Supply Chain Management - Tata Motor
Supply Chain Management - Tata Motor
Supply chain management has been defined as the "design, planning, execution,
control, and monitoring of supply chain activities with the objective of creating
net value, building a competitive infrastructure, leveraging worldwide logistics,
synchronizing supply with demand and measuring performance globally.
The automobile industry is a pillar of the global economy, a main driver of
macro-economic growth and stability and technological advancement in both
developing and developed countries, spanning many adjacent industries.
In this project, we have taken Indias leading automobile manufacturer, Tata
Motors Limited (TML) for analysing Supply Chain Management in Automobile
Industry and found out the following.
Tata Motors Limited products are sold and serviced through a network of
authorized dealers and service centers across the domestic market, and a
network of distributors and local dealers in international markets.
The company monitors the performance of its dealers and distributors and
provides them with support to enable them to perform to the expectations. Any
under-performance by the dealers or distributors could adversely affect TMLs
sales and results of operations.
The company relies on third parties to supply raw materials, parts and
components used in the manufacture of products. Furthermore, for some of
these parts and components, the company is dependent on a single source.
The companys ability to procure supplies in a cost effective and timely manner
is subject to various factors, some of which are not within its control. While the
company manages its supply chain as part of the vendor management process,
any significant problems with supply chain in the future could affect the results of
operations.
Impact of natural disasters and man-made accidents, adverse economic
conditions, decline in automobile demand, lack of access to sufficient financing
arrangements, could have a negative financial impact on the Companys
suppliers and distributors, in turn impairing timely availability of components, or
increases in costs of components. In managing a complex supply chain, the
Company has developed close relationships with both direct and indirect
suppliers. The Company continues to develop long-term strategic relationships
with suppliers to support the development of parts, technology and production
facilities
Contents
EXECUTIVE SUMMARY.........................................................................2
INDUSTRY OVERVIEW..........................................................................4
KEY STATISTICS....................................................................................................... 4
EVOLUTION OF INDIAN AUTOMOBILE SECTOR................................................................6
MAJOR MARKET PLAYERS.......................................................................................... 6
GROWTH DRIVERS................................................................................................... 8
TATA MOTOR - COMPANY BACKGROUND...............................................9
SUPPLIERS & OEM MANUFACTURES..................................................10
PROVISIONS RELATING TO SUPPLY OF PRODUCTS.........................................................10
PRICES................................................................................................................ 10
PAYMENT TERMS................................................................................................... 11
LOCAL FACILITY.................................................................................................... 11
SERVICE AND REPLACEMENT PARTS, SPARES PARTS AND SERVICE SUPPORT......................11
PRODUCT SPECIFICATIONS....................................................................................... 12
FORECAST AND ORDERS......................................................................................... 12
PACKING AND TRANSPORT....................................................................................... 12
DELIVERY CLAUSES................................................................................................ 12
PROCESS FLOW CHARTS....................................................................13
SUPPLY CHAIN FLOW: INWARDING TO DISPATCH..........................................................13
SUPPLY CHAIN FLOW: PROCUREMENT TO PAYMENT......................................................13
ENTERPRISE RESOURCE PLANNING............................................................................14
VALUE CHAIN....................................................................................15
INBOUND LOGISTIC................................................................................................ 16
OPERATIONS......................................................................................................... 16
OUTBOUND LOGISTIC............................................................................................. 16
MARKETING & SALES............................................................................................. 16
SERVICE.............................................................................................................. 17
PROCUREMENT..................................................................................................... 17
TECHNOLOGY & DEVELOPMENT................................................................................ 17
HUMAN RESOURCE................................................................................................ 17
SUPPLY CHAIN..................................................................................18
IMPLICATION OF SUPPLY CHAIN MANAGEMENT WORLD MARKET.....................................18
ENVIRONMENT OF SUPPLY CHAIN TATA MOTORS LTD.................................................19
DRIVERS OF SUPPLY CHAIN..................................................................................... 20
CASE STUDY.....................................................................................23
REGULATIONS...................................................................................24
REWARDS AND RECOGNITION............................................................25
REFERENCES....................................................................................26
Industry Overview
Automotives contributes to several important dimensions of nation building right
from generation of government revenue to creating economic development and
encouraging people development along with fostering research and development
and innovation.
