This document provides a summary and feedback on a policy document from Kamaljit Singh Jassal, a retired naval commander and former joint director at the Ministry of Defence. He has extensive experience in capital acquisitions and industrial policy formulation. The summary identifies several areas for improvement, including expanding definitions, adding timelines and roadmaps to objectives, clarifying assumptions, and considering alternative structures to proposed organizations to avoid potential issues. Overall, Jassal believes the policy is a good starting point but recommends completing the process through rationalization, structure creation, procedure standardization, and public advocacy.
This document provides information about a project report submitted by Jeenal N. Rathod on the working capital of HCL. It includes a title page, table of contents, acknowledgements, declaration, and introduction. The report was submitted to the University of Mumbai to fulfill requirements for an M.Com degree. It discusses HCL company overview, objectives of the study, types of working capital, importance of working capital management, and forecasting working capital requirements. The report aims to analyze HCL's working capital and determine if it is adequate to meet the company's needs.
A study on Working Capital Management for Aditya Birla Chemical Ltd.” Rehla J...Rahul Verma
This project is mainy based on financial analysis(cash flow statement,Balance sheet and P&L Account).
To analyze the activity ratio of the company.
To analyze the liquidity ratio of the company.
The document discusses working capital management and provides an overview of the key aspects of working capital including financing working capital, inventory management, cash management, and receivables management. It then outlines the contents which include introductions to working capital management, NALCO, and the aluminum industry as well as chapters on data collection, conclusions and recommendations. The objective of the study is to understand NALCO's working capital management and suggest improvements.
WORKING CAPITAL MANAGEMENT OF TATA STEELVIVEK SHARMA
This document is a project report submitted by Vivek Kumar Sharma to Rashtrasant Tukdoji Maharaj Nagpur University in partial fulfillment of the requirements for a Bachelor of Business Administration degree. The report focuses on working capital management at Tata Steel Ltd and includes an introduction, company profile of Tata Steel, research methodology, objectives and scope, findings and interpretation, limitations, conclusion, bibliography, and annexure. It provides an overview of Tata Steel's history, acquisitions, products, subsidiaries, and facilities.
Performance Analysis of IPDC Finance LTD in terms of Profitability, Liquidity...Md. Ali Ridwan
This is my senior year internship report where I had to take an internship report at least for 3 months. I happened to place myself in one of the renowned NBFIs of Bangladesh which is IPDC Finance LTD.
In this report, I have done a comparative performance analysis in between 4 NBFIs and IPDC Finance LTD based on ratio analysis. I have taken 7 years of data from each firm to conclude my project. Not only have I done the analysis I have also given a view of my learning while being an intern at IPDC.
I have completed this internship project being a student at Independent University, Bangladesh. My instructor was Mr. Anwar Zahid, Lecturer, Department of Finance.
It wasn't possible if it weren't for his help and I am also thankful to all the employee of IPDC who has stepped up to help me and guided me.
This document proposes solutions for safe flying operations that do not require radio transmissions. It suggests using cameras and sensors to:
1. Monitor the perimeter for security threats while detecting humans during day, night, and low visibility.
2. Detect foreign object debris (FOD) on runways and tarmacs using cameras capable of identifying small particles during day and night.
3. Allow an air traffic control center to optically track and monitor all aircraft in the flying area using day/night cameras, infrared cameras, and laser rangefinders without relying on radar transmissions.
Indian defense offsets guidelines have faced several issues with implementation and monitoring. Originally introduced in 2005, offsets were intended to help India's defense industry through exports, FDI, equipment, and technology transfers from foreign defense companies. However, only 51.5% of agreed upon offsets had been achieved as of last year. Proposals from companies did not get approved and credits for discharged offsets were not communicated, causing uncertainty. The current guidelines focus on exporting existing products and obtaining equipment and technology, but these may not be realistically achievable. A way forward is to define offsets as tangible defense FDI through manufacturing units that create jobs and technology absorption in India. This could include dual-use, high-tech items and help develop India's
This document provides information about a project report submitted by Jeenal N. Rathod on the working capital of HCL. It includes a title page, table of contents, acknowledgements, declaration, and introduction. The report was submitted to the University of Mumbai to fulfill requirements for an M.Com degree. It discusses HCL company overview, objectives of the study, types of working capital, importance of working capital management, and forecasting working capital requirements. The report aims to analyze HCL's working capital and determine if it is adequate to meet the company's needs.
