asia motorworks
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asia motorworks (amw): the launch decision sergio... | urltoken
asia motorworks limited - trader, service provider of motor parts in mumbai, maharashtra .
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question: asia motorworks (amw): the launch decision sergio canavati de la torre platform production is a p ...
i applied through college or university. the process took 1 day. i interviewed at asia motorworks (allahabad) in january 2011 .
mahesh painuly' s profile - sr. manager - human resources, asia motorworks limited - view professional profile of mahesh painuly - urltoken
i applied through college or university. the process took 1 day. i interviewed at asia motorworks (allahabad (india) ) in january 2011 .
area manager salaries at asia motorworks can range from ₹7, 60, 108 - ₹8, 22, 939. this estimate is based upon 1 asia motorworks area manager salary report (s) provided by employees or estimated based upon statistical methods. see all area manager salaries to learn how this stacks up in the market .
asia motorworks has its 8, 50, 000 - sq metres manufacturing plant at bhuj in gujarat that has a capacity to manufacture 10, 000 trucks a year .
home / study / business / finance / finance questions and answers / asia motorworks (amw): the launch decision sergio canavati de la torre platform production ...
a curious sight looms up on the arid landscape of bhachau, 34 km east of bhuj in gujarat, at the edge of the kutch desert. it is the sprawling factory of asia motorworks .
mumbai - based asia motorworks limited, which specialises in the design and manufacture of higher - tonnage vehicles, unveiled its 49 - tonne 4923 tractors and 2523 tippers in the andhra pradesh market on friday .
asia motorworks has already sold 8 trucks in andhra pradesh, and at present has orders for another 20 trucks .
we should be selling a total of 30 trucks in the state by the end of this month ,
he said .
according to rc mangal, vice - president (marketing), asia motorworks, the company has so far sold 500 of its vehicles in the last six months .
we expect to sell 300 more units across the country by march 2007 ,
he said .
mr anirudh bhuwalka, md & ceo, asia motorworks ltd, said ,
we have decided to enter the western market through the vidarbha region which is a coal - mining centre and cargo hub. we see a great business potential for our rock body tippers & tractors in this region. we would want to tap this business opportunity .
mumbaimarch 8asia motorworks ltd (amw), the latest entrant in the heavy commercial vehicle industry, walked into the western region market with its first dealership (truck world) for the vidarbha market .
addressing a press conference on the launch of the company' s vehicles here today, anirudh bhuwalka, managing director and chief executive of asia motorworks, said ,
with rapid industrialisation, sustained gdp growth of 8 per cent and the government' s focus on building new highway projects, including the golden quadrilateral and the nsew corridors, we see freight industry poising for a major leap. the domain in which we operate
the heavy commercial vehicle (hcv) segment
is expected to be in the excess of 1, 75, 000 units a year. with andhra pradesh contributing nearly 25 per cent to the tipper market, we see a great business potential and would like to tap this business opportunity .
it is an unlikely site for a heavy vehicles plant, far away from the traditional automobile production clusters in the national capital region, the pune - nashik belt or the outskirts of chennai. but location has been no barrier to amw' s success. started in 2002 - though the first truck rolled out only in 2005 - it has grown at startling speed, its revenues rising from rs 114 crore in 2006 / 07 to around rs 1, 000 crore in the just - completed financial year .
the heavy commercial vehicles, or hcvs, market is dominated by two heavyweights, tata motors and ashok leyland, holding 63 and 22 per cent of market share, respectively. volvo - eicher is in third place with 10. 3 per cent. but in less than six years of production, amw has grabbed much of the remaining market and achieved the number four position; it sold 9, 000 vehicles last year, putting it ahead of high pedigree players like mahindra - navistar, force - man and daimler - benz. indeed, in the tipper truck category - the ones where the platform can be raised at one end to discharge the load - amw is already number two, behind tata motors. the company also plans to scale up massively in the coming year, raising production more than five times to 48, 000 vehicles annually, which it expects will take it ahead of volvo - eicher .
the man who set up amw is another surprise. he is no grizzled business veteran, but 36 - year - old anirudh bhuwalka, an mba from babson college, massachusetts, widely considered number 1 among b - schools globally for entrepreneurship .