Automobiles depend heavily on consumer trends and tastes. The large pool of
skilled manpower and growing technology poses heavy demand for automobiles
in India which will list our country one amongst the top five auto producers by
the year 2015. The liberalization of the Indian industry saw significant growth in
the Indian Automotive Industry. Today, the Indian Automotive Industry is a
significant contributor to the Indian economy, contributing nearly 5% to the
countrys GDP and about 17-18% to the kitty of indirect taxes to the
Government. Income and the cost of ownership are the two factors which are
majorly affecting the demand for the automobiles.
With its wide penetration and strong influence on the countrys economic and
industrial development, the auto sector is indeed one of the major drivers of our
economy. Moreover, economic liberalization coupled with its technological, cost
and manpower advantage has made India one of the prime business destinations
for many global automotive players. The sector has moderate direct employment
and significant indirect employment; it is estimated that the sector provides
direct and indirect employment to over 13 million people.
With many new launches in the luxury and premium carmakers segment, the
Indian market condition plays a catalyst role in the growth of the industry. The
top-end carmakers have posted double-digit growth for the quarter ended June
30, 2013, with firms like Honda at 45 per cent and Audi recording higher sales
and revenue growth of about 26 to 28 percent in this quarter itself.
India is emerging as an export hub for sports utility vehicles (SUVs). Global
automobile majors are looking to leverage India's cost-competitive
manufacturing practices and are assessing opportunities to export SUVs to
Europe, South Africa and Southeast Asia too. India is also one of the key markets
for hybrid and electric medium-heavy-duty trucks and buses.
Key Statistics
The Indian automobile industry produced a total 1.69 million vehicles including
passenger vehicles, commercial vehicles, three wheelers and two wheelers in
August 2013 as against 1.56 million in August 2012, registering a growth of 8.18
percent over the same month last year.
The cumulative foreign direct investment (FDI) inflow into the Indian automobile
industry during April 2000 to July 2013 was recorded at US$ 8,932 million,
amounting to 4.5 per cent of the total FDI inflows (in terms of US$), as per data
published by Department of Industrial Policy and Promotion (DIPP), Ministry of
Commerce.
The overall automobile exports grew by 2.03 per cent during April-August 2013.
Furthermore, the production of passenger vehicles in India was recorded at 3.23
27%
26%
10%
12%
5%
0%
4%
FY09
8%
3%
FY10
FY11
FY12
FY13
FY14E
33%
33%
33%
28%
25% 25%
20%
Passenger Vehicle
Commercial Vehicle
13%
5%
FY09
0%
16% Wheelers
Three
3%
FY10
FY11
0%
FY12
0%
2%
5%
3%
FY13
-2%
Two Wheelers
9%
7%
5%6%
FY14E
-30%
2007 onwards
1993 - 07
1983 -92
Before 1982
- Close market
- Five Players
- Long waiting
period and
outdated
models
- Seller's
market
- Joint venture :
Indian
government and
Suzuki formed
Maruti Udyog;
commenced
production in
1983
- Component
manufacturers
enter the market
via JV
- Buyer's market
- More than 35
marktet players
- Removal of
import control
- Indian companies
gaining
acceptance on
global scale
- Setting up of
national
Automotive Board
to act as faciltator
between the
government and
industry
Indian Origin
Foreign Origin
Cars/ SUVs
Hindustan Motors
Mahindra & Mahindra
Maruti Udyog Ltd
Tata Motors Ltd
Commercial Vehicles
Ashok Leyland
Swaraj Mazda
Tata
Mahindra & Mahindra
Ford
Hyundai
Suzuki
Honda
Toyota
GM
Skoda
Tatra
Volvo
Mitsubishi
Other; 22%
Maruti Suzuki; 36%
Toyota; 5%
TATA; 7%
M&M; 9%
Hyundai; 21%
Sou
rce: SIM, December 2013
LCV, M&HCV
Force; 3% Others; 3%
Eicher; 5%
Ashok Leyland; 12%
TATA; 53%
M&M; 24%
Sou
rce: SIM, December 2013
Growth drivers
Companies can
leverage Indias
acknowledged
leadership in IT
industry
Most leading
component
manufacturers
are QS & ISO
certified
Continuing in
economic reforms
and policies related
to investments
Proven
Product
development
capabilities
Skilled labour
costs amongst
the lowest in
India
Competitive
Manufacturi
ng Costs
11 Indian
component
manufactures
have won
Deming Award
Shipments to Europe
cheaper than those
from Brazil and
Thailand
Stable
Economic
Policies
India
n
Auto
Hub
High
Quality
Standards
Proximity
to
Markets
Large &
growing
domestic
demand
Availability
of
Manpower
Proximity to Asian
economies &
emerging markets
like Africa
Demand
growth of
14% CAGR
makes India
one the
fastest
growing
markets
0.4 million
engineering
graduates every
year
7 million enter
workforce every
year
INR 79,274 cr
INR 1,89,629 cr
INR 9,893 cr
Production Capability:
Domestic and International
Units produced
Units Sold
Commercial vehicle
Passenger Vehicle
606,983
580,334
589,897
598,082
10
Prices
Initial price for every item shall be settled between Tata Motors and the supplier,
based on the quotation and detailed cost break-up provided by the supplier and
mutually agreed between Tata Motors and the supplier. Tata Motors then release
Purchase Order on the supplier for the price thus settled.