A study on Working Capital Management for Aditya Birla Chemical Ltd.” Rehla J...Rahul Verma
This project is mainy based on financial analysis(cash flow statement,Balance sheet and P&L Account).
To analyze the activity ratio of the company.
To analyze the liquidity ratio of the company.
The document discusses working capital management and provides an overview of the key aspects of working capital including financing working capital, inventory management, cash management, and receivables management. It then outlines the contents which include introductions to working capital management, NALCO, and the aluminum industry as well as chapters on data collection, conclusions and recommendations. The objective of the study is to understand NALCO's working capital management and suggest improvements.
WORKING CAPITAL MANAGEMENT OF TATA STEELVIVEK SHARMA
This document is a project report submitted by Vivek Kumar Sharma to Rashtrasant Tukdoji Maharaj Nagpur University in partial fulfillment of the requirements for a Bachelor of Business Administration degree. The report focuses on working capital management at Tata Steel Ltd and includes an introduction, company profile of Tata Steel, research methodology, objectives and scope, findings and interpretation, limitations, conclusion, bibliography, and annexure. It provides an overview of Tata Steel's history, acquisitions, products, subsidiaries, and facilities.
Performance Analysis of IPDC Finance LTD in terms of Profitability, Liquidity...Md. Ali Ridwan
This is my senior year internship report where I had to take an internship report at least for 3 months. I happened to place myself in one of the renowned NBFIs of Bangladesh which is IPDC Finance LTD.
In this report, I have done a comparative performance analysis in between 4 NBFIs and IPDC Finance LTD based on ratio analysis. I have taken 7 years of data from each firm to conclude my project. Not only have I done the analysis I have also given a view of my learning while being an intern at IPDC.
I have completed this internship project being a student at Independent University, Bangladesh. My instructor was Mr. Anwar Zahid, Lecturer, Department of Finance.
It wasn't possible if it weren't for his help and I am also thankful to all the employee of IPDC who has stepped up to help me and guided me.
This document proposes solutions for safe flying operations that do not require radio transmissions. It suggests using cameras and sensors to:
1. Monitor the perimeter for security threats while detecting humans during day, night, and low visibility.
2. Detect foreign object debris (FOD) on runways and tarmacs using cameras capable of identifying small particles during day and night.
3. Allow an air traffic control center to optically track and monitor all aircraft in the flying area using day/night cameras, infrared cameras, and laser rangefinders without relying on radar transmissions.
Indian defense offsets guidelines have faced several issues with implementation and monitoring. Originally introduced in 2005, offsets were intended to help India's defense industry through exports, FDI, equipment, and technology transfers from foreign defense companies. However, only 51.5% of agreed upon offsets had been achieved as of last year. Proposals from companies did not get approved and credits for discharged offsets were not communicated, causing uncertainty. The current guidelines focus on exporting existing products and obtaining equipment and technology, but these may not be realistically achievable. A way forward is to define offsets as tangible defense FDI through manufacturing units that create jobs and technology absorption in India. This could include dual-use, high-tech items and help develop India's
This document provides guidelines and requirements for a strategic analysis report on Caterpillar Inc. The report must include: an introduction on Caterpillar's scope and size; a resource-based view analysis of Caterpillar's core competency in customizable technology; a SWOT analysis of Caterpillar's industry, general, and internal environments; an analysis of Caterpillar's competitive strategy; identification of issues Caterpillar faces; recommended actions; and implementation of those actions. The document outlines formatting and reference requirements and emphasizes integration of work between group members. It aims to provide structure and uniformity across group reports.
Jaydeep Basu is seeking a challenging role in the domain or IT industry. He has 2 years of experience as a functional consultant at IBM India, working with automotive and pharmaceutical clients. He has knowledge of their business processes and manufacturing technology. He holds a B.Tech in Mechanical Engineering and has worked on several SAP projects involving production planning, quality management, and variant configuration.
