Dynamic of Supply Chain Management of Shree Cement LTD

THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT NEW DELHI
THESIS ON DYNAMIC OF SUPPLY CHAIN MANAGEMENT OF SHREE CEMENT LTD SUBMITTED TO: PROF. SUMANTA SHARMA PROF. VIJAY BODDU
UNDER THE GUIDANCE OF: MR. VARUN MUDGAL
SUBMITTED BY: POONAM JAIN ALUMNI ID NUMBER: DF/08/10-M-523
The Indian Institute of Planning & Management, New Delhi
BATCH: FW 08-10
ABSTRACT
This project cover the brief understanding about the Cement sector, I have collected the primary data from the Cement Industry as the growing demand of real estate also to understand whether the Shree Cement has targeted the market right or not, I have concluded this project with the proper recommendation has been made to that, which help other research to do some research on the basis of that. Transportation is the movement of products from one node in the distribution channel to another. By providing for the swift and uninterrupted flow of products back and forward through the distribution channel, transportation provides companies distinct markets on an equal footing. Transportation also permits wider and deeper penetration of new markets far from the point of production. In addition, by maximizing vehicle and materials handling capacities and cargo requirements, effective transportation permits distributors to leverage economies of scale by lowering the per unit cost of transporting the product. Efficient transportation enables distributors to reduce the selling price by holding costs down, thereby providing for more competitive product positioning. Finally, transportation provides other business function with essential information concerning products, market place and time utilities and transit costs, and capabilities necessary for effective enterprise planning and operational execution. The first step in the management process is to establish the cost effectiveness of private transportation fleets and the search for and selection of public carriers. The goal is to ensure the highest level of customer service at the lowest possible price. The selection of a carrier is normally a combination of the price of service, carrier financial stability, reliability and mode availability and
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subjective elements. The second step involves the ongoing choice of selected transport mode to meet daily shipment requirements. Modes should be chosen that will perform the service for the cost, satisfy any special shipping needs required by the customer, exceed the rates and services offered by competing carriers and minimize the likelihood of loss, damage or delivery delay. Once the mode and carrier has been selected, shippers as a third step must work with carriers to establish an effective schedule and the proper vehicle routing to ensure timely customer delivery. The fourth step of the process is the preparation and completion of the necessary shipping documentation. Finally, managers must be diligent in developing transportation performance measurements that will provide them with quantifiable data necessary for increased productivity and competitive advantage.
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SIGNATORY PAGE
TO WHOMESOEVER IT MAY CONCERN
This is to confirm that Poonam Jain, student of IIPM, NEW DELHI, is doing a live project(Thesis) on the topic Dynamic of supply chain management of Shree Cement Ltd under my guidance and that the work being done by the candidate is original and is of the standard expected by an MBA student. May god bless her with all success in her career.
Warm regards Varun mudgal
ACKNOWLEDGEMENT
It is well-established fact that behind every achievement lays an unfathomable sea of gratitude to those who have extended their support and without whom the project would never have come into existence. I express my gratitude to IIPM, New Delhi for providing me an opportunity to work on this thesis as a part of the curriculum. Also, I express my gratitude to Prof. Sumanta Sharma and Prof.Vijay Boddu on the completion of my project.
Yours Sincerely Poonam Jain F-9 FW 08-10
TOPIC APPROVAL LETTER

