed, torque, smoke, specific fuel consumption, brake power, indicated power, and efficiencies.
- The conclusions could help the company save fuel and reduce emissions, while increasing engine production.
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The automobile industry in India is the fourth largest in the world and has attracted significant foreign investment. The two-wheeler segment dominates the domestic market, accounting for over 80% of total sales. The government has introduced several initiatives like FAME-I and FAME-II schemes to promote electric vehicles and establish testing infrastructure, with a goal of making India a global manufacturing hub for automobiles.
Market segmentation & Positioning - effect on company performance
1) The document discusses market segmentation and positioning strategies used by Ashok Leyland to increase market share and performance.
2) It details how Ashok Leyland segmented the commercial vehicle market and positioned its new 37-ton rigid truck to target bulk haulers.
3) The strategies led to increased sales and a 45% market share in the 10x2 truck segment, contributing significantly to Ashok Leyland's revenues.
ashok leyland
The document summarizes a summer training project on studying the quantity of diesel remaining in pipes after engine testing. It provides background on the automobile industry trends and Ashok Leyland company. It then describes the engine testing process, including rigging, parameter running, and derigging. Data collected from three test cells shows the average quantity of diesel remaining in pipes after testing varies from 86ml to 131ml depending on the test cell.
18677882 internship-training-in-ashok-leyland
- The document provides an overview of the functional activities and departments of Ashok Leyland, a major Indian automobile manufacturer. It describes the primary functions of core departments like production, marketing, finance, and human resources, and how they integrate.
- The objectives of the study were to understand the organizational culture and policies, production and marketing methods, and gain industrial experience. Primary and secondary research methods were used.
- Ashok Leyland has over six manufacturing plants and produces a wide range of commercial vehicles. It aims to expand globally and acquire other manufacturers.
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This document discusses the supply chain management of an automotive company founded in India in 1981. It has plants located in Haryana that produce up to 300,000 units annually. The company sources 70-80% of its components locally from 246 tier-1 suppliers and 20 global suppliers. It has a network of over 1200 dealers and 16 warehouses across India to distribute its vehicles. The company focuses on strategized logistics and vendor management to reduce lead times and optimize resources and transportation.
Marketing mix of ashok leyland
The document discusses the marketing mix of Ashok Leyland, an Indian commercial vehicle manufacturer. It provides details on Ashok Leyland's history and founders. It then discusses the different elements of Ashok Leyland's marketing mix - their product lines include buses, trucks, and defense vehicles. They have manufacturing units across India and export to other countries through joint ventures. While prices may be slightly higher than competitors, overall maintenance costs are lower due to quality. Promotion strategies include celebrity brand ambassador Mahendra Singh Dhoni and multimedia advertisements. The marketing mix is important for the company's continued success.
Eicher
Eicher Motors has a business area focused on light commercial vehicles (LCVs) ranging from 5 to 11 tons. It has outperformed the industry in sales growth over the past six years, with higher growth in its LCV segment compared to overall industry growth. In 1986, Eicher Motors started manufacturing the CANTER range of vehicles at its Pithampur plant in central India in technical and financial collaboration with Mitsubishi Motors. The Pithampur plant has an integrated annual capacity of around 20,000 vehicles.
ASHOK LEYLAND
Ashok Leyland overhauled its supply chain to revive the company during a recession. It formed a single window vendor management agency combining sourcing and quality teams. This centralized negotiations for price and supplier allocation. Production units then pulled materials from approved suppliers in line with plans. Suppliers now had a single point of contact at Ashok Leyland. Supplier tiering also pruned direct suppliers, with tier-one suppliers supporting lower tiers. System buying reduced costs, such as negotiating tool kits for all vehicles through one supplier. These supply chain changes helped lower costs and revive Ashok Leyland.