Indian defense offsets guidelines have faced issues with implementation and monitoring. Currently, contracts valued at approximately $4.87 billion have been signed, with 51.5% achievement so far. However, offset contract negotiations, monitoring, and implementation have not been smooth. As of January 2015, only $20-25 million in offsets credits had been approved against $921 million in vendor claims. The current guidelines focus on exporting existing products, FDI, equipment, and technology acquisition, but these do not fully address what offsets foreign OEMs can realistically provide. Establishing manufacturing facilities through FDI in dual-use defense technologies could help meet offsets obligations while providing local jobs and industrial development.
This document provides information about an ACCT 540 course project for Week 8. It includes a case study about an investment group needing guidance on accounting for bonds. The case asks the student to research and determine the proper accounting treatment for unrealized gains and losses, realized gains and losses, and impairment of bonds. It provides milestones and points for summarizing the case background and defining research questions. It also includes information about discussions, homework assignments, and activities for Weeks 1 through 3 of the course related to accounting research.
This document discusses how to evaluate how a project will impact business performance. It introduces key questions around defining business performance, current and future goals, critical business conditions and their trends, business strategy, change roadmap, past change performance, project portfolio, and change management capabilities. Two figures are presented: Figure 6A shows the relationship between these key elements for successful business change realization, while Figure 6B balances business management (strategic vs tactical) with change execution and project lifecycles. Common challenges are then discussed where projects become disconnected from the business, such as focusing on technical issues rather than needs, doing what is possible rather than necessary, and reactive vs strategic change management.
This document provides an overview of a study conducted on capital budgeting at Visakhapatnam Steel Plant in India. It includes an introduction describing the need, objectives, scope and methodology of the study. It also discusses limitations of the study. Chapter 2 provides an industry profile of the steel industry in India and its growth. The study aims to evaluate investment proposals using capital budgeting techniques and provide suggestions to management.
This document provides an overview and introduction to COBIT 2019, which is an update to the COBIT framework for enterprise governance and management of information and technology. Key points include:
- COBIT 2019 aims to optimize governance of IT/information, stay relevant in a changing environment, build on COBIT strengths while addressing limitations, and align with other standards.
- The document remembers John Lainhart's contributions to COBIT and prior versions.
- COBIT is a framework that defines components and design factors for building and sustaining effective governance of enterprise IT/information, though it is not a full description of an IT environment or set of business processes.
- Governance
The document discusses quality management programs and systems such as Statistical Process Control (SPC), Total Quality Management (TQM), and Six Sigma. It provides details on the Six Sigma methodology, including the DMAIC process and benefits of Six Sigma in reducing defects and costs. The document also presents examples of Six Sigma implementations at Motorola and an Indian company, and discusses some costs and limitations of the Six Sigma approach.
1) The document presents a pre-feasibility study for establishing a digital meter chip house in Islamabad.
2) The chip house will produce its own designs of digital meter chips and cater to the needs of WAPDA, electricity distribution companies, and customers.
3) The total projected cost of the project is Rs. 50 lacs, with Rs. 11.5 lacs as capital costs and Rs. 38.5 lacs as working capital. The project financing involves 50% debt and 50% personal investment.
1. The document provides guidelines for submitting an equity research report (ERR) as part of an investment lab course. Students must analyze 2 companies from the same industry and submit 2 individual ERRs in PDF format by August 26th, 2013.
2. Students' ERRs will be viewed by other students and may influence their portfolio construction selections. High quality reports that attract interest could provide added value for the submitting student.
3. The ERR should include economic, industry, company, and market analysis plus equity valuation. Sections will be evaluated for a total of 20 marks across style, analysis, valuation, and other criteria. Technical issues will not be accepted as excuses for late or poor submissions.
The document provides an outline and guidelines for writing an effective business plan. It discusses the purpose of a business plan, who reads it, and what they are looking for. It then outlines the 11 key sections that should be included in a business plan, such as the executive summary, company description, market analysis, operations plan, management team, and financial projections. The document stresses that a good business plan should clearly convey the business idea, strategy, market opportunity, and management team's ability to execute the plan. It also provides tips on presenting the business plan to potential investors in a well-rehearsed oral presentation and slide deck.
This document is a training report submitted as part of a Master's degree program. It discusses working capital requirements for Stage II of the Kanti Bijlee Utpadan Nigam Limited power plant. The introduction provides background on the power sector in India and the company. It then discusses the training objectives, the trainee's contributions, and learning outcomes. The body of the report analyzes concepts of working capital management, the working capital cycle for the company, an assessment of working capital requirements, tariffs, and calculations for Stage II. It concludes with a chapter on data analysis and interpretation and suggestions.
