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Cemex

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อุตสาหกรรมปูนซีเมนตกับการเปลี่ยนแปลง ยุทธศักดิ์ คณาสวัสดิ์ โปรย กรณีของประเทศไทย ปจจุบันกําลังแขงขันกับอินโดนีเซียเพื่อครองตําแหนงผูผลิต ปูนซีเมนตใหญที่สุดในภูมิภาคเอเชียตะวันออกเฉียงใต ปจจุบันอุตสาหกรรมปูนซีเมนตอยูในชวงปรับโครงสรางครั้งใหญ ไมใชเฉพาะในประเทศ ไทยเทานั้น แตเปนสถานการณที่เกิดขึ้นทั่วโลก โดยผูผลิตยักษใหญ 3 ราย ไดมีสวนแบง ตลาดเพิ่มขึ้นเรื่อยๆ ขณะเดียวกันอุปสงคตอซีเมนตของประเทศจีนก็ไดเพิ่มขึ้นอยางรวดเร็ว มาก ทําใหกลายเปนตลาดขนาดใหญของโลก มนุษยไดรูจกปูนซีเมนตมาตั้งแตสมัยกรีซและโรมันเปนเวลานานกวา 2,000 ป โดยวัสดุท่ใช ั ี ทํา ปูนซีเมนตในสมัยนั้น คือ หินปูนและเถาภูเขาไฟ ซึ่งเมื่อนํามาผสมน้ําจะทําปฏิกรยา ิิ ซึ่งกันและกัน ทําใหเกิดการแข็งตัว ตอมาไดเกิดนวัตกรรมครั้งสําคัญ คือมีการคิดคน พอรตแลนดซีเมนต ซึ่งคือปูนซีเมนตที่เราใชกนในทุกวันนี้ โดยนาย Joseph Aspdin ั ชาวอังกฤษ ไดจดสิทธิบตรกระบวนการผลิตพอรตแลนดซีเมนตเอาไวเมื่อป 2367 เหตุที่ ั เรียกชื่อวาพอรตแลนดซีเมนตนั้น เนื่องจากเมื่อแข็งตัวจะมีคุณสมบัติเหมือนกับหินปูนที่ได จากเกาะพอรตแลนด ซึ่งนิยมใชในการกอสรางในสมัยนั้น ตอมาในป 2388 ไดเริ่มมีการผลิตพอรตแลนดซีเมนตหรือปูนซีเมนตแบบสมัยใหมขึ้นใน ประเทศอังกฤษ โดยเปนการผสมวัสดุซึ่งประกอบดวยสวนผสมของหินปูนและดินเหนียว หรือหินปูนและหินชนวน จากนั้นนํามาเผาและบดใหเปนผง ตอมาไมนานความนิยมใน พอรตแลนดซีเมนตก็ไดแพรกระจายไปทั่วโลก จากตัวเลขของบริษัท Holcim อุปสงคตอปูนซีเมนตของโลกเพิ่มขึ้นอยางรวดเร็ว จาก 575 ลานตัน ในป 2513 เปน 1,650 ลานตัน ในป 2544 หรือเพิ่มขึ้นในอัตราเฉลี่ย 3.5% ตอป โดย เฉพาะอุปสงคตอปูนซีเมนตในประเทศจีนไดเติบโตสูงมากในอัตราเฉลี่ยถึง 10.8% ตอป จาก 25 ลานตัน ในป 2513 เปน 605 ลานตัน ในป 2544 ทําใหตลาดในประเทศจีนมีสัดสวน