Volvo Eicher Joint Venture
Eicher Motors (EML) and Volvo formed a joint venture called VE Commercial Vehicles (VECV) in 2008 to produce commercial vehicles for India and global markets. Volvo invested $350 million for a 45.6% stake in VECV. The JV combined EML's commercial vehicle business and Volvo's manufacturing expertise. VECV has grown its market share in India to 11% overall and 31% in light and medium duty trucks between 5-12 tonnes. It aims to capture 15% of the heavy duty truck market through new products, investments in manufacturing, and competition with Daimler, Tata Motors, and Ashok Leyland. However, as Volvo has invested
Fundamental analysis of Ashok Leyland by Kartik parashar
INTRODUCTION OF INDIAN AUTOMOBILE INDUSTRY, INTRODUCTION OF COMPANY, HISTORY, OVER VIEW , FINANCIAL ANALYSIS, COMPETITORS
Ashok leyland valuation
Ashok Leyland is the second largest manufacturer of commercial vehicles in India with a 28% market share. It has plans to double its production capacity of 84,000 vehicles by 2010 through expanding its 6 existing plants and opening a new one. The company operates in multiple vehicle segments including buses, trucks, and defense vehicles. While the auto industry has faced difficulties due to economic factors, Ashok Leyland has performed well with revenue growth of 7.81% and PAT growth of 29.11% in FY2008. However, rising fuel and raw material prices as well as interest rate hikes pose concerns for the future.
Eicher motors
The document discusses the automobile industry in India and provides information about Eicher Motors Ltd. It notes that production of automobiles in India increased at a CAGR of 9.4% from FY06-16. Eicher Motors Ltd was established in 1959 and manufactures trucks, motorcycles including the Royal Enfield brand, and has a joint venture with Volvo for commercial vehicles. Key details provided include financial results for FY 2015-16, expansion plans of setting up new facilities, and analysis of the company's stock performance and financial ratios compared to competitors.
Eicher motar
Eicher Motors is an Indian commercial vehicle and motorcycle manufacturer. It owns Royal Enfield, which is the oldest motorcycle brand still in production. Some key points:
- Eicher Motors was established in 1948 and owns brands like Royal Enfield, VE Commercial Vehicles, and Eicher Trucks and Buses.
- Royal Enfield is a global leader in middleweight motorcycles and operates in over 50 countries. It has modern manufacturing facilities in the UK and India.
- Eicher Motors faces competition from companies like Ashok Leyland, Mahindra, and Tata Motors in commercial vehicles, but has grown over 50% in the last 5 years globally.
- It focuses on social
eicher jaipur
This document provides a summary of the Volvo Eicher collaboration joint venture. It begins with an overview stating that VE Commercial Vehicles Ltd. is a 50:50 joint venture between Volvo Group and Eicher Motors formed in July 2008. It is a leading commercial vehicle manufacturer in India. The second sentence provides background that Eicher Trucks and Buses has been operating in India for 25 years. The final sentence summarizes that the joint venture will leverage Volvo's technology and quality and Eicher's understanding of the Indian commercial vehicle market.
Ashok Leyland
This document provides information about Ashok Leyland, an Indian commercial vehicle manufacturing company. It includes sections on the company's profile, strategies, corporate governance, corporate social responsibility, and conclusion. Some key details include that Ashok Leyland is the second largest commercial vehicle manufacturer in India, it has six manufacturing plants, and its corporate governance practices aim to protect shareholder rights and ensure social responsibility.
A Project Report On Financial Analysis Of Eicher Motors Limited
This document provides an introduction and overview of Eicher Motors Limited, an India-based company engaged in automobile products and commercial vehicles. Some key details include:
- Eicher Motors manufactures and sells commercial vehicles, motorcycles, and automotive components. It has a presence in over 40 countries.
- The company was incorporated in 1982 and introduced its first truck, the Canter, in 1986 in collaboration with Mitsubishi Motors.
- It has over 5000 employees across 10 manufacturing facilities and 24 marketing offices in India. The company works with around 950 vendors and has a network of around 800 dealers.
Financial Analysis of ashok leyland
1. Ashok Leyland was established in 1948 as Ashok Motors for assembling Austin cars, and began manufacturing commercial vehicles in 1955 with British Leyland.
2. It is now India's largest manufacturer of commercial vehicles, with over 12,000 employees across 6 factories. Annual turnover exceeds $1 billion.
3. Ashok Leyland has built a reputation for reliable and rugged vehicles, with over 500,000 vehicles on Indian roads. It supplies many state transport authorities.
Honda Cars India Ltd.’s Quality Journey
This case study is meant for learners pursuing a course in Operations Management. The case study helps to understand and describe quality and TQM in the context of Honda Cars India Ltd. (HCIL), a subsidiary of Japan-based Honda Motor Company. HCIL began its operations in December 1995 for the production, marketing and export of passenger cars in India. The company's product range includes Honda Brio, Honda Amaze, Honda City and Honda CR-V. After a lackluster performance in the initial days, HCIL started meticulous quality initiatives and focused on improved quality in its products through TQM approach. The case study gives scope to debate how focus on quality and TQM approach benefitted HCIL. It has to be seen whether the quality initiatives will be enough to the growth momentum for long drive.