Unless agreed to specifically, any qualifying terms and conditions of the Supplier
contained in their quotations / purchase order acceptance or any other form of
communication shall not govern the business with Tata Motors.
Together with Tata Motors, the supplier is expected to commit offsetting
inflationary increases in costs through productivity gains and reducing cost
further through value engineering, six sigma and Kaizen exercises, increased
volumes of procurement from Tata Motors leading to lower Fixed cost per unit,
achievement of higher productivity, effect of learning curve and by initiating
other cost reduction measures, and Supplier agrees to bring down the prices as
per the targets set from year to year with help of these measures.
If there are changes in the said Product specifications, which are approved
by Tata Motors, to improve quality, reliability, performance and / or
delivery requirements, the impact will be reviewed jointly and if found
appropriate, the Tata Motors will carry out the consequential amendments
in the Purchase Order.
Unless specifically agreed, unit rate applicable for serial production goods
will also be applicable for all requirements on prototypes and for service
and replacements.
Payment Terms
Local Products: Payment will be made as per payment terms as mentioned
in the Purchase Order, by the respective purchasing agencies in Tata
Motors, which are made in Indian Rupees for all procurements done in
India, and is generally made within 30 days of satisfactory acceptance of
Products at Tata Motors i.e. 30 days after Goods Inward Notification,
against documents such as (i) Lorry receipt / Rail receipt (ii) Commercial
invoice (iii) Packing list etc.
Imported Products: Payment will be made as per payment terms as
mentioned in the Purchase Order. The payment terms are generally
against irrevocable letter of credit or cash against documents. Payments
shall be released within 30 working days from submission of documents
such as (i) Bill of Lading/Airway bill, (ii) Commercial invoice, (iii) Packing
list, and (iv) Certificate of Origin etc.
12
For the development cost to be paid in foreign currency, the agreed cost is
always gross of the Withholding tax as applicable under Double Taxation
Avoidance Treaty between India and suppliers country of origin.
Local Facility
Supplier shall normally establish its manufacturing facilities near assembly
location of Tata Motors with an objective of JIT supplies to Tata Motors. In the
event Suppliers manufacturing location is not in the vicinity of Tata Motors
ordering plant, supplier shall establish storage facility near the ordering plant of
Tata Motors to provide uninterrupted and streamlined supply of materials.
In case the initial supplies are imported, in its endeavour to remain price
competitive, supplier shall aggressively explore possibility of setting up facilities
in the same country of Tata Motors ordering plant in the earliest possible time
for which the supplier shall commit to a time-bound action plan for setting up a
local production facility.
Product Specifications
The products to be sold and supplied by the supplier to Tata Motors against the
released Purchase Orders terms shall meet the specifications as finalised and
agreed in writing between the supplier and Tata Motors hereto on completion of
development work on the Product. Product specification, thus finalised, is
generally documented in the form of drawings. Supplier is expected to
participate in preparing this drawing jointly with Tata Motors, although the
responsibility of approval and release of such drawings and specs sheets is solely
with Tata Motors. The specifications can not be changed unilaterally by the
supplier without prior written approval from Tata Motors.