How To Manage And Reduce Development Techical DebtAbdul Khan
The document discusses managing development technical debt. It defines technical debt as imperfections in code that accumulate over time due to pressure to develop features quickly. It identifies different types of technical debt and their impacts, such as debt that affects teams, prevents business growth, or damages businesses. It provides recommendations for identifying, prioritizing, and reducing technical debt through refactoring code, updating technologies, and addressing issues based on their potential consequences. The overall message is that while some technical debt is inevitable, it needs to be managed carefully to avoid significant problems for products, teams, and businesses in the future.
The document provides an overview of alternative investment funds in India. Some key points:
- India's economy is growing rapidly and its asset management industry is expected to grow significantly in the next 5-7 years, however it remains underpenetrated compared to other major economies.
- Alternative investment funds (AIFs) provide a preferred vehicle for investors to access specialized or niche managers in India and capitalize on opportunities in mid-sized companies due to their local expertise.
- AIFs have seen significant growth in India in recent years and are expected to continue growing as the HNI population and financial savings increase. They provide access to different types of managers and investments unavailable in traditional mutual funds.
The Age of Alignment Part III: Moving From Theory to PracticePearl Meyer
This series is designed to explore a fundamental question that was raised by the NACD Blue Ribbon Commission on Strategy Development: “Does your company’s incentive structure reinforce or unintentionally undermine its chosen strategy?”
Parts 1 and 2 – which are available for replay – outlined a number of diagnostic tools and approaches that boards can use to uncover potential misalignment between their strategy and the compensation program design. We’ve also looked at various protocols that can help improve alignment and drive toward desired goals.
As we know – protocols cannot anticipate every situation. The fresh news on the proposed SEC rules regarding pay for performance disclosure is a perfect example!
I’m joined today by Jim Heim and Theo Sharp, both managing directors in the Boston office of Pearl Meyer and Partners and today we’re going to talk about some real-world examples that show how companies have put these smart theories and protocols into practice and how they’ve remained disciplined toward strategy execution but also flexible to accommodate the unexpected.
The document discusses the Strategic Alignment Model (SAM) framework for aligning IT and business strategy. It describes how SAM is based on strategic fit between external and internal views, and functional integration between organizational and technology views. SAM includes four domains - business strategy, IT strategy, business infrastructure, and IT infrastructure. For alignment, three of the four domains must be aligned. The document also outlines four perspectives of SAM - strategy execution, technology potential, competitive potential, and service level. Each perspective defines different roles for top management and IS management. Case studies are provided for each perspective.
MMI, HSI, Human Factors, System Engineering, Ergonomics, Fool proofing, Man Machinery Interface, Human Systems Integration, Systems Design, Testing, Feedback
This poem is written by Amarjit Kaur to honor her mother on Women's Day. It describes her mother being born in a village in Punjab in the 1950s and cycling 11 km to school to get an education, which was uncommon for girls at the time. Her mother raised the poet and their siblings, ensuring they all received an education and became professionals. The poet expresses hope that in their next life, they will be reborn as mother and child again and have her mother continue guiding her as a "lady, creator, caretaker, nurturer, or educator." The poem pays tribute to her mother's role and influence in her life.
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This document provides guidelines and requirements for a strategic analysis report on Caterpillar Inc. The report must include: an introduction on Caterpillar's scope and size; a resource-based view analysis of Caterpillar's core competency in customizable technology; a SWOT analysis of Caterpillar's industry, general, and internal environments; an analysis of Caterpillar's competitive strategy; identification of issues Caterpillar faces; recommended actions; and implementation of those actions. The document outlines formatting and reference requirements and emphasizes integration of work between group members. It aims to provide structure and uniformity across group reports.
Jaydeep Basu is seeking a challenging role in the domain or IT industry. He has 2 years of experience as a functional consultant at IBM India, working with automotive and pharmaceutical clients. He has knowledge of their business processes and manufacturing technology. He holds a B.Tech in Mechanical Engineering and has worked on several SAP projects involving production planning, quality management, and variant configuration.