how did he succeed in such a short period? for one, by devising a business plan that relied on massive outsourcing. a noticeable feature of the amw factory is how much less noisy it is than other similar facilities. that is because it is more of an assembling unit than a manufacturing one - most parts of the vehicles it manufactures are brought here and fitted, they are not produced. in the trucks, the engines are from cummins, the gearboxes from zf, the axles from eaton - and the entire cabin from china, with all systems already installed. bhulwalka says outsourcing enabled him to start operations early without incurring heavy capital expenditure .
when tata motors or ashok leyland entered the business, they had no choice but to develop their own technology and manufacture most of the vehicle themselves ,
says bhuwalka .
we need not do so. all our suppliers are large companies and leaders in their own fields .
the model, says bhuwalka, is far from new, being widely used globally .
paccar has become a $ 14 - billion (rs 63, 000 crore) company and the second - largest truckmaker in north america by following the same model ,
he says .
even china does the same. all its trucks are made of parts bought from the same pool of suppliers. they may sport different logos and have some cosmetic differences, but inside they are all the same - engines, gearboxes and often even the frames .
the plant' s unusual location at bhuj, far from cutting amw off from the mainstream, is actually an advantage, says bhuwalka, revealing that the spot was deliberately chosen .
we are right next to the kandla and mundra ports ,
he points out .
i would never have managed the logistics had i been near nava sheva (close to mumbai) because of congestion there .
but he concedes that he was also attracted by the incentives - land, water and electricity at concessional rates - the gujarat government has been providing investors in the state .
bhuwalka makes it sound too easy. if the heavy vehicles business is such a cakewalk, why are companies like force - man and mahindra - navistar, with deeper pockets than amw, still struggling? bhuwalka ascribes his success to the attention amw pays to quality and comfort .
most trucks in india are sold with very basic amenities, both the body and cabin are unfinished. buyers have to install many features after the purchase, which is an inconvenience. our cabins have air - conditioning and a music system installed from the start .
the air - conditioned cabins are so popular with the tipper truck drivers that at some client companies, the drivers jostle to get the right to drive an amw truck, says r. c. mangal, marketing director, amw .
tipper trucks work in dusty environments and the sealed, cool cabin is a great boon ,
he adds .
not everyone agrees. r. seshasayee, executive vice chairman of ashok leyland, sees the challenge differently .
historically, it is the incumbent players who have succeeded ,
he says .
they have a stronger network, keener understanding of indian conditions and customer requirements and the capability to carefully configure products .
how and why did bhuwalka decide to make trucks ?
i have my uncle to thank ,
he replies.' uncle' is shashi ruia, head of the rs 70, 000 - crore essar group. in 2002, when bhuwalka was considering business alternatives, essar won its first major road - building contract. ruia was finding it difficult to get trucks of the specifications he wanted and suggested bhuwalka manufacture them for him. funded by his family and bank loans, bhulwalka began work. three years later the first amw truck rolled out of a shed in hazira, on gujarat' s southern coast, near surat, where bhuwalka' s factory was initially located .
the shed is a lounge - cum - service centre for our drivers today ,
he says. the move to bhachau took place in 2006 after bhuwalka acquired 600 acres there. the fledgling company was on a roll, but it had not bargained for the global slowdown that struck in 2008 .
up to january 2008, it seemed we could do no wrong ,
recalls bhuwalka .
we had planned to massively ramp up production. we wanted to make everything: light commercial vehicles, luxury buses… and then came the crisis .
sales of hcvs dropped by 37 per cent in india, from 235, 935 units in 2007 / 08 to 148, 626 units the following year. amw was badly hit too .
i learnt a big lesson: do not try to get into too many segments too soon ,
says bhuwalka .
if you ask my managers they will all tell you that we have just one aim - to manufacture and sell more hcvs, nothing else .
says pankaj bharuka, deputy general manager at the plant :
everything we are doing is to gear up for a massive ramping up of truck production .
ground realities have forced bhuwalka to temper his ambition and idealism in other ways, too .
when i got into this business, i wanted to provide international quality trucks at a price indians could afford ,
he says. but without any state incentives to do so, it was not possible and he has abandoned the idea. he prefers to make fully built trucks but higher margins lie in making cowls, or the front of the vehicle without the engine .
