Mahindra Satyam, a leading Indian auto manufacturer, implemented an enterprise-wide business process reengineering (BPR) program to address increasing competition and globalization. The BPR program was executed in three phases, focusing on developing long-term business strategies, transitioning to a process-centric enterprise, and redesigning key business processes to improve performance. As a result, significant operational improvements were achieved, including reductions in product development time, improved order management, enhanced sales forecasting, and decreased material costs.

1. 1
Enterprise-wide BPR for a leading
Indian auto manufacturer.
The Assam Kaziranga University- School Of Business.

2. Business Challenge
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 Mahindra Satyam was the Market Leader for
Decades.
 However, of late, there was tremendous
competition it faced in several product categories.
 REASON: Increasing Globalization, Entry of
foreign companies, Import of pre-used vehicles.

3. Mahindra Satyam’s Solution
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 BPR program in 3 broad phases:
 LONG TERM BUSINESS STRATEGY Identifying new business opportunities and
capitalizing on them.
 Strategy to survive via Diversification and adaption
to growing changes.
 Mahindra Satyam was expected to leverage its
current capabilities in the new markets. A market
penetration strategy.

4. 4

PROCESS CENTRIC ENTERPRISE (Phase I) Preparing to migrate into PCE wherein, each process
would be identified and a strategy to migrate shall be
constructed.
 Senior managers made responsible for all round
performance of these processes.
 Process goals identified and fixed.
 Process framework made to be owned by respective
senior managers.
 Strategies constructed in a way employees could
understand the need for change and its impact.

5. PROCESS CENTRIC ENTERPRISE (Phase II) Transformation phase wherein, each key business
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process was redesigned and adopted.
 Strengths and weaknesses of each process
documented.
 Gap Analysis.
 Core Processes included:
 Business Planning.
 Product management.
 Order management.
 Customer management.
 Vendor management.
 This allowed Mahindra Satyam to gain significant
advantage over its competitors.


6. Benefits:
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 Product Management Process- Product
development time reduced by 50% (72 months to
36 months). Launch delays eliminated.
 Order Management Process- Schedule adherence
for vehicle dispatch improved to 95%. Spare parts
got ordered and delivered 50% faster.
 Customer Management Process- Sales forecasting
improved to 70% and customer complaints
reduced to 50%.
 Vendor Management Process- Material cost
reduced by 6% and vendor development time
reduced by 30%.

7. 7
Thank You. 