Supply Chain Benchmarking Study
Benchmarking involves comparing business processes and performance metrics to best practices. This study benchmarks the supply chain of major Indian two-wheeler companies from 2009-2012. It analyzes total supply chain length, efficiency, and working capital productivity. Hero MotoCorp had the shortest supply chain length of 11 days and most efficient supply chain. TVS had the longest length of 28 days and least efficient supply chain. All companies showed negative working capital productivity due to capacity expansion investments. Recommendations include reducing distribution time for Bajaj, adopting JIT for TVS and Enfield to cut inventory costs, and improving production efficiency for TVS.
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This document provides an overview of Ashok Leyland, a leading manufacturer of commercial vehicles in India. It discusses the company's history, leadership, products, vision, and financial performance. Ashok Leyland was formed in 1948 and became a joint venture with Leyland Motors in 1955. It currently has a 28% market share in medium and heavy commercial vehicles in India. The document also compares Ashok Leyland to its main competitors, Tata Motors and Eicher Motors, and provides statistics on the automobile industry in India.
project ppt
This document summarizes a performance test conducted on four cylinder and six cylinder diesel engines produced by Ashok Leyland. Key findings include:
- The four cylinder diesel engine had higher mechanical efficiency than the six cylinder engine, making it preferred for performance.
- Graphs show relationships between brake power, smoke, specific fuel consumption, and mechanical efficiency.
- Testing involved measuring time for fuel flow, speed, torque, smoke, specific fuel consumption, brake power, indicated power, and efficiencies.
- The conclusions could help the company save fuel and reduce emissions, while increasing engine production.
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Ashok Leyland
This document summarizes a presentation given by Ashok Leyland about their company and school bus products. Ashok Leyland is part of the Hinduja Group, an international investment and banking group. The presentation covered Ashok Leyland's operations in India and other countries, their product ranges including rigid trucks, buses, and special application vehicles. A significant portion of the presentation focused on Ashok Leyland's school bus features like seating capacity, safety features, and entertainment systems. It also discussed Ashok Leyland's presence in Ghana and the support provided by their local partner.
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Summer training / Internship Report on Ashok Leyland Motors
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visit : somemmec.wordpress.com
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The powerpoint presentation based on my dissertation. It is much less complete than the dissertation itself, as the presentation must only last 3 minutes.
Please feel free to leave any comment or suggestion !
Ashok Leyland: Reports sales volume growth of 16.7% in Aug'14 - Motilal Oswal
- Ashok Leyland reported sales growth of 16.7% YoY in August 2014 to 8,331 units, above estimates of 7,413 units.
- Medium and heavy commercial vehicle (MHCV) volumes grew 18% YoY to 5,830 units, while light commercial vehicle (LCV) volumes returned to growth with a 14% YoY increase.
- The analyst maintains a "Buy" rating on Ashok Leyland with a target price of INR45, citing improved demand outlook for the second half of the year and valuation ratios that remain attractive.
Valuation Of ASHOK LEYLAND
- Ashok Leyland's total operating revenues increased 45% year-over-year to Rs. 107,035 crore in FY21 from Rs. 73,817 crore in FY20. Total expenses also increased 44% to Rs. 103,824 crore in FY21 from Rs. 72,341 crore in FY20.
- EBITDA more than doubled to Rs. 4,253 crore in FY21 from Rs. 2,377 crore in FY20, with the EBITDA margin expanding to 4% from 3%.
- Net profit for the year increased 24% to Rs. 6,422 crore in FY21 from Rs. 5
Ashok leyland
This document summarizes the skin panels used for the DOST vehicle model manufactured by Ashok Leyland. It discusses that the 14 skin panels are stamped from steel sheet metal ranging from 0.7mm to 1.6mm thickness using a press line from FAGOR that applies 670 KN of force. The major defects that can occur include dents, peaks, wrinkles, welding damage, and cracks, which are inspected using tools like an oil stone, vernier caliper, and coordinate measuring machine.
Ashok Leyland July'11
- The warehouse achieved its highest monthly dispatch value in July 2011 and had no short supply claims. Two employees received client appreciation for their work.
- Receiving targets were met 81-100% depending on receipt type, and cycle counts found only 1.47% value discrepancy. However, dispatch targets were lower due to Ashok Leyland's cash-on-delivery model.
