Automotive Component Manufacturers Association

1
Automotive Component Manufacturers Association

• Restructuring for Growth

A Proposal March, 2001
2
Contents

• The Indian auto component industry
• Global trends and implications
• The challenge
• Project objective, scope and deliverables
• Project approach, team
• Professional fees
• A.T. Kearney qualifications
• Selected CVs

3
The Indian component industry
4
The auto component industry in India has grown at
about 22 over the past decade, but represents
just 0.64 of global sales and 0.11 of total
global trade in components
India Turnover of component industry
Rs. 2,200,000 cr

• The global trade in auto components represent 68
  of total turnover, which suggests that auto value
  chains are truly global
• While the total Indian industry turnover
  represent 0.6 of global turnover, exports
  represent a miniscule 0.11 of global trade in
  components
• This implies that the Indian auto component
  industry is largely domestic focused and has not
  exploited the global trade opportunities

Rs. 14,000 cr
22 CAGR
Rs. 2,400 cr
1990-91
1999-00
Global sales
Indian exports Rs. 1,600 cr
Global trade Rs. 1,500,000 cr
5
The development path followed by the Indian
automotive industry has led to the fragmentation
of the component industry structure and sub-scale
operations compared to global firms
Rs. lakhs
Top 10 firms
Source ACMA, One Source, A.T. Kearney analysis
6
The Indian industry has cost advantages (and no
pronounced disadvantages vis-à-vis other emerging
countries) which can be leveraged to build
globally competitive industry
Japan
India
Supplier Skills
CR
Thai
Malay
Indon
India
Hung
Rus
Profit 5
20 -301

• Quoting and competitiveness
• Professionalism
• Price
• Service/logistics
• Inventory mangmt.
• Shipping
• Order management
• Sales/administration
• Communication
• Certification procedures
• Delivery process
• Engineering design
• Standards
• Specifications
• Quality

Overheads others 28
Profit 10-12
Overheads others 15-18
Dep. 4

Globally competitive Indian component industry?
Dep. 5-8
Labour 8-10
Labour 32
Material 55- 60
Material 30
1 - Despite 50-60 lower productivity Source
JICA, Mining and Industrial Development Studies
Department of Japan. Indian industry interviews.
A.T. Kearney analysis of Indian component
companies cost chain
High Low
Source A.T. Kearney study of component industry
in emerging markets
7
While the component industry has been better at
share holder value preservation than OEMs, it
compares poorly to many other industries and thus
domestic players will find it difficult to
attract investment for growth
PE (average for year 2000)
Value creation (Rs. crores)
Price reduction programmes of Indian OEMs will
put further pressure on the suppliers bottom-line
Source Prowess financial database of
CMIE. Intrinsic Value creation (Free cash
flow/1discount rate)1(free cash
flown/1discount rate)n market capn/(1discount
rate)n
8
Global trends
9
Key trends in the automotive industry are driving
changes in OEM purchasing strategies
Global overview

• Globalization
• OEMs continually look to new regions for both
  low-cost production and sales growth
• Consolidation among vehicle manufacturers
• Top five auto makers account for over half of
  total global production
• More centralized purchasing and global supply
  requirements
• Rationalization of supply sources
• Focus on suppliers working in partnership with
  OEMs in the design and development of components
• Increasing focus on modular construction and
  subcontracting of systems management
• Reduction in the number of vehicle platforms
• Further cost reduction by building more vehicles
  based on a single platform that is
  interchangeable between models (increase
  components commonality)
• Impact of the Internet
• Some OEMs moving their entire purchasing
  programs on-line
• OEMs forming joint-venture to create virtual
  marketplace for all commodity purchases

10
As a result, the supplier base is also being
restructured by strategic changes driving the OEMs
Global overview
Impact on component industry
OEMs define and focus on core competencies
OEMs outsourcing to module/systems suppliers

• Changing roles and responsibilities for suppliers
• Industry structure is consolidating
• Suppliers must face up to profound strategic
  issues

