...Privatization*of*Port* *Development*and*Operation*and*its* Advantage* Group&'2& Anurag&Parashar&–&56& & Current&Scenario& & ! Having&a&coastline&of&more&than&7,&517&km&of&length,&Indian& port§or&encompasses&of&over&200&ports.&& ! There&are&13&major&and&about&200&non'major&ports&in&the& country.& ! &A&rising&need&for&robust&port&infrastructure,&strong&growth& potential.& & ! favorable&investment&climate,&and&sops&provided&by&State& Governments&provide&private&players&immense& opportunities&to&venture&into&the§or. & & && Type&of&Port& Public& Sector& corporate& Government& Managed& Private&Port& Ports& Ports 2013 MARCH There are two basic categories of ports in India Classification& & Ports in India Major Non-Major (minor) • There are 13 major ports in the country; 6 • India has about 200 non-major ports of on the eastern coast and 7 on the western coast • Major ports are under the jurisdiction of which one-third are operational • Non-major ports come under the the Government of India and are governed by the Major Port Trusts Act 1963, except Ennore port, which is administered under the Companies Act 1956 jurisdiction of the respective state governments’ maritime boards (GMB) For updated information, please visit www.ibef.org MARKET OVERVIEW AND TRENDS 5 orts 2013 MARCH Port&Map& jor ports in India Kandla Kolkata Mumbai JNPT Mormugao Ennore New Mangalore Cochin Chennai Tuticorn ...
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...particularly relevant and have sparked debate with management and throughout the company. In response to these conditions, Lilly management decided to establish a set of company-wide goals that focused on improving time to market for its products in development and a reduction of manufacturing costs. Specifically, these goals were: 1. Reduced new product time to market by 50% from the current 8 -12 year process 2. Reduce the cost of manufacturing by (25%) The key to achieving these goals was Mueller’s decision of what kind of manufacturing facilities should be used to produce the new products. This equated to a debate between a strategy of “specialized” manufacturing plant which had worked well for Lilly in the past, and a proposed strategy of building “flexible” manufacturing facilities that could accommodate almost any of the company’s new products. It was required that whichever facilities strategy chosen must align with the two company goals listed above. Our Recommendation Based on our analysis of the situation and the assumptions outlined in this report, we recommend that Steve Mueller decide to implement a version of the Flexible & Specialized hybrid system that was proposed under Option 2 in the case. This would entail building multiple Flexible facilities that would serve as “launch plants” to produce the new drugs in the company’s pipeline, as well as complementary specialized facilities to handle high growth drugs...
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...particularly relevant and have sparked debate with management and throughout the company. In response to these conditions, Lilly management decided to establish a set of company-wide goals that focused on improving time to market for its products in development and a reduction of manufacturing costs. Specifically, these goals were: 1. Reduced new product time to market by 50% from the current 8 -12 year process 2. Reduce the cost of manufacturing by (25%) The key to achieving these goals was Mueller’s decision of what kind of manufacturing facilities should be used to produce the new products. This equated to a debate between a strategy of “specialized” manufacturing plant which had worked well for Lilly in the past, and a proposed strategy of building “flexible” manufacturing facilities that could accommodate almost any of the company’s new products. It was required that whichever facilities strategy chosen must align with the two company goals listed above. Our Recommendation Based on our analysis of the situation and the assumptions outlined in this report, we recommend that Steve Mueller decide to implement a version of the Flexible & Specialized hybrid system that was proposed under Option 2 in the case. This would entail building multiple Flexible facilities that would serve as “launch plants” to produce the new drugs in the company’s pipeline, as well as complementary specialized...
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...BUS 675 Winter 2014 Midterm 1. What is product-service bundling and what are the benefits to customers? Site some examples Product-service bundling refers to a companies building service activities into its product offerings for its consumers (pg.9) A well-known pioneer in this area is IBM, which is a service business but views its physical goods business as just a small part. Cable/Satellite companies are now those in the Product service bundling business – as they try to build offering that support three main services, TV, Internet and Phone. Due to convenience and pricing tiers customers can save on monthly rates all by contracting with one company and calling one number when needed. The major player that has taken Product service bundling to new levels is Apple. Apple is famous for its major products – Mac’s, IPhones, IPod’s, but has redefined his product-service business in the arena of the Genius Bar and Apple Care. Its been a huge success for its customers and its profits margins as consumers consider physical goods knowing the services are bundled in. 2. Some people tend to use the terms effectiveness and efficiency interchangeably, though we’ve seen they are different concepts. But is there any relationship at all between them? Can a firm be effective but inefficient? Very efficient but essentially ineffective? Both? Neither? Pg 14 Efficiency: Doing something at the lowest possible cost. Effectiveness: Doing the things that will create the...