Dear Poonam Jain, This is to inform that your thesis proposal on Supply Chain Management of Shree Cement Ltd., to be conducted under the guidance of Mr. Varun Mudgal is hereby approved and the topic registration id number is DF/08/10-M-523 Make it a comprehensive thesis by ensuring that all the objectives as stated by you in your synopsis are met using appropriate research design; a thesis should aim at adding value to the existing knowledge base. You are required to correspond with your internal guide Prof. Vijay Kr. Boddu at boddu.vijay@iipm.edu Ph.-0124-3350714 by sending at least four response sheets (attached along with this mail) at regular intervals before the last date of thesis submission. NB: 1) A thesis would be rejected if there is any variation in the topic/title from the one approved and registered with us. 2) The candidate needs to handwrite at least 1200 to 1500 words on the summary of thesis at the time of viva.
Regards, Prof .Sumanta Sharma Dean (Projects) IIPM Sumanta.sharma@iipm.edu Phone: +91 0124 3350701 (D) +91 0124 3350715 (Board)
CONTENT
ABSTRACT........................................................................................ii SIGNATORY PAGE..........................................................................iii TOPIC APPROVAL LETTER...........................................................iv ACKNOWLEDGMENT......................................................................v CONTENTS...vi THESIS SYNOPSIS.......................................................................vii
1. 2. 3. 4. 5. 6. 7. 8.
INTRODUCTION .1 COMPANY PROFILE..11 RESEARCH METHODOLOGY..24 LITERATURE REVIEW...26 FINDING AND ANALYSIS..51 RECOMMENDATION..61 CONCLUSION..63 BIBLIOGRAPHY...66
THESIS SYNOPSIS
INTRODUCTION A supply chain is a system of organizations, people, technology, activities, information and resources involved in moving a product or service from supplier to customer. Supply chain activities transform natural resources, raw materials and components into a finished product that is delivered to the end customer. In sophisticated supply chain systems, used products may re-enter the supply chain at any point where residual value is recyclable. Supply chains link value chains, Over the last three years, Shree considerably strengthened its marketing presence. Since the company is based in Rajasthan, the state is the companys principal market. Rajasthan is Indias largest cement producing state and Shrees is the largest single location plant in northern India. The companys northern-most positioning within Rajasthan makes it the closest among all Rajasthan manufacturers to Delhi, Haryana and some parts of Punjab, a significant cost edge. The company enjoys a market share of about 11 per cent in north India. RESEARCH OBJECTIVE To study Supply chain management concepts and practices in industrial scenarios. To carry out supply chain opportunity analysis with particular reference to Shree cement To Benchmark the Implementation Of Supply Chain Management Techniques In Shree Cement To study how company work out for its lead time, utilization of the transport effectively and efficiently. Do the factor analysis through the primary data analysis i) Cement is extremely heavy, so that transportation must be optimized through network ii) Demand is normally stable, with seasonal trends but very few spikes
iii) Multiple parties in the supply chain make a simple flow more difficult HYPOTHESIS H1: Supply chain became more efficient if the product available to the store. H2: How to develop channel to create more store to sell the product. RESEARCH METHODOLOGY PRIMARY DATA: I will collect the primary data though the questionnaire which is close and open ended both. SECONDARY DATA: Internet, Book and Journal. Tool Used: Bar Graph, Pie Diagram Sampling Method: Random Sampling chosen by the gathering of data Sample Size: 1. 100 Dealers + customer
SCOPE OF THE WORK Shree Cement Ltd. is an energy conscious & environment friendly business organization. Having Nine Directors on its board under the chairmanship of Shri.B.G. Bangur, the policy decisions are taken under the guidance of Shri. H.M. Bangur, Managing Director. Shri. M.K.Singhi, Executive Director of the Company, is looking after all day-to-day affairs. The company is managed by well qualified professionals with broad vision who are committed to maintain high standards of quality & leadership to serve the customers to their fullest satisfaction. The board consists of eminent persons with considerable professional expertise in industry and field such as banking, law, marketing & finance & general management. JUSTIFICATION OF THE CHOOSING TOPIC It is one way in which I would be able to understand the supply chain wherein the goods are being delivered from the company to the end consumers, also I would be able
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to help the company with my project report, which could become a milestone in my career path. DETAILS OF EXTERNAL GUIDE
Name Company
: Mr. Varun Mudgal : Shree Cement ltd, Beawar
SUMMER INTERNSHIP
Company Position
: Dalmia Cement, Ariyalur : Management Trainee
INTRODUCTION
I have divided the problem area basically in two parts first part will cover the Industrial analysis and followed by this I have done research on the company specific problem. The objective to doing so is to prove the objective of the project. Problem with the Industry consist the competition level that has with retail channel management cement sector with low entrance risk in last 10 years almost 20 to 30 new companies came in to this space and trying to earn profit but it is really the hard for everybody to actually save their cost. The growing need and demand of the Real estate would also be the factors for increasing demand of the Cement, and for every good organization has to have the good distribution network. BACKGROUND TO THE PROBLEM CEMENT INDUSTRY Sector structure/Market size India is the world's second largest producer of cement with total capacity of 219 million tonnes (MT) at the end of FY 2009, according to the Cement Manufactuers Association. According to the Cement Manufacturers Association, cement despatches during 2009-10 were 159.43 million tonnes (MT) increasing by 12 per cent over 142.23 in 2008-09. Cement production during 2009-10 was 160.31 MT an increase of 12.37 per cent over 142.65 MT in 2008-09. Moreover, the governments continued thrust on infrastructure will help the key building material to maintain an annual growth of 9-10 per cent in 2010, according to Indias largest cement company, Shree Cement. In January 2010, rating agency Fitch predicted that the country will add about 50 million tonne cement capacity in 2010, taking the total to around 300 million tonne.
2 New Investments Cement and gypsum products have received cumulative foreign direct investment (FDI) of US$ 1.71 billion between April 2000 and February 2010, according to the Department of Industrial Policy and Promotion
In January 2010, Swiss cement company Holcim announced plans to invest US$ 1 billion for setting up 2-3 greenfield manufacturing plants in India in the next five years. The expansion will take the companys total cement-making capacity to 60 mtpa (million tonnes per annum) from 50 mtpa currently.
Jaiprakash Associates Ltd will invest US$ 984.1 million to take its cement manufacturing capacity from 20 mtpa to 33 mtpa by 2012.
Madras Cements Ltd is planning to invest US$ 178.4 million to increase the manufacturing capacity of its Ariyalur plant in Tamil Nadu to 4.5 MT from 2 MT by April 2011.
Monnet Ispat & Energy (MIEL) will set up cement plants in Chhattisgarh and Gujarat with an investment of about US$ 527.9 million. Work on the two plants will begin in the October-December quarter under a new division of the company to be christened Monnet Cement.
Ambuja Cements, the countrys third-largest cement maker, plans to spend around US$ 756.3 million to expand its capacity to 24 mtpa from the current 19 mtpa by year-end to meet strong demand from the infrastructure sector.
Mergers and Acquistions (M&As)
Dalmia Cement has increased its stake in OCL India to 45.4 per cent from 21.7 per cent at an investment of US$ 38.24 million as part of its plan to expand its footprint in eastern India.
In April 2010, French cement maker Vicat bought 51 per cent in
3 Bharathi Cement.
Ultratech Cement, the countrys second-largest cement maker and a part of Aditya Birla group is acquiring Dubai-based ETA Star Cement for an enterprise value of US$ 382.1 million.
Government Initiatives Government initiatives in the infrastructure sector, coupled with the housing sector boom and urban development, continue being the main drivers of growth for the Indian cement industry.
Increased infrastructure spending has been a key focus area. In the Union Budget 2010-11, US$ 37.4 billion has been provided for infrastructure development.
The government has also increased budgetary allocation for roads by 13 per cent to US$ 4.3 billion.
India, being the second largest cement producer in the world after China with a total capacity of 151.2 Million Tones (MT), has got a huge cement industry. With the government of India giving boost to various infrastructure projects, housing facilities and road networks, the cement industry in India is currently growing at an enviable pace. More growth in the Indian cement industry is expected in the coming years. It is also predicted that the cement production in India would rise to 236.16 MT in FY11. It's also expected to rise to 262.61 MT in FY12. The cement industry in India is dominated by around 20 companies, which account for almost 70% of the total cement production in India. In the present year, the Indian cement companies have produced 11 MT cement during April-September 2009. It took the total cement production in FY09 to 231 MT.
4 Industry Background The history of the cement industry in India dates back to the 1889 when a Kolkata-based company started manufacturing cement from Argillaceous. But the industry started getting the organized shape in the early 1900s. In 1914, India Cement Company Ltd was established in Porbandar with a capacity of 10,000 tons and production of 1000 installed. The World War I gave the first initial thrust to the cement industry in India and the industry started growing at a fast rate in terms of production, manufacturing units, and installed capacity. This stage was referred to as the Nascent Stage of Indian Cement Industry. In 1927, Concrete Association of India was set up to create public awareness on the utility of cement as well as to propagate cement consumption. The cement industry in India saw the price and distribution control system in the year 1956, established to ensure fair price model for consumers as well as manufacturers. Later in 1977, government authorized new manufacturing units (as well as existing units going for capacity enhancement) to put a higher price tag for their products. A couple of years later, government introduced a three-tier pricing system with different pricing on cement produced in high, medium and low cost plants. Cement industry, in any country, plays a major role in the growth of the nation. Cement industry in India was under full control and supervision of the government. However, it got relief at a large extent after the economic reform. But government interference, especially in the pricing, is still evident in India. In spite of being the second largest cement producer in the world, India falls in the list of lowest per capita consumption of cement with 125 kg. The reason behind this is the poor rural people who mostly live in mud huts and cannot afford to have the commodity. Despite the fact, the demand and supply of cement in India has grown up. In a fast developing economy like India, there is always large possibility of expansion of cement industry. CEMENT PRODUCTION AND GROWTH Domestic demand plays a major role in the fast growth of cement industry in India. In fact the domestic demand of cement has surpassed the economic
5 growth rate of India. The cement consumption is expected to rise more than 22% by 2009-10 from 2007-08. In cement consumption, the state of Maharashtra leads the table with 12.18% consumption, followed by Uttar Pradesh. In terms of cement production, Andhra Pradesh leads the list with 14.72% of production, while Rajasthan remains at second position. The production of cement in India grew at a rate of 9.1% during 2006-07 against the total production of 147.8 MT in the previous fiscal year. During April to October 2008-09, the production of cement in India was 101.04 MT comparing to 95.05 MT during the same period in the previous year. During October 2009, the total cement production in India was 12.37 MT compared to a production of 11.61 MT in the same month in the previous year. The cement companies are also increasing their productions due to the high market demand. The cement companies have seen a net profit growth rate of 85%. With this huge success, the cement industry in India has contributed almost 8% to India's economic development. TECHNOLOGY UP-GRADATION Cement industry in India is currently going through a technological change as a lot of upgradation and assimilation is taking place. Currently, almost 93% of the total capacity is based entirely on the modern dry process, which is considered as more environment-friendly. Only the rest 7% uses old wet and semi-dry process technology. There is also a huge scope of waste heat recovery in the cement plants, which lead to reduction in the emission level and hence improves the environment. CEMENT DESPATCHES Cement industry in India has successfully maintained almost total capacity utilization levels, which resulted in maintaining a 10% growth rate. In 2006-07, the total despatch was 155 MT, which rose up to 170 MT in 2007-08. The month of October 2009 saw a cement despatch of 12.22 MT, which was
6 almost 9% higher than the total cement despatch of 11.21 MT in the same month in the previous year. 2008-09 (Apr-Oct) (in 2007-08 (Apr-Oct) in MT) Production Despatches Export) Export Capacity Utilization (%) (Excluding 101.04 100.24 1.46 85 MT 95.05 94.33 2.16 93
Major Players in Indian Cement Industry There are a number of players prevailing in the cement industry in India. However, there are around 20 big names that account for more than 70% of the total cement production in India. The total installed capacity is distributed over around 129 plants, owned by 54 major companies across the nation. Following are some of the major names in the Indian cement industry: Company Shree Cement Gujarat Ambuja Ultratech Grasim India Cements JK Group Jaypee Group Production 17,902 15,094 13,707 14,649 8,434 6,174 6,316 Installed Capacity 18,640 14,860 17,000 14,115 8,810 6,680 6,531
7 Century Madras Cements Birla Corp. 6,636 4,550 5,150 6,300 5,470 5,113
Mergers and Acquisitions in Cement Industry in India
UltraTech Cement is going to absorb its sister concern Samruddhi Cement to become biggest cement company in India.
World's leading foreign funds like HSBC, ABN Amro, Fidelity, Emerging Market Fund and Asset Management Fund have together bought 7.5% of India Cements (ICL) at a cost of US$ 124.91 million.
Cimpor, a Cement company of Portugal, has bought 53.63% stake that Grasim Industries had in Shree Digvijay Cement.
French cement company Vicat SA bought 6.67% share of Sagar Cement at a cost of US$ 14.35 million.
Holcim now holds 56% stake of Ambuja Cement. Previously it held 22% of stake. The company utilized various open market transactions to increase its stakes. It invested US$ 1.8 billion for that.
Recent Investments in the Indian Cement Industry
In a recent announcement, the second largest cement company in South India, Dalmia Cement declared that it's going to invest more than US$ 652.6 million in the next 2-3 years to add 10 MT capacity.
Anil Ambani-led Reliance Infrastructure is going to build up cement plants with a total capacity of yearly 20 MT in the next 5 years. For this, the company will invest US$ 2.1 billion.
India Cements is going to set up 2 thermal power plants in Andhra Pradesh and Tamil Nadu at a cost of US$ 104 billion.
Anil Ambani-led Reliance Cementation is also going to set up a 5 MT integrated cement plant in Maharashtra. It will invest US$ 463.2 million for that.
Jaiprakash Associates Ltd has signed a MoU with Assam Mineral Development Corporation Limited to set up a 2 MT cement plant. The estimated project cost is US$ 221.36 million.
Rungta Mines (RML) is also planning to invest US$ 123 million for setting up a 1 MT cement plant in Orissa.
CEMENT INDUSTRY The cement industry is one of the vital industries for economic development in a country. The total utilization of cement in a year is used as an indicator of economic growth. Cement is a necessary constituent of infrastructure development and a key raw material for the construction industry, especially in the governments infrastructure development plans in the context of the nations socioeconomic development. Cement Industry In India Prior To Independence The first endeavor to manufacture cement dates back to 1889 when a Calcutta based company endeavored to manufacture cement from Argillaceous (kankar). But the first endeavor to manufacture cement in an organized way commenced in Madras. South India Industries Limited began manufacture of Portland cement in 1904.But the effort did not succeed and the company had to halt production. Finally it was in 1914 that the first licensed cement manufacturing unit was set up by India Cement Company Ltd at Porbandar, Gujarat with an available capacity of 10,000 tons and production of 1000 installed. The First World War gave the impetus to the cement industry still in its initial stages. The following decade saw tremendous progress in terms of manufacturing units, installed capacity and production. This phase is also referred to as the Nascent Stage of Indian Cement Industry. During the earlier years, production of cement exceeded the demand. Society had a biased opinion against the cement manufactured in India, which further led to reduction in demand. The government intervened by giving protection to the Industry and by encouraging cooperation among
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9 the manufacturers. In 1927, the Concrete Association of India was formed with the twin goals of creating a positive awareness among the public of the utility of cement and to propagate cement consumption. After Independence The growth rate of cement was slow around the period after independence due to various factors like low prices, slow growth in additional capacity and rising cost. The government intervened several times to boost the industry, by increasing prices and providing financial incentives. But it had little impact on the industry. In 1956, the price and distribution control system was set up to ensure fair prices for both the manufacturers and consumers across the country and to reduce regional imbalances and reach self sufficiency. Period Of Restriction (1969-1982) The cement industry in India was severely restrained by the government during this period. Government hold over the industry was through both direct and indirect means. Government intervened directly by exercising authority over production, capacity and distribution of cement and it intervened indirectly through price control. In 1977 the government authorized higher prices for cement manufactured by new units or through capacity increase in existing units. But still the growth rate was below par. In 1979 the government introduced a three tier price system. Prices were different for cement produced in low, medium and high cost plants. However the price control did not have the desired effect. Rise in input cost, reduced profit margins meant the manufacturers could not allocate funds for increase in capacity. Partial Control (1982-1989) To give impetus to the cement industry, the Government of India introduced a quota system in 1982.A quota of 66.60% was imposed for sales to Government and small real estate developers. For new units and sick units a lower quota at 50% was effected. The remaining 33.40% was allowed to be sold in the open market. These changes had a desired effect on the industry. Profitability of the
