...million in 1998 from $104 million in 1994. Net working capital has also increased to $376 million in 1998 from $179 million in 1994. Harley Davidson’s share price has more than tripled during the same period as well, suggesting improved investor confidence. However, we should note that Harley Davidson has increased its financial leverage as displayed by the change in their debt to assets ratio. It was noted that Harley Davidson’s customers are willing to wait 2 years for its motorcycles. There seems to be unmet demand and that may have caused a focus on production to be ingrained into their culture. This is evident in their vision to dramatically increase production capacity demonstrated in their plan 2003. Harley Davidson’s products also have very long life cycles. The evolution of the product line may have influenced the culture at Harley Davidson to gravitate towards continuous improvement as opposed to transformation. In terms of IT, Harley Davidson’s organization is neither fully centralized nor fully decentralized. We believe that the interlocking circles structure, including the leader and strategy council and ITC, is a great fit for Harley Davidson. However,...
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...JOB OBJECTIVE Seeking middle level assignments in Supply Chain Management and Logistics Operations with a reputable organization. PROFILE SUMMARY • A performance driven professional with nearly 9 years of total experience including nearly 7 years in Purchase Management, Quality Control and Logistics Operations. • Currently associated with El Sewedy Electrometer, Hangzhou, China as Purchasing Manager. • Deft at gathering requirement and administering the sourcing & purchase operations for ensuring cost & time effectiveness of the processes. • Dexterous in ensuring availability and delivery of right quality materials at the right time, price and terms. • Adept at coordinating and following up with the stakeholders for facilitating smooth running of the operations. • Proficient at implementing stringent quality measures including preparation / maintenance of necessary documents to ensure compliance with the various standards & requirements. • Equipped with good project management skills coupled with the ability to identify issues, obtain mutual agreements and implement changes, as required. • An analytical thinker with exceptional communication, planning & problem solving skills. CORE COMPETENCIES Sourcing/Procurement/Purchase Management • Developing and implementing key strategies for purchasing materials from various sources. • Managing & monitoring the preparation of Purchase Orders. Supply Chain Management • Ensuring availability and delivery of right quality materials...
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...Someone said, ‘Everyone down, lock the doors’. We all hid under the table. I’m lying on the floor looking at Dave and Pat—I’m thinking, Holy Smokes, this is unreal. It was just incredible—a real bonding experience! —Garry Berryman, Vice President, Materials Management David Cotteleer, Information Systems (IS) Manager of the Supplier Information Link (SiL’K) project, smiled as he recalled the terror and subsequent camaraderie that had grown out of that unusual beginning. It had set the tone for the partnership that developed between Berryman, Pat Davidson, Manager of Purchasing, Planning and Control, and himself, as they worked collaboratively to develop the specifications for an integrated procurement system to support the new Supply Management Strategy (SMS). Now he and the SiL’K project team were gathered in their “war room” on the top floor of the Harley-Davidson Corporate Headquarters to face another critical moment in the project’s history. After three hectic months of meeting potential software suppliers, reviewing documentation, and evaluating software packages, the SiL’K team had to make a decision. Who should they choose as their supplier and partner in implementing an enterprise-wide procurement and supplier management system? On what criteria should that decision be based? And had they done everything possible to enable them to make the right decision? The Harley-Davidson Motor Company Harley-Davidson Motor Company was founded in a shed in 1903, when young William...
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... ‘Everyone down, lock the doors’. We all hid under the table. I’m lying on the floor looking at Dave and Pat—I’m thinking, Holy Smokes, this is unreal. It was just incredible—a real bonding experience! —Garry Berryman, Vice President, Materials Management David Cotteleer, Information Systems (IS) Manager of the Supplier Information Link (SiL’K) project, smiled as he recalled the terror and subsequent camaraderie that had grown out of that unusual beginning. It had set the tone for the partnership that developed between Berryman, Pat Davidson, Manager of Purchasing, Planning and Control, and himself, as they worked collaboratively to develop the specifications for an integrated procurement system to support the new Supply Management Strategy (SMS). Now he and the SiL’K project team were gathered in their “war room” on the top floor of the Harley-Davidson Corporate Headquarters to face another critical moment in the project’s history. After three hectic months of meeting potential software suppliers, reviewing documentation, and evaluating software packages, the SiL’K team had to make a decision. Who should they choose as their supplier and partner in implementing an enterprise-wide procurement and supplier management system? On what criteria should that decision be based? And had they done everything possible to enable them to make the right decision? The Harley-Davidson Motor Company Harley-Davidson Motor Company was founded in a shed in 1903, when young William ...
