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Mahle

In: Business and Management

Submitted By salahibrahim
Words 3106
Pages 13
1. History:
For more than 90 years, MAHLE has played a decisive role in promoting the development of automotive and engine technology, setting standards time and again. Driven by performance—every MAHLE employee demonstrates surpassing enthusiasm for performance, precision, and perfection.
MAHLE has a local presence in all major world markets. Approximately 49,000 employees work at over 100 production plants and eight research and development centers in Stuttgart, Northampton, Detroit (Farmington Hills, Novi), Tokyo (Kawagoe, Okegawa), Shanghai, and São Paulo (Jundiaí). Around the world, approximately 3,000 development engineers and technicians are working on forward-looking concepts, products, and systems for the ongoing development of vehicle power trains.
As a leading global development partner for the automotive and engine industry, MAHLE offers unique systems competence in the internal combustion engine and engine peripherals. With its two business units Engine Systems and Components and Filtration and Engine Peripherals, the MAHLE Group thus ranks among the top three systems suppliers worldwide for piston systems, cylinder components, as well as valve train, air management, and liquid management systems. Almost all automobile and engine manufacturers around the world are customers of MAHLE.
The Industry business unit bundles the MAHLE Group's industrial activities. These include the areas of large engines, industrial filtration, as well as cooling and air-conditioning systems for railway and special vehicles, buses, ships, construction and agricultural machinery, the aerospace industry, and stationary large engines for power generation. The Aftermarket business unit serves the independent spare parts market with MAHLE products in OE quality.
In 2011, the MAHLE Group achieved sales of around EUR 6 billion (USD 8.3 billion), positioning the company among the top 30 automotive suppliers worldwide.

2. Major Milestones: 1920 | Hermann Mahle joins Versuchsbau Hellmuth Hirth, marking the birth of the MAHLE Group as it is known today | 1986 | Acquisition of Técafiltres S.A. and Soparis S.A., France—now MAHLE Filter Systems France SAS | 1987 | Acquisition of Mondial Piston S.p.A., Italy—now MAHLE Componenti Motori Italia S.p.A.
Introduction of FERROTHERM® pistons | 1991 | Merger of the iron and steel activities of MAHLE GmbH with J.Wizemann GmbH & Co. to form MAHLE-Wizemann Group | 1993 | Acquisition of remaining shares in Knecht Filterwerke GmbH
Oil filter module with filter inserts and plastic cover | 1994 | Establishment of MAHLE Pistones S. de R.L. de C.V., Mexico—now MAHLE Componentes de Motor de México, S. de R.L. de C.V.
Merger of MAHLE-Wizemann Group with Pleuco GmbH to form MWP MAHLE-J.Wizemann-Pleuco GmbH—now MAHLE Ventiltrieb GmbH, Germany
Introduction of Micro-Star® cabin air filters | 1997 | Takeover of the piston ring activities of Cofap S.A. with locations in Brazil and Portugal—now MAHLE Componentes de Motores do Brasil Ltda.
Joint venture Kirloskar Knecht Filters Private Ltd.—now MAHLE Filter Systems India Private Limited
Joint venture Knecht Duroplast Sistemas de Filtración S.A. de C.V.—now MAHLE Sistemas de Filtración de México S.A. de C.V., Mexico
Series production of air intake modules | 1998 | Establishment of MAHLE Spolka z o.o.—now MAHLE Polska Spolka z o.o., Poland
MAHLE 174 alloy for high-load aluminum diesel engines goes into series production | 2000 | Forged steel MONOTHERM® pistons produced in series
Pistons with cooled ring carrier for passenger car diesel engines enter series production | 2001 | Acquisition of a holding in Brockhaus Soehne GmbH
Acquisition of the Tennex Group—now MAHLE Filter Systems Japan Corporation, with filter plants in Japan, the Philippines, the USA, and England | 2003 | Establishment of ZNF Maschinenfabrik Spandau as a majority joint venture with BMW for camshaft production—now 100% MAHLE Ventiltrieb Brandenburg GmbH
First MAHLE engine (3-cylinder racing engine for Formula SAE) | 2005 | Acquisition of Cosworth Technology Ltd. with locations in the UK and USA—now MAHLE Powertrain Ltd.
First all-plastic complete oil filter module
Establishment of the filter plant MAHLE Componente de Motor SRL in Timisoara/Romania
Acquisition of shares in Anand Automotive Systems Group Purolator India Ltd.
Complete takeover of Brockhaus Soehne GmbH—now MAHLE Brockhaus GmbH, Germany
Expansion of the research and development center in Farmington Hills (Detroit)/USA | 2006 | Acquisition of the activated carbon canister activities of Behr in the USA
CamInCam® camshaft
Acquisition of Norddeutsche Filter Vertriebs GmbH—now MAHLE NFV GmbH and AKO Filter GmbH—now MAHLE AKO GmbH
New aftermarket logistics center opened in Krotoszyn/Poland
New research and development center opened in Shanghai
Series production of plastic valve covers with integrated oil mist separation and pressure regulation
Expansion of the aftermarket activities with the foundation of MAHLE Trading (Shanghai) Co., Ltd. and MAHLE Trading Japan Co., Ltd.
Start of development activities for exhaust gas turbochargers for gasoline and diesel engines | 2007 | Majority joint venture MAHLE Tri-Ring Valve Train (Hubei) Co., Ltd. in Macheng/China
Acquisition of Edival S.A. in Argentina—now MAHLE Argentina S.A.
Acquisition of the engine hard parts business of the Dana Corporation, USA
Purchase of Promotora de Industrias Mecánicas, S.A. de C.V. (Promec) in Mexico
Acquisition of the intake modules and air filtration business segment of Siemens VDO Automotive
Foundation of the joint venture MAHLE India Pistons Ltd. under the industrial and technological leadership of MAHLE
Valves for exhaust gas recirculation | 2008 | Research and development center opened in Jundiaí near São Paulo
Majority acquisition of the Turkish engine components manufacturer Mopisan—now MAHLE Mopisan Izmir A.S. and MAHLE Mopisan Konya A.S.
Establishment of Bosch Mahle Turbo Systems GmbH & Co. KG as a 50/50 joint venture for the development and production of exhaust gas turbochargers
Majority joint venture MAHLE Hirschvogel Forjas S.A./Brazil for expanding the production of connecting rods and other engine components
Purchase of Clemex de México, S.A. de C.V. in order to strengthen the passenger car bearings and bushings business in the North American market
EGR valve ready to go into series production
Opening of new exhibition building "MAHLE Inside" in Stuttgart/Germany | 2009 | Bosch Mahle Turbo Systems: completion of the new production plant for turbochargers in St. Michael ob Bleiburg/Austria
Acquisition of KTM-Kühler | 3. Vision:
To provide the best quality to our aftermarket partners 4. Mission Statement
It is the mission of MAHLE to provide state-of-the-art engineered gasoline and diesel engine modules and components and engineering services, which meet or exceed our customers’ expectations.
These products and services will be provided at a minimum cost in order to achieve the ultimate business goal of sustained profitability for the continued well being of our employees, our shareholders and our community 5. Business Sectors
The Company is divided into 2 Business Sectors:

Automotive Technology
Industrial Technology
5.1 Automotive Technology
The Automotive Technology Sector is the largest business unit within the MAHLE group and employs a workforce of 49,000 people worldwide generating sales of 6 billion Euros in 2012. The input of 350 million Euros into Research and Development enables MAHLE to position itself on the cutting edge of technology and especially within the Automotive Technology Sector MAHLE has a leading position in the market. The outcome of this sector makes the company one of the world’s biggest independent supplier of automotive products. MAHLE manufactures automotive technology at 100 locations on all five continents.
The sector is subdivided into Divisional groups according to product categories such as:
Gasoline Systems
Diesel Systems
Chassis Systems
Energy and Body Systems
Automotive Electronics
Automotive Aftermarket
5.2 Industrial Technology
All of MAHLE’s nonautomotive activities are combined in the Industry business unit. MAHLE offer products from the areas of filtration, thermal management, and components for large engines.

5.2.1 Filtration
MAHLE Industrie filtration GmbH has established its core competence in the cleaning and purification of fluids and air. From filter elements to complex complete systems—our range covers almost all industrial applications.
5.2.2 Engine Components
MAHLE’s industry engine components are the driving force for powerful diesel and gas engines used in the fields of power generation, marine applications, and railway transportation, to name but a few.

5.2.3 Thermal Management
MAHLE Behr Industry GmbH specializes in efficient and sophisticated thermal management. Our portfolio ranges from coolers to complete cooling and air conditioning modules
5.2.4 Water Technologies
MAHLE InnoWa GmbH is your specialist in the development, application, and manufacture of high-performance filter systems based on membrane technology