10 manufacturers increased substantially, but the rising input cost was a cause for concern.
COMPANY PROFILE
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Shree Cement is the largest cement manufacturer in North India and among the top five cement manufacturing groups in the country. The company is being professionally managed by its promoters Shri B. G. Bangur, Chairman and Shri H. M. Bangur, Managing Director. Turnover of the company for 200910 was Rs. 3632 Crores and Net profit was Rs. 676 Crores, while in 2008-09 the company posted a turnover of Rs. 2715 crore and generated operating profit of nearly Rs. 1034 crore . It has more than quadrupled its capacity in the last 5 years to reach present cement capacity of 12 million tons p.a. with manufacturing plants at Beawar, Ras, Khushkhera and Suratgarh in Rajasthan and Laksar (Roorkee) in Uttarakhand. The Company follows a multi-brand strategy and sells cement under the highly recognized brands of Shree Ultra, Bangur and Rockstrong. which together enjoy largest market share in high value markets of Rajasthan, Delhi & Haryana. Operational excellence and efficiency of the Company gets reflected in one of the highest operating profit margins in the Industry. High-calibre project management and execution capabilities have seen the Company compress project timelines and push rapid capacity expansions. A striking case in point is the commissioning of Unit VII in a world record of 367 days. Shree is also into the power sector with a Power generation capacity of 210 MW which is set to go up to 560 MW by December 2011. It is known to be an energy efficient and environment friendly company and has received various awards and accolades at national and international level for excellence in energy efficiency and environment management. Shree has set up waste heat recovery projects of 46 MW capacity which is the largest waste heat power generation capacity in world cement industry excluding China.Shree follows the triple bottom-line approach of measuring performance against thethree benchmarks of Economical, Social and Environmental. Shree is an active participant at Climate change forums andis the first Indian cement company
12 to join the Cement Sustainability Initiative of the World Business Council for Sustainable Development, Switzerland. We differentiate ourselves in a highly competitive market with continual changes in our marketing & branding strategy and by aligning our offerings to the customer's needs instead of forcefully pushing products. This is to say we do not create customers, we create what customers want. We believe that our sustained success is because of our highly satisfied customers and that continuous learning about their psyche and behavior is the only path ahead. Today, by creating depth in dealer networks, extensive brand promotion and opening up new strategic markets, we are able to absorb a larger sales quantum, ensure better realizations and increase our competitiveness. Shree Ultra Shree Ultra is our flagship brand, contributing to more than half of our sales volume and is the first manifestation of our strategic move from commodity to brand marketing. Its two variants, Shree Ultra OPC and Shree Ultra Jung Rodhak Cement are distinctly positioned in the market. Shree Ultra Jung Rodhak Cement through its unique rust prevention properties, has high acceptance amongst brand influencers (masons etc.) and high brand recall value. The brand, while enhancing its presence in highly educated markets of Delhi has increased its reach in the interior markets of Madhya Pradesh, Uttrakhand, Uttar Pradesh and Punjab.
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Bangur Cement Bangur Cement, launched as a premium brand in the market,is designd to meet the high end market segment. Its unique brand tagline "Sasta Nahin, Sabse Achcha", gives it the status of 'top of the market' value brand.
Rockstrong Cement Rockstrong Cement is the youngest brand from the Shree stable. It has recorded the highest year on year growth amongst the three brands of Shree in 2009-10. Its holds a position in the market on the promise of high performance and ability to withstand exceptionally harsh environment conditions. Rockstrong promotions are carried out through a series of witty hoardings on current topics,
DISTRIBUTION SYSTEM OF SHREE CEMENT LTD
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Company
Franchisee
Distributor
Dealer
Dealers
Customer Customer
The- company whose operations are concentrated in and around Delhi. It Franchisees and 15 Distributors- They also have 'instant access personal care kit counters- Each franchises or distributor can have any number of dealers under him as long as the person is approved by the Shree cement ltd authority. Each franchises has to invest Rupees Ten Lakhs. to obtain a franchise and should employ an officer recruited by ITC. This person acts as an liaison between the company and the franchises. The franchises can it any number of dealers as long as their territories do not overlap. But unfortunately Shree cement ltd has not been very successful in controlling territorial overlaps of dealers. The franchises can carry out his 1 her own promotional strategy. For this the. company contributes 75% of the money and the franchises contributes 25% of the money. The dealers under the franchisee receive the same commission. The franchises and the dealer obtain the feedback from the customers and they are sent through the liaison officer on a day-to-day basis to ITC. The dealer has to invest Rupees. One Lakh as an initial investment. The dealer of Shree cement ltd are not allowed to provide any other operators' service. Target set for distributors and the dealers is 100 -150 activations per month. Hence the dealers can also go for their own promotions like banners and discounts on festivals etc. The dealer provides service promptly. The
15 consumer on providing the bill of purchase for the handset and proof of residence has only to wait an hour before getting connected. The staff of the dealers and the franchisees are provided training by the Shree cement ltd personnel. Retail Distribution channel for SHREE CEMENT LTD Markets all over the world have been on a roll in 2003 and the Indian bourses are no exception having gained almost 60% in 2003. During this period, while there are sectors that have outperformed this benchmark index, there are also sectors that have underperformed. Shree cement ltd registered gains of just 33% on the BSE Shree cement ltd Index last year. At the macro level, Indian economy is poised to remained buoyant and grow at more than 7%. The economic growth would impact large proportions of the population thus leading to more money in the hands of the consumer. Changes in demographic composition of the population and thus the market would also continue to impact the ITC. Recent survey conducted by a leading business weekly, approximately 47 per cent of India's 1 + billion people were under the age of 20, and teenagers among them numbered about 160 million. Together, they wielded INR 14000 Cr worth of discretionary income, and their families spent an additional INR 18500 Cr on them every year. By 2015, Indians under 20 are estimated to make up 55% of the population - and wield proportionately higher spending power. Means, companies that are able to influence and excite such consumers would be those that win in the market place. Shree cement ltd market has been divided for a long time between the organized sector and the unorganized sector. While the latter has been crowded by a large number of local players, competing on margins, the former has varied between a two-player-scenario to a multi-player one. Unlike the U.S. market for fast moving consumer goods , which is dominated by a handful of global players, India's Rs.460 billion FMCG market remains highly fragmented with roughly half the market going to unbranded,
16 unpackaged home made products. This presents a tremendous opportunity for makers of branded products who can convert consumers to branded products. However, successfully launching and growing market share around a branded product in India presents tremendous challenges. Take distribution as an example. India is home to six million retail outlets and super markets virtually do not exist. This makes logistics particularly for new players extremely difficult. Other challenges of similar magnitude exist across the Shree cement ltd supply chain. The fact is that Shree cement ltd is a structurally unattractive industry in which to participate. Even so, the opportunity keeps Shree cement ltd makers trying. At the macro-level, over the long term, the efforts on the infrastructure front (roads, rails, power, river linking) are likely to enhance the living standards across India. Till date, India's per capita consumption of most Shree cement ltd products is much below world averages. This is the latent potential that most Shree cement ltd companies are looking at. Even in the muchpenetrated categories like soaps/detergents companies are focusing on getting the consumer up the value chain. Going forward, much of the battle will be fought on sophisticated distribution strengths.
Structural Analysis Of SHREE CEMENT LTD Typically, a consumer buys these goods at least once a month. The sector covers a wide gamut of products such as detergents, toilet soaps, toothpaste, shampoos, creams, powders, food products, confectioneries, beverages, and cigarettes. Typical characteristics of Shree Cement products are: The products often cater to vary distinct but usually wanted for aspects necessity, comfort, luxury. They meet the demands of the entire cross section of population. Price and income elasticity of demand varies across products and consumers. Individual items are of small value (small SKU's) although all Shree cement ltd products put together account for a significant part of the consumer's budget.
17 The consumer spends little time on the purchase decision. He seldom ever looks at the technical specifications. Brand loyalties or recommendations of reliable retailer/ dealer drive purchase decisions. Limited inventory of these products (many of which are perishable) are kept by consumer and prefers to purchase them frequently, as and when required.
Brand switching is often induced by heavy advertisement, recommendation of the retailer or word of mouth. Distinguishing features of Indian Shree cement ltd Business Retail industries involve the sale of new or used goods to end consumers for personal or household consumption. Cut-throat competition is becoming tougher in retail space with growing supply and demand. Hyper-markets and Super-stores are battling each other on every major corner while direct marketers (including catalogs and online sites) are stealing customers from stores. Online selling at deep discounts is even making immense inroads into consumer purchases of automobiles and travel. Direct selling through online retailers, catalog companies and home-shopping television channels continues to increase. Sales via the Internet rose dramatically in 2005 globally. To continuously improve on the process and leverage on the core competencies, there is a need for a foundation that provides accurate information wherever and whenever required. This calls for a need for strategic management of supplies and inventory as far as retail industry in concerned. To change an in-store paper based environment of registering sales in retail shops to an online shopping environment, there needs an integration of the data to increase customer satisfaction, increase productivity and liberate sales people from registering chores and extend market beyond traditional bounds.
18 Enriching category, item planning, streamlining product introductions and other business strategies alone are not sufficient to sustain and over-grow in the market place. Real-time visibility to sales and order status, in-store kiosks, and service desk enhancements and strategic technologies to track inventory have become the call of the hour to improve the customer experience and further differentiate the brand. New efficiencies in managing stock and collaborative forecasting and replenishment help ensure that the products customers want are readily available on store shelves.
Strategic methods and tools like Vendor Managed Inventory, ERP and SCM are recognized very much these days. Several Indian companies have already come up with either a home-grown ERP or SCM model or they use packages from well-established firms. There is a need for a strategic collaboration of the internal process with the business process of the suppliers and customers. Hence, this paper would aim at answering the question, "How retailers need to organize their supply chain strategically to compete in consumer market?" Our team has, therefore, tried to analyze the present scenario of retail industry and has come up with some suggestions as possible strategies in Supply Chain Management for Retail industry. We are proposing the following model for information integration in a retail industry: -
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The strategic innovation should ideally start from identifying important supply chain member with whom it is critical to link, thus, making way for a spatial convenience. Focusing on providing dynamic visibility to the supplier about the status of the inventory, and using techniques to gather the consumption pattern of products, and thereby forecasting to a number nearer to accuracy, would form part of our suggestions. Delivering right product at the right time for the right price with the least possible cost through strategic planning of demand and supply and effective utilization of inventory, distribution, warehousing and transportation seems like a complex scenario of unattainable level. Well, this statement is nothing but the idealistic state. Nearing what is known as perfection needs continual improvement and timely innovations. Timely innovations and strategic moves can become disruptive many a times. Take the case of Shree cement ltd effect. What seemed way back in 1962 as a small outlet in the remote part of Indian rural area through e choupal, is now the legend of American retail business. Excellent inventory tracking system
20 and efficient distribution coupled with reduced price for consumers is what made Shree cement ltd the hallmark of FMCG sector. In this paper, the urge for a retail industry to go for ways to improvise and maintain its supply chain along with suggested ways for the same are discussed. Challenges in Retail The following are the key areas that may pose a threat to those retail companies that ignore the impacts of giving less importance to manage their demand and supply: Forecasting and Inventory Management for JIT replenishments of products. Peak Season Demand Handling. Order Management in case of retailers with multiple outlets. Warehouse Management in case of multiple outlets. Introducing new products. Handling variety of items.
Need for Managing Supply Chain A Supply Chain can be considered as the set of entities that collectively manufactures a product and sells it to an end-point. (Stern et al, 2001, p.513). To enhance service through time based delivery and make-to-order a retail industry should look at ways of building a relationship with suppliers through enhanced Supply Chain Management. Leveraging information as a service can enable staff to respond quickly to market opportunities and gain new insight from existing data. This calls for a system that efficiently tracks information and which is put to use strategically. "There is tremendous competition in the retail space,"
21 explains Ken Dschankilic, Enterprise Architect, Canadian Tire Corporation. "To keep our edge, we must continuously improve our processes and leverage our core capabilities in new ways. To do this, we need a solid foundation that provides accurate information wherever and whenever its neede.
The area that has been highlighted would form part of our interest and the information that need to flow between the whole-saler and the retailer, and the information between the consumer and the retailer are of importance. The strategies proposed mainly will deal with how to effectively handle the available information and utilize them for the enhanced service at customer level specific to retail industry. There are three broad categories of distribution channel that are generally used by cosmetic companies. 1. Distributor or Dealer network. 2. Franchisee. 3. Stand alone stores. A diagrammatic representation of the distribution channel is as shown below: -
22
Dealer or distributor network channel is the most widely used distribution channel used by the cosmetic companies. In this distribution channel, the manufacturer appoints a distributor who is given a certain area in which he will operate. The distributor purchases goods from the manufacturer. He then dispatches his salesmen to various retail outlets like malls, departmental stores, groceries, etc to take order and supply the goods to the outlets. Companies like Philips , Energetic and Surya use this distribution channel. The common trends used in the industry regarding the setup of a distribution channel are as follows: -
23 Trends of the industry Shree Cement BIRLA CEMENT
Distributor Margin
6%
8%
Retailer Margin
15%
20%
Cash Discount
1-2%
NO
Credit Period
15 Days
15 Days
Franchisee Status
Performance based
Performance based
Replacement
100% replacement is done
100% replacement is done
Standalone stores are another type of distribution channel that is used by various organizations. In this type, companies open up a retail space where the entire store is dedicated to their own products. Birla, Lafarge and Shree Cement.
24
RESEARCH METHODOLOGY
RESEARCH OBJECTIVE To study Supply chain management concepts and practices in industrial scenarios. To carry out supply chain opportunity analysis with particular reference to Shree cement To Benchmark the Implementation Of Supply Chain Management Techniques In Shree Cement To study how company work out for its lead time, utilization of the transport effectively and efficiently. Do the factor analysis through the primary data analysis iv) Cement is extremely heavy, so that transportation must be optimized through network v) Demand is normally stable, with seasonal trends but very few spikes vi) Multiple parties in the supply chain make a simple flow more difficult