สูงถึง 37% ของตลาดทั่วโลก ขณะที่อุปสงคในประเทศอื่นๆ ไมรวมจีน เติบโตในอัตราคอน ขางต่ํา คือ เฉลี่ย 2.1% ตอป เปนที่นาสังเกตวาโครงสรางอุตสาหกรรมปูนซีเมนตไดเปลี่ยนแปลงไป มีการควบรวม กิจการกันมาก โดยในป 2544 หากไมนับรวมประเทศจีนแลว ทั่วโลกมีกําลังผลิตปูนซีเมนต รวม 1,310 ลานตัน โดยโรงงานปูนซีเมนตในเครือของบริษัทยักษใหญของโลก 3 อันดับ แรก คือ บริษัท Lafarge ของฝรั่งเศส บริษัท Holcim ของสวิสเซอรแลนด และบริษัท Cemex ของเม็กซิโก มีกําลังผลิตปูนซีเมนตรวมกันมากถึง 32% ของทั้งหมด สวนอีก 7 บริษัทที่มีกําลังผลิตรองลงมา คือ บริษัท Heidelberger ของเยอรมนี บริษัท Italcementi ของอิตาลี บริษัท Taiheiyo ของญี่ปุน บริษัท Buzzi Unicem ของอิตาลี บริษัท Votorantim ของบราซิล บริษัทปูนซีเมนตไทย ของไทย และบริษท RMC ของ ั สหราชอาณาจักร ทั้ง 7 บริษัท มีกําลังผลิตรวมกัน 26% ของทั้งหมด ดังนั้น บริษัทยักษใหญ 10 อันดับแรกของโลก มีกาลังผลิตรวมกันมากถึง 58% ของกําลังผลิตรวมทั่วโลก โดย ํ ไมรวมกําลังผลิตในประเทศจีน แนวโนมสําคัญในระยะที่ผานมา คือ บริษัทยักษใหญของโลกไดเขามาถือหุนใหญในบริษัท ผลิตปูนซีเมนตในประเทศตางๆ เปนตนวา บริษัท Taiheiyo Cement ผูผลิต ปูนซีเมนตใหญอันดับ 6 ของโลกจากญี่ปุน ไดเขามาถือหุนใหญ 29.1% ในบริษัทซังยอง ซีเมนตของเกาหลีใต สวนบริษัท Cemex ของเม็กซิโก เมื่อป 2543 ไดจายเงิน 110,000 ลานบาท เพื่อซื้อกิจการ ของบริษัท Southdown ซึ่งเปนผูผลิตซีเมนตใหญเปนอันดับ 2 ของสหรัฐฯ บริษัท Buzzi Unicem ของอิตาลี ซื้อกิจการของบริษัท Dyckerhoff ของเยอรมนี บริษัท Lafarge ผูผลิตปูนซีเมนตใหญอันดับ 1 ของโลก ไดเขามาถือหุนใหญ 52.6% ใน บริษัท Malayan Cement ซึ่งเปนผูผลิตปูนซีเมนตใหญเปนอันดับ 1 ของมาเลเซีย

สําหรับกรณีของอินโดนีเซีย ปจจุบนบริษัทตางชาติไดเขามาถือหุนใหญในหลายบริษัท โดย ั บริษัท Hidelberger ไดถือหุนใหญในบริษัท Indocement ซึ่งเปนผูผลิตปูนชีเมนตใหญเปน อันดับ 2 ของประเทศ โดยมีกําลังผลิต 15.7 ลานตัน/ป สวนบริษัท Holcim ถือหุน ใหญในบริษัท Semen Cibinong ผูผลิตชีเมนตใหญเปนอันดับ 3 ของอินโดนีเซีย โดย มีกาลังผลิต 9.6 ลานตัน/ป และบริษัท Lafarge ถือหุนใหญในบริษัท Semen Andalas ํ ผูผลิตปูนชีเมนตใหญเปนอันดับ 4 ซึ่งมีกําลังผลิต 2.6 ลานตัน/ป สวนกรณีของฟลิปปนส บริษัทยักษใหญของตางชาติ 3 บริษัท คือ บริษัท Lafarge บริษัท Holcim และบริษัท Cemex ไดเขามาถือหุนใหญในโรงงานผลิตปูนซีเมนตของฟลิปปนส ทําใหมกําลังผลิตรวมกันมากถึง 89% ของกําลังผลิตทั้งหมดของประเทศ โดยโรงงานผลิต ี ปูนซีเมนตซึ่งมีเจาของเปนชาวฟลิปปนสนั้น มีกําลังผลิตเพียงแค 11% ของทั้งหมด สําหรับกรณีของประเทศไทย ปจจุบันกําลังแขงขันกับอินโดนีเซียเพื่อครองตําแหนงผูผลิต ปูนซีเมนตใหญที่สุดในภูมิภาคเอเชียตะวันออกเฉียงใต แมอินโดนีเซียจะมีตลาดขนาดใหญ กวา คือ 27.5 ลานตัน ในป 2547 เปรียบเทียบกับไทยที่ระดับ 23 ลานตัน ในปเดียวกัน แต ประเทศไทยมีกําลังผลิตปูนซีเมนตมากกวา คือ 54 ลานตัน/ป ในขณะที่อินโดนีเซียมี กําลังผลิต 48 ลานตัน/ป ประเทศที่กําลังมาแรง คือ เวียดนาม โดยอุปสงคตอปูนซีเมนต เพิ่มขึ้นรวดเร็วมากจนมีขนาดใกลเคียงกับประเทศไทย และมีแนวโนมวาในอนาคตจะเปน ประเทศยักษใหญในอุตสาหกรรมผลิตปูนซีเมนตในภูมิภาคเอเชียตะวันออกเฉียงใต อยางไรก็ตาม อุตสาหกรรมผลิตปูนซีเมนตของประเทศไทยก็หลีกหนีกระแสโลกาภิวัฒน ไปไมพน โดยในระยะที่ผานมาบริษัทตางชาติไดเขามาซื้อธุรกิจผลิตปูนซีเมนตในประเทศ ไทยไปหลายบริษัท โดยบริษัท Holcim เขามาถือหุนใหญในบริษทปูนซีเมนตนครหลวง ซึ่ง ั เปนผูผลิตปูนซีเมนตใหญเปนอันดับ 2 ของประเทศไทย โดยมีสวนแบงตลาด 28% ในประเทศไทย

