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VISHAL RAJANI TATA MOTORS Lucknow, India
1) Can you give us a brief introduction of your company?
Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India. Over 5.9 million Tata vehicles ply on
Indian roads, since the first rolled out in 1954.Tata Motors Limited is India’s largest automobile company, with consolidated
revenues of Rs.1,23,133 crores (USD 27 billion) in 2010-11. It is the leader in commercial vehicles in each segment, and among the
top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The Company is the
world's fourth largest truck manufacturer, and the world's third largest bus manufacturer. The Company has broad range of vehicles
from TATA NANO to TATA PRIMA TRUCK for each customer segments. It has more than 15 models in Passenger Vehicle, 25+
models in Commercial Vehicle and 11 models in Special Purpose Military Vehicles. The Company's over 25,000 employees are
guided by the vision to be "best in the manner in which we operate, best in the products we deliver, and best in our value system
and ethics." The Company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow
(Uttar Pradesh), Pantnagar (Uttarakhand), Sanand (Gujarat) and Dharwad (Karnataka). Following a strategic alliance with Fiat in
2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and
Tata cars and Fiat power trains.
Tata Motors, the first Company from India's engineering sector to be listed in the New York Stock Exchange (September 2004), has
also emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations
in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business comprising the two iconic British brands
that was acquired in 2008. The Company's support on education and employability is focussed on youth and women. They range
from schools to technical education institutes to actual facilitation of income generation. In health, our intervention is in both
preventive and curative healthcare. The goal of environment protection is achieved through tree plantation, conserving water and
creating new water bodies and, last but not the least, by introducing appropriate technologies in our vehicles and operations for
constantly enhancing environment care.
2) What are the top 3 trends in India’s/international automotive industry?
a) Global Sourcing for cost controlThough there is a perceived belief that global sourcing helps in reduction of cost of components, there are logistical challenges.
Global auto-component firms are giving greater level of thrust in supply chain management to address the challenge of cost
pressures. This is particularly important in the context of global sourcing. Thus, it is being recognised that collaboration between the
OEMs and component producers are crucial to develop capabilities and solve the challenges associated with global delivery,
especially in the areas of inventory management, scheduling, and timely delivery. In addition, both OEMs and suppliers view that
the collaborative efforts in supply chain management enhances the capacity and performance visibility. As the OEMs compete
fiercely in securing market share, they consider cooperation with the component vendors as a strategic activity for regular supply,
cost reduction and continued innovation. Asia Pacific region contributes 54% to global outsourcing happening across the world.
Regional Share global sourcing market in 2010
b) Merger and Acquisitions across country borders
The global automotive industry is increasingly getting more active in cross border mergers and acquisition (M&A) deals. Automotive
companies are investing in strategic deals aimed at broadening their geographic footprint and/or strengthening their technology
portfolio, enhancing their ability to compete globally. On a global basis, the number of cross-border deals has increased in the past
few years, and this trend is expected to continue after the recovery of economic activity in the world. The expansion outside the
home markets of some of the major automotive companies from traditional low-cost countries, such as China and India, is bringing
in new capital and a fresh look at certain sectors of the automotive market. With the recession in the US market and its consequent
impact in other markets, automotive assets in developed countries are becoming attractive to buyers from emerging economies.
Global M&As in automotive industry is turning into a strategic option for companies looking to accelerate growth. In addition to
corporate-level alliances, functional collaborations are also increasing all over the globe. In the past, several technology and
platform sharing agreements have been forged, enabling the firms to reduce product development time The automotive sector
witnessed mergers and acquisitions worth USD 29.4 billion last year, with the Asia-Pacific region accounting for 11 billion of the
total value.
Sourc
e KPMG report
c) Hybrid Technology
Automobile manufacturers are increasing the thrust on fuel efficiency than before; the initiatives are mainly through improvements
in technology and introduction of new fuel variants, thereby reducing toxic emissions. It may be mentioned that China, the EU,
Japan and the USA have already established fuel economy rules or agreements of varying stringency. The FIA’s9 declaration for
green motoring has set a fuel economy target of 140 gCO2 / km for passenger cars. Such a global fuel economy target could be
used as an international benchmark to assess progress in the fuel efficiency of the global fleet of new motor vehicles. Some
countries are also undertaking ‘Green Rating’ of automobiles. In India, a ‘Green Rating’ project was started by Centre for Science
and Environment, with support from United Nations Development Programme (UNDP) and the Ministry of Environment and Forests,
Government of India. The pilot project covered 35 production facilities in nine states covering over two-thirds of the vehicles
3) In your opinion, do you see hybrid vehicles and new energy vehicles taking off in India? If yes, why?