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...Developing a Rural Market e-hub The case study of e-Choupal experience of ITC B. Bowonder, Vinay Gupta and Amit Singh Abstract ICT has potential to make significant inroads in a traditional agrarian economy like India. Indian agro-sector has been exploiting the benefits to ICT. Innovative ICT application platforms are being created by private sector players in conjunction with local farmers. One such private initiative has been by ITC Ltd in the state of Madhya Pradesh. It has helped the farmers in many ways, such as developing of local leadership, shared ownership of the assets created in this initiative, access to the latest knowledge for the agro-sector, sustainable income levels and skill development for productivity improvement. This initiative from ITC[1] has become a benchmark today in the ICT initiatives in agro-sector. Several best practices can be learned from this initiative, namely: § ease of replicability and scalability § customization to meet the specific local needs and § organizational commitment. The success of e-choupal has heralded a new era in the Indian agro-sector. The work needs to be carried forward and replicated in the other untapped areas. Creating business channels that can create a win-win situation both business and farming community has enormous economies of scope. Once a channel is created it could be used for many products and services as shown in this case study. The main reasons for the success of the platform have been the involvement of...
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...Developing a Rural Market e-hub The case study of e-Choupal experience of ITC B. Bowonder, Vinay Gupta and Amit Singh Abstract ICT has potential to make significant inroads in a traditional agrarian economy like India. Indian agro-sector has been exploiting the benefits to ICT. Innovative ICT application platforms are being created by private sector players in conjunction with local farmers. One such private initiative has been by ITC Ltd in the state of Madhya Pradesh. It has helped the farmers in many ways, such as developing of local leadership, shared ownership of the assets created in this initiative, access to the latest knowledge for the agro-sector, sustainable income levels and skill development for productivity improvement. This initiative from ITC[1] has become a benchmark today in the ICT initiatives in agro-sector. Several best practices can be learned from this initiative, namely: § ease of replicability and scalability § customization to meet the specific local needs and § organizational commitment. The success of e-choupal has heralded a new era in the Indian agro-sector. The work needs to be carried forward and replicated in the other untapped areas. Creating business channels that can create a win-win situation both business and farming community has enormous economies of scope. Once a channel is created it could be used for many products and services as shown in this case study. The main reasons for the success of the platform have been the involvement of...
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...G.L.BAJAJ INSTITUTE OF MANAGEMENT AND RESEARCH Approved by AICTE & Affiliated to Uttar Pradesh Technical University, Lucknow Plat no. 2, Knowledge park-III, Greater Noida, Uttar Pradesh A SUMMER TRAINING PROJECT REPORT ON ANALYSIS OF PACKAGING STRATEGIES OF ITC Submitted for partial fulfillment of award of Master of Business Administration (MBA) From Uttar Pradesh Technical University, Lucknow UNDER THE GUIDANCE OF SUBMITTED BY ABHISHEK KUMAR SAXENA ROLL NO.1380170008 Session: 2013-15 ...
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...DYNAMICS OF SUPPLY CHAIN MANAGEMENT AN APPROACH TOWARDS EFFECTIVENESS & EFFICIENCY OF SUPPLY CHAIN MANAGEMENT AT ITC LIMITED, Bangalore “A project report submitted in partial fulfillment of the requirement for the award of MBA” BY T.Lakshmi (02XQCM6061) 8QGHU 6XSHUYLVLRQ WKH RI Dr.N.S.Mallavali Principal, M.P.Birla institute Of Management Mr. Savio Suveire Branch Finance Manager ITC Limited, Bangalore. Mr. Vineeth Vishwambharam Asst. Branch Manager ITC Limited, Bangalore M.P.Birla Institute Of Management D C B B @ 9 8 7 5 E¦¢#A¦©§64 ¡2 1 £( ¡ % ¡ " ¡ £ ¨ ¡ ¥ £ ¡ 3'¦0)'&¤$#¦!¤¡ ©§¦¤¢ DECLARATION I hereby declare that the research work embodied in the dissertation entitled “Dynamics of supply chain management at ITC Ltd., Bangalore “ has been carried out by me under the guidance and supervision of Dr. N.S.Malavalli, Principal,M.P.B.I.M , Bangalore (Internal Guide) and Mr. Savio ,Branch Finance Manager,ITC Ltd. ,Bangalore (External Guide). I also declare that the dissertation has not been submitted to any University/Institution for the award of any Degree/Diploma. Place: Bangalore Date: (T.Lakshmi) ACKNOWLEGEMENT I thank V.S.Vaidhyanathan,Sr. Vice President Corporate Affairs ITC Ltd. Delhi, and Mr. Thomas Mathew ,H.R Manager of ITC Ltd. Bangalore, for giving me an opportunity to do research in their company. I extend grateful thank to Mr.Vineeth Vishwambharam, Asst Branch Manager and Mr.Savio Suverrie...