HYPOTHESIS
H1: Supply chain became more efficient if the product available to the store. H2: How to develop channel to create more store to sell the product. RESEARCH METHODOLOGY PRIMARY DATA: I will collect the primary data though the questionnaire which is close and open ended both. SECONDARY DATA: Internet, Book and Journal. Tool Used: Bar Graph, Pie Diagram Sampling Method: Random Sampling chosen by the gathering of data
25 Sample Size: 100 Dealers + customer SCOPE OF THE WORK Shree Cement Ltd. is an energy conscious & environment friendly business organization. Having Nine Directors on its board under the chairmanship Shri.B.G. Bangur, the policy decisions are taken under the guidance of Shri. H.M. Bangur, Managing Director. Shri. M.K.Singhi, Executive Director of the Company, is looking after all day-to-day affairs. The company is managed by well qualified professionals with broad vision who are committed to maintain high standards of quality & leadership to serve the customers to their fullest satisfaction. The board consists of eminent persons with considerable professional expertise in industry and field such as banking, law, marketing & finance & general management. JUSTIFICATION OF THE CHOOSING TOPIC It is one way in which I would be able to understand the supply chain wherein the goods are being delivered from the company to the end consumers, also I would be able to help the company with my project report, which could become a milestone in my career path.
26
LITERATURE REVIEW
Logistics is about moving materials, information and funds from one business to another or from a business to the consumer. It is a vital part of the business economic system and is a major global economic activity. In fact 10-15 per cent of product costs are logistics related. Worldwide, logistics constitutes about $2 trillion a year. For any country, the logistics cost is estimated between 9 and 20 per cent of its GDP. Every company dreams of achieving the seven R's - delivering the right product in the right quantity and the right condition, at the right place, at the right time, for the right customer at the right cost. Effective logistics management alone can make this possible. Logistics is one of the oldest and also the newest activities of business management. It involves combining diverse functions and service providers who may be culturally and objectively different. In the past, quality of products and services was the key differentiating factor for companies operating in the same market. In due course, quality and low cost became the winning combination. Today, responsiveness to the customers' needs is the determining factor. An enterprise that caters instantly to the needs of the customer is the winner. Integrated logistics can serve as a potent tool for success in today's competitive business environment. Logistics is an organized process of managing the flow of merchandise from the source of supply - the vendor, wholesaler or distributor - through internal processing functions like warehousing and transportation, until the merchandise is sold and delivered to the end customer. Logistics management aims to reduce inventory-holding costs and improve profits, while enhancing customer satisfaction. Anything can be ordered online, but receiving a tangible product is impossible. The difference between e-business success and failure lies in a company's ability to manage the logistics. History of Logistics
27 The Greeks defined logistics as "the science of correct reasoning by means of mathematics". The first modern use of the term was in the military to identify the process of planning and coordinating the movement of army and weapon support systems. Good logistics brings out the ability to move faster and accurately to the battlefront. If one applies the same to the business organisation, it is one's ability to reach the product to the consumer at the right time, right place, right quantity and at the lowest cost. On similar lines, supply chain management will mean the network of organisations involved in the process by which goods are moved from producer to consumer and the counter flow of information, to manage the supply chain as a single entity. A prominent application of logistics was in World War II where weapon movements were coordinated to ensure success. A recent instance of massive logistics initiatives is in the Gulf war. With increasing competition in the market place, managements started focusing on customer services in the early 1950s in developed markets such as Europe and the U.S. In late 1960s some of the logistics concepts were tested. Following the oil crisis of the 1970s and the concept of just in time in manufacturing customer-servicing standards were given more importance and new integrated logistics models and solutions were born. The emergence of organized distribution system by department stores and super fast courier service organisations gave a boost to logistics concepts and strategies. Today all businesses are looking for seamless transaction systems to co-ordinate their information and material requirements along the value chain. At the micro level any manufacturing and marketing company spends 5 - 35 per cent of sales on logistics. The major cost components are transportation, warehousing and inventory carrying cost. Improvements in logistics get reflected in a reduction in inventory levels, shorter delivery schedules, and improved servicing standards with significant savings in total costs. Logistics Management Process
28 Michael Porter in his famous book "Competitive Advantage'' has spoken of the value chain approach and emphasized logistics as one of the most important tools for competitive advantage. The various processes and elements that are part of logistics as a discipline are: Inbound logistics: Purchasing, Inbound transportation, Inventory
Management. Manufacturing: Production planning systems, Machine scheduling system. Outbound logistics: Order booking process, Distribution management, outbound transportation, and Warehouse management systems. As customers started demanding improved servicing standards, fast cycle time has become the key factor for business success, whether it is custom made tailoring service in Hong Kong or development of a new car in Detroit. Before delving deep into logistics, a look at the current business scene will be great help. Scenario of Logistics in India At present, companies specialising in logistics operations in India use traditional technologies and cater to stand alone services like transportation, warehousing, clearing and forwarding. There is tremendous scope to upgrade the technology, integrate the entire supply chain, improve productivity levels and bring down operating costs. Any technology that can improve productivity in transportation operations will be a great boom to the economy both directly and indirectly with opportunities for 10-12 per cent reduction in costs. Besides the savings on downstream users of transport will be much higher and the cost multiplier effect on the economy will be reduced to that extent. Given the emerging business and technological trends there are possibilities for adoption of logistics solutions specifically designed for India. In addition, there is a requirement for an integrated strategy towards developing logistics and its related IT infrastructure and also enhancing its industry base.
29 In recognition of the growing need for technology-enabled solutions in logistics in India and abroad, many companies such as eLogistics are taking shape. In fact, there are a dozen multinational logistics companies such as Exel, Bax Global and Menlo which have started operations in India during the last few years. Today logistics management in India has become complex with about ten million related outlets to cater to the needs of 1000 million people. The logistics market in India is estimated to be Rs. 260,000 crores and constitutes 13 per cent of the GDP. It is much higher than for the U.S. but lower when compared to countries like China and Korea. A reduction in logistics costs by one percentage point will mean a saving of $4.8 billion or Rs. 21,600 crores annually. Besides significant benefits can be reaped through the multiplier effect of better logistics on all economic sectors. About Customer Service According to LaLonde and Zinszer have researched various ways that customer service can be viewed: 1) as an activity, 2) in terms of performance levels, and 3) as a philosophy of management. Viewing customer service in terms of performance levels has relevancy providing it can accurately measured. The notion of customer service as a philosophy of management exemplifies the importance of customer-focused marketing. All three dimensions are important to understand what is involved in successful customer service. A broad definition of customer service should embody elements from all three perspectives. LaLonde and his associates offer the following definition: Customer services are a process for providing significant value-added benefits to the supply chain in cost-effective way. This definition illustrates the trend to think of customer service as a process-focused orientation that includes supply chain management concepts.
30 It is clear that excellent customer service performance seems to add value for all members of the supply chain. Thus, a customer service program must identify and prioritize all activities important to accomplish operating objectives. A customer service program also needs to incorporate measures for evaluating performance. Performance needs to be measured in terms of goal attainment and relevancy. The critical question in planning a customer service strategy remains, does the cost associated with achieving the specified service goals represent a sound investment and, if so, for what customers? Finally, it is possible to offer key customers something more than high-levels basic service. Extra service beyond the basics is typically referred to as value- added. Value-added services, by definition, are unique to specific customers and represent extensions over and above a firms basic service program. The three fundamental dimensions of customer service were: Availability. Performance. Reliability.
About Logistics & Customer Service Logistics contributes to an organizations success by providing customers with timely and accurate product delivery. The key question is who is the customer? For logistics, the customer is any delivery destination. Typical destination range from consumers homes to retail and wholesale businesses to the receiving docks of a firms manufacturing plants and warehouses. In some cases the customer is a different organization or individual who is taking ownership of the product or service being delivered. In many other situations the customer is different facility of the same firm or a business partner at some other location in the supply chain. Regardless of the motivation and delivery purpose, the customer being serviced is the focal point and driving
31 force in establishing logistical performance requirements. It is important to fully understand customer service deliverables when establishing logistical strategies. Whereas logistics is not capability that contributes to overall success, it is fundamental to servicing customers. In a typical marketing situation, the desired customer service performance changes over time. To plan marketing strategy in a dynamic will serve to illustrate how logistical customer service requirement related to a specific product/segment situation will change over time. The product life cycle structure offers a useful framework for viewing the dynamics associated with customer service requirements planning. In terms of overall logistical performance, the basic customer service platform or program should be the level of support provided to all customers. Transportation is the most visible of all functions of logistics and high contributor to logistics cost. We can see trucks, containers and wagonloads of material being moved from place to place as an activity directly associated with trade and business. We should also appreciate that this is an activity that adds highest amount of cost to the activity of making inputs and outputs available to consumers. Transportation function moves the products to meet customer expectations at minimum cost.
Functions of Transportation
32 Product movement:-
What is moved? Raw Material, Semi Finished items, WIP, Finished goods, packaging material, rejected material - movement is required up or down the supply chain. How is this done? What Resources are used?
Resources used by transportation: A. Temporal - product is locked up during transit, hence inaccessible. We have to spend a positive amount of time in transporting the material. Time is a resource [temporal resource] that is expended in transportation. During the time the product is locked up costs are incurred in proportion to the time
B. Financial - several cost elements like administration costs, salaries, maintenance costs are expended. Loss on account of product loss and damage also needs to be accounted for. Fuel consumed is a big cost in transportation C. Environmental this activity is a fuel guzzler, eats up natural fuels like oil, directly and indirectly. - 67% of all domestic fuel usage in the US is by transportation activity. Creates congestion, air pollution and noise pollution. Environmental cost is tangible and substantially intangible. As transportation utilizes temporal, financial and environmental resources items must be moved only when product value is enhanced
Product Storage:-
33 Temporary storage in stationary vehicles or Vehicles kept moving on a circuitous route - Product storage is expensive in a transport vehicle. But some times keeping overall cost in mind this is adopted. A. When unloading and loading is more expensive than storage B. When storage space is limited. [Situation when inventory levels are very high] Principles of Transportation There are two fundamental principles guiding transportation management and operations. They are economy of scale and economy of distance. Economy of scale:It refers to the characteristic that transportation cost per unit of weight decreases when the size of the shipment increases. It is common knowledge that larger the capacity of the transport vehicle more goods can be transported at a time which will decrease the cost per unit of transport. If smaller is the capacity of the transport vehicle then to transport a large amount of goods, more trips will have to be made which will increase the cost per unit of transport.
Example: Rail or water transport is less expensive in case of bulk transport than smaller capacity vehicles like motor or air. A transportation economy of scale exists because fixed expenses such as administrative costs, invoicing costs, equipment costs associated with moving goods and materials get spread over the entire weight of the load. This will help to decrease cost per unit of the goods transported. Example: Suppose the cost to administer a shipment is Rs. 10.00. Then for a 10 kgs. shipment the cost of transporting per unit of the product becomes Re.1.00, while for a 1,000 Kgs shipment the cost of transporting per unit of the
34 product Re.0.01. Thus it can be said that an economy of scale exists for the 1000 kgs shipment. Economy of distance:It refers to the characteristic that transportation cost per unit of distance decreases as distance increases. Transportation economy of distance is also referred to as a tapering principle since rates or charges taper (decrease) with distance. The rationale of economies of distance is similar to that for economies of scale. Longer distances allow the fixed expenses to be spread over more miles, resulting in lower overall per mile charge. These principles are important considerations when evaluating alternative transportation strategies or operating practices. The objective is to maximize the size of the load and the distance that is shipped while still meeting customer service expectations. Example: local trains in Mumbai are of three types fast locals, semi-fast locals and slow locals. Traveling through fast local saves times as it does not halt at every station, but in case of slow trains it halts at every station which consumes time more than the fast trains or the semi-fast trains. Participants in Transportation Decisions
Normal commercial transaction has limited number of parties to the business decision. They are seller, buyer and directly or indirectly government. But a transportation decision has number of parties to the decision. These parties have very important roles to play in transportation environment. Parties to a transportation decision are those who have a stake in the transportation. They are 1. Shipper: shipper is a party who wants to transport the goods to his customer in a business transaction 2. Consignee is the party to whom the goods are sent
35 3. Carrier is the service provider who carries the consignment from shipper to consignee. 4. Government has a role to play as they are keenly interested in transportation and have a stake in it. Transportation makes business happen which is fundamental to the economy of any society. Economic prosperity to the society is the objective of the government of the day. Government also collects tax on the transaction. Government represents general public whose interest they have to protect. 5. General public is another party who has a large stake in the transaction involving transportation. Public want goods produced at different parts of not only country but also world. Their demand cannot be met without transportation.
Roles and perspective of each party Shipper and consignee:Predictable and minimum transit time, minimum cost, minimum taxation, specified pick up and delivery times, zero loss and damage, timely exchange of information and invoicing. These are the needs of the above parties. They look at transportation from this angle. They are the basic elements of transportation. Business between them initiates the need for transportation
Carrier:What do carrier wants? Revenue maximization and cost [labor, fuel and vehicle costs, taxation] minimization. Flexibility in pick up and delivery times to consolidate movement. Carrier facilitates the business between shipper and consignee. He gets paid for his service. He adds value to the supply chain by moving the material from supplier to the customer. Carriers strike in our country is a repetitive phenomenon to protest against role of government.