- Issues included a cracked floor making equipment movement difficult and creating dust, and lack of storage space limiting receipt checks. Solutions included repairing the floor, vacuuming, and removing non-moving stock.
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Ashok Motors was founded in 1948 and received government approval to manufacture vehicles in 1954. In 1967, Ashok introduced the double-decker bus and has since expanded its product line. The company now produces trucks, buses, and other commercial vehicles for customers in India, the Middle East, and Europe.
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BPR PPT
- 1. REVAMPING THE SUPPLY CHIN – THE ASHOK LEYLAND WAY Presented By: Group No: 09 Gaurav Vishal- 500043212 Arup Ghosh- 500043114 Asmita Semwal- 500043086 Jatin Doseja- 500043249
- 2. Ashok Leyland is a medium and heavy commercial vehicle manufacturing company based in Chennai, India. The company is one of India’s leading manufacturers of commercial vehicles , Such as trucks and buses ,as well as military vehicles. Ashok Leyland has acquired 35% market share in the medium and heavy commercial vehicle (M&HCV) segment in July 2015 on the back of a strong demand, expansion of the dealership network in the north and east India and high discounts on vehicles. The case issues concerning the revival of a Ashok Leyland effected through a revamp of the supply chain. The case discusses various aspects of supply chain management and its importance in the context of cost management. BRIEF INTRODUCTION
- 3. Ashok Leyland with an aim to reduce costs improved the in-bound supply chain through several important strategic revamping measures. Explain. QUESTION 1
- 4. To reduce costs and to improve the in-bound supply chain Ashok Leyland take following outline: In 1999 Ashok Leyland launched project OSCARS ( Optimizing supply chain and Rationalizing Sourcing). The basic initiatives of OSCARS was: * Single Window System > The Strategic Sourcing and Corporate Quality Engineering (CQE) teams jointly formed the single window vendor management agency, bringing with them specialized commercial and technical knowledge. > For the suppliers, this had created a convenient single-point contact with AL, for sharing drawings, for negotiating prices and long- term business volumes, and for assistance and consultancy on quality to management issues. ANSWER
- 5. * Supplier Tiering > Reduced the number of suppliers. > Tier -1 supplier is supported by tire -2 and tire -3 suppliers. > The benefits of system buying could be illustrated with the example of the tool kits that accompanied every vehicle. > To overcome this problem, AL aimed to supplier base from 1400 to 750. * Just in Time ( JIT) > The Push System and The Pull System. > Classified the components used by the companies into categories “A” ( 75% of total cost of components) , “B’ ( 18%) , “C” (7%).
- 6. “ The revamp of the out-bound supply chain had the twin objectives of the customer satisfaction and reducing finished goods inventories”. Discuss how Ashok Leyland re- engineered its out-bound supply chain. QUESTION 2
- 7. Three main parameters: 1) Order to delivery 2) Reliability of deliveries 3) Availability of orders status information • The customers could expect delivery in 5 days from the ate of payment for regular models. • The second promise was that the age of vehicle when delivered would be maximum 90 days. • Tight pipeline inventory norms were set for different models and markets and were met through a new three tier distribution network. • In the new structure , Plant sales yards acted as national pools to hold rare models and excess of regional requirements. • To understand customer needs and assimilate the knowledge, AL adopted “4P” programme. > Probe , Prioritize, Plan and Position. • The CFT’s worked towards continuous improvement in the products and marketing. • AL also built a “ Marketing Information System ( MIS )” to monitor the trends an forecast demand from input dealers an field executives. ANSWER
- 8. Discuss in brief the quantitative benefits in regard to various measures of supply chain revamping exercise for AL. QUESTION 3
- 9. In the first half of 1999-2000 Ashok Leyland recorded profit of Rs 1.9 crores on sales of Rs 1092.8 crores against a Rs 36.7 crore loss in 1998-1999. In 1999-2000 raw material cost was down by 1-2% and inventories reduced by Rs 300 crore. Operational profit in 1999-2000 was Rs 55 crore as compared to 12 crore loss in 1998-1999. In the year 1999-2000 sold 37,859 HCV’S ,27% more than 1998-1999. Total Income increased by 25% from 1998-1999. ANSWER
- 10. Ashok Leyland in order to sustain in the market should : > Provide world class technology > Provide value to the customer > Keep innovating there products CONCLUSION
- 11. THANK YOU