สวนบริษัท Ciments Francais บริษัทลูกของบริษัท Italcementi ผูผลิตปูนซีเมนตจากอิตาลี ซึ่งใหญเปนอันดับ 5 ของโลก ไดเขามาถือหุนใหญในบริษัทชลประทานซีเมนตและ บริษัท ปูนซีเมนตเอเซีย ทําใหมีสวนแบงตลาดในประเทศไทยประมาณ 13% บริษัทขามชาติอีกบริษัทหนึ่งที่รกเขามาประเทศไทย คือ บริษัท Cemex ผูผลิตปูนซีเมนต ุ ใหญอันดับ 3 ของโลก ไดเขามาถือหุนใหญในโรงงานปูนซีเมนตของเครืออิตัลไทยและ ในบริษัทสระบุรีซีเมนต และมีสวนแบงตลาด 3% สุดทายนี้ เปนเรื่องนาภาคภูมิใจของคนไทยวาหากไมรวมการผลิตปูนซีเมนตในประเทศจีน แลว เครือซีเมนตไทยนับเปนบริษัทผลิตปูนซีเมนตใหญเปนอันดับ 9 ของโลก มีกําลัง ผลิตรวม 23 ลานตัน/ป แตยงนับวามีขนาดเล็กมากเมื่อเปรียบเทียบกับผูผลิตรายใหญ 3 ั อันดับแรกของโลก คือ บริษท Lafarge มีกําลังผลิต 165 ลานตัน/ป บริษัท Holcim 155 ั ลานตัน/ป และบริษัท Cemex 96 ลานตัน/ป ------------------------------

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...CEO of CEMEX, 1992  CEMEX aquired the two largest Spanish cement producers  Hiring “High Potential People“  In reality young and inexperienced people willing to work insane hours to achieve financial goals  Cost reduction by 30%  1997 The most admired company in Spain, Actualidad Economica  Case study in transforming low tech enterprise into a model of info age efficiency Streamlining Management Reducing peak hour Energy Use Introducing alternative Fuels Automation of all Plants Reduction of Inventory levels 1989 Anti Dumping Duty imposed by International Trade Commision, 58% on all Mexican cement imports Acquisition Institutionalize acquisition process, refine post-aquisition integration strategy Innovation 1988 CEMEXNet first Mexican Company to own its own satelite communications network Today Links all global operations Detailed live access to financial data, truck routs, operational data from all individual plants 2003 Wired Magazine 5th Masters of innovation, technology, and strategic vision CEMEX overcame this burden by importing cement in to the United States from third parties from other nations than Mexico CEMEX sends post-merger integration teams (PMI) to analyze and improve operations PMI Teams attend cultural awareness and teambuilding workshops Regional Managers visit the site every month, country presonally reports back to the CEO to the US West CoastCheap Chinese cement through CEMEX own network     CEMEX became...