If not, why?
The first hybrid car that was launched in India came from one of the leading automobile manufacturing company, Honda India.
Honda Civic Hybrid is the first hybrid car of India. The car is eco-friendly and at the same time is fuel-efficient. Coming from the
house of automobile giant Mahindra & Mahindra, the hybrid Scorpio is a hybrid of diesel and electric and not a hybrid of petrol and
electric. Maruti Suzuki is about to hit the roads of India with its hybrid car, SX4 Hybrid. After the successful launch of the cheapest
car of the world, Nano, Tata Motors is all geared up to produce hybrid edition of Nano. The Indian government is planning to
establish a new organization with a budget of 2 billion rupees, or 33.2 million euros to promote environmentally sustainable
technologies for hybrid and electric vehicles. The National Electric Mobility Mission will seek to improve the penetration of hybrid and
electric car market and the Indian two-wheeler vehicles dominated by fossil fuel which would at the same time improving air quality
Indian cities. The government has also eliminated import fees on hybrid parts coming into the country, while proposing to cut excise
duty on the development and manufacturing of hybrid vehicle kits to 5 percent from the existing 10 percent. Toyota Prius the model
which accounts for nearly 80 per cent of the hybrid vehicle sold globally is about Rs 10 lakh in the US. In India at current levels of
duty, it could cost anywhere between Rs 20-25 lakh because of the high import duty. Commercial vehicle makers are experimenting
with alternate fuel technologies. Eaton Corp has begun work with top CV makers in India to develop electric and hydraulic hybrid
trucks and the first such vehicle. Demand for electric and hybrid vehicles in India is estimated to reach 7 million by 2020.
4) What is the level of plastic penetration in India’s automotive industry?
Across the industry spectrum, plastics are replacing conventional materials because they provide the versatility that designers seek,
deliver the functionality that engineers demand, and help contribute to the safety and environmental value that consumer expect.
From an aesthetic perspective, plastics and plastic composites offer the automotive designer distinct advantages in many
applications. Plastics provide lightweight, versatile designs in electrical, electronic, and lighting applications, further enhancing new
styling opportunities. Versatility is core to plastics' beauty, allowing for efficient design changes in single piece or modular
components, reducing parts manufacturing costs and enhancing vehicle affordability. Lighter weight plastics and polymer
composites allow for roof designs with a lower center of gravity for the vehicle, helping to reduce the likelihood of a rollover. Plastics
and polymer composites also are used for their strength and energy absorption properties in vehicle crumple-zones, which can
lower costs and help save lives. With effective designs, plastics and plastic composites have the potential to provide 360-degree
impact protection. Additionally, front and side airbags, head curtains, bumper systems, and anti-lock brakes are all devices that
depend on plastics. To meet ever-increasing safety ideals, plastics will grow to become the primary material used in automotive
engineering. Plastic components accounts for 20% of a car's weight in Europe, but only 10% in India.
As the use of plastics in vehicle manufacturing and safety features increases, light weighting design techniques-the integration of
plastics and polymers into vehicle design where other materials have been used traditionally-can benefit performance and
environmental sustainability as well. The positive response of the automotive and plastics industries to environmental challenges
can contribute to an increased quality of life and improved standard of living throughout the world. Lightweight plastic parts and
aerodynamic designs, made possible through plastics, have already contributed significantly to increased fuel efficiency. India is set
to become the third largest consumer market for plastics after the United States and China with the growth in domestic automotive
industry.
Forecast for Plastic consumption in Indian Passenger Car Market
5) What are the strategies of your company to improve supply chain efficiencies and cost management?
With rising input costs and a competitive marketplace, managing spend and improving efficiency have been the key challenges for
the Tata Motors. To improve the supply chain Tata Motors has adopted a two-pronged sourcing strategy using Sourcing Services to
manage complex spend, and leveraging spend management as a strategic resource to drive more efficient cost controls and to
deliver positive bottom-line results.. Utilizing Ariba's team of category specialists and spend management professionals, Tata Motors
conducted a benchmark of its competitors and evaluation of its own products to see where savings could be achieved.
