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Hero MotoCorp Ltd, a two-wheeler manufacturer, has forayed into a technology sourcing agreement with US-based Erik Buell Racing as it eyes to boost its presence in the high-end bike industry. The development is part of the Indian company's strategy to strengthen its technological prowess, post the break up of the joint venture with Honda-Hero Honda. The collaboration is not a joint venture (JV) but rather a long-term arrangement. EBR is more into the high end and it is possible that the US company's technology can be used for the smaller engine bikes. The firm will not straightaway unveil a 1,000 cc or a 1,200 cc bike using EBR technology but would be moving in a gradual way. The product will be meeting the demand of the international markets and the the partners have not yet finalised. The idea behind foraying into collaboration with EBR is part of HMCLs overall strategy to have multiple technology sources for the various segments and also to boost its own Research and Development (R&D) capability.
Not too badly, considering that Novelis had come with a debt of about $3.5 billion and there was little overlap between Hindalco and Novelis in terms of product mix. Hindalco was producing the low-end stuff and Novelis had to process them into value-added products. Hindalco also had to manage new products and a much larger scale of operations because Novelis consumes roughly 5-6 times the amount of aluminium produced by Hindalco. Novelis was also locked into risky long-term contracts with key customers. The contracts left Novelis footing the bill for higher aluminium prices when they soared, thus pushing it into losses. Hindalco's consolidated debt has dropped from Rs 32,350 crore in FY08 to Rs 27,700 crore in FY11. Expansions are underway to increase alumina and aluminium metal production capacity by four and three fold, respectively. With these additions, Hindalco hopes to boost consolidated margins given the integrated Indian operations. The additions also provide Novelis an effective hedge against raw material price rise.
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Designed and developed by SsangYong in Korea, the sports utility vehicle (SUV) is the third generation Rexton. The SUV is priced at Rs 17.67 lakh (ex-showroom Mumbai) for manual transmission (RX5 version) and Rs 19.67 lakh for automatic transmission (RX7). The Rexton is manufactured and assembled at Mahindras Chakan plant near Pune by sourcing components from SsangYong Korea and from India.
TheClient Managing a 49,000-mile long railway track, with over 36,000 employees spread across 28 states, can be a challenging task. Our client, one of the largest railway companies in the US, plays a vital role in connecting a large number of individuals and businesses through this vast network for the last 150 years. A few years ago, the company decided to leverage outsourcing to manage the complexities of its business in a cost-effective way. It wanted to transform its business model to create the best-in-class infrastructure, combining the latest technology with efficient business processes. BusinessNeed The railroad industry, being one of the oldest industries, has not been very progressive in its usage of IT. Government regulations, lack of control over revenue management and a conservative approach of doing business all these factors have posed a hindrance. Building a scalable technology solution for a large railway company was in itself a challenge. Before it decided to revamp, the company was highly dependant on a group of contract workers for its IT needs, with limited control over cost, time schedules and alignment of business with IT. The client wanted to move from this approach to a more process-oriented model. It was looking to leverage outsourcing to manage costs and IT deployment in a more effective and efficient manner. But the organizations lack of experience in outsourcing, especially in dealing with an offshore outsourcing vendor, was delaying it from taking the plunge. OurSolution The client set out to look for an offshore IT vendor capable of delivering high quality software solutions. Infosys was selected because of its exposure to the industry, proven delivery track record in other industries and the process capability maturity. However, in the initial phase, the client's approach to sourcing was rather cautious due to the fear of losing control. In order to manage the outsourcing relationship, the company created a governance structure, where five people would constantly monitor the entire operation. Being its first experience of offshore outsourcing, it was but natural that the client had doubts. And Infosys went that extra mile to clear all doubts. Besides demonstrating its capabilities in predictability, profits maturity and project management as part of the Global Delivery Model, Infosys created a special program to bridge the cultural divide between the two countries. An 'India Day' was celebrated in the US to familiarise the team with Indian culture and way of life. This helped improve mutual understanding and respect.
After assessing the client's needs and existing structure, Infosys rolled out a series of applications tailored to meet its requirements. A number of existing business processes were automated, while some innovative applications were also created. The Track Measurement and Analysis system, for example, was a customized solution created for managing and improving tracks. This was useful in analyzing the possible causes of derailment and how derailment could be prevented. Another system was designed to help track the inventory and repair information of all cars and locos. Several other business applications were created in areas like Time Keeping, Finance and Revenue Management, Safety Systems and Reference files system, which enabled the client maintain a central repository of corporate and industry carrier data. In order to manage a 36,000-strong workforce, a number of HR applications were also developed. The Infosys team worked in sync with the HR and Payroll divisions to roll out the Mechanical Manpower Planning System, to process manpower updates, on a real-time basis. Specially customized applications for managing job bidding, crew layoffs, personnel management, compensation and rewards, etc. were also developed. Benefits The relationship that began with a number of apprehensions has transformed into a strong partnership over the past five years. All projects delivered so far have been rated above par on various quality parameters like on-time delivery, budget compliance, accuracy of estimation and quality of software. Infosys also received an award in the Best Cultural Fit category. Automation of key business applications and streamlining of operations have resulted in improving accuracy & timeliness and generated savings worth $325,000 in operating expenses. As a result, the company has been able to utilize its resources for more strategic business initiatives. In value terms, this relationship helped generate savings of more than US$20 million. The company has been able to reduce expenses by 35-40%. With increased confidence in our capabilities and delivery excellence, the client has also roped in Infosys Consulting in niche areas of IT business consulting.