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...INTERNATIONAL TRADE CENTRE UNCTAD/WTO (ITC) SMALL & MEDIUM ENTERPRISE DEVELOPMENT AUTHORITY (SMEDA) Trade in Services: An answer book for small and medium-sized exporters Lahore, Pakistan: ITC/SMEDA, 2007. xiv, 196 p. Guide for small and medium-sized enterprises in the services sectors in Pakistan; provides practical advice to help them improve their export performance or enter new markets. Using a question and answer format, the topics covered include the decision to export, preparing for export, choice of market, identifying customers, selecting a strategy, cultural considerations, promotional materials, quality assurance, pricing, securing payment and temporary market entry. The General Agreement on Trade in Services (GATS) and the functions of the World Trade Organization (WTO) are also described. National appendices include overviews of the services sector in Pakistan, Pakistan’s role in the WTO GATS negotiations, including Pakistan’s schedule of GATS commitments, key national laws and regulations of interest to services exporters, and a list of information resources for services exporters. Subject descriptors: Services, WTO, Multilateral trading system, Pakistan. English Palais des Nations, 1211 Geneva 10, Switzerland 6th Floor LDA Plaza, Egerton Road, Lahore 54000, Pakistan Trade in Services: An answer book for small and medium-sized exporters is a joint publication published by ITC and SMEDA based on a generic document edited by ITC. This joint publication was ...
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...and growth are vital for a healthy environment in organizations. We at XLRI have structured our programmes in such a manner as to equip the future managers of tomorrow with learning, competencies and skills that can significantly contribute to the growth of the organization. XLRI has always been proudly associated with academic excellence, personal values and social concern. It has been the crucible of leadership training for over 60 years and its banner is held high by a fine breed of alumni who serve as “change agents” thereby adding a new dimension to their corporate role. This integral and value based formation will greatly assist our students to be innovative, competent and creative leaders. They are groomed in a manner as to serve as agents of continuous improvement and change. It was in 1997 that XLRI recognized an unfulfilled need for formal management training at middle and senior levels of corporate strata. The result of that thought process was the General Management Programme, which has ever since, transformed several industry professionals into veritable leaders who reflect the standards and values of XLRI at various organizations. Recognized by AICTE, the programme places emphasis on stringent admission procedures for selecting the students who are then exposed to a rigorous training regimen which leads them along a journey of rediscovery. Focused academics, structured pedagogical approaches, competition and program rigor, constantly provide the opportunity to assess...
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...FINANCIAL ANALYSIS OF FMCG INDUSTRY IN INDIA IIM – LUCKNOW, IPMX (2015-16) MANAC PROJECT (TERM I) – GROUP 11 FOR SUBMISSION TO PROF. PRAKASH SINGH Compiled By: 1. Prateek Dashora (IPMX08035) 2. Shreyas Bakshi (IPMX08047) 3. Siddhartha Chatterjee (IPMX08049) 4. Supriyo Chakraborty (IPMX08051) 5. Susmit Majumdar (IPMX08054) TABLE OF CONTENTS Table of Contents Choice of Industry: FMCG............................................................................................................................................................................................ 2 Macro Factors Affecting the Industry ................................................................................................................................................................. 4 Industry Characteristics.............................................................................................................................................................................................. 6 Major Accounting Policies of the Industry ................................................................................................................................................... 10 Impact of IFRS ................................................................................................................................................................................................................. 14 Major Deviations in Acccounting Policy of Major Players of the Industry...