OEMs are globalising and need suppliers to match
their footprint
OEMs want to deal with fewer suppliers
Impact on component suppliers

• Suppliers must increase knowledge and expertise
  base rapidly
• Increased responsibility with potential offers of
  larger and longer supply agreements, but also
  greater financial risk
• OEM-owned suppliers must reduce reliance on sales
  to parent company
• Increased focus on the aftermarket

11
Auto component firms are aggressively increasing
their global footprint and system supply
capability through mergers and acquisitions to
meet these strategic thrusts
Magna
Johnson Controls
Global
Becker (US)
Aggressive investment in Emerging Markets (esp.
South America)
Steyr-Daimler-Puch (Austria)
Roltra Morse (Italy)
Ymos (Germany)
Tricom (UK)
Douglas Lomason (US)
Multi-regional
Roth Frères (France)
Georg Naher (Germany)
Caradon Rolinex (UK)
Pebra (Germany)
Prince (US)
Marley (UK)
Eybl Durmont (Austria)
Zipperle (Germany)
KSA (Germany)
Regional
Full service module/system development
First tier/system supplier
Full service module/system development
First tier/system supplier
12
Consequently, automotive component industry in
emerging markets are potential targets for
takeovers
Brazil - Sales of Local vs Global suppliers
India - No. of foreign players

• Brazil auto component industry restructured
  through
• Mergers, acquisitions and majority owned JVs with
  Brazilian suppliers
• As the industry consolidated, the number of
  suppliers dropped from 1400 in 1994 to about 700
  in 1999

Would Indian component industry go through the
same transformation as Brazil?
Source A.T. Kearney database, press clipings
13
Given these supply chain trends, analysis of
successful global suppliers suggest that they
have adopted different strategic thrusts for
growth
1
Geographic expansion and/or scope expansion (more
products and systems) e.g. Tennecco
1996 to 1998 Supplier Performance
Average 15.4
Autoliv
Magna
Visteon
Valeo
2
Arvin
Increasing ownership of value chain (design,
engineering, assembly, testing, etc.), e.g.Magna
Lear
Meritor
JCI
Eaton
Calsonic
StandardProducts
GKN
Simpson
Caterpillar
American Axle
RONA Average 1996 to 1998
TRW
Dana
Lucas Varity
Eaton
MascoTech
Textron
Average 12.0
Borg Warner
UTA
Tenneco
3
Tower
Innovation - breakthrough in technology/product
or processes, e.g. Bosch
Showa
Donnelly
Hayes
SommerAllibert
Denso
Bosch
Collins Aikman
Delphi
DDC
Federal Mogul
Rieter
Aisin
NSK
Magneti Marelli
NHK
Siemens
Cummins
TS Tech
3
Yazaki
Execution play - leadership in process cost, e.g.
Lear
Tokico
100
Revenue Growth 1996 to 1998 CAGR
RONA - Return on Net Assets
Source A.T. Kearney study of global suppliers,
1999
14
The challenge
15
The challenge facing the Indian auto component
industry
Global opportunity and threat
Indian advantage and threat
Implications for on Indian industry
Growing global trade in auto components
Relative cost competitiveness and no major
capability disqualification

• Opportunity for sales and Re costs
• Growing global trade
• Indian cost competitiveness, no major
  dis-qualifications
• P/E of Indian component exporters are higher
• Lack of scale and scope leaves the Indian firms
  open to potential threat from the MA route taken
  by global players to enter emerging markets
• Relatively poor shareholder value creation has
  led to weakening of investor support
• Hightens take-over threat from global players
• Investment support for own growth will be
  difficult to get