36 Government:Government while playing their role exercise control on all the players. They want the business to flourish, at the same time benefits to reach uniformly all over the country. They also have to provide the necessary infrastructure to support transportation. It is said that one of the causes that expedited the break up of Soviet Union was the weak infrastructure on account of which products could not be transported to far-flung parts of the country. Hunger deaths in India in spite of self-sufficiency in food production are examples to illustrate the interest of the government. Government controls carrier rates and licenses. Government owned carrier service is probably the cheapest option for transportation available to business. Government supports transportation by providing a network of roads, Airports and ATC, Ports and Harbors. Government wants taxes to support above activities in national interest. Ultimately the consumer, general public, has to bear the burden of tax. Public:Public as consumers trigger transportation activity by demanding products and services of high quality from all over the world at minimum cost. They have concern for safety as accidents of various kind have been a bye product of transportation. Degradation of the environment is another threat about which public are concerned as transportation is at the root cause of many such concerns. Eg. Degradation of atmosphere and water, rise of noise levels, oil spills due tankers carrying cargo of crude oil. When these parties with separate and distinct interests interact transportation environment is created. Conflict of interests raises issues that interrupt smooth transport of goods in the country. Government as the main arbiter steps in to iron out these differences in the interests of business. Modes of Transport Transportation modes are an essential component of transport systems since they are the means by which mobility is supported. Geographers consider a
37 wide range of modes that may be grouped into three broad categories based on the medium they exploit: land, water and air. Each mode has its own requirements and features, and is adapted to serve the specific demands of freight and passenger traffic. This gives rise to marked differences in the ways the modes are deployed and utilized in different parts of the world. Recently, there is a trend towards integrating the modes through intermodality and linking the modes ever more closely into production and distribution activities. At the same time, however, passenger and freight activity is becoming increasingly separated across most modes. Types of Transport The basic modes of transportation are rail, highway, water, pipeline and air. Rail:India has amongst the largest railway network in the world. Every city, town, village has a rail connection. Through railways very large volumes of goods can be transported economically over long distances to remote places in the country. But railways in general incur high fixed costs because of expensive equipment (i.e. railways must maintain their own rail track meant exclusively for them) switching yards and terminals. However the railways experience relatively low variable operating costs. Railways help to transport raw materials from extractive industries which are located at considerable distances. Besides this railways also transport massive amount of steel, automobiles, war equipment, across the country. Rail roads basically concentrate on the container traffic and are becoming more responsive of the customer needs, emphasizing bulk industries and heavy manufacturing. They have expanded their intermodal operations through alliances and motor carrier ownership. Railroads are even concentrating on development of special equipment. There are unit trains which are entire train carrying the same commodity, which are bulk products such as coal or grain. Unit trains are faster, less expensive to operate and quick as it can bypass rail yarts and go direct to the product's destination.
38 There are also various different types, such. as articulated cars for extended Rail chassis, double stack railcars, have 2 levels of containers, thereby doubling the capacity of each car. It also reduces chances of damage because of their design. These technologies are being applied by railroads to reduce weight, increase carrying capacity, and facilitate interchange. The above examples show the attempts being made by the railways to retain and improve their share of overall transportation market. Road Transport:Road transport forms an essential part of any transport activity, whether rail, sea or air. It is essential as a supplementary and complementary mode of transport to complete movement by other modes of transport. Eg. From one terminal i.e. the railway station the goods have to be carried to the destination like an area by road.
Highway transportation has increased rapidly since the end of World War II. This is because Motor carrier industry results from' door-to-door operating flexibility and speed of intercity movement. They are even flexible because they can operate on each and every kind of roadways. In comparison to railroads, motor carriers have relatively small fixed investments in terminal facilities and operate on publicly maintained highways. Although the cost of license fees, user fees, and tolls are considerable, these expenses are directly related to the number of over-the-road units and miles operated. The variable cost per mile for motor carriers is high because a separate power unit and driver are required for each trailer or combination of tandem trailers. Labor requirements are also high because of driver safety restrictions and the need for substantial dock labor. Motor carriers are best suited to handle small shipments moving short distances. The characteristics of motor carriers favor manufacturing and distributive trades, short distances, and high-value products. Motor carriers have made significant inroads into rail traffic for medium and light manufacturing. This is also because of delivery flexibility,
39 that they have captured a major chunk of the market. In short, the prospect for maintaining a stable market share in highway transport remains bright. This industry even has a few problems, and one of the primary difficulties relate to increasing cost to replace equipment, maintenance, driver wages, and platform and dock wages. Although accelerating, labor rates influence all modes of transport; motor carriers are more labor-intensive, which causes higher wages to be a major concern. One more threat for hire-motor carrier industry is over-the-road transportation by shipper-owned trucks or by specialized carriers under contract to perform transport services for shippers. Since 1980, the industry segments have become more definitive since deregulation, and include truckload (TL), less than truckload (LTL), and specialty carriers. TL segment includes loads over 15,000 pounds that generally do not require intermediate stops for consolidation. LTL segment of the industry loads less than 15,000 pounds that generally requires stops at intermediate terminals for consolidation. Because of terminal costs and relatively higher marketing expenses, LTL experiences a higher percentage of fixed costs then TL. These characteristics have caused extensive industry consolidation, since deregulation has resulted in small number of relatively large carriers worldwide. Specialty carriers include package haulers such as Federal Express and United Parcel Service. These firms focus on specific requirements of the market or product. It is quite apparent that highway transportation will continue to function as the backbone of logistical operations for the foreseeable future.
In short Road transport offers certain advantages like Door service to door to
40 customers neither rail which nor
neither sea nor air transport can offer. On per unit basis, the cost of making a road is 1/6th that of laying a railway line. Capital investment in case of railways is much less then railways designed to carry equivalent quantum of traffic. Road provides employment to six million persons (two million direct and four million indirect) transport
Road transport faces a number of problems. This is evident from the following facts:
T There is an occasional storage of diesel fuel in the country.
41
V vehicle availability in the country has been problematic. With the recent entry of a number of manufacturers, the situation has improved to some extent.
T The cost of components and accessories, such as tyres and batteries, has escalated tremendously. The Octroi and police check posts are to many, resulting in heavy detention to road vehicles.
T The present Motor Vehicle Act regulating the issue of licenses and permits and movement of vehicles is very restrictive. It was decades ago to control and regulate traffic. The current requirements of traffic are for development. There are persistent demands from various transport associations for suitable amendments of the Motor Vehicle act. But they do not seem to receive due attention.
C Conditions on Indian road are very bad and hazardous. They tend to reduce speed of vehicles, which leads to wastage of natural transport capacity. R oadside maintenance and service facilities have not developed though found necessary. T he system of national, zonal and state permits restricts free growth of road transport but the system has to be followed.
42
Water transport: -
One of the oldest modes of transportation is water. In terms of time factor, they may be slow. But, they can carry more shipment, at reduced cost over longer distance. Water transport could be of inland type or oceanic transport.
Inland water transport Inland water transport is used mainly for transport; within a country. In our country Inland water transport through rivers and canals is quite popular because of the low cost and bulk transport. But here, the inland water transport system heavily depends upon the rain and in many places on the tides. So, in our country, we cannot guarantee the functioning of inland water throughout the year at the same efficiency.
Oceanic Transport Oceans act as huge waterways for transport of goods form one country to another. Oceanic transportation includes import and export of crude and bulky commodities like materials which are removed from mines, cement, chemical, crude oil, iron ore, coal, chemicals like sulphur, crude petroleum, and selected agricultural products, etc.
The main advantages of transport by water are the cost and capability of the operation. The capability of water to carry large tonnage at low variable costs -makes it in demand. When a company desire low freight rates and the speed and the time of transport are secondary, it has the option of selecting water as a mode of transport.
43 The main disadvantage of water transport is the limited range of operation and speed. Unless the origin and destination are adjacent; supplement haul by rail or truck is required. Water transport isn't all that flexible. Labour restrictions on loading and unloading at docks create operational problems and tend to reduce the potential range of available traffic. Also, a highly competitive situation has developed between railroads and inland water carriers in areas where parallel routes exist Air Transport:Air transport though new as compared to other modes of transportation, has gained large popularity in transporting various commodities. The basic advantage of Air transport is its high speed. By air, the time required may be just a few hours, which may be days by other modes of transport. However this being a major advantage, Air transport also has various disadvantages. These are: affair. aircrafts. Air freight variable cost Air transport is limited Air transport is a costly
by 'lift capacity' i.e. goods upto certain load (weight) can be transported by
is very high due to fuel, maintenance and labour intensity of both in flight and ground crew. The fixed cost of air transport is low as compared to rails, water and pipeline. In fact, air transport ranks second only to highway with respect to low fixed cost. Airways and airports are maintained by public funds and terminals 'are by local communities. The fixed costs of airfreight are associated with aircraft purchase and the requirement for specialized handling systems and cargo containers. But the air freight variable cost is extremely high as a result of fuel, maintenance, and labour intensity of both in-flight and ground crews.
44
Even though it has all these disadvantages, high speed of air transport often helps in compensating its other disadvantages. No particular commodity dominates the freight carried by air transport. E.g. big courier companies such as DHL, Fed Ex have their own air crafts to transport couriers between different countries within a short time.
Other Modes of Transport:Other nodes of transportation includes the freight forwarder who accepts small shipments and charge less carload (or less truck load or plane load) rates and consolidates the small shipments into carload truckload, or planeload tots, which are then sent by the lower quantity rates. Frequently, the freight forwarder acts as a traffic department for small companies, which usually ship in less carload lots. Shippers' cooperatives offer much the same services as the forwarder in consolidating small shipments into larger ones, except that the profits of the business are returned to the members of the cooperative. Small packages can also be sent via speed post, and can use some of the, expedited delivery services the Indian Post System now offers. Transport Costing Following are the essential elements of transportation to be taken into account: Transport Mode:The most critical decision is the "selection of appropriate mode of transport. This fixes two basic elements of distribution function:a) Transit time or time lapse between production and sale; b) Level of transportation costs.
45 There is an inverse relationship between transit time and transport cost; the lower the transit time, the higher the transport cost. However, a decision that takes into account only one cost factor cannot be justified. An evaluation of the effect of transit time on other costs must also be considered. Unsold production represents a high cost, and the longer the transit time, the higher the level of unsold production.
Inventory Costs:A first class service to clients often requires immediate delivery and, hence a higher level of inventory at the market centre. Economy, on the other hand, calls for minimum inventory. The level of output held in stock is dictated by:a) Transit time: If the time lapse between production and sale is longer, the level of inventory becomes higher. b) Sales pattern: If the pattern of sales is unpredictable, higher inventory levels are caused. c) Production pattern: If the production pattern is erratic (unpredictable), higher (inventory levels have to be maintained to prevent stock outs. Assuming that the sales and production patterns are largely fixed, the important variable, which can influence stock, levels in transit time. As transit time is reduced, the level of static (Non moving) stock can be reduced with accompanying stock reduction. Transit Capital:Capital can be released by changing the proportion" of the total output in transit. This can be done by adjusting the transit time. As transit time is reduced, the quantity of goods in transit can be decreased with an associated reduction in transit inventory costs. By realizing the capital cost of transit inventory and goods in transit, capital commitments can be reduced, and more capital can be available for other purposes.
46 Obsolescence:When a slow or erratic mode of transport is employed, a higher level of inventory is necessary to ensure continuous, prompt delivery to 'the customer. However, when designs change rapidly, obsolescence reduces the market value of the products in store. Rapid advances in technology bring about swifter technical obsolescence. Any goods in the pipeline realize a lower figure when new models are introduced by a company or its competitors. Air distribution can overcome this problem, and the effect of such obsolescence can be minimized.
Packaging:The nature of packaging of a products often determined by the mode of its transport. E.g. Because of the dry conditions of carriage, short transit times and minimum handling, air cargo generally requires much less packaging than other forms of long distance transport. Goods dispatched by air may require only a dust cover or even no cover at all. In some cases, savings on the packaging of sophisticated products may more than pay for the actual transport charges. Less packaging may lead to other advantages too. These include lower unpacking costs and lower chargeable weight for freight.
Insurance:Insurance risks are based on transit time as well as the possibility of damages en-route. With faster transit times, skillful handling, substantial reduction in damage and greater security in transit, insurance premiums tend to fall substantially. Breakages:Cost of breakages is an important factor in any cost benefit analysis. Therefore, only that mode of transport must be selected which substantially
47 reduces real damage in transit. This calls for a selection of the routes which are more direct and which avoid transshipment, Handling equipment must also be more sophisticated. Containers can be used by shippers for door-todoor transportation, thereby avoiding all handling of goods by the carrier. Pilferage:Many expensive administrative problems associated with breakages also apply to pilferage. Deterioration:In many surface, cargos Deterioration may be avoided only by complicated and expensive packing to counteract mechanical shock, exposure to weather or unfavorable temperature etc. Some cannot be stored at all, except at great expense and others deteriorate slowly. Deterioration can be costly in terms of packing stock losses and expensive conditioning in store. It can only shut the door on many distant markets. A high speed of transport and the frequency of services can overcome many of these problems. Transport Costs:Transport can be divided into 3 phases: (i) Delivery to docks airport or railway station. (ii) Transport from one terminal to another. (iii) Delivery from the terminal to the consignee's place. Miscellaneous costs:Local taxes, octroi, toll taxes etc during transport. Customer Service Costs:Shortage of product when demanded by the customer leads to customer dissatisfaction and thereby loss of sale for the company. So customer service
48 should be raised to be able to meet customer expectations. When we try to raise customer service level costs are incurred conventionally, companies stockpile to raise service level But the current thinking is to reduce response time to customer need rather than increase the stock as costs of inventory are well understood. Freight rate structure
Freight rates are transportation rates charged by carriers for shipping the goods to the consignees premises. These rates are structured round some principles. Some of the principles are commercial nature and some of them are structured by the state. Principle of freight rates Should cover actual cost of transportation:Fundamental principle is that the rate should cover the cost without fail. Factors influencing cost of transportation A. Fixed costs: Interest on capital invested in the fleet Depreciation Insurance premium Administrative overheads and expenses on fixed facilities B. Semi fixed costs: Salaries of the staff Miscellaneous maintenance expenses directly related to running of the
transport vehicle. C. Variable costs:

