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Aqua MCG offers SMEs & Start-Ups a bundled offer to boost their business performance through an Innovative Service Offering.
Aqua MCG brings you this much needed original & structured program, knowing full well that numerous needs of the SMB and entrepreneurial market are very inadequately addressed; this includes how value for money is critically important at this stage.
We call this the “Seven Steps to Success”- our seven solutions that will uniquely meet your needs & empower you to surge ahead.
SEVEN STEPS TO SUCCESS
Build Capabilities through Management Training
Benefit from Powerful Planning Tools
Get Key Processes Defined and Documented
Boost your Strategic Planning using Scorecards
Evolve your business by a Technology Roadmap
Gain Competitive edge through a Industry Report
Fine tune your growth with a Strategic Roadmap
Download the brochure for more details.
This special offer is available for a limited period only-- so go ahead, if you are a Start up or SME* looking to super charge your business, now is your chance!
You can contact Shiv at shiv.kumar@aquamcg.com for more details
Last Updated On:7/31/2010 11:49:50 AM
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Study of Indian capabilities to manufacture and supply components for development of Concentrating Solar Thermal Power Plants
Title: Assess competitive positioning and potential of Indian companies in manufacturing of key CSTP components & propose an action plan to help develop this potential, and evaluate the resulting economic benefits
Background:
National Solar Mission : 20,000MW by 2022;
The client is a Multilateral funding agency who funds Renewable Energy Projects worldwide
India today finds itself on the path of becoming one of the leading nations in solar energy by taking steps towards implementing large MW scale solar power projects and poised to position itself as a one of the world’s major
Existing Scenario Assessment:
Gap Assessments:
Barriers in policy and regulatory aspects were the most significant barriers
Approval processes and inability of the state governments to provide single window clearance to developers made infrastructure the second most important barrier
India needed to set up its own solar radiation data collection stations in order to facilitate accelerated development
Bottleneck is the availability of steam turbine in the power block for solar thermal power plant. 18-24 month lead time
Parameters:
Policy and Regulation,
Technology (including aspects of equipment, procurement and commissioning),
Availability of solar radiation data in the country,
Infrastructure and
Financing (including CDM as part financing option).
Our Solution:
Market assessment to understand the issues/problems and barriers that developers are
Last Updated On:7/5/2011 4:55:29 PM
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Integrated Project Plan & Logistics Planning
Figure 2. Integrated Road Construction Project Plan
The three major blocks that make up the integrated project plan are construction plan, material plan & financials of the project. This paper will focus on the material planning part of the project plan.
Challenges in Material Planning
Material planning which includes Sourcing Identification, Inventory Planning & Logistics Planning is a derivative of Construction Plan. Any Changes in the construction plan invariably call for changes in logistics planning.
Large changes in the scope of work during implementation (often effected to placate local and political demands), can lead to significant changes in construction plan which will in turn call for a review of the Logistics Plan. Apart from this any significant changes in material cost from one particular location due to demand-supply mismatch will again require a review of the Logistics Plan. Thus the Logistics Planning has to be agile so that it can respond quickly to changes in the new environment.
Logistics Cost Variability for different cost heads
COST HEADS
VARIABILITY
Material Cost
Sand,Soil -Low; Diesel - Medium; Bitumen, Aggregates, Cement, Steel - high
Plants & Equipments Depreciation Cost (Lease Cost)
Low
Manual Labour Cost
Medium
Last Updated On:7/7/2011 1:00:38 PM
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FIVE ESSENTIAL ELEMENTS OF INTEGRATED SUPPLY CHAIN MANAGEMENT
How the Best in Class Manage their Supply Chains
PREAMBLE
Manufacturers world over are frantically trying to improve efficiencies in their operations, the urgency further accelerated by the shrinking global economy. Falling customer demand, tighter credit, rising input prices and the economic uncertainty are forcing companies to re-evaluate their business plans especially with respect to investments in new capacities, markets and products. At the same time, there is a renewed focus on making current assets work harder and maximize the return on the already invested dollar. However, achieving operational efficiencies requires more than reducing costs, high utilization mandates, strict inventory control and rationalizing capacity or manpower. There is no denying the usefulness of these steps, but the key is to ensure every bit of the supply chain is performing towards meeting a single objective – right product at the right place in the right quantity at the right time. This requires all operational entities within the enterprise to be integrated through business processes and technological enablers.