Global suppliers entering low cost countries like
India through MA
Lack of scale (size) and scope (width of products
and capabilities)
How should the Indian component industry
re-structure itself to exploit global
opportunity, minimise take-ver threats and garner
investor support?
16
Indian component suppliers have to identify the
growth levers specific to their business and
develop/implement the appropriate restructuring
strategy supported by institutional processes to
overcome structural roadblocks
Growth drivers
Benchmarks, Restructuring options
Institutional support
1
Geographic expansion and/or scope expansion (more
products and systems)
1
Export marketing
Component category Drive train
2
Indian
Global
Increasing ownership of value chain
(design, engineering, assembly, testing, etc.)
2

• Financial performance
• Scale
• Scope
• Typical growth strategy

Technology development
3
3
Innovation - breakthrough in technology/product
or processes
ACMA role
3
Restructuring options
Execution play - leadership in process cost
17
Project objectives, scope and deliverables
18
Project objective, scope and deliverables

• Objective
• Outline the strategic options for the
  restructuring of the Indian automotive component
  industry to exploit global opportunities,
  minimise take-over threat and garner investor
  support
• Scope
• The project scope would focus mainly on
• Global trends - success factors in the auto
  component industry and emerging structures and
  implications for India
• Indian industry structure (size, tiering, etc.)
  and performance vs global standards
• Strategic options for different component groups
• Potential export areas and current roadblocks
• Institutional roles required to support
  individual strategic options for restructuring
  (export marketing, RD, ACMA)

• Deliverables
• The project would have two deliverables
• A report with the recommendations
• Presentations to ACMA members on the
  recommendations
• Regional meetings
• AGM (scheduled for September 2001)

19
Project approach, time-line, resources
20
Project approach
12 weeks
Key Deliverables
Conduct secondary research on the industry and
map individual firm - its scale, scope and
performance
Domestic demand1
Restructuring options/strategies by component
groups
Structural and Performance Benchmarking and
strategic growth options development for
identified component groups
Develop high level industry map of scale and
scope by parts categories
Conduct primary research through questionnaire
(with ACMA support) secondary
Segment automotive parts and components into
logical and manageable categories for analysis
Recommendations on export opportunities and
overcoming current bottlenecks
Recommendations on institutional roles required
(export marketing, RD, ACMA) restructuring
Conduct interviews with selected OEMs, suppliers,
and industry associations
Conduct secondary research with global
perspective (case studies in other markets
Brazil, Spain, Thailand)
1. We will use our database (based on projects
with automotive clients in India) to estimate
future demand, rather than project the demand
afresh
21
We will segment automotive parts/components into
logical and manageable categories for analysis
Example
Automotive parts and components
Engines
Drivetrain
Steering
Suspension
Safety
Body Work
Interior
Electrical Electronics
Cylinder head liners
Transmission
Brakes
Seats
Climate control
Axles
Steering assembly
Chassis, frame panels
Pistons
Transfer
ABS
Airbags
Lighting lamps
Shocks struts
Steering column
Bumpers
Exhaust systems
Differential gears
Drums Discs
Carpet floor mats
Relays switches
Springs
Steering linkages
Glass
Camshafts
Instrument panels
Sensors electronic control
Exterior trim
Lining, pads shoes
Driveshaft
Crankshafts
Wire harness
Interior trim
Restraint systems
Clutch assembly
Pumps
Belts
22
Export opportunities and current roadblocks would
be analysed through a survey of current and
potential customers
Survey Questionnaire
Company Address
Current imports from India
Component category
Imports Yes/no
Value of imports

• Driven train products
• Suspension products
• Engine parts

Future imports from India

Roadblocks in importing from India
Yes/no

• Quality
• Delivery
• Commercial skills
• Testing
• Lack of marketing
• etc.

