LOGISTICS GROUP PROJECT
TEAM
MEMBERS
BHANU PRATAP DODLA 15
HARSHVARDHAN RAO 21
KEVAN PASAD 25
VISHESH PAREKH 59
CEMENT INDUSTRY
AMBUJA CEMENT
COMPANY OVERVIEW
Ambuja Cements Ltd is India’s foremost cement
company known for it hassle-free home-building
solutions
Ambuja Cement has a cement capacity of 29.65
million tonnes with five integrated cement
manufacturing plants and eight cement grinding units
across the country
Sustainable profitable growth is ingrained in the
company’s DNA
All Ambuja Cement plants are ISO 14001 certified
Ambuja Cement was the cement company who used operation
CASE BRIEF excellence to gain cost leadership
In the early 1990's GACL invested heavily in developing its brand
image which gave it a numero uno position in Gujrat and in
Mumbai, the single largest cernent market
Packaging: At GACL innovative packaging, follows international
norms
GACL has taken full advantage of the Multi-Modal transportation
System (MMTS)
GACL revolutionised the market by setting up chains of retailers
catering to customer
Today GACL will have main focus is on Growth and new market
development
Warehousing: GACL have 2 types of warehouses the dumps and
transhipment point storage.
INDUSTRY OUTLOOK
India is the second largest producer of cement in the
world.
The top 20 cement companies account for almost 70 per
cent of the total cement production in the country.
A total of 210 large cement plants account for a
cumulative installed capacity of over 410 MT, with 350
small plants accounting for the rest
Number of foreign players are also expected to enter the
cement sector owing to the profit margins and steady
demand.
SWOT ANALYSIS
-Efficiency -Do not have huge market,
-Adaption of new technology and hence scale of
-Use of sea route
-Assets
S W economy
-Could not serve wholesale
-Good reputation market
O T
-Low per capita
consumption -Lesser technological
-Capital intensive industry changes
-High level of -Product differentiation
infrastructure required -Freight intensive industry
SMALL
D CONTRACTORS
B O U N RETAILERS AND
I N T I C S
LO G I S STOCKIST CUSTOMERS
AND
DEALERS
WARE
CEMENT HOUSE
PROCESS
T I C S
SUPPLIER OF FACTORY
D L O G IS
RAW
U T B OUN
MATERIAL O
INFORMATION
RETRIEVAL ADJUSTMENT OF
TRANSMISSION OF PAPER DISPATCH TO TRANSFER TO
FROM PACKAGING INVENTORY
CUSTOMER ORDER PROCESSING TRANSPORTER PRODUCTION
WAREHOUSE LEVEL
PLANNING
RECOMMENDATIONS
• GACL should find a strategy to reach to Southern parts of the country in a better
way.
• The only struggle is to reach first and sell most, in order to do that GACL should
strengthen their distribution channel.
• GACL has to give more importance to the latest technology, and also better
emphasis on marketing across all platforms.
• Better planning and forecasting of demand will result in better supply chain
management
• Outsourcing road transport through carry and forward agent & Implementing two
way transportation
• Focus on wholesalers (real estate companies, government departments etc) also
AUTOMOBILE INDUSTRY
MARUTI SUZUKI PVT. LTD.
INDUSTRY OVERVIEW
India has become one of the largest markets for automobile industry
with a domestic automobiles production at 26.36 million vehicles and
domestic automobiles sales was at 21.55 million vehicles as of 2020.
The main contributors to these numbers are the large two wheeler and
passenger car segments that dominate the indian automonbile scene.
The industry which is growing at a rapid rate is thus becoming a
favourite target for FDI this is supported by the fact that the
Government of India also encourages foreign Investment in the sector
by increasing it to a 100%.
Factors like low labour costs, quality and affordable steel production
setups and a robust research oriented industry are also responsible for
the growth of the industry.
Indian automotive industry (including component manufacturing) is
expected to reach Rs 16.16-18.18 trillion (US$ 251.4–282.8 billion) by 2026.