Indian defense offsets guidelines have faced issues with implementation and monitoring. Currently, contracts valued at approximately $4.87 billion have been signed, with 51.5% achievement so far. However, offset contract negotiations, monitoring, and implementation have not been smooth. As of January 2015, only $20-25 million in offsets credits had been approved against $921 million in vendor claims. The current guidelines focus on exporting existing products, FDI, equipment, and technology acquisition, but these do not fully address what offsets foreign OEMs can realistically provide. Establishing manufacturing facilities through FDI in dual-use defense technologies could help meet offsets obligations while providing local jobs and industrial development.
This document provides information about an ACCT 540 course project for Week 8. It includes a case study about an investment group needing guidance on accounting for bonds. The case asks the student to research and determine the proper accounting treatment for unrealized gains and losses, realized gains and losses, and impairment of bonds. It provides milestones and points for summarizing the case background and defining research questions. It also includes information about discussions, homework assignments, and activities for Weeks 1 through 3 of the course related to accounting research.
This document discusses how to evaluate how a project will impact business performance. It introduces key questions around defining business performance, current and future goals, critical business conditions and their trends, business strategy, change roadmap, past change performance, project portfolio, and change management capabilities. Two figures are presented: Figure 6A shows the relationship between these key elements for successful business change realization, while Figure 6B balances business management (strategic vs tactical) with change execution and project lifecycles. Common challenges are then discussed where projects become disconnected from the business, such as focusing on technical issues rather than needs, doing what is possible rather than necessary, and reactive vs strategic change management.
This document provides an overview of a study conducted on capital budgeting at Visakhapatnam Steel Plant in India. It includes an introduction describing the need, objectives, scope and methodology of the study. It also discusses limitations of the study. Chapter 2 provides an industry profile of the steel industry in India and its growth. The study aims to evaluate investment proposals using capital budgeting techniques and provide suggestions to management.
This document provides an overview and introduction to COBIT 2019, which is an update to the COBIT framework for enterprise governance and management of information and technology. Key points include:
- COBIT 2019 aims to optimize governance of IT/information, stay relevant in a changing environment, build on COBIT strengths while addressing limitations, and align with other standards.
- The document remembers John Lainhart's contributions to COBIT and prior versions.
- COBIT is a framework that defines components and design factors for building and sustaining effective governance of enterprise IT/information, though it is not a full description of an IT environment or set of business processes.
- Governance
The document discusses quality management programs and systems such as Statistical Process Control (SPC), Total Quality Management (TQM), and Six Sigma. It provides details on the Six Sigma methodology, including the DMAIC process and benefits of Six Sigma in reducing defects and costs. The document also presents examples of Six Sigma implementations at Motorola and an Indian company, and discusses some costs and limitations of the Six Sigma approach.
1) The document presents a pre-feasibility study for establishing a digital meter chip house in Islamabad.
2) The chip house will produce its own designs of digital meter chips and cater to the needs of WAPDA, electricity distribution companies, and customers.
3) The total projected cost of the project is Rs. 50 lacs, with Rs. 11.5 lacs as capital costs and Rs. 38.5 lacs as working capital. The project financing involves 50% debt and 50% personal investment.
1. The document provides guidelines for submitting an equity research report (ERR) as part of an investment lab course. Students must analyze 2 companies from the same industry and submit 2 individual ERRs in PDF format by August 26th, 2013.
2. Students' ERRs will be viewed by other students and may influence their portfolio construction selections. High quality reports that attract interest could provide added value for the submitting student.
3. The ERR should include economic, industry, company, and market analysis plus equity valuation. Sections will be evaluated for a total of 20 marks across style, analysis, valuation, and other criteria. Technical issues will not be accepted as excuses for late or poor submissions.
The document provides an outline and guidelines for writing an effective business plan. It discusses the purpose of a business plan, who reads it, and what they are looking for. It then outlines the 11 key sections that should be included in a business plan, such as the executive summary, company description, market analysis, operations plan, management team, and financial projections. The document stresses that a good business plan should clearly convey the business idea, strategy, market opportunity, and management team's ability to execute the plan. It also provides tips on presenting the business plan to potential investors in a well-rehearsed oral presentation and slide deck.