Supply Chain Management exists to an end – satisfied customers at the optimum cost. And as markets and businesses have evolved, supply chains have become more complex, more global and a more critical business function than ever before. At the same time, many leading firms have realized that a well run supply chain can be a source of distinct competitive advantage in the marketplace, and have been in the forefront in adopting practices that deliver superlative efficiencies in their supply chain functions. While many have been successful in optimizing important supply chain functions, a few have managed to make their entire supply chain behave as a single linked entity – from end customer delivery to raw material procurements – to achieve truly synchronized operations.
How
Last Updated On:7/11/2011 5:26:46 PM
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Industries »Apparel & Textile
Apparels & Textile
Supply chain of the textile industry has very distinctive processes owing to different supply sources, push and pull logistics as well as the non replenishment approaches especially for the fast fashion sector, affecting processes in the supply chain. In addition, the depth and range of assortments such as different sizes, colours and cuts of a collection requires very efficient and optimised logistics. Furthermore, time efficiency is one of the key factors for this industry to provide a competitive advantage.
In textile industry, demand changes rapidly due to fashion trends and a volatile market situation. This demand is unpredictable and could vary and change completely in a short time creating high difficulties for supply chain. To remain competitive, lean and agile supply chain is the need of the hour for the textile and apparels industry. In the era of globalisation, where point of manufacturing and point of consumption are different, supply chain poses serious challenge to the textile and apparel industry, some of which are:
Minimize forecasting error keeping in mind the ever changing consumer taste and quantities ordered
Flexible supply chain supporting continuous adjustment of product orders
Transportation system supplying goods no sooner and later than it is needed
Frequent shipment in small batches as an ongoing replenishment
Reducing manufacturing and delivery lead times
For textile and apparel sector, cycle time is the key to competitiveness of a firm as it affects both price and delivery schedule. Cycle time reduction is strongly correlated with high first pass yield, high throughput times, and low variability in process times, low WIP and consequently cost. Penetrati
Last Updated On:9/19/2008 2:40:21 PM
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IT Cost Reduction: Do it the right way
Problem Statement:
Market Conditions are creating challenges for the company to be able to sell to customers more products or services. The focus has suddenly shifted from ‘growth’ to ‘preserving cash’. This has led to re-looking all operating expenses and capital expenditures. IT Spend is one of the primary areas to optimize and reduce costs.
AquaMCG can help look at costs that are incurred on IT and recommend practical approaches and recommendations (Short-term and Long-term) for reducing the spend on IT including looking at benchmark figures
Our View:
Traditionally IT Cost Reduction initiatives usually come down to identifying and postponing capital expenses and special projects, reducing travel spends, deferring upgrades or replacing obsolete systems. What this leads to is a sub-optimal allocation of IT Budgets and can be detrimental to the organization over the longer term since IT is not flexible enough to bounce back once the good times are back
Companies spend nearly 65-70% of their IT Budgets on maintaining legacy systems which may now be offering only limited functionality.
Yet the majority of the IT Budgets are spent elsewhere. Organizations end up spending nearly 60-70% of their IT dollars on running their legacy systems having piece-meal functionalities and multiple servers (production, development, test environments). This balloons up the IT spend especially when the number of applications is large. However, as in most other situations, the Pareto principle works here also in that 80% of the functionality can be delivered in some form or the other through 20% of the applications.
While Application Portfolio Analysis is the right long-term approach to clean up the landscape, there may be some short-term steps that can be undertaken to get a handle on the IT Costs and to arrive at specific initiatives to address costs.
Last Updated On:6/8/2010 2:19:03 PM
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