COMPANY OVERVIEW
Maruti Suzuki India Limited is a 39 year old company that has redefined
India's Automobile needs and fulfilled the first car aspirations of millions of
its customers.
As of today it is a subsidiary of the Japanese Auto giant Suzuki which holds
56.21% of the shares in Maruti.
The Company recorded its highest market share as of July 2018 covering
58% of the market and has consistently maintained its position as a
market leader in India.
It has constantly innovated and excelled by introducing popular cars like
Ciaz, Ertiga, Wagon R, Alto, Swift, Celerio, Swift Dzire, Baleno, Alto 800, etc.
From the day the iconic Maruti 800 was launched the company has
revolutionised the industry and has set standards and trends for others to
follow.
Today, Maruti Suzuki has its eyes set firmly on the possibilities of
tomorrow. And everybody is invited on this journey..
SWOT ANALYSIS
The company is leading the markets and covers almost half Lower prices result in unattractive and
of the industry size. compromised interiors
They have a robust framework of dealers and after sales Government interference in policy and decision
service centres. making of the company
Its promotional strategies target first time buyers and has
Younger generations prefer style and features
cultivated a Strong Brand Value and Loyal Customer Base.
over utility.
Great combination of quality and price Unique avenues like
second hand sales and after sales service centres also S W Bureaucratic issues with workers and unions
contribute to the companies profits Weak at making higher end segments.
O T
A strong foundation makes it easy to enter electric car
market Decline in market shares.
The introduction of Nexa can help diversify into higher Competition from Hyundai and Toyota
end segments Entry of Chinese brands that are good at
Newer variants of are sportier and trendy and can
creating value family cars.
attract younger buyers.
Economic growth of the country is giving rise to larger
Lack of features and designs that the
first time buyers, a segment in which Maruti younger generation likes.
specialises.
LOGISTICS SYSTEMS
Vendor management
Maruti reduced its inventory levels from 22 days(1995-96) to 2.9 days(2002-03) by implementing Delivery
Instruction System which provided details of component requirement for every 15 days.
It also encouraged vendors to set up their manufacturing units near Gurgaon by compensating them for actual
& justifiable expenses incurred in maintaining the ware-house.
This helped to increase the frequency of supplyBy creating subassemblies, Maruti was able to reduce the of
no. of suppliers from 400 to 100.
Multiple vendors for every part, to make sure that there is a healthy competition amongst the vendors & also to
make sure the continuity of supply even in situations like breakdown in one of the suppliers.
Operational Efficiancy Distribution Channels
“Challenge 50 Initiative” targeted to reduce cost by Maruti Suzuki Arena - It connotes a place where
30% & improve productivity by 50% involving key people come together & experience something
vendors. exciting & digital integration has been a boon.
Inhouse Product development & localized sourcing if Nexa - Aims to maintain a premium feel & offer
dies, welding jigs & other equipment. customers a more customized experience with fully
Employee suggestion scheme & improving trained “Relationship Managers” to cater all
production volume to number of permanent customer needs
employees ratio True Value - Maruti-Suzuki True Value is the first
Adopting disciplined & effective manufacturing major automobile OEM to enter India’s used car
processes like Kaizen, 5S & LEAN market in 2001 that offers buying, selling &
exchange of certified pre owned cars.
RECOMMENDATIONS
Facing stiff competition from local and global players Maruti needs to keep
reinventing its offerings.
Industry level disruptions have either arrived o are on its way (Electric Cars). At such
times the company must adopt lean operation strategies and promote their products
and services to create value for the customer.
As the Automobile Industry progresses the Indian consumer is becoming more
demanding with regards to the features and styles and expects all this at a low
enough price. (Success of Hyundai i10)
Large chunk of demand shall come from Rural and semi-urban sectors. The company
must thus have its product portfolio in line with these avenues of demands.
Work closely with smaller companies and start-ups that bring change and ideas and
extensively embrace technology and digitisation of the business processes.
THANK
YOU!
