going global (ib)
TRANSCRIPT
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Global Planning
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HOW TO BE GLOBAL
The first requirement to venture into this journey isto acquire knowledge and understanding of globalbusiness environment . It is like swimming - it is
one thing to swim in a swimming pool, andanother to swim in deep sea. As such, anybusiness, which wants to be a global player, mustknow the nature of the global market place. Asound knowledge of different countries and theireconomies, managing cross cultural teams,predicting global market upheavals and getting
prepared for forecasting them are some of thethings which a business firm must understand,without which it will be impossible to succeed.
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Corporate Profile
Incorporated on 17th august 1974 underthe Malaysian Companies Act Of 1965.
Custodian Of National Petroleum
Resources under the Malaysian PetroleumDevelopment Act of 1974.
It is a diversified and all over integratedand formed petroleum company into the
following basic areas of work:
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E and P
Refining
Marketing
Distribution
Transmission
LNG and Gas
Petrochemical
Trading
1970’s1970’s 1980’s1980’s 1990’s1990’s 2000’s2000’s
PSC & Project ManagerIntegrated Oil Company
Global PlayerPSC Manager
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Petronas And Subsidiaries
Petronas
Wholly Owned
Subsidiaries40
Partly Owned
Subsidiaries15
Associated
Companies20
Overseas13
Domestic27
Overseas1
Domestic14
Overseas5
Domestic15
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Petronas – Integrated company
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Petronas Business Performance
P A R i l P h i l
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Petronas – A Regional PetrochemicalHub
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Petronas towards Globalization
Vision : A leading oil and gas multinational ofchoice.
Mission : They are a business entity andpetroleum is the company’s core business.
Their primary responsibility is to develop and
add value to the natural resource.
Object of the company: Contributing towards
the well-being of the people and the nation.
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F t Aff ti P t t d
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Factors Affecting Petronas towardsGlobalization…
Internal Factors :
Declining the domestic petroleum resourcebase.
Loosing valuable skilled staff.
Many on-going projects require efficientproject management.
Grow business with prudent portfoliomanagement.
Undertaking organizational transformationfor quantum leap competitiveness.
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External Factors :Volatile crude oil price.
Competition with super major oilcompanies.
Riskier frontier exploration.
Tight labor market.Surplus capacity worldwide.
Cyclic petrochemical product prices.Emerging market in fast growing
regions.
Environmental regulations.
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Risks and constraints
Business risks:
Change in government
Change in judicial system
War, terrorism and political unrest
Global and regional tradeprotectionism
Lack of Tax and financial systemBureaucracy, lengthy procedures &
process
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Physical Constraints: -
Poor infrastructure
Unavailable skilled labor
Employee security concernsInadequate communication accesses
Travel restrictions, access to internationalroutes
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Going Global requires
transformation in competencyand mindset…
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PAST
Operational Mgmt.
VolumeCautious Mode
Inward LookingTechnology – an
afterthought
FUTURE
Global Mindset
Risk takingStrategic thinking
Value (Monetization)
Technology is thesolution
GAP
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Case Study - 1
TATA has made major forays into globalmarkets.
TATA Motors, earlier called TELCO isupbeat after a speculating comeback inthe past two years.
The recovery has been led majorly by thesmall car INDICA.
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For Ratan Tata, automobiles is a strongpassion.
Within a Tata group, Tata motors enjoy aspecial place.
And for that genuine reason, Ratan Tata isplanning to make the company a globalplayer.
Contd
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Case Study - 2
The clientA leading provider of semiconductorcomponents to electronic equipmentmanufacturers
Business problem
The client's order planning and schedulingsystems were not integrated across sites andfacilities. With ever increasing demand of
specialized products and shorter lead times thecompany was facing planning and schedulingproblems leading to inappropriate delivery
commitments and inefficient resource utilization.
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Contd
Challenges
Wipro was engaged by client to develop
and deploy the global planning system atits 3 Test sites. The challenge beforeWipro was to implement internal supplychain management solution to enable ashift from mass production to customized
one. The project required an in-depthunderstanding of the supply-chain
dynamics of the semiconductor industry.
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Wipro solutionWipro solution was to develop this application in 3-Tierarchitecture. The solution was developed in four phases:
Data Integration, Global Planner, Factory Planner, andDispatcher and Plan Manager. The solution addressedthe key issues of determining the product mix, the site ofproduction, due date and batch size of production (what,where, when and how much). The required dataintegration solution had to interact with 20+ externalsystems which rendered the task of development
extremely complex and time consuming. The wholeapplication had to be developed in 7 iterations to ensurefull proof quality of the solution.
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Business benefitsThe solution by Wipro offered numerous benefits to the
client. The new global planning and scheduling systemhelped in developing a scheduled plan for eachproduction site that led to optimized and better use ofcompany's resources. It integrated data distributed
across sites through a centralized common Masterdatabase that helped in providing an integrated view ofthe organization. The solution had a site-specific factory
scheduler and absorbed efficiently all the variationshappening at global level. It helped in tracking productmovements at the respective shop floor and addressedany fluctuations in the production system.
S C
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Summary and Conclusions
Domestic operations have set a solidfoundation for PETRONAS to enter into the
globalization era.As a new company, the international spaceprovides a challenging and competitive
environment to PETRONAS.Strategic partnering and alliancing helpsaccelerate chance in the international
business.Competency and mindset transformations areessential in the more challenging and
competitive business environment.
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