49 Cost of fuel and lubricants Maintenance directly attributable to a particular trip. Damage to the vehicle and also the cargo. E.g. Hilly roads, bad roads, war effected sea routes Vehicle utilization:Carrier likes to gain maximum mileage out of his vehicle. If vehicle is idle it is a big loss to the carrier organization. Hence the carrier would like to run his vehicle at top speed to cover max. Distance at min time. While structuring the rates carrier would like to charge more if opportunity for maximum utilization is limited. Quote higher rates if following are not conducive to the above Road are conditions bad. Hence
vehicle can not be driven fast.
Terminal detentions [congestion, formalities, loading delay terminal down for unloading at the brings vehicle
(handling) etc.]: a
utilization as the vehicle is idling. If the destination is known for this kind of delays carrier
50 would charge
higher rates.
Obtaining a return load factors]. destination not [market If the does offer
opportunity for a return load carrier asks for a higher rate as would not be able to utilize his vehicle during return Normally destination production if is trip. the a
center
one would always find return trip to consumption center. But the other way round probability of return load is very low.
Nature of goods, hazardous, corrosive [liability, insurance]. Such
51 goods safety transport Hence high of are the vehicle are such
detrimental to the
and operating staff. rates when
goods are shipped.
Density, consignment light by weight: when the consignment is light by weight the truck becomes full without being full load loaded.
Hence the carrier doesnt get paid for the full load. So he hikes when consignment light. his rates the is
Storability,
shape
and size of the product. When the load has an odd shape speed of the
52 vehicle is reduced to the accommodate center of
gravity. This brings down the utilization apart from being risky.
Traffic Bearing Capacity:Transportation adds value by making the product available to the customer. But the cost incurred by the shipper while transporting should not outweigh the value added. The carrier structures rates keeping this principle in mind. Public use:State introduces the principle that the transportation of essential commodities should be done at a lower rate. Government Policy:Freight rates are controlled by the state for promotion of certain type of trade and development of certain type of industry as per the industrial policy prevalent at that time. Freight rates are hiked or depressed by state the to meet the objectives of the policy. Profit:Freight rate should cover costs of operation, capital investment and margin for reasonable return on investment. It should also compensate entrepreneurial time and efforts. Business should generate enough funds to provide for future development of business. The freight is expected to generate enough money to cover all these requirements.
53 Transport infrastructure Infrastructure is the main facilitator for any activity to take place. For transportation to take place a strong infrastructure is primary. If this infrastructure is inadequate transportation gets slowed down resulting into a major obstacle in the growth of trade and business in that area. Elements of transportation infrastructure
Terminal facilities - well maintained loading unloading facilities, space
for movement of vehicles, platforms, railway yards Vehicles- trucks, ships or wagons depending on the mode. Their size,
shape & speed Right of way- passage to move on. Rails, roads, airways, limitations on
speed, weight, height etc. If we use this particular passage. Prime movers the powerhouses moving the vehicle of transport
shortage of which seriously affect transportation. Shortage of good locomotives impairs the utility of railway as a mode of transport. Carrier organizations are the transportation service providers in business. Transportation is their core business. Good service provides a vital fillip to business and trade. Railways, roadways, airlines, shipping lines are service providers.
54
FINDING AND ANALYSIS