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...Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) MCP 2135 – Leading and Managing Change in Organizations MBA in Human Resource Management Semester II – 2010/2012 Course Director : Prof. Sudatta Ranasinghe Professor of Management Name of the Student : Gamini Hettiarachchi Student Registration No. : 110046980 Date Submitted :16.05.2011 Word Count : 1662 words, 5 single side A4 pages Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) Abstract This term paper addresses human resource capacity building as a strategic instrument in leading and managing change in organizations. After describing the process and the basic steps in leading and managing change, the article has taken an effort to identify the role of leaders and the managers to derive a conceptual frame of reference to develop arguments in strategic importance of human resource capacity building in the process of leading and managing change in organization. To meet the challenges, negative as well as positive, HR capacity building is needed in most of the steps and stages in the process of leading and managing change in organizations. Further, developing human capacities has highlighted as one of the major roles and core functionalities of leaders and managers. Viewing human resources as human capital and beyond, the term paper argues that without...
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...Energy India: Towards Energy Independence 2030 January 2014 Copyright © 2014, by McKinsey & Company, Inc. India: Towards Energy Independence 2030 January 2014 4 India: Towards Energy Independence 2030 Introduction India is the world’s fourth largest economy1 as well as the fourth largest energy consumer. India imports a substantial portion of its energy — 80 per cent of its oil, 18 per cent of its gas, and now even 23 per cent of its coal. As the Indian economy continues to grow, so will its energy consumption, especially as the growth of its manufacturing sector catches up with services and agriculture. With domestic resource production facing various challenges, the general expectation has been that Indian energy imports will continue to grow, and energy security concerns will intensify. The outlook and options for Indian energy independence therefore becomes an important topic. A 2030 outlook is particularly relevant since it is difficult to significantly change energy policy in 5 or 10 years, but almost any boundary conditions can be changed over a 15-year period. Moreover, there have been few if any, in-depth perspectives on this topic for 2030. This white paper builds off the ‘2030 Global Energy Perspective’, McKinsey’s substantial body of research on energy demand and supply, and our understanding of the evolution of the global and Indian energy sectors. We have tried to address some of the basic questions that arise about Indian energy in 2030: Is India’s...
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...Dividend Policy at FPL 1. What are the major uses and sources of funds for FPL? • Major Uses – Operating expenses – Capital and nuclear fuel expenditures o In 1994, FPL budgeted $6.6 billion in expansion cap ex over the next five years in order to meet projected demand. Projects included building a new transmission line, refurbishing the oldest generating plant, improving operating efficiency at all plants, and buying a majority share in a coal burning plant owned by The Southern Company – Retirement of long-term debt and preferred stock – Dividends on Common Stock – Acquisitions o From 1985 to 1988, FPL attempted to diversify into higher growth businesses and made four major acquisitions (Colonial Penn Life Insurance, CBR Information Group and Turner Foods Corp) as well as established a real estate development subsidiary (Alandco) and an alternative energy development subsidiary (ESI Energy) • Major Sources – Operating revenues – Divestitures of non core operations o In 1991, FPL sold Colonial Penn o In addition, FPL was trying to sell Telesat Cablevision and Alandco – Issuance of FPL debt, common and preferred stock What is the industry structure and business risk? • Electric Utilities Industry Structure – Regulated industry historically dominated by monopolies and vertically integrated suppliers – Beginning in 1978, deregulation has been weakening the utilities’...
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...November 2012 Franchising as a Development tool Alvaro HIDALGO reunites cross sector experience in Investment Banking, Hospitality and Energy in LATAM, US & EMEA and has led Technical Assistance programs for Public Sector Reform, Public Enterprise Reform and Poverty Reduction programs in LATAM. As an Agribusiness Social Franchise Entrepreneur, founded a Start-up for the introduction of IT in small agriculture facilities to enable traceability of produce, resulting in a higher added value for small flower farms in developing countries. Currently researching the applications of the franchising model to Rural Electrification, Rural Mobile Communication and Rural Population Access to Market. The franchising model is frequently mentioned as an alternative to be considered in development projects. It is indeed a versatile development tool that can be used through Private Initiative and Public actions leading to self sustaining economic activities and Social services. Its configuration enables the integration of Capacity Building processes, implementation of Access to Market, Access to Banking and Access to Information strategies whilst prompting individual and communal/ collective initiatives, fostering financial responsibility, enabling multiple financing/funding schemes and creating incentives for growth. Yet, franchising as a development tool has been secluded to limited sectors (Health, Telecoms) and its business cycle based on successive stages -each of them requiring differentiated...