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...Introduction Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods Company with a heritage of over 80 years in India and touches the lives of two out of three Indians. With over 35 brands spanning 20 distinct categories such as soaps, detergents, shampoos, skin care, toothpastes, deodorants, cosmetics, tea, coffee, packaged foods, ice cream, and water purifiers, the Company is a part of the everyday life of millions of consumers across India. HUL works to create a better future every day and helps people feel good, look good and get more out of life with brands and services that are good for them and good for others. By combining multinational expertise with our deep roots in diverse local cultures, HUL is continuing to provide a range of products to suit a wealth of consumers. HUL is thriving to strengthen strong relationships in the emerging markets as they believe that it will be significant for the future growth of the organization. With these economic and social objectives in mind HUL started project Shakti to tap the vast market of rural India. Project Shakti Intense competition and saturated urban markets made FMCGs look at rural markets. 70% of India’s population lives in rural areas and therefore they hold great potential notwithstanding the low income levels. Government measures like loans waiver, national rural employment guarantee scheme (NREGS) and higher minimum support price for agriculture produce have resulted in higher disposable...
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...ready to unleash its largely untapped potential for those who willing to take right steps forward. Over the last few years, retail has become one of the fastest growing sectors in the Indian economy. ICT has changed modern business practice, making collaborative supply chain management possible.The paper evaluates the role of ICT in the operations of retail organization. The purpose of this paper is to address the critical role-play of Information Technology and IT enabled Services (ITeS) in Retail sector, which is booming in India, and a lime-light into security concerns and other important areas such as system integration, a right business intelligence (BI) solution, and technology for sales & customer care, etc.Large and medium retail houses need to look at an efficient integration with external and internal functional participants (Suppliers to POS), thus need of smart and secured networking. People and training them is also an integral part of the total infrastructure management, therefore technology advancement is considered to be cost effective and just-in-time-update. Keywords: Store operations, Information technology in retail store ,Supply Chain Management (SCM), Customer Relationship Management (CRM),IT enabled services. Introduction: Retailing is a “technology-intensive industry. It is a well-known fact that the retail industry always works on razor thin margins and the key to survival lies in optimization of resources both in space and time dimensions as well...
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...Impact of Organized Retailing on the Unorganized Sector Mathew Joseph Nirupama Soundararajan Manisha Gupta Sanghamitra Sahu May 2008 INDIAN COUNCIL FOR RESEARCH ON INTERNATIONAL ECONOMIC RELATIONS Foreword The retail sector is expanding and modernizing rapidly in line with India’s economic growth. It offers significant employment opportunities in all urban areas. This study, the second undertaken by ICRIER on the retail industry, attempts to rigorously analyse the impact of organized retailing on different segments of the economy. No distinction has been made between foreign and domestic players, in analyzing the impact of the increasing trend of large corporates entering the retail trade in the country. The findings of this study are based on the largest ever survey of unorganized retailers (the so-called “mom and pop stores”), consumers, farmers, intermediaries, manufacturers, and organized retailers. In addition, an extensive review of international experience, particularly of emerging countries of relevance to India, has also been carried out as part of the study. The study estimates that the total retail business in India will grow at 13 per cent annually from US$ 322 billion in 2006-07 to US$ 590 billion in 2011-12. The unorganized retail sector is expected to grow at approximately 10 per cent per annum with sales rising from US$ 309 billion in 2006-07 to US$ 496 billion. Organized retail, which constituted a low four per cent of total retail in 2006-07, is estimated...
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...Trade Centre (ITC) The Chinese Market for Clothing. Geneva: ITC, 2012. xi, 92 p. (Technical Paper) Doc. No. SC-11-212.E Survey on Chinese market for clothing - describes the structure and characteristics of the domestic Chinese market for clothing; provides an analysis of the tariff structure of imports by product group; outlines special import regulations, customs procedures, transport, as well as requirements relevant to packaging, labelling, standards, and ethical trading; examines the market potential, the consumer preferences and behaviour; provides an overview of the distribution channels, the major brands, the procurement practices including the use of e-commerce and ICT procurement; highlights the key players in China's textiles and garment market, the possibilities for cooperation along the value chain, and the existing national support schemes; appendices include contacts details of sector related companies in China. Descriptors: Clothing, Standards, Packaging, Distribution, Procurement, Electronic Commerce, Consumer Behaviour, Market Surveys, China. For further information on this technical paper, contact Mr Matthias Knappe, (knappe@intracen.org) 2011 SITC-84 CHI English The International Trade Centre (ITC) is the joint agency of the World Trade Organization and the United Nations. ITC, Palais des Nations, 1211 Geneva 10, Switzerland (www.intracen.org) Views expressed in this paper are those of consultants and do not necessarily coincide with those of ITC, UN or WTO...
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