r 1. What type of Business you deal in A. Retail B. Wholesaler Respondent Retail Wholesaler Both 45 36 19 C. Both
As per the procedure of primary data i have collected the data through the structured questionnaire from Dealer, Wholesaler who are doing both of them because those are people who let understand better the product offerings and there classification. 36% of the people suggested are come from wholesaler background although 45% data i have collected from the retailers.
55
2. What All Flooring Brands do you Deal in ? Years Company Shree Cement ACC Lafarge Birla JK lakshmi Cement Cement Cement Cement Brand Cement Authorized Dealers Authorized Dealers Dealers cum Retailers Dealers cum Retailers Dealers cum Retailers 10 Years 6 Years 2 Years 3 years 2 Years Type of Dealership Association of
As per the study reflects that most of the other company who is providing Cement to the Indian customer are having Dealers and Retailers both in the same company. Other companies like ACC, Shree cement are providing all the cement and other solution to their authorized dealers of the company.
56 3. Does customer has some preference regarding any brand? If yes name the brand in order of the preference. Customer does not have any such brand preference who are first time buyer and new to the market but second time purchaser has different brand choice i.e. If no, i) Name the brand that you recommend to them: - For some customer it is really new market so the prefer brand suggest by the dealers is ACC JK Laxmi Shree JK Laxmi Shree
57 4) On what basis Recommendation given to this brand. A. Quality B. Price C. Users D. Brand name E. Any others. A. Quality B. Price C. Users D. Brand name E. Any others. 10 33 38 20 5
As per the recommendation given by the dealers on the various basis 36% of the dealers give the recommendation on the users basis for example
58 customers choice and uses. 31% of the dealers said they recommended product on the Price basis because customer are very price sensitive. 5. In the last two years do you have some changes in dealership of any brand? A. Yes B. NO Yes No 58 42
As per the study 58% of the dealers suggested there were no changes they found in last two years in the dealership at the same time 42% of the dealers said yes they have some sense of changes in this industry as well.
6. If yes Rate the reason in order of importance (1 for first importance) A. Quality B. Company support
59 C. Customer Demand E. Profit G. Any others. Very Important A. Quality B. Company 32 34 13 12 9 43 Not Important known 39 16 Less Important 1 Least Important 1 D. Price F. Supply
support C. Customer
Demand D. Price E. Profit F. Supply
22 32 28 12
29 12 34 36
16 17 9 13
20 23 8 23
13 16 21 16
60 As per the study suggested that the most important factor which could be the changes of dealership is the company supply of the product , price could be the one reason as well because this is scattered market and the people are using those product which comes in the budget. As customer awareness is grown the quality of the product is the one of most important factor to decide about the dealership and its impacted most of time during the data collection process.
7. In last two years any of the brands has increased its value in terms of customer preference of selling volume, if yes rate the factors in scale of 1 to 5 where 1 stands for the Most Important factors.
Birla Shree Improvement Quality of 22 28 45 20 1 ACC Cement Lafarge JK Laxmi
61 Company Support Price New Policy Any other 16 28 22 12 22 24 17 9 17 16 13 9 12 11 45 12 17 12 14 56
As per the survey result suggested that in the pricing factor there are some major changes done by the Shree although all five factor as almost in the equilibrium side of the company so it can be said that company has fair kind of understanding of the Indian market and the Shree is not only working towards the better price service but for also the other factors.
8. Why you buy your Shree Cement from a particular company or Distributor? A. Credit Facility C. Availability E. After Sales Service A. Credit Facility B. Convenience 22 16 B. Convenience D. Good Discounts. F. Brand Name
62 C. Availability D. Good Discounts. E. After Sales Service F. Brand Name 12 22 14 14
As per the study suggested that it depends upon all the factors equality when it comes to the Shree Cement buying customer are looking for the Good discount (22%) , because they are price sensitive , the Credit facility is also impacting lot (22%) because if the real estate customer purchasing in bulk they prefer to pay after some time. Brand name is also required as the Indian customer are very particular about the brand name as these days. 9. Do you sell Shree Cement on Credit? A. Yes Yes No B. No 98 2
63
As per the study reveals that people are selling the Shree Cement in to the credit (98%) but it depends upon the what kind of customer they are dealing with as the customer are from the big builders or retail house they will not even think to not sell on the credit.
RECOMMENDATION
There are competitive advantages through enhanced relations with fewer suppliers, resulting in lengthy relationships, which are more likely to include assets dedicated to the partnership. Sharing greater information and assets enable such programmes as just-in-time manufacturing, which will increase the efficiency for benefits to all parties through cooperation and coordination.
The organisation must focus on empowering designated groups. As such special training and development initiatives should be investigated which focus on providing respondents with the tools for effective decision making. Should pursue empowerment by encouraging employees to develop their own abilities through company sponsored training and development and to accept as much responsibility within their capability.
64 A highly important element of this strategy is EDI, an electronic data interchange system that directly connects customers to the overall distribution system. Point-of -sale information from major accounts provides the ability to generate instantaneous data relevant to reorders, invoices and shipments. This distribution system, while costly and effective, would enable major customers of its products, to avoid having to place orders and coordinate logistical arrangements. It would also help sales to maintain the appropriate product inventory at any given time.
Low inventory levels can contribute vastly to a firms efficiency and cost. Inbound logistics revolve around supplier relationship. Greater collaboration needs to be established with suppliers to support a Just-In-Time system of manufacturing. With overseas suppliers a local warehouse could be established as an intermediate supply.
Effort is required to reduce work in progress before normal production resumes. If work in progress goes over a pre-determined value, all production needs to stop. The situation needs to be analysed for the reason for the build up and corrective action implemented. Trials need to be conducted for increase in machine speed so as to reduce production time. If the physical properties do not change then the new machine speed to be specified in the specification to load cement faster and reduce the demurrages .
The marketing and sales segment of the value chain involves such activities as promotion and advertising, sales representation, relationships, technical support as well as pricing strategies. This link is an important aspect of reputation building by serving as the direct interface between the consumer and the product. Advertising encourages people to make purchases. A web site needs to be established with relevant technical support and applications for the various products it offers. Sales representatives have to be familiar with the product that they sell. The product however has to be backed up by one of high quality.
First off is important to ensure the process capability of the production lines. The first off is the first sample from the production line that is inspected against the specification. If it conforms then only is the production line allowed
65 to continue. If the product does not conform, then adjustments are made to the process or the machine and another sample is tested. At key points in the production process, quality inspectors need to monitor every production of the process. Extra personnel need not be employed. The current line operators could be multi skilled so that they become aware of the requirements of the product. They will be performing dual functions. Important tests can be performed on the line instead of this sample being tested in the laboratory.. Therefore the relevant equipment needs to be purchased and line personnel trained for effective utilisation and feedback.
66
CONCLUSION
1. A cement distribution system comprising: a powdered cement packing vehicle including a cement accommodating unit for storing powdered cement, and an automatic packing machine for packing the powdered cement stored in said cement accommodating unit into containers in predetermined quantities; and a powdered cement service center for supplying the powdered cement into said cement accommodating unit of said powdered cement packing vehicle; wherein said powdered cement packing vehicle is operable to pack a desired quantity of the powdered cement into containers based on an order from a cement purchaser, and is operable to directly deliver the packed cement to the cement purchaser. 2. The cement distribution system of claim 1, wherein said powdered cement packing vehicle further includes a portable communication terminal; said cement distribution system further comprising a managing headquarters including a computer wirelessly connected to said portable communication terminal of said powdered cement packing vehicle, said managing headquarters being operable to receive orders from the cement purchaser, and to transmit powdered cement distribution information to said powdered cement packing vehicle via said portable communication terminal. 3. The cement distribution system of claim 2, wherein said powdered cement packing vehicle is operable to transmit price settlement data to said computer of said managing headquarters via said portable communication terminal. 4. The cement distribution system of claim 1, wherein said powdered cement packing vehicle further includes a switching mechanism for feeding the powdered cement from said powdered cement packing vehicle. 5. The cement distribution system of claim 4, wherein said powdered cement packing vehicle further includes a distribution hose for distributing the
67 powdered cement, said switching mechanism being operable to switch a distribution of the powdered cement stored in said cement accommodating unit from said automatic packing machine to said distribution hose. 6. The cement distribution system of claim 1, wherein said automatic packing machine is operable to pack an adjustable predetermined quantity of powdered cement into each of a plurality of bags. 7. The cement distribution system of claim 1, wherein said automatic packing machine is located at a center of said powdered cement packing vehicle.
68
BIBLIOGRAPHY
Hugos, Michael, 2003, Essentials of Supply Chain Management, John Wiley & Sons.
Chopra, Sunil and Peter Meindl, 2001, Supply Chain Management: Strategy, Planning and Operations, Prentice-Hall Inc.
Fredendall, Lawrence D. and Ed Hill, 2001, Basics of Supply Chain Management, St. Lucie Press.
Council of Logistics Management, www.clm1.org Integrated Business Communications Alliance, www.ibcaweb.org
69