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...Social Development Working Paper No.1 SOCIAL DEVELOPMENT ISSUES IN SECTOR WIDE APPROACHES Andrew Norton, Bella Bird May 1998 ISSN: 1462-8651 ISBN: 1 86192 042 3 The aim of the Working Paper series is to generate knowledge on social development that is pertinent to DFID’s goal of eliminating world poverty. It is hoped that the series will provoke new thought and discussion on issues of policy and practice rather than simply reflecting established ideas and positions. Social Development Division Department for International Development 94, Victoria Street London SW1E 5JL UK Tel: 44 (0) 171 917 7000 Fax: 44 (0) 171 917 0197 Email: sdd@dfid.gtnet.gov.uk DFID homepage: http://www.dfid.gov.uk Contents Executive Summary 1. 2. 3. Introduction Background - Sector Wide Approaches Issues in Sector Wide Approaches Defining the sector Who owns and who leads? Who is consulted and how? Centralisation vs. Decentralisation Projects vs. Programmes Changes in Development Practice Strengthening the Social Impact of Sector Wide Approaches Entry Points for Social Development Approaches Institutionalising Social Analysis in SWAps Strengthening Processes of Consultation & Participation in SWAps Strengthening Civil Society Capacity To Engage In Sector Policy And Programmes 4. 5. 6. Conclusions References Acknowledgements This paper has benefited greatly from comments on earlier drafts from Phil Evans, Rosalind Eyben, Charlotte Heath, Mick Foster, Peter Balacs, Julia...
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...and specialty steel makers. The integrated mills have the capacity to produce a maximum of 107 million tons of steel per year, mini-mills produced a maximum of 21 million tons of capacity a year, and the nation’s specialty steel makers could produce a maximum capacity of 5 million tons of stainless and specialty grades of steel. This leads to a total capacity of 133 million tons of production per year. In 1986, the market consumed only 70 million tons of steel, leaving 33 million tons unused. Nucor is at a crossroads. It faces a saturated market suffering from significant overcapacity. Nucor’s only opportunity for growth seems to be to expand into the production of flat sheet metal. However, to compete in that area, Nucor would need to invest in a very risky new technology, a thin-slab casting plant that, if successful, would allow Nucor to manufacture flat sheet metal with a low minimum efficient scale and a low marginal cost of production. This case will examine Nucor’s history, the impacts of entering the thin-slab casting business, the advantages Nucor would reap, and whether they should build the new thin-slab casting plant. Looking at the business landscape of the steel industry, it is amazing to see how well Nucor has done considering the industry is so competitive and has relatively low profitability. Using Porter’s model, the threat of rivalry is high due to weak domestic demand, excess global capacity, a maturing industry, low switching costs, high exit barriers...
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...Action Guidelines Afg Marble DGE 04-09-05 2 OTF Confidential Information — Copyright © 2004 by OTF Group, Inc 1 Who is The OTF Group? The OTF Group (OTF = On The Frontier) is a private sector consulting firm that provides cutting-edge solutions to help firms and industries in emerging markets confront the challenge of developing successful business strategies. Confidential Uganda Trade Statistics Analysis Fixed Investment as a Percentage of GDP Uganda’s Fixed Investment as a Percentage of GDP vs. Selected Nations, 1981-1995 Japan Korea, Rep. Tanzania United States Kenya Sudan Uganda Zair e 50% Tension Moral Purpose OTF Client List (Partial) World Bank Group 40% Percent of Nation’s GDP 30% 20% Leadership 10% 0% 1 981 1983 1985 1987 1989 1991 1993 1995 '89 '91 '93 Receptivity Note: Statistics for years not represented on the chart were not reported Source: World Bank, World Development Indicators, 1997 XCG-ACM-Uga nda- 4-2 0-98 -JR 4 Copyr ight © 1 998 M onito r Comp any, In c. — Confid ential — CAM Insight Analysis Analysis Change Process Change Process Facilitation Facilitation Multilateral Multilateral Engagement Engagement New Economy New Economy Solutions Solutions Describing the causes of underdevelopment Discovering that simply providing the right insight is insufficient to create change Fitting the preconditions for change together, through collaborative...
