 Milat tractor allowed for export in 2013

 Strengths Pakistani local brand beating Chinese brands in Price and Quality
 MTL established first engine assembly plant in Pakistan
 sophisticated manufacturing facilities for the machining of intricate components was introduced
for the first time
 Strengths: engine block, sump, transmission case, axle housing, hydraulic lift cover, front axle
support and center housing, gears and shafts
 Millat tractor was privatized in 1992 MCB funded them for making shares payment
 Milat tractors employees has 41% shares of the company but they don’t sell it so that they have
a firm grip over management
 Vertical Integration: Started new firm for producing batteries
 Expansion: Accquired Bolan Casting to produce engine block, cylinder head, center housing etc.
 Company created additional capacity to handle production because of increasing demand
 Milat tractors own 57% mkt share 43% Al-ghazi tractors
 MTL have four companies Millat Tractors Limited – Manufactures tractor Bolan Castings Limited
– engine block, sump, axle housing Millat Equipment Limited - manufacturing gears and drive
shafts, and Millat Industrial Products Limited - manufacturing automotive batteries
 Milat tractor is grown to be market leader
 Best tractor company in the world Mahindra Mahindra cant beat MTL in terms of low cost
production with high quality
 Want to create in house plant for manufacturing of agriculture component
 98% locally self-sufficient and was listed in top 200 well managed companies of asia by Forbes
 Opportunity: Pakistan agriculture country, agriculture contributes 21.4% in GDP and 41% in
labor force. Tractors are very important for agriculture, Implication of mobile application,
Industry 4.0, export tractors to India
 Threats: Govt. Policies Natural disasters Energy crises increase in price of raw material
 Recently introduced tractor driven fodder and will introduce more agriculture equipment in
future
 13% increase in profit
 Introduced ERP system to streamline business
 Foucsing on training and development of employees
 Office in Dubai to promote exports to Africa, Middle East
 Declining sales not able to perform as per the potential
 Tapping untapped export markets
 Want aggressive and rapid growth