Delivery Clauses
Supplier must supply products as per Tata Motors schedules as indicated in
Purchase Order or as communicated from time to time. Supplier is expected to
agree on a specific logistics protocol with Tata Motors prior to commencement of
production.
14
VQA
STORES
CRDO
(Acknowledgement)
(GoodsInwarding)
ASSEMBLY
VEHICLE
FINALDELIVERY
(Production)
(Inspection)
(Sales)
SRMSCHEDULES
(SupplierRelationshipMgmt)
CRDO
MRP
SALESPLAN
(MaterialReqPlanning)
(Corp.SHQ)
VQA
(GoodsInwarding)
BMS
(PaymentbyBank)
(MaterialInspection) Tata Motors Limited 15
Supply Chain Management
Legacy Systems
Tata Motors Lucknow first to implement SAP
3.1H
Largest single server implentation
Upgraded to SAP ECC 6.0
Advantage of ERP
Fully Integrated functional modules
Bill-of-Material (BoM) linked Real-Time consumption
Maintaining accurate Inventory levels at all stages
Automated payments to all Channel Partners
Process automation augmented by Bar-Codes, RFID tech
Executive MIS thru Business Warehouse
Employee Self Service thru SAP HR
SAP Module Driving TML business
16
Value Chain
Value chain analysis is much important for each organisation as its divide firm in
to various distinct activities carry out by the organisation such as, designing,
manufacturing, marketing etc. The concept of value chain is developed from
accounting practices which helps to analyse the value added to organisation at
every stage of manufacturing or services or marketing. (Cowe, 2008)
The value chain involves two types of activities: Primary activities & Support
activities. Primary activities change inputs (Inbound logistics, operation,
outbound logistics, marketing and sales, service) into outputs and bring them to
customer. All this primary activities are carried out by use of support activities
which are firm infrastructure, Human resource management, technology
development and procurement.
Every single activity in value chain can contribute to firms relative cost position
and create a basis for differentiation (Porter, 1985 In Cowe, 2008, p.178). Value
chain analysis makes possible for the organisation or management to find out
activities which adding value to the organisation and activities that may destroy
the value rather than creating and thereby helps to identify the source of
competitive advantage.
Transporters,ConvoyDrivers
Association
DealerNetwork,Marketing
ResearchFirms,Vehicle
SAP,VCM
Inbound
Outbound
Operations
Logistics
Marketing
Service
Logistics
SAP,CRMDMS
Suppliers,Contractors
StrategicAlliances
RegionalWarehouses,
DealerWorkshops,
Distributors,TASS
As per TML, company's 24,000 employees are guided by the vision to be "best in
the manner in which we operate, best in the products we deliver, and best in our
value system and ethics." TML considers adding value process which can help to
improve work progress and in general supply chain. TML focus on development
of, technical capabilities via training centres and association with technical
institutes & management capabilities via training programmes at premier
business schools. They also carry out career advancement schemes. Along with
all this HR Management carry out various activities for their staff which results in
increased efficiency, effectiveness, engagement, superior performance,
productive and cordial relationship and thus increase organisational capabilities
in performing various primary activities such as operations, marketing, sales etc.
Inbound Logistic
Long-term contract with service providers transporters and agents.
Personnel at regional offices for overseeing the smooth transit of goods.
Transparency and monitoring through deployment of IT all transactions
through SAP.
DTL (daily transport logistics) supplies for critical high value items.
Efficient storage facilities easy storage and retrieval.
Operations
Capital Equipment Manufacturing division tooling development
capabilities of global standard.
Apprentice Trainee Course ensuring stable source of skilled manpower.
Kaizen & TPM (total productive management) team continuous drive to
improve efficiencies.
Automated manufacturing processes.
Distributed manufacturing Assembly units at South Africa, Thailand,
Bangladesh, Brazil etc.
Maintenance technical competence.
Capacity Utilization Mercedes Benz cars make use of Tata Motors paint
shop facilities.
Outbound Logistic
Stockyards, all across the country.
Long-term contracts with transporters higher volume of business to
transporters ensures competitive price.
Regional Sales Office and Vehicle Dispatch Section linked through SAP.
Efficient security system for prevention of any kind of pilferage.
18
Service
Easy availability of spare parts.
Efficient collection of data from field and communication to the respective
plants.
Pan India presence, as well as global presence.