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...“Strada” and “Achilles”. What happend to MASA.. * Global Crisis not to Affect MASA’s Sales (2009) In 9M09, MASA successfully raised its sales 19.2% YoY to Rp 1.2 tn. Its car tire production volume increased from 3.24 mn units in 9M08 to 3.51 mn units in 9M09, growing 8.29% YoY. In addition, MASA’s production volume of motorcycle tires boosted from 0.61 mn unit to 1.03 mn units in the same period, reflecting a 67.87%. As comparison, MASA suffered foreign exchange loss of Rp 118.5 bn in 2008, cutting its net profit margin to 0.22% as an effect of global financial crisis. * Continuing Expansion due to High Demand (2009) MASA continues to increase its car tire production capacity from 12,827 to 15,000 units per day during 2008-2009. In the same period, MASA also extended its motorcycle tire production capacity 205% YoY from 2,394 to 7,300 units per day. * Superb Performance Amid The Slower Growth of Domestic Tires Industry (2011) Amid the slower growth of Indonesia tires industry in 2011, MASA booked a significant revenue growth. In 2011, MASA’s revenue grew by 42.6% YoY to Rp 2.9 trillion from Rp 2.0 trillion in previous year. The sales volume of PCR tires during this period reached 6.6 million tires, while the MC tires sold over 3.1 million units, with the average utilization rate reached 83%. * Export Sales is Growing amid the Global Crisis (2011) The global crisis is less affected MASA export sales, as it grew significantly by 46.4% YoY in 2011 and 20.2% YoY...
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...FACULTY OF HEALTH, SPORT & SCIENCE Assessment Cover Sheet and Feedback Form |Module Code: |Module Title: | Lecturer: | | |Hydrogen: Fuel Vector for the Future (2012-13) |Jon Maddy | |PH4S01 | | | |Assignment Title and Tasks: | | | |Field trip report from visit to University of Glamorgan’s Hydrogen Research Centre in Baglan. | | | | | |You are required to submit a report of 2500-3000 words relating to the University of Glamorgan’s Hydrogen Research Centre at Baglan: | | ...
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...Corpo 4th batch of cases (1) WESTERN INSTITUTE OF TECHNOLOGY, INC. vs. SALAS Facts: Private respondents, majority and controlling members of the Board of Trustees of Western Institute of Technology, Inc. were acquitted of the crimes of estafa and falsification of public document. The falsification charge was anchored on private respondents submission of the school's income statement for fiscal year 1985-1986 with the Securities and Exchange Commission reflecting therein the disbursement of corporate funds for the compensation of private respondents based on Resolution No. 4, series of 1986, and making it appear that the Resolution was passed by the board on March 30, 1986, when in truth the same was actually passed on June 1, 1986, a date not covered by the corporation's fiscal year. The charge of estafa is based on private respondent's having disbursed funds of the corporation by effecting payment of their retroactive salaries of P186,470.00 and subsequently paying themselves every 15th and 30th of the month starting June 15, 1986 in the amount of P19,500.00 per month. After trial, the court acquitted the private respondents on both counts without imposing any civil liability against them. The individual petitioners, minority stockholders of the corporation, thus seek to hold the private respondents civilly liable despite their acquittal based on the alleged illegal issuance by private respondents of Resolution No. 4, series of 1986, ordering the disbursement of corporate...
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...1. Evaluate how you utilized budgets and pro-forma statements to ensure adequacy of funds for providing the production capacity you needed to achieve your business goals. a. After completing the 2nd quarter I quickly realized I had positioned my two original products, GC Mercedes, and GC Traveler way outside the parameters of what the consumer demand was. The strategy implemented was one to have high quality products, at a high price point. The strategy was implemented to give the consumer a high quality, high priced product just above the asking price they demanded, however a rebate was offered to make the products priced just below the demanded high price point. The strategy itself should have worked in the real world, however the outside of price points, the following items seemed to be the deciding factors to the eventual pitfall of the 2nd Quarter i. Advertising – Too many articles were placed in an array of magazines. The amount spent on advertising was the maximum, however not enough was spent in the correct placing of magazines. Due to the spreading out in to multiple magazines the products received little penetration, but lacked brand awareness. ii. Salesforce – The plan was to start slowly, build up brand recognition and then hire more sales personal, however due to the high production forecast, and high sales forecast the overall results were never ever going to be attained with a small workforce. Without enough sales people to sell...
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