CPM MATRIX | | Bosch | MAHLE | | Diesel Technic | Critical Success factors | Weights | Rating | Weighted Score | Rating | Weighted Score | Rating | Weighted Score | | 0.0 to 1.0 | 1 to 4 | | 1 to 4 | | 1 to 4 | | Advertising | 0.1 | 3 | 0.3 | 4 | 0.4 | 3 | 0.3 | Product Quality | 0.09 | 4 | 0.36 | 3 | 0.27 | 2 | 0.18 | Price Competitiveness | 0.12 | 2 | 0.24 | 3 | 0.36 | 1 | 0.12 | Management | 0.06 | 3 | 0.18 | 4 | 0.24 | 2 | 0.12 | Financial Position | 0.08 | 4 | 0.32 | 3 | 0.24 | 1 | 0.08 | Customer Loyalty | 0.08 | 3 | 0.24 | 2 | 0.16 | 1 | 0.08 | Global Expansion | 0.1 | 3 | 0.3 | 4 | 0.4 | 2 | 0.2 | Market Share | 0.08 | 4 | 0.32 | 2 | 0.16 | 1 | 0.08 | Brand | 0.15 | 4 | 0.6 | 3 | 0.45 | 1 | 0.15 | Portfolio Diversification | 0.08 | 3 | 0.24 | 4 | 0.32 | 2 | 0.16 | Research & Development | 0.06 | 3 | 0.18 | 4 | 0.24 | 1 | 0.06 | Totals | 1.00 | | 3.28 | | 3.24 | | 1.53 |

SWOT Analysis

Strengths

A significant strength of MAHLE is its very good overall reputation in terms of quality, punctuality and reliability. The firm stands for the term “Made in Germany”. Today the company is one of the biggest independent automotive suppliers which deals with Manufacturing, Repackaging & Distribution of automotive spare parts.
Despite the economical weakness of the last 4 years the financial situation has been stable. The hierarchical, centralized structure and the authoritarian leadership style facilitate easy control over the company’s worldwide activities and employees. Competences as well as responsibilities and decision making are clearly defined. Consequently, employees know exactly who to contact for specific tasks and in addition to that they can develop a certain expertise in their jobs, as departments are a lot more specialized.
A further strength of MAHLE is the strong international alignment. Due to its numerous agencies and production sites all over the world the company is able to reach new markets and react very quickly to changes in the external environment. An example for this is MAHLE’s established presence on the fast growing Chinese market. Moreover, MAHLE invests a lot of money into Research & Development.

Weaknesses

Weaknesses mainly can be found in the company’s structure and culture. A high level of bureaucracy and formalization slows down procedures and therefore it is very time consuming. As a consequence this causes additional costs for the company. As MAHLE is an industrial enterprise working in different industrial sectors and offering a broad product range, the level of complexity is by nature very high. This as well as the high level of labor organization might harm the internal communication and flexibility. In high complex organizations such as the MAHLE the communication between departments might suffer due to the size and separation of tasks.
The strong hierarchical structure of the company might cause conflicts on an international level. Being a German company the leadership style has developed in a typical German way, in which due to the culture of the nation, leaders enjoy a high degree of authority and respect. With this culture being exported in foreign countries which have different acceptances of leadership, unavoidable personal conflicts arise especially on an inter-human level.

Especially because of the strict hierarchies and bureaucratic workflow, MAHLE is far away from the so called modern leadership. Due to the fact that employees are highly controlled and responsibility diminishes considerably further down on the hierarchical pyramid conflicts in human relations and a lack of motivation can easily arise. On the other hand if the decision making process is faulty, the employee will not be corrected or will not get any feedback, which may have negative consequences.

Another weakness might be the level of centralization. As MAHLE strongly centralizes its business, the adaptation may fail and foreign subsidiaries often face the conflict of adapting their business according to the market, hence opposing the instructions of the headquarters. Regarding the product range, weaknesses can be determined in the Industrial Technology Sector which shows losses of 221 million Euros due to strong competition from low-wage countries. MAHLE’s manufacturing sites in high-wage countries in Western Europe and especially in Germany have caused very high production costs.

Opportunities

As mentioned above, the Chinese market is a fast growing automotive market. This offers attractive business opportunities for the automotive supply sector by which MAHLE’s well established market position is most likely profitable. The automotive technology business sector as the largest internal contributor to sales might profit furthermore from the high rate of including ESP as original equipment in vehicles as well as from the growing demand for diesel-injection technology. Considering this, mass production of diesel-particle filters is planned to start in 2005.
For example with the Acquisition of Cosworth Technology Ltd. with locations in the UK and USA, MAHLE is going to grow in the all-plastic complete oil filter module.
With new production sites in low-wage areas like China MAHLE hopes to master the competitive situation in the Automotive after sale markets market.

Threats

As a result of the determined weaknesses in structure and culture a great threat could be MAHLE’s troubles in adapting and changing quickly. The company’s difficult economic situation could have been caused by its rigid structures.
In its external environment the company is faced with several different threats. The German economy has been more or less stagnant for a few years. Differences in the currency exchange (the Euro’s strong value increase) lead to a weak growth in overseas sales. The war on Iraq overshadowed the world wide economic climate in the first half of 2003 and the sales figures could not benefit from a slight improvement in the second half of the year.
The competitive environment in all business sectors becomes more aggressive and results in increased price pressures for nearly all products - especially in the automotive sector.
Furthermore there was no growth in the automobile production in the most important markets which are North America and Western Europe. Strong competition comes from suppliers in low-wage countries in Far East that are lowering sales in Automotives spare parts.