Large network of workshops Dealer workshops and TASS.
Training facilities for dealer end and TASS personnel.
Procurement
E procurement initiative.
Global Sourcing Team China, a key destination for sourcing essential
items like tires, power steering units etc., Steel procured from Belarus
Long-term relationships with a stable and loyal pool of suppliers.
Technology driven procurement SAP and VCM.
Strategic subsidiaries & JVs TACO group of companies, Tata Cummins
Centralized Strategic Sourcing for key components FIPs, Steel etc.
Group resources Tata Steel and Tata International.
Localized supplier base at mfg. locations low inventory levels.
Human Resource
Vast pool of technically competent engineers and managers.
Focus on development of technical capabilities Technical Training
Centers, Alliance with technical Institutes
Focus on development of managerial capabilities MTCs, TMTC, executive
training programs at premier business schools
Career advancement schemes ESS, FTSS
Supply Chain
Implication of supply chain management World Market
Recent emphasis on global climate change is increasing pressure on automobile
executives to make the right decisions in many areas, including R&D and
manufacturing. In fact, emission-level targets, currently in question, threaten the
entire structure of the auto industry.
These challenges hit an industry already plagued with high costs, low profit
margins, and accelerated competition. New entrants from China and India are
working aggressively to capture the share of the global market, following the
path taken by the Japanese in the 1980s and the Koreans in the 1990s both of
whom went beyond their domestic market by focusing on the United States first,
and then Europe later.
General macroeconomic and financial circumstances are not necessarily
favorable. The cost of energy and raw material continues to increase due to
rising global demand. Strong fluctuation in exchange and interest rate pose
another challenge and are difficult and costly against which to hedge.
In this dynamics business environment, a superior supply chain is one critical
element to helping automakers differentiates themselves from the competition.
In fact, many of trends in the auto industry are reinforcing the need to redefine
supply chain strategies, layout, and operations.
The most complex challenges automakers faces are summarized:
20
External
Customer
Legislation
(environment, safety,
others)
Raw material and
energy cost
Exchange and interest
rates
Stagnanting demand
and prices pressure in
established market.
Segmentation and
polarization (low cost
vs. premium)
Decreasing loyality
Competition
Industry
Global overcapacity
Complex alliances,
Partnerships, M&As
Consolidating
ecosystems (Supliers,
Dealers group)
Uneven growth
Fragmentation
Accelerated volatility
Importance after market
Differentiated outsourcing
Low cost country sourcing
Risk Management
Transparency/ accountability
sourcing group attached to the respective factory (where the part will be
consumed) will initiate the process for regular procurement.
Quality assurance plays an important role of establishing quality of new parts
developed. It also keeps vigilance for maintaining consistency in regular
suppliers. Cost is an important parameter of our business model. In recent past,
Macro level parameters such as commodity prices, oil prices, fluctuations in
foreign exchange rates and slacking domestic demand has resulted into
tremendous pressure on product costing as it is very difficult to TML to pass it to
end customer. The matter of cost increase or decrease is addressed by a
separate agency that initiate and settle cost saving activities. E sourcing tool is
effectively used to reduce cost of procurement.
Tooling division provides necessary tooling as per the policy and planning done
by project planning team. Sourcing team co-ordinates with these different
internal agencies to smoothly execute the project and meet the project time
lines. If insisted by suppliers, productivity improvement cell plays an important
role of helping vendors for improving productivity by special task force, which
works at suppliers locations.
At appropriate phase, respective sourcing agency co-ordinates for fulfilling on
field spare part requirements, both local and overseas. Similarly a centralised
import cell co-ordinate all import related activates.
22
Responsiveness
Inventory Transportation
Facilities
Logistical
Drivers
Information
Inventory
Sourcing
Pricing
Cross-
Case Study
TATA Nano and Supply Chain
As Ratan Tata unveiled the Rs 1 lakh [US$ 2500] car, every automobile company
was stunned by the process which enabled the Tata Nano to be designed at this
phenomenally low price. It was done by a relentless focus on costs and
eliminating waste and redundancy.
The secret of designing the Tata Nano is a concept called Target Pricing or
Target Costing.
Target pricing process attempts to determine what features and functions the
customer wants in a car. Does consumer want 2 doors or 4 doors? What should
be the engine capacity? Should the windshield wipers have 2 blades or 1? What
instruments should be provided?