23
Project time-line
Key Steps
Weeks
12
2
4
6
8
10
1. Generate Segmentation Insights 2. Conduct
Primary/Secondary Research and Interviews 3. Devel
op Domestic Demand Scenarios 4. Conduct
Structural and Performance Benchmarking 5. Evaluat
e Restructuring and Export Options 6. Develop
Insights on Institutional Roles Required
24
Project team
Steering Committee
ACMA
ATK
Z. Momin A. Bhattacharya

• Vishnu Mathur

Project Management
ATK Auto Experts
ACMA
ATK

• Dr. Gerald Weber
• Steve Young

The project would be carried out under the direct
supervision of Zafar Momin (Vice President, and
head of Automotive practice in Asia and Arindam
Bhattacharya, (Head of automotive practice in
India). The project team would be supported by
Dr. Gerald Weber from our Stuttgart office and
Steve Young from London office.
Project Manager
Project Manager
Core Team
The project would be supported by the large core
auto team of A.T. Kearney and the global database
and information specialists in different offices
as appropriate
ACMA
ATK
2 member
2 consultants
25
Professional fees

• Our professional fees for carrying out the
  project would be Rs. 90 lakhs
• In addition, ACMA will have to bear all out of
  pocket expenses which typically is about 15 of
  the professional fees. We would also charge all
  applicable government of India taxes (currently
  at 5).

26
A.T. Kearney qualifications
27
A.T. Kearney is one of the worlds leading high
value added management consultancies

• 70 offices in 35 countries
• 70 years experienceSince 1926 in the USASince
  1964 in EuropeSince 1966 in Italy
• 4,800 employees
• US 1,9 M revenues in 2000
• Management consultingsubsidiary of EDS, since
  September 1995

28
Our global network of functional practices and
industry groups enables us to develop and deploy
expertise and know-how
Overview of A.T. Kearney
Industry groups
Public
Aerospace
Chemical
Consumer
Health- care
Financial
Trans-
Utilities
Telecom
Auto-
Sector
Defense
motive
Oil Gas
Retail
-
institutions
portation
Strategy/
PMI
Manufacturing/
Supply Chain
Finance
Functional practices
Economics
SITP
Strategic Sourcing
Change Management
TTE / BPR
29
Our fields of capabilities
Overview of A.T. Kearney
Value creation strategy
Growth / Merger-Acquisition strategy
Marketing Strategy
Financial Strategy
Change Management
Distribution Strategy
Supply Chain  Strategy
Industrial Strategy
E-Services
Restructuring
Post Merger Integration
Implementation of strategies defined with the
client in orderto achieve tangible results
30
A.T. Kearney is the global leader in automotive
industry management consulting
The automotive practice

• A.T. Kearney has become the largest management
  consultancy in the automotive industry, because
  we help clients get results
• Over 400 assignments in the last 3 years
• Identified over 8 billion in tangible profit
  impact through revenue enhancement, cost
  reduction and balance sheet improvements
• Helped leaders to grow their business globally
• Proprietary, proven databases help us understand
  our clients' business faster and in greater
  detail
• Manufacturing database - over 400 plants
• Database of best practices in procurement and
  database of 20,000 suppliers world-wide
• Customized approach base on deep understanding of
  global automotive industry issues and proven
  methodologies help us deliver superior value
• An approach of the automotive sector combining
  strategy, operation improvement, strategic
  information technology and change management
• Distribution economics and effectiveness
• New brand product development and design
• Brand management
• Operations and logistics efficiency improvement

31
A.T. Kearney is the global leader in automotive
industry management consulting (cont'd)
The automotive practice

• With over 400 professionals who specialize in
  automotive consulting, A.T. Kearney has the
  largest automotive management consulting in the
  world
• West/East Europe 40
• North/South America 40
• Asia 20
• Numerous professionals with consulting and
  automotive background
• Managed as a fully integrated global practice to
  provide the best mix of people for a given
  assignment
• Teams are routinely global
• Offices often exchange consultants
• Serves the world's leading global manufacturers
  and suppliers
• 8 of the top 10 vehicle manufacturers
• 5 of the top 10 component manufacturers
• 4 of the top 10 motorcycle manufacturers
• 3 of the top 5 construction and farm equipment
  manufacturers
• 2 of the top 5 vehicle financing companies