The company then implemented Ariba Sourcing to drive these savings to its bottom line. In the short-term, the team needed to
improve growth by strengthening their sales and services networks and creating products that would meet market needs.
Management platform has delivered rapid results in helping the company introduce new suppliers, rationalize its supply base, and
run on-line markets Its long term goals included becoming a global leader that created world-class products, as well as to become a
dominant, international business that used globally benchmarked processes. Initially, Tata Motors conducted a cost structure
analysis to reveal which areas most needed work to efficiently reduce costs. Direct materials consumed nearly three-quarters of the
cost of a vehicle, so the company started there. Tata Motors began its spend management journey with six specific areas in mind.
Cost reduction was paramount, as was focusing on reducing direct materials, new product development, Capex and all service and
contract costs. The team also wanted to place an emphasis on low-cost country sourcing, and continuous benchmarking to maintain
high spend penetration. To help achieve its e-Sourcing goals, Tata Motors put a minimum requirement on all sourcing - anything
greater than Rs 5 Lacs annually must be sourced online. This mandate made it possible to reduce initial loss and keep the
breakeven point as low as possible for events occurring after the first wave of savings. Advanced sourcing was also required for all
new products that were created. The success that Tata Motors has achieved has encouraged the team to continue along its journey
to spend management excellence. The team's future plans include expanding buyer and user group empowerment, as well as
running more events and placing even more spend under management. Tata Motors also wants to improve savings compliance and
gain more visibility into spend all of which they believe can be easily accomplished by partnering with Ariba.
VISHAL RAJANI
SPJIMR, Munshi Nagar, Dadabhai Road, Andheri West, Mumbai-400058
: 9870999673 : [email protected]
AREAS OF INTEREST -: Inventory management, Production planning, New product development.
PROFILE
• Manager having 5+ years of experience with proven ability to provide proactive leadership in
New Product Development.
• Possess good communication, team management and analytical skills.
EDUCATION & SCHOLASTIC ACHIEVEMENTS
S.P. JAIN INSTITUTE OF MANAGEMENT & RESEARCH Mumbai, India Post Graduate Program in Management (MBA), Operations, 2011
• As part of DOCC project worked closely along with an NGO (BAIF, Jwahar) for analyzing community led initiatives for conservation and revival of crop genetic resources.
• Coordination of Business Law and Leadership development courses along with faculty.
IT BHU Varanasi, India Bachelor of Technology in Mechanical Engineering 2001 - 2005
• Among top 5 rank holders in B.Tech Mechanical batch of 2005, with DGPA of 8.19.
• Vice president of SSAE (Students’ society of automotive engineers) at IT BHU
• Active member of Kashi Utkarsh, a non profit group working for social upliftment of people
living in near by villages of Varanasi.
EXPERIENCE 65 Months
TATA MOTORS LTD. Lucknow, India
Manager, Jul 2005 – Dec 2010.
• Led the team responsible for development of frame modules under the low floor DTC buses project of worth Rs 2200 Crore.
• 20% productivity improvement through synchronization of robotic welding fixtures to avoid waiting idle time and put the robo in welding of module on other robotic fixture.
• Responsible for capital and revenue budget planning, execution and capacity utilization.
• Deployment of quality systems and maintaining quality documents such as PFD, FMEA, and Control Plan for production processes.
• Member “Project Panther team” at Tata Motors for increasing sales of 207 DI by 20% in UP.
• Led the team of 50 members in LPT 2515 truck chassis assembly line with tasks involving production planning and meeting quality objectives.
• Production ramp up from 30 Chassis per day to 40 Chassis per day in a span of one month.
• As part of GET Project, implemented 70 Poka Yoke improvements at local vendors for closure of daily line complaints.
• KANBAN system implementation to avoid material shortages and inventory control.
• Deployment of Balance Score Card (BSC) at Integral bus factory for monitoring and analysis of key performance measures.
• Reduction of 15% in COPQ was achieved by timely actions taken on customer feedback from
Hi-Deck buses running in field.
ACHIEVEMENTS & ACTIVITIES
• Member Six Sigma quality improvement team at plant level to reduce PDI from 1.4 to 0.25.
• Silver Medal in TBEM BELP (Business Excellence Leadership Program)
• Member of task force, conceptualized for conducting internal quality audits for ISO/TS 16949 at Tata Motors.
• OMNEX certified Six Sigma green belt professional