Once the features and functions are finalized target costs are assigned to each
and every component/system transmission system, instruments, engine, body,
interiors, and electrical systems. The sub-teams then design the
components/systems within the target cost. They look at every bolt and nut and
keep driving cost out of the components/ system.
For example the Nano has a variable transmission instead of the standard gears.
It has instrument clusters which do not have anti-glare coating and does not use
screws for fixing.
This same concept, of relentless focus on costs and scraping the barrel
mentality can be applied to supply chains!
Cost and waste is driven out of supply chains by reducing inventory, eliminating
waiting times and delays, increasing utilization of warehouse and trucks,
optimizing location of warehouses and plants, drawing up the optimum
transportation network, utilizing backhauls etc.
Reducing inventory reduces the working capital cost, reduces warehousing costs
and obsolescence costs. To reduce inventory, demand fluctuation will have to be
reduced, reliability of inventory replenishment will have to increased, Inventory
Record Accuracy will have to be above ~95% and supply chain length will have
to be reduced.
26
Regulations
Environmental RegulationsThe automotive industry is subject to extensive
governmental regulations regarding vehicle emission levels, noise, safety and
levels of pollutants generated by the production facilities. The proposed
tightening of vehicle emissions regulations will require significant costs for
compliance. While the Company is pursuing various technologies in order to
meet the required standards in the various countries in which the Company sell
our vehicles, the costs for compliance with these required standards can be
significant to the operations and may adversely impact the results of operations.
To comply with current and future environmental norms, the Company
may have to incur additional capital expenditure and R&D expenditure to
upgrade products and manufacturing facilities, which would have an
impact on the Company's cost of production and the results of operations
and may be difficult to pass through to its customers. If the Company is
unable to develop commercially viable technologies within the time
frames set by the new standards, the Company could face significant civil
penalties or be forced to restrict product offerings drastically to remain in
compliance. The Company's product development plan is structured to
allow it to develop vehicles which comply with current and expected future
environmental regulations particularly in the United States covered by the
CAF and in other countries such as China.
All manufacturing divisions are certified for ISO 14001:2004
environmental management system standard and OHSAS 18001:2007 safety and occupational health management system standard. Our
Pantnagar, Dharwad and Sanand plants are also certified for ISO
50001:2011 energy management system standard. In order to ensure
reliable and responsible suppliers for automotive production and service
parts, Tata Motors have mandated that all of its suppliers adopt the ISO
9001/TS 16949 quality management system frameworks.
Company also encourage its dealers to adopt quality, environmental and
safety management systems. Concorde Motors, a wholly owned subsidiary
of TML, is certified for all three management systems making it the only
company in the auto retail industry in India to achieve this distinction.
The Supplier is not expected to start production-intent supplies to Tata
Motors till the time the PPAP (Production Part Approval Process), as per
QS9000 quality systems, is completed and formally approved by Tata
Motors
Company complies to regulations like Companies Act, SEBI Act,
Depositories Act, Listing Agreement and rules, regulations and guidelines
under these Acts.
Compliance such as on Tata Code of Conduct, and other industrial
practices, Purchase Order, Purchase Agreement, Confidentiality Agreement
or any other related Agreement or understanding with the Supplier in
relation with the Product.
Suppliers Financial Health Reports from independent auditors
Process Audit towards supply quality or productivity.
28
References
Supply Chain Management: Strategy, Planning and Operation by Sunil
Chopra
Supply Chain Management : Text and Cases by Janat Shah
http://www.inf.ed.ac.uk/publications/thesis/online/IM070456.pdf
http://www.ibisworld.com/industry/global/global-computer-hardware
manufacturing.html
Tata Motors Company website
http://www.tatamotors.com/sustainability/pdf/annualSustainabilityReport2
012-13.pdf
http://suppliers.tatamotors.com/Home/frm_main.aspx
http://suppliers.tatamotors.com/Project_Docs/rfq_terms_conditions.pdf
akwl.org/events/erp/TataMotors-Mr%20Rakesh%20Sharma.pp
www.scribd.com/doc/51631737/Supply-chain-of-tata-motors
en.wikipedia.org/wiki/Supply_chain_management
Global challenges in automotive industry Source: IBSG, 2012
30