Czech RepublicPoland
UKSpain
FranceGermany
RussiaTurkey
Italy
Sweden
Canada
KoreaJapan
USA
China
Singapore
Mexico
IndiaMalaysia
BrazilArgentina
Australia
South Africa
32
A.T. Kearney is actively contributing to the
research on the current Automotive Industrys
issues
The automotive practice
33
Selected A.T. Kearney clients in the automotive
industry
Selected A.T. Kearney Automotive clients

• Fuji Tekko
• General Electric
• Giraldini
• GKN
• Goodyear
• Happich
• Hella
• Herberts
• Ishikawa
• ITT Automotive
• Kelsey Hayes
• Knorr Bremse
• Krupp-Hoesch
• Lucas
• Magneti Marelli
• Mann Hummel
• Microlite
• Midas
• Monroe

• TRW
• Tushin
• Valeo
• Varta
• VDO-Haussemann
• Vegla
• Visteon
• ZF

34
Our client list includes the leading vehicle
manufacturers and suppliers, most of whom we
serve globally
Selected A.T. Kearney Automotive clients

• Asia-Pacific
• PT Astra
• Caterpillar
• Daewoo
• General Motors
• Honda
• Ingersoll Rand
• John Deere
• Komatsu
• Mitsubishi
• Nissan Diesel
• Proton
• Saturn
• Subaru
• Toyota
• TRW
• UMW
• Volvo

• North America
• Allison Transmission
• Caterpillar
• Cummins Engine
• Delphi
• Detroit Diesel
• Ford
• General Motors
• Honda
• ITT Automotive
• John Deere
• Saab

• Latin and South America
• Allison Transmission
• BMW
• General Motors
• Mercedes-Benz
• Renault

35
Global Automotive Practice consulting areas of
focus
A.T. Kearney service offering for car and truck
manufacturers
Market, customer and distribution
Manufacturing, supply chain and sourcing
Organizational effectiveness
Information technology
Strategy

• Strategy setting
• Portfolio analysis
• Shareholder value creation
• Globalization and regionalization strategies
• Business unit strategy
• Strategic alliances
• Transfer pricing strategy

• Market/product assessment
• Market entry strategy
• Distribution strategy and effectiveness
• Distribution network restructuring
• Distribution and dealership economics
• Aftermarket strategy
• Customer segmentation satisfaction and retention
• Database marketing
• Product development and design
• Competitor profiling

• Organizational design
• Business process reengineering
• Revenue enhancement
• Merger integration
• Top management structure/role
• Cost reduction/ reconfiguration
• Sales force management
• Process management

• Global IT strategy, architecture and
  implementation
• Data warehousing
• Electronic links with suppliers
• Management information systems
• Productivity improvement
• Outsourcing

• Manufacturing and assembly benchmarking,
  reengineering and cost reduction
• Supply chain and logistics cost reduction,
  effects and re-engineering
• Global strategic sourcing

36
A.T. Kearneys services for car and truck
manufacturers are covering the whole value chain
A.T. Kearney service offering for car and truck
manufacturers
ClientServices
Marketing, Sales and Networks
Logistics / Distribution
Manufacturing
Purchasing
RD
Strategy

• Value creation
• Internal/External growth strategy
• Company evaluation in a context of merger /
  acquisitions
• New market entry strategy
• Optimization of product portfolio
• Services strategy (technical, financial, ..)
• Restructuring
• Brand management
• Profitability improvement
• Make or Buy policy
• Definition of partnership/joint ventures

• RD portfolio management
• Simultaneous engineering
• Development process reengineering
• Joint supplier development
• Platform program management definition
• Complexity reduction
• Modular development
• Technical data management
• Standardization policy
• Key competencies identification

• Global purchasing
• Strategy per commodities
• Suppliers differentiated management
• Supplier performance assessment
• Process Reengineering
• Best Practice development

• Benchmarking
• Industrial layout definition
• Plant productivity improvement
• Lean manufacturing
• Automatization

• Logistics strategy
• Stock level reduction
• Transportation costs reduction
• Delivery time improvement

