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Segmentation in Soap Industry

Presentation: 04.01.2012

Course: MEXL

Group 9 Rajat Jain | PGP-10-053

Ravi Menon | PGP-10-054

Sayan Majumder | PGP-10-062

Sohil Wazir | PGP-10-072

Balasubramanian G R | PGP-10-112

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Segmentation

2

Company Profile

Industry Analysis

Research Methodology

Recommendation

Group 9

04.01.2012

Agenda

Industry Analysis

Company Profile

Research Methodology

Segmentation

Recommendation

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Segmentation

3

Company Profile

Industry Analysis

Research Methodology

Recommendation

Group 9

04.01.2012

Agenda

Industry Analysis

Company Profile

Research Methodology

Segmentation

Recommendation

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Segmentation

4

Company Profile

Industry Analysis

Research Methodology

Recommendation

Group 9

04.01.2012

Driving Principles History IT Initiatives

Project Sankraman

SAP R/3

SAP APO for auto sector

SAP SRM

SAP DMS CRM

Bar-coding enabled

WMS

Accepting No Limits

Thinking alternatively

Driving positive change

in everything that we do

Industry AnalysisIndian Soap Industry

Bombay Chamber Good Corporate Citizen Award (2006-07)

Business World FICCI SEDF Corporate Social Responsibility Award (2007)

Deming Prize

Japan Quality Medal (2007)

Name: Mahindra & Mahindra

Location: Mumbai, India

Industry: Automotive, Farm Equipment

Revenue: US $ 12.5 billion

Employees: 119,900

Website: www. mahindra.com

Flagship company of

Mahindra GroupSet up in 1945 in

Ludhiana

Originally Mahindra &

Mohammed, renamed

to M&M after partition

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Segmentation

5

Company Profile

Industry Analysis

Research Methodology

Recommendation

Group 9

04.01.2012

Agenda

Industry Analysis

Company Profile

Research Methodology

Segmentation

Recommendation

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Segmentation

7

Company Profile

Industry Analysis

Research Methodology

Recommendation

Group 9

04.01.2012

Agenda

Industry Analysis

Company Profile

Research Methodology

Segmentation

Recommendation

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Company Profile

Industry Analysis

Research Methodology

Recommendation

Group 9

04.01.2012

40% 40%

Championed in early 1990s by

Michael Hammer and James Champy

Fundamental Rethinking

Radical Redesign

Business Process

a collection of closely-related tasks

performed to create value for the

customers

RECAPNEED FOR BPR IN M&M

Turmoil : Take over Attempts

LabourUnrest

1991 : Indian Market Opens up

Serious Issues in Igatpuri & Kandivili

BPR

InternalTriggers

ManufacturingIneffeciencies

Long Production Cycle

Militantly UnionisedWorkforce

Bloated Workforce

Corruption

ExternalTriggers

Entry of Global AutomotiveManufacturers into India

Globalisation

Increasing power ofsuppliers and buyers

TRIGGERS

Research Methodology

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Segmentation

9

Company Profile

Industry Analysis

Research Methodology

Recommendation

Group 9

04.01.2012

Agenda

Industry Analysis

Company Profile

Research Methodology

Segmentation

Recommendation

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Company Profile

Industry Analysis

Research Methodology

Recommendation

Group 9

04.01.2012

Segmentation

40% 40%

20%

Integrates and facilitates flow of both internal and

external management information across the entire organization

An integrated system that operates in real time (or next to real time),

without relying on periodic updates

Need for ERP

Intensifying Global Competition

Need to Go Lean

Integrate information across all sectors & plants

Streamline processes to increase efficiency

Organization must maintain single version of the truth; this is where ERP helps

Mr. Asawale

ERP

ERP Supplier Selection

Thorough study shortlisted 10 suppliers including, SAP, Baan, JD Edwards, etc.

Suppliers put through rigorous tests on actual application cases by M&M team

SAP selected

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Segmentation

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Company Profile

Industry Analysis

Research Methodology

Recommendation

Group 9

04.01.2012

Agenda

Industry Analysis

Company Profile

Research Methodology

Segmentation

Recommendation

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Company Profile

Industry Analysis

Research Methodology

Recommendation

Group 9

04.01.2012

RecommendationSoap Industry Segmentation

Successfully completed by April 2000

Igatpuri Plant

Number ofworkers downto 760

Engineproduction upby 125 per day

400 excessworkers re-deployed atNasik Plant

Nasik Plant

Achieved a125%improvement inproductivity

Kandivli Plant

2500 workersnow produce240 vehiclesper day

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Company Profile

Industry Analysis

Research Methodology

Recommendation

Group 9

04.01.2012

Road Ahead