This document is a training report submitted as part of a Master's degree program. It discusses working capital requirements for Stage II of the Kanti Bijlee Utpadan Nigam Limited power plant. The introduction provides background on the power sector in India and the company. It then discusses the training objectives, the trainee's contributions, and learning outcomes. The body of the report analyzes concepts of working capital management, the working capital cycle for the company, an assessment of working capital requirements, tariffs, and calculations for Stage II. It concludes with a chapter on data analysis and interpretation and suggestions.
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The document provides an overview of alternative investment funds in India. Some key points:
- India's economy is growing rapidly and its asset management industry is expected to grow significantly in the next 5-7 years, however it remains underpenetrated compared to other major economies.
- Alternative investment funds (AIFs) provide a preferred vehicle for investors to access specialized or niche managers in India and capitalize on opportunities in mid-sized companies due to their local expertise.
- AIFs have seen significant growth in India in recent years and are expected to continue growing as the HNI population and financial savings increase. They provide access to different types of managers and investments unavailable in traditional mutual funds.
The Age of Alignment Part III: Moving From Theory to PracticePearl Meyer
This series is designed to explore a fundamental question that was raised by the NACD Blue Ribbon Commission on Strategy Development: “Does your company’s incentive structure reinforce or unintentionally undermine its chosen strategy?”
Parts 1 and 2 – which are available for replay – outlined a number of diagnostic tools and approaches that boards can use to uncover potential misalignment between their strategy and the compensation program design. We’ve also looked at various protocols that can help improve alignment and drive toward desired goals.
As we know – protocols cannot anticipate every situation. The fresh news on the proposed SEC rules regarding pay for performance disclosure is a perfect example!
I’m joined today by Jim Heim and Theo Sharp, both managing directors in the Boston office of Pearl Meyer and Partners and today we’re going to talk about some real-world examples that show how companies have put these smart theories and protocols into practice and how they’ve remained disciplined toward strategy execution but also flexible to accommodate the unexpected.
The document discusses the Strategic Alignment Model (SAM) framework for aligning IT and business strategy. It describes how SAM is based on strategic fit between external and internal views, and functional integration between organizational and technology views. SAM includes four domains - business strategy, IT strategy, business infrastructure, and IT infrastructure. For alignment, three of the four domains must be aligned. The document also outlines four perspectives of SAM - strategy execution, technology potential, competitive potential, and service level. Each perspective defines different roles for top management and IS management. Case studies are provided for each perspective.
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2. jassalnavy@hotmail.com 2
• Author is former Joint Director of MoD/ HQI DS and responsible
for Perspective Planning. He has managed around 400 to 450 Capital
Acquisitions proposals with varying Technology needs & Production
arrangements. He was part of Executive team that made revised
Offsets Policy. He has also been Country Manager of a US MNC
dealing in Hi Tech Eqpt.
• He was responsible for formulation of Long Terms Plans called
LTIPP 2012-27, 12th Defence Plan, 12th Manufacturing Plan. He was
also Memb Secy of SCPACC.
• Author can be reached on email jassalnavy@hotmail.com
• Author has also written several open papers which are available
on Linkedin Page & Slide Share. Author Blogs on issues of
Perspectives, Inequality, Plans, Essence (of life) & Growth under head
PIPE Growth.
Cdr (Retd) Kamaljit Singh Jassal
3. Macro Issues
• Table 1.1a classifies Capital Goods under 10
heads
– Why Hydraulic, ocean drills, Tunneling, Boring,
Hi-Tech seam-alloy-welding etc are missing?
• DGFT has definition in Para 9.12 which is
more wide & better
– We could add to it Marine, Aviation & Hi Tech
computer aided-medical machines sector.
• Till we don’t work on this list, NAICS
classification & taxation issues will remain.
– Learn from Military stores list.
jassalnavy@hotmail.com 3
4. Macro Issues
• Very good that Policy has Vision, Mission,
Objectives
– Why not make Chapter 4 as 1.
– Vision should be directional & not time bound, while
Mission could be landmarked with time.
• Objective should have-
– Time period to achieve Objective
– Roadmap (separate operative letters to be issued)
• TCA modeling
• Procedures
• Structures
• Monitoring & Evaluation
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5. Chapter - 2
• Start of Chapter 2 - Summary of Key Issues
& Challenges ???