SWOT MATRIX: Strengths 1. Core Competency 2. Adequate financial resources. 3. Brand Name 4. Access to economies of scale. 5. Product innovation skills 6. Better manufacturing capability. 7. Superior technological skills. 8. Motivation through various programs and workshop 9. Strong international presence | Weaknesses 1. Insufficient marketing in African & middle eastern markets, market share of MAHLE declined in the past 6 years 2. Weak org structure 3. Closing 4 manufacturing facilities in Japan & USA 4. Plagued with internal operating problems. 5. Low diversification in other type of businesses than Auto after sales market 6. Low customer loyalty 7. High Inventory cost | Opportunities 1. MAHLE is a German company, resulting is customer’s trustworthiness 2. Progressive in technology 3. Enter new markets or segments. 4. Expand product line to meet Broader range of customer needs. 5. Diversify into related products. 6. Complacency among rival firms. 7. Open new production facility in China 8. Restructure to reduce cost of labor & raw materials | Threats 1. High competitive industry 2. International currency changes could decrease profits 3. Growing bargaining power of customers or suppliers. 4. Competitors are well established. 5. Competitors offer great discounts |

EFE Matrix External Opportunities | Weight | Rating | Score | MAHLE is a German company, resulting is customer’s trustworthiness | 0.05 | 3 | 0.15 | Progressive in technology | 0.04 | 2 | 0.08 | Enter new markets or segments. | 0.08 | 3 | 0.24 | Expand product line to meet broader range of customer needs. | 0.09 | 4 | 0.36 | Diversify into related products. | 0.07 | 2 | 0.14 | Complacency among rival firms. | 0.06 | 1 | 0.06 | Open new production facility in China | 0.07 | 2 | 0.14 | Restructure to reduce cost of labor & raw materials | 0.05 | 3 | 0.15 | | | | | External Threats | | | | High competitive industry | 0.15 | 4 | 0.6 | International currency changes could decrease profits | 0.09 | 4 | 0.36 | Growing bargaining power of customers or suppliers. | 0.07 | 2 | 0.14 | Competitors are well established. | 0.09 | 3 | 0.27 | Competitors offer great discounts | 0.08 | 2 | 0.16 | | | | | Totals | 1.00 | | 2.85 |

IFE Matrix Internal Strengths | Weight | Rating | Score | Core Competency | 0.07 | 4 | 0.28 | Adequate financial resources. | 0.08 | 3 | 0.24 | Brand Name | 0.1 | 4 | 0.4 | Access to economies of scale. | 0.05 | 3 | 0.15 | Product innovation skills | 0.07 | 3 | 0.21 | Better manufacturing capability. | 0.09 | 4 | 0.36 | Superior technological skills. | 0.06 | 3 | 0.18 | Motivation through various programs and workshop | 0.05 | 4 | 0.2 | Strong international presence | 0.09 | 4 | 0.36 | Internal Weaknesses | | | | Insufficient marketing in African & middle eastern markets, market share of MAHLE declined in the past 6 years | 0.04 | 2 | 0.08 | Weak org structure | 0.06 | 4 | 0.24 | Closing 4 manufacturing facilities in Japan & USA | 0.05 | 2 | 0.1 | Plagued with internal operating problems. | 0.05 | 1 | 0.05 | Low diversification in other type of businesses than Auto after sales market | 0.04 | 2 | 0.08 | Low customer loyalty | 0.06 | 2 | 0.12 | High Inventory cost | 0.04 | 3 | 0.12 | Totals | 1 | | 3.17 |

IE Matrix

EFE | High 3-4 | | | | | Medium 2-2.99 | | | | | Low 1-1.99 | | | | | | Strong 3-4 | Average 2-2.99 | Weak 1-1.99 | | IFE |

1. External Assessment:
High Performance
Positioning Map High Price
Low Price low Performance

Alternative Strategies Integration Strategies | Forward Integration | MAHLE day-care center in Stuttgart is opened | Backward Integration | Joint venture MAHLE-Izumi (Liaoning) Piston Co., Ltd., China—now MAHLE Bearings Engine Components (Yingkou) Co., Ltd | Horizontal Integration | Establishment of Bosch Mahle Turbo Systems GmbH & Co. KG as a 50/50 joint venture for the development and production of exhaust gas turbochargers | Intensive Strategies | Market Penetration | Increasing the number of automotive after sales retailers | Market Development | Opening new markets in China, India & South America | Product Development | increasing the effectiveness in selling innovative products in the near future | Diversification Strategies | Unrelated Diversification | Majority holding in Metal Leve S.A., Brazil | Defensive Strategies | Retrenchment | MAHLE closing 3 manufacturing facilities in Japan |

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