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THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT NEW DELHI

UNDER THE GUIDANCE OF: MR. VARUN MUDGAL

SUBMITTED BY: POONAM JAIN ALUMNI ID NUMBER: DF/08/10-M-523

The Indian Institute of Planning & Management, New Delhi

ALUMNI ID NO.: DF/08/10-M-523

The Indian Institute of Planning & Management, New Delhi

ALUMNI ID NO.: DF/08/10-M-523

The Indian Institute of Planning & Management, New Delhi

Warm regards Varun mudgal

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The Indian Institute of Planning & Management, New Delhi

Yours Sincerely Poonam Jain F-9 FW 08-10

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The Indian Institute of Planning & Management, New Delhi

TOPIC APPROVAL LETTER

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The Indian Institute of Planning & Management, New Delhi

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The Indian Institute of Planning & Management, New Delhi

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The Indian Institute of Planning & Management, New Delhi

The Indian Institute of Planning & Management, New Delhi

: Mr. Varun Mudgal : Shree Cement ltd, Beawar

: Dalmia Cement, Ariyalur : Management Trainee

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The Indian Institute of Planning & Management, New Delhi

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The Indian Institute of Planning & Management, New Delhi

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The Indian Institute of Planning & Management, New Delhi

Mergers and Acquistions (M&As)

In April 2010, French cement maker Vicat bought 51 per cent in

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The Indian Institute of Planning & Management, New Delhi

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The Indian Institute of Planning & Management, New Delhi

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The Indian Institute of Planning & Management, New Delhi

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The Indian Institute of Planning & Management, New Delhi

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The Indian Institute of Planning & Management, New Delhi

Mergers and Acquisitions in Cement Industry in India

Recent Investments in the Indian Cement Industry

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The Indian Institute of Planning & Management, New Delhi

The Indian Institute of Planning & Management, New Delhi

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The Indian Institute of Planning & Management, New Delhi

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The Indian Institute of Planning & Management, New Delhi

The Indian Institute of Planning & Management, New Delhi

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The Indian Institute of Planning & Management, New Delhi

DISTRIBUTION SYSTEM OF SHREE CEMENT LTD

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The Indian Institute of Planning & Management, New Delhi

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The Indian Institute of Planning & Management, New Delhi

The Indian Institute of Planning & Management, New Delhi

The Indian Institute of Planning & Management, New Delhi

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