– How has Summary been arrived from Preamble
& Chapter 1. Are these pre-conceived ideas or
perceptions or list taken out from a separate
research paper not quoted here!!
– ‘capital goods component in industrial production has
lagged in recent years due to slow domestic demand
and following slow growth in the world economy.‘
• Is it inference or assumption
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6. Chapter - 2
• Reasons for Capacity underutilization are not
given – 2.2.1
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7. Chapter - 3
• Kindly bring attention on following acts of
USA:-
– Buy American act [min 50% indigenous content]
– Jones act
– Value Engg Rule or value addition culture
(futuristic idea)
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8. Chapter - 4
• Vision - Very good/ Brave, but dangerous
– Generally Vision is directional & non tangible.
– Risk exists to make it time bound/ tangible!!
• Objective – Mention only output oriented,
inputs will be derived automatically.
– Enablers: Skill, Manpower etc are enablers.
• Kindly focus more on vitalising the Cobb-
Douglas Production function.
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9. Chapter - 6
• Is this required:
– 6.1.2 - To provide incentives for domestic and global
mergers & acquisitions.
– 6.1.3 To provide incentives for venture funding/ risk
capital to start-ups.
• Why not create eco-system for startups?
• 6.1.4&5 can be ‘reform financing setup/ system
for Industry in Capital Products production’.
• 6.1.7 – would you like to consider forming a
Section 25 (old)/ Section 8 company having a
Academia-Industry interface on the lines of
Fraunhoffer
jassalnavy@hotmail.com 9
10. Chapter - 6
• 6.2.1 – Consider adding PMA & 50%
indigenous content.
• 6.2.4.2 – Suggest don’t bring, MoD is in
mess!!!!
• 6.2.5.1 – Start with min 50%.
• 6.2.6 – Very relevant & to be enforced.
• 6.2.7.1 – Critical issues under this are:-
– How do you evaluate Tech & IPRs.
– Who owns Tech & IPR if negotiated by Govt.
– How do you evaluate VA (Val Add), is it by
difference of invoices or Tech/ work added to it.
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11. Chapter - 6
• 6.2.8 – MHIPE shoudn’t be doing this directly.
Instead create a Structure of Academia-
industry Interface (as a Regd Society) and
2 more (mentioned later) to fix endemic
problems.
• 6.2.9 – From where the Tech come. Why do ToT
or TA. Why not Sec 25/ 8 company as start
engine for the production Train.
• 6.2.10 – Allow only for startups or Greenfield
projects or BIFR Cos. Not to be given to
companies in 3 yrs existence and breaking even
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12. Chapter - 6
• 6.2.11 – Strongly concur.
• 6.2.12 – G2G2B is not an appropriate idea. This
kind of interface does communication exchange
but builts in pressure lobby for vested interests.
Instead go for Integrated inborne-Think
Tank approach and interfaced Industry
approach.
– In MoD, we have integrated Think Tanks like IDSA
(civil), CLAWS (army), CAPS (AF) & NMF (Navy).
– IBO/ DPSU interface provides Industry inputs/
challenges.
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13. Chapter - 6
• 6.2.12 – Sub sections relate to Monitoring &
Evaluation. This is strong Admin/ Quasi judicial
function. Create a separate wing or outsource it
to a inborne ‘Society’ staffed by Retd Govt
officers. Head of this should be a serving officer.
• 6.3.1 – Interesting!! Check Business rules!
• 6.3.3 – Instead, CII/ FICCI/ ASSOCHAM
chambers can be linked up and every 3/4
months ITPO activities be done viz which
Products, how to do biz.
• 6.3.4.1 – This is too much. MHIPE cannot be
panacea of all ills!! Sense & feelings behind this
are deeply respected.
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14. Chapter - 6
• 6.3.5 – This role can be & should be discharged
by ITPO. MHIPE may send an officer to ITPO for
Capital Goods.
• 6.3.7 – Financing should be linked or combined
with Taxation policy page. Wholesome review is
called in this with MoF, Commerce Min/ DIPP &
MHIPE.
• 6.4 – HRD effort needs to be re-looked
holistically with emphasis of BPR of it is, CTRIs
and Polytechnic. Too many points. Looks HRD
ministry & NSDC mandate taken over.
• 6.4.3 – Dosnt look HRD effort.