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...Key  facts  of  the  third  largest  Cement  producer   „Cemex“  worldwide   Name   Industry   Products   CEMEX   Building  materials     Cement   Ready-­‐  mix  concrete   Construc8on  aggregate   1906   San  Pedro  Garza  Garcia,  Mexico   Lorenzo  Zambrano   54,635   In  50  countries   Founded   Headquarters   CEO   Employees   Opera8ons   Revenue   Mean  facts  of  the  historical  development  from  Cemex     Year   AcAon       Founded  1906  near  Monterrey  as  Cementos   Hidalgo  Cement  plant       Merged  with  Cementos  Portland  Monterrey,  to   Cementos  Mexicanos  ,  later  renamed  to  CEMEX     15,000,000   1  billion   65,000,000   5  billion   10   5   3   ProducAon   Revenues   Int.   per  year   PosiAon   5000   1906   1931   1980s   Became  mexicos  market  leader       1987   2000   First  expansion  in  the  USA     Opera8ons  in  more  than  15  countries   Decreasing  transportaAons  costs  are  the  biggest   advantages  of  the  globalizaAon       CompeAAve  advantage=  Using  vola8lity  in  the  na8onal  cement  industry...

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...Key  facts  of  the  third  largest  Cement  producer   „Cemex“  worldwide   Name   Industry   Products   CEMEX   Building  materials     Cement   Ready-­‐  mix  concrete   Construc8on  aggregate   1906   San  Pedro  Garza  Garcia,  Mexico   Lorenzo  Zambrano   54,635   In  50  countries   Founded   Headquarters   CEO   Employees   Opera8ons   Revenue   Mean  facts  of  the  historical  development  from  Cemex     Year   AcAon       Founded  1906  near  Monterrey  as  Cementos   Hidalgo  Cement  plant       Merged  with  Cementos  Portland  Monterrey,  to   Cementos  Mexicanos  ,  later  renamed  to  CEMEX     15,000,000   1  billion   65,000,000   5  billion   10   5   3   ProducAon   Revenues   Int.   per  year   PosiAon   5000   1906   1931   1980s   Became  mexicos  market  leader       1987   2000   First  expansion  in  the  USA     Opera8ons  in  more  than  15  countries   Decreasing  transportaAons  costs  are  the  biggest   advantages  of  the  globalizaAon       CompeAAve  advantage=  Using  vola8lity  in  the  na8onal  cement  industry...

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...9-701-017 REV: NOVEMBER 29, 2004 PANKAJ GHEMAWAT The Globalization of CEMEX Geographic diversification enables us to operate in multiple regions with different business cycles. For the long term, we are trying to ensure that no one market accounts for more than one third of our business. Yet we do not diversify simply to balance cyclic downturns and upswings. We do not see volatility as an occasional, random element added to the cost of doing business in an interconnected global marketplace. We plan for volatility. We prepare for it. We have learned how to profit from it. Lorenzo Zambrano, CEO of CEMEX.1 In 1990, Cementos Mexicanos was a Mexican cement company that faced trade sanctions in its major export market, the United States. By the end of 1999, CEMEX operated cement plants in 15 countries, owned production or distribution facilities in a total of 30, and traded cement in more than 60. Non-Mexican operations accounted for nearly 60% of assets, slightly over 50% of revenues and 40% of EBITDA (earnings before interest, taxes, depreciation, and amortization) that year. CEMEX’s sales revenues had increased from less than $1 billion in 1989 to nearly $5 billion in 1999, and it had become the third largest cement company in the world in terms of capacity, as well as the largest international trader. Growth had been achieved without compromising profitability: in the late 1990s, its ratio of EBITDA to sales ranged between 30% and 40%—ten to fifteen percentage...

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...entertained. CEMEX: A Digital Firm in the Making Cemex, based Monterrey, Mexico, is a 98-year old company that sells cement and ready-mix concrete products. It has 53 plants around the globe in countries including the United States, Spain, Egypt, Colombia and the Philippines, and is the world's third largest cement and concrete manufacturer. The concrete business is an asset-intensive, low efficiency business with unpredictable demand. Cemex dispatchers used to take orders for 8,000 grades of mixed concrete and forwarded them to six regional mixing plants, each with its own fleet of trucks. Customers routinely changed half of their orders, sometimes only hours before delivery, and these orders might have to be rerouted because of weather change, traffic jams of problems with building permits. Cemex's phone lines were often jammed as customer's truckers and dispatchers tried to get orders straight. Many orders were lost. Until about 15 years ago, Cemex's Information Technology Division was viewed as a support department for the sales function. Cemex did not have an adequate computing or telecommunications infrastructure. Only a few executives had personal computers and integrated systems were a distant dream. Lorenzo Zambrano, a grandson of the founder of the company, took over the business in 1985 and decided to apply information technology to these problems. He and Cemex chief information officer Gelacio lniguez developed a series of systems that would enable Cemex to manage...

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