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Industries »Pulp & Paper
Pulp & Paper
Pulp and paper Industry is characterized by strong cyclicality, pervasive price-cost pressure, waning investor interest, and a track record of insufficient returns. Most of the industries in this sector are hundreds of years old and hence proud of their strong tradition and legacy. As an Industry, it faces huge transition in the form of consolidation, globalization and increased competition with emerging regions which also provides it with tremendous strategic production advantages and a growing need to combine the traditional production focus with more of an eye towards the end users of paper. Aqua MCG addresses the following areas in this industry:
Strategy Formulation: Focussed on advising clients on growth strategies and business shaping initiatives. Growth Strategyevaluation is based on analysing the potential for segment consolidation, identifying strategic partnership, evaluating synergies for mergers and acquisitions, financial and SWOT Analysis studies.
Performance Improvement : We help clients improve total productivity, including cost productivity (improving day-to-day manufacturing operations); capital productivity (making the right investments decisions, both on large scale projects and day-to-day investments); and customer productivity (creating greater value from customer relationships). The result is lower operating ratio, better utilization of assets and raw material, reduced wastage and increased efficiency
Customer facing: Being a traditional industry, the organizations are generally inward facing and value their production more than the needs and the requirements of the end users. But emerging areas and opportunities have presented them with increasing value for business and growth and we help them to mature gradually into a customer focussed organization that can create partnership with the customers in order to increase productivity, and even innovation, in the entire value chain
Demand Management
Last Updated On:10/22/2008 12:45:04 PM
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Industries »Automotive
Automotive
Automobile industry has undergone significant structural changes in the last decade or so in lieu of globalisation. Implementation of lean prodcution and the development of modularisation have changed the relationships between original equipment manufacturers (OEMs), first tier suppliers, sub-tier suppliers, and infrastructure suppliers. Stiff competition among manufacturers will result in more mergers or acquisitions globally leading to supply chain getting more complicated and cumbersome to handle. High cost due to huge R&D investements, rising steel prices, innovation in the design, rising environmental concerns and yet keeping the base price same has demanded that automobile manufacturing companies streamline their processes by outsourcing some of the activities to low cost countries. All this requires an efficient supply chain management and logistics coordination at the highest level in order to achieve customer satisfaction at the lowest price possible.
Other than improving quality, meeting cost reduction targets, and developing time to market, the challenges which the automobile manufacturing firms face are:
Integration of the sub tier, first tier suppliers and 3PLs upstream and dealers, wholesalers and retailers downstream, weaving them in a single end to end supply chain.
Reducing channel inventory and stock out events in order to meet the expected level customer service.
Pull based processes planning linking to demand at each level.
Reductions of replenishment lead time.
Network optimization taking into account various facilities, plants, DCs etc.
Collaborative product development through the internet and web based procurement
The Automotive sector focuses on JI
Last Updated On:9/19/2008 2:24:32 PM
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Industries »Metals & Mining
Metals & Mining
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Last Updated On:5/2/2011 11:14:24 AM
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Industries »Media & Entertainment
Media & Entertainment
The Media and Entertainment Industry today is characterized by a proliferation of products, consolidation, new technologies, threats to copyrights, rising talent costs and changing advertiser needs. These have brought to the fore a whole set of strategic, operational and financial challenges that confront the media and entertainment industry. We characterize the needs for the media and entertainment Industry as follows:
Top Line and Revenue Growth : The Media Industry is characterized by a perishable inventory. Effective allocation and control of inventory is, therefore, indispensable. We advocate the use Revenue/Yield Management tools to optimally allocate a time based inventory among the customers for Revenue Maximization. This is supported by a robust Forecasting cycle segmented on a variety of parameters, effective planning of capacity, demand and capacity matching and bid price determination. The exercise is effective in controlling the revenue leakage, achieving high utilization of the inventory during the lean periods, spreading and balancing the demand evenly in the time horizon and effective utilization of constrained capacity to minimize lost demand.
Cost Reduction: We enable both long term and short term turnarounds in cost reduction and bottom line spikes through optimal subscription fees, reduced support costs and increased utilization of production facilities. This is achieved by reduction of wastage, creation of synergies in operations, creating of effecting operating plans and effective resource utilization
Long Term Strategy : We help in the development of the long term strategic plan for business houses that focus on portfolio management, budgeting, investment decisions, mergers and acquisitions, analysing and evaluating the market trends, revenue streams and exp
Last Updated On:7/1/2011 11:34:50 AM
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Metals & Mining
Global economic cycles are best witnessed in the Metals & Mining sector. The impact of economic downturns is very heavy on many companies leading to closures, acquisitions, mergers.
Organizations cannot significantly influence market pricing of metals. Price volatility is the direct result of mismatch in demand-supply economics. In May 2010, Tata Steel announced shift to quarterly price contracts from existing semi-annual price contracts to keep up with the price volatility of input materials. Arcelor-Mittal announced the same just a few days earlier. Short-term pricing is more sustainable than long term contracts as the volatility cannot be influenced by them.
When available capacities are significantly lower than expected demand, prices have an upward trend in anticipation of shortages. Increasing prices motivate investments for capacity expansions. When available capacities are more than supply, when availability of material is more than supply, prices have a downward trend. Excess capacity in industry leads to survival of the fittest. Organizations with operational excellence can keep operational costs at a minimum, stay afloat in downturns.
Operational Excellence for Metals & Mining projects
While organizations can rarely affect external pricing, they can most certainly shape up their costs, infrastructure and organization agility to react to changing market environment on their own. When Operational Excellence becomes a strategic competency of Metal & Mining organization
Last Updated On:7/4/2011 4:33:35 PM
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Media & Entertainment
The Media and Entertainment Industry today is characterized by a proliferation of products, consolidation, new technologies, threats to copyrights, rising talent costs and changing advertiser needs. These have brought to the fore a whole set of strategic, operational and financial challenges that confront the media and entertainment industry. We characterize the needs for the media and entertainment Industry as follows:
Top Line and Revenue Growth : The Media Industry is characterized by a perishable inventory. Effective allocation and control of inventory is, therefore, indispensable. We advocate the use Revenue/Yield Management tools to optimally allocate a time based inventory among the customers for Revenue Maximization. This is supported by a robust Forecasting cycle segmented on a variety of parameters, effective planning of capacity, demand and capacity matching and bid price determination. The exercise is effective in controlling the revenue leakage, achieving high utilization of the inventory during the lean periods, spreading and balancing the demand evenly in the time horizon and effective utilization of constrained capacity to minimize lost demand.
Cost Reduction: We enable both long term and short term turnarounds in cost reduction and bottom line spikes through optimal subscription fees, reduced support costs and increased utilization of production facilities. This is achieved by reduction of wastage, creation of synergies in operations, creating of effecting operating plans and effective resource utilization
Long Term Strategy : We help in the development of the long term strategic plan for business houses that focus on portfolio management, budgeting, investment decisions,
Last Updated On:7/4/2011 5:22:34 PM
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