• Relational Marketing
• Marketing of second-hand vehicles
• Remarketing of buy back vehicles
• Marketing of spare parts
• Brand diagnosis
• Development / reorganization / recapitalization
  of dealers  network
• Sales efficiency improvement
• Network profitability improvement

• Development of customer loyalty
• Development of new services
• Review of operational standards

Support functions Human Resources, IT,
Administration, Infrastructures

• Change management
• Organization and management of IT

• SGA reduction
• Organization of support departments

• Definition of employees assessment and
  incentives policy

37
A.T. Kearney India has completed over 30
engagements in India in the last 3 years, and has
built extensive experience in the automotive
industry
Sample
A sample of client engagements in the past three
years
A.T. Kearney Client
Project completed in India
Leading passenger car company

• New business strategy, Customer service
  improvement

Leading commercial vehicle manufacturer

• Strategic sourcing, Supply chain, manufacturing
  strategy

Leading two-wheeler manufacturer

• Strategic sourcing, procurement transformation

• Recommendations for development of auto industry

Society of Indian Automotive Manufacturers
Multinational FMCG company

• Distribution network optimization strategy

• Business restructuring strategy for growth

Leading component supplier
Indian family owned conglomerate

• B2C portal launch strategy

Indian industrial enterprise

• B2B chemicals exchange launch strategy

Indian telecom and IT company

• Software sector growth strategy

Indian industrial enterprise

• IT-enabled outsourcing business strategy

Indian oil and gas public sector enterprise

• Corporate vision and strategic plan development

Korean consumer electronics company

• Market entry and sales distribution strategy

US automobile manufacturer

• Market assessment and entry strategy

US apparel manufacturer

• Market assessment and entry strategy

US motor cycle and apparel manufacturer

• Market assessment and entry strategy

Indian petrochemicals company

• Supply chain optimization

Indian private bank

• Process reengineering and IT systems improvement

Indian family owned conglomerate

• E-business opportunities assessment and entry
  strategy

38
Similar industry studies in India

• Recommendation for development of Indian
  Automotive Industry for Society of Indian
  Automotive Manufacturers (at that time AIAM)
• The study covered industry wide issues and
  specific issues and challenges faced by
  competitive commercial vehicle, passenger cars,
  two-wheelers, and component segments
• ACMA representative were members of the task
  force and interacted with the project team
• Study on Foreign Direct Investment in India
  (later published as a white paper)

39
Selected CVs
40
Zafar Momin Vice President, Director of Asian
Automotive Practice

• Education
• Northwestern University, Kellogg Management
  School MBA
• Purdue University M.S. / B.S. Mechanical
  Engineering
• Industry Experience
• United Technologies Corp. General Management,
  Southeast Asia
• General Motors Corp. Product development,
  manufacturing, marketing
• Ford Motor Company Business planning
• Selected Consulting Experience
• Over 14 years of management and consulting
  experience - the last 8 in Asia
• Representative automotive experience includes
• For one the world's largest automobile OEMs,
  completed an Asia Pacific study which involved
  detailed analysis of distribution channels and
  related economics of automotive dealers in Japan
  and the rest of Asia, assessment of competitive
  strategies, and success factors in various Asian
  markets
• For a large Asian automotive OEM, developed an
  innovative vehicle market-entry strategy for the
  US market built around target marketing and
  e-commerce applications
• For the after-sales division of a major OEM,
  developed an Asia-wide parts distribution
  strategy based on the economics of transport
  logistics, inventory and financial profitability.
  Developed and implementing web-enabled systems
  program across Asia
• For a large Indonesian group, developed a
  business process model and IT plan for the
  automotive business. Identified cost savings and
  top-line opportunities in manufacturing and
  distribution
• For a large automobile manufacturer, identified
  and implemented a cost reduction program which
  saved over 4 million per year in manufacturing
  costs for a leading car model
• For a major Japanese OEM, assessed and
  recommended Asia Pacific organization strategy
• Identified over 100 million in structural cost
  reduction opportunities for a major auto OEM