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15. Chapter - 6
• 6.5 – Too much agenda. Looks problems
were known (all Govt oriented). Cannot be
panacea of all problems.
– IITs, PolyTechnic linkage not included.
– Don’t take over the mandate of CSIR/ DST etc.
• 6.6 – Product Standards are must. Also must
is the process of manufacturing products
(ISO certification). Kindly-
– Make Product Specs/ Test standard free on web.
– Make 3rd party certification for manufacturing
process.
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16. Chapter - 6
• 6.7 - Heavy Industry doing the job of
MSME!! instead:-
– Focus on enclave/ cluster mftrg.
– Focus on preferential market access for MSME.
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17. Chapter - 7
• Consider/ Could addresses the needs of:-
– Agro Industry. [not same as 7.10]
• Mass sowing cum reaping/ harvesting machines.
• Bio technology
• Canal makers & Irrigation Drip Tech
• Mass clean water/ recirculation/ treatment machy etc
– Marine/ Oil & Gas Industry:
• Engines mftrg.
• Pollution control tech
– Aviation Industry
– Auto Industry
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18. Chapter - 8
• 8.2.1 – Isnt it a Cab Secy function.
– Suggest move a policy page/ note for CCEA & get it
done. Retain ‘Control’ (not coord) within MHPE.
• 8.2.2 – Don’t do this. Consider following 3:
– Create a Sec 25/ Sec 8 (new) Co or society with
Academia-Industry interface and achieve the
objects set out.
– Also create Think Tank for larger & sub sector
policy formulation/ reviews
– Also create Sec 25/ Sec 8 (new) Co or society,
on the lines of Invest India for Industry interface/
monitor/ review.
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19. Chapter - 9
• 9.2.1 - Devising a long term, stable and
rationalized tax and duty structure to ensure cost
competitiveness of the sector.
– Absolutely required with ease of litigation
– Mandate of Fin Ministry!!
• 9.2.2 Drafting a comprehensive public
procurement policy with amended qualifying
criteria and introducing special provisions in
contracts for domestic value addition.
– Concur. Turnover can be substituted with BG,
production capability enhancement, etc
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20. Chapter - 9
• 9.2.3 Promoting development of new technology
through indigenous sources.
– Isnt it mandate of DST, CSIR etc?
• 9.2.4 Providing Technology Upgrade Fund
Support across all capital goods sub-sectors.
– Isnt it mandate of DST, CSIR etc?
– It is understood that MHIPE wants to do something/
propel Tech front for Capital Industry. Kindly examine
the Sec 25/ 8 Academia-Industry interface.
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21. Chapter - 9
• 9.2.5 Creating a level playing field vis-à-vis
imports by restricting imports of second hand
machinery and mitigating duty disadvantages.
– Yes, a white-paper needs to be presented on this.
• 9.2.6 Supporting availability of short and long
term of financing at competitive rates to capital
goods manufacturers.
– Present a Policy paper on this for discussion
please.
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22. Chapter - 9
• 9.2.7 Enabling skill development by setting up
sub-sector specific Skill Councils.
– This requires a mere note of observations &
recommendation from MHIPE to NSDC.
• 9.2.8 Enabling higher participation of India in
standard creation and developing support
system to improve compliance.
– Very Important but specifics required
• 9.2.9 Developing manufacturing clusters with
shared facilities especially for SMEs.
– This is economics-business point. Well thought out
strategy/ paper needs to be presented to avoid the
lessons learnt of debacles of SEZ & PPP policies
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23. Overall
• Very Interesting that few Officers (few good
men) are doing the rational macros turn
around or atleast shakeup.
• There is strong need to be rational, create:
– structures that aid Governance,
– procedures that give almost automated or pre
fed algorithm type decisions which are
consistent, forward looking, without bias.
• A good step is started, please complete the
loop till implementation/ public advocacy.
jassalnavy@hotmail.com 23
24. • Kamaljit Singh Jassal
– Retd Commander
– Ex Joint Director MoD
– Ex Country Manager of US MNC
– Currently Exec Dir of a Startup brand
‘Punjab Hi-Tech Systems’
• The Officer can be reached out at:
– Email – jassalnavy@hotmail.com
– Mbl: 971 77 555 28
– Tel: 0124- 2213 228
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