fully built trucks are much safer than assembled cowls, but the government provides no encouragement ,
he says. he is also planning to make and sell cowls from next year. even ashok leyland' s seshasayee believes that the marketplace for hcvs is changing .
market dynamics are going to change and with the advent of more players - home - grown or global - competition will get keener. with increased legislation, stricter emission norms, enhanced safety features and evolving customers, demand will reach new heights ,
he says .
keeping that in mind, amw intends to manufacture more. cabins are still imported fully assembled from china, but the company has built its own cabin - assembly line, which will start production soon. one eye fixed firmly on the future, bhuwalka has set up a 200 - member research and development unit in navi mumbai to develop new kinds of trucks, such as those used for hauling heavy equipment .
going forward, we have to look at every possible use of the truck chassis ,
says amw president a. ramasubramanian .
the company' s top brass knows there are more challenges ahead .
the competition will not sit back ,
says ramasubramanian .
i think they view us as serious rivals now .
another manager jokes that tata motors plans to buy a few amw trucks and take them apart to try and pinpoint where the secret of amw success lies. in fact, this is a practice amw itself follows, making no bones about doing so - rival manufacturers' vehicles are parked just outside the administration building at bhachau .
the only way forward is to make better trucks and give buyers better value for their money ,
says bhuwalka .
we have done so until now, and we will continue to do so .
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biggest scamsters and fraud company. did not pay salary as promised. no ethics and company is gang of fraudsters looting banks and employees alike .
interview process was standard... long with lots of cross questions on technical background... questions were asked from manufacturing science, machine design, hydraulics, compressors and pumps, refrigeration and also on vocational training... u will feel satisfied after giving interview because if u cant answer some portion they will ask u from another topic where u can find it answerable .
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superb, dynamic, fast - paced working environment. the top mgmt is very quick to decide, sometimes rash. they are open to ideas, comments, suggestions and do not carry any baggage with them. superb product design, high flexibility .
the communication between the top management & middle management has been fast shrinking. this has resulted in panic & chaos, loose talks and rumours when there was no need. in difficult times, this was more important than ever, but sadly, they missed out .
interact with the professionals more & more. most often, it is communication that keeps the relation going and when the times are right, synergies are automatically created .
employers are supportive, good and knowledgeable management, great place to learn new things in logistics and manufacturing .
working atmosphere is quite good. freedom to interact with higher authorities at grass root level. treatment of employees done in a good way .
freshers aren' t being given job profile to their full potential. planning is a bit poor .
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the company has partnered with drd trucks india private limited, which holds 80 per cent of the total tipper body - building segment of andhra pradesh, for marketing its vehicles in the state .
the company currently offers 235 horse power vehicles, and is in the process of launching a 300 - horse power model in the next six months. besides, three more models targeting the mining and construction businesses are in the pipeline .
we have already set up our sales and service operations in tamil nadu, vijayawada and hyderabad as the southern region is very important market for us. as part of our distribution plan, we also plan to establish warehouses in south and north markets to stock our automobile parts ,
mangal said .
the company is planning to set up 151 sales and service outlets across the country, covering all major highways, in the next 12 months. opening 450 spare parts outlets is also on its agenda .
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the company showcased its 'worldtruck' series namely 4923 tractor, 4018 tractor, 4923 tipper - trailer, 2523 rock body tipper and 2518 haulage at the conference. the vehicles are being made at its plant in bhuj, gujarat .
amw partners with truck world (the first dealership) for the vidarbha region, which is co - owned by mr shabbir vali & mr shiraj dunga .
they are also the dealer for gm motors and have been into construction business since 1943. they are looking at more dealers in other parts of maharashtra .
we have already set up sales and service operations in the southern market. as a part of our distribution plan, we plan to establish warehouses to stock spare parts in the western market ,
mr bhuwalka added .
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1. amw is a private company and did not disclose financial information. using information about the industry average cost structure, create financial projections for the bus manufacturing division for five years. modify the industry averages to account for the fact that you will enjoy the same cost reductions that scania does .
i. assume a straight - line rate of amortization of 5 percent per year over a 20 - year period .
ii. assume that your sales growth rate will be 60 percent, exactly like amw’s .