41
Dr.-Ing. Gerald Weber - Vice President, Germany

• Education
• Fraunhofer Society, Institute of Production
  Technology and Automation, IPA Stuttgart -
  doctorate in engineering
• Stuttgart University - graduate engineer,
  mechanical engineering, production technology,
  plant management
• Tool-maker
• Summary of experience
• Over 18 years of very broad scale Automotive
  Operations Experience primarily in Manufacturing,
  Logistics and product development with a global
  scope
• Prior Industry experience
• General Site Manager Volkswagen Plant,
  Wolfsburg
• Technical Vice President SKODA a.a.s, Czech
  Republic and Member of the Board
• Exec. Director of Central Manufacturing
  Volkswagen Group, Wolfsburg Planning
  Powertrain Operations
• Assistant Director, Technical Autolatina, Sao
  Paulo, Brazil and Industrial Planning
  (Volkswagen/Ford)
• Plant Manager Volkswagen, Taubate, Brazil
• Head of Logistics, logistic planning and AUDI
  AG, Neckarsulm and production methods planning
• Selected Consulting experience
• Projects in Research Institute (IPA) in German
  and Swiss industry, primarily in Automotive
• Since two years senior professional and Vice
  President with A.T. Kearney in its Global
  Automotive Practice, primarily responsible for
  manufacturing and operations strategy for OEMs
  and suppliers e-business implementations in
  procurement,supply-chain and engineering

42
Steve Young - Vice President, London

• Summary of experience
• Steve is Vice President and joint Head of A.T.
  Kearneys European Automotive Practice, working
  with OEMs and suppliers in marketing strategy,
  operations, sourcing and distribution. Steve has
  particular expertise in supply chain issues,
  including the application of lean distribution in
  the industry.
• Prior work experience
• British Leyland, Senior Industrial Engineer
• Ford Motor Company, Production Management and
  Industrial Engineering
• Edwards High Vacuum (BOC), Production Manager
• Areas of expertise
• Strategy Operational cost reduction
• Supply chain management Marketing
• Business process reengineering Strategic
  Sourcing
• Selected Consulting Experience - Vehicle
  Manufacturers
• World Class Benchmarking of key European
  suppliers on behalf of a major vehicle
  manufacturer
• Platform strategy for global automotive leaders
  European operations
• European logistics strategy for inbound materials
  for a leading car company
• Cost reduction study on distribution of finished
  vehicles in four European markets
• Lean distribution planning and implementation
  for a leading European car manufacturer
• Evaluation of potential acquisition of a
  specialist car manufacturer, including market and
  investment forecasts
• Market entry strategy for a European car
  manufacturer into an East European market
• Prioritisation of key international mature and
  emerging markets for a premium car manufacturer

43
Dr. Arindam Bhattacharya - Principal, New Delhi

• Education
• Eng Doc (Warwick University, UK), M.Sc. (Warwick
  University, UK)
• MBA (I.I.M. Ahmedabad), B.Tech. (Hons.) (I.I.T.,
  Kharagpur)
• Areas of Expertise
• Business strategy
• Process re-engineering
• Manufacturing improvement
• Supply chain management
• Summary of Experience
• Over 11 years of consulting experience
• 4 years of industry experience in industry in
  manufacturing and TQM implementation
• Select Consulting Experience
• Led the team which carried out industry
  competitiveness study for the Association of
  Indian Automotive Manufacturers
• Led the team which is developing new revenue
  generation initiatives for Indias leading auto
  firm
• Led the team which developed the business plan
  for an innovative automotive product for a
  multilateral finance body
• Managed the team which carried out supply chain
  integration and strategic sourcing at a large
  commercial vehicle company
• Managed the team which carried out strategic
  sourcing, inbound supply chain re-design and
  procurement transformation assessment at leading
  two-wheeler firm
• Led the team that developed the strategy to
  restructure one of Indias leading component
  manufacturer