3. in 2012, during a period of sluggish demand, amw searched for us $ 100 million to finance growth. “we are a growing company, and we are in the phase of growth capital. we are exploring various options, including selling stake to a pe [ private equity ] player. if we get a good value we may sell a minor stake, if not, we are open to raising debt as well, ” said bhuwalka, who expressed interest in obtaining a combination of debt and equity financing (thakkar, 2012) .
b. explain why the valuation during this period might be lower than bhuwalka could expect .
c. make an argument as to why the firm should be valued higher .
note 1 as of october 31, 2014, 10 million indian rupees was equivalent to us $ 162, 845. 19 according to urltoken and urltoken converter / convert /? amount = 1 & from = inr & to = usd .
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sr. executive - industrial relations at gentek technology pvt. ltd for 1 year
curriculum vitae mahesh painuly - c - 154, raghuvanshi nagar, new ravalwadi relocation site, bhuj - 370010 mobile no. 09909962511, 09909968710 email: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ date of birth: 20 / 01 / 76 father' s name: b. n. painuly career objectives: i want a career that will provide me with challenges, allow freedom and creativity in the application of my knowledge, and will help achieve professional growth and personal acclaim. challenges, i have always look forward to learning new things every step i take is what i believe in. i wish to join an organization that provides me all these things and is commensurate to my potential and capabilities that i have gained through my experience and education .
handling performance management system, recruitment, hr strategy development & deployment and iso ts 16949 implementation for hcv & lcv business .
i had worked as a head – human resources and looked after recruitment, induction, performance appraisal, iso norms and its compliances, salary & wage administration, hr policy company is engaged in manufacturing of automotive gears for three & four wheelers. mahindra sar is a sector company of mahindra & mahindra group, a public listed company having annual turnover of rs. 20, 000 crores the company is on a vertical growth and is having annual turnover of rs. 75 crores (aiming to achieve mark of rs 500 crores by the end of 2009) with 850 manpower strength. i was reporting to the coo. i was involved in the process of rationalisation of contract manpower, pms, formulation of hr strategy & implementation of the same considering the organisational goals. nature of duties: • recruitment process • facilitating performance appraisal • plant administration such as disciplinary actions, asset management, canteen management & house keeping etc. • industrial relations and liaison with government agencies • wage & salary administration and time office (tams) • human resources information systems • manpower planning • training and development – identification of training needs, preparing training calendar, training schedule, training history. . performance management system achievements so far • successfully formulated and implemented model of fixed term employee and taken 86 workmen on roll thus saving of overall 3. 5% . • initiated the bsc model for direct operations. • execution of contract deeds with 100% statutory compliances. • initiative to identify the assessment cum development centre for all employees .
i had worked as a junior manager hrd and was responsible for recruitment, induction, performance appraisal, iso norms and its compliances, training (crts & ojts), salary & wage administration, hr policy company basically manufactures ceramic floor and wall tiles. somany tiles is the second largest producer of ceramic tiles in india having 02 units parent unit is at kassar (haryana) and the second unit at kadi (gujarat) with a annual turnover of around rs. 200 crores. the employee strength was around 1500 employees and marketing activities is spread over all zones. i was reporting to sr. manager hrd. i was actively involved with the marketing team to redress their day to day problems .
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asia motor works ltd ( amw ) manufactures commercial vehicle , auto components , fully built vehicles and forged components , in india . founded in 2002 , amw has won commercial vehicle ( cv ) of the year 2008 from ndtv profit car and bike awards & " cv innovation of the year " for 2010 from cv magazine & zee business news . 
asia motor works ltd (amw) manufactures commercial vehicle, auto components, fully built vehicles and forged components, in india. founded in 2002, amw has won commercial vehicle (cv) of the year 2008 from ndtv profit car and bike awards & " cv innovation of the year " for 2010 from cv magazine & zee business news.
asia motor works ltd (amw) manufactures commercial vehicle, auto components, fully built vehicles and forged components, in india. founded in 2002, amw has won commercial vehicle (cv) of the year 2008 from ndtv profit car and bike awards & " cv innovation of the year " for 2010 from cv magazine & zee business news.