Operations Management at Bajaj

Markets Motorcycles Overall Two-wheeler gross gross sales of Indian players is rule by the interior(prenominal) market and, indoors it, by pedals. After ontogeny at a sharp clip from the late 1990s, motorcycle sales witnessed a 7. 8% drop in volume in 2007-08, collect to falling domestic demand as a result of advance interest rates and many private sector banks reducing their retail lending exposures. 2008-09 saw a modest increase in motorcycle sales of 4%, driven largely by growth in cash sales. Even so, sales of motorcycles (both domestic and exports) in 2008-09 has been lower than what it was in 2006-07, before the slowdown hit this sector. ABOUT BAJAJ-The group comprises of 34 companies and was founded in the year 1926. The groups flagship party, Bajaj railcar, is ranked as the worlds fourth largest two- and three- wheeler manufacturer and the Bajaj brand name is well-known across several countries in Latin America, Africa, Middle East, southwestward and South East A sia. Founded in 1926, at the height of Indias movement for license from the British, the group has an illustrious history. The integrity, dedication, resourcefulness and determination to succeed which be lineament of the group today, ar often traced back to its birth during those days of sorry devotion to a common cause.Motorcycles Domestic Sales for Bajaj Auto The company classifies motorcycles into three segments, based on consumer categories and approximate value points. These are a) incoming segment. These are typically ascorbic acid cc motorcycles at a price point in the neighbourhood of Rs. 35,000. Bajaj AutoDespite the slight uptick in the industrys sales volume, Bajaj Auto did not maintain volume growth, for reasons that willing be discussed below. From 1. 66 million motorcycles in 2007-08, the companys domestic sales fell by 23% to 1. 28 million units in 2008-09. almost of this was compensated by a 31% increase in exports to 631,383 units. scarcely it was not eno ugh. Consequently, Bajaj Autos market share(domestic and exports, combined) fell from 32. 7% in 2007-08 to 28% in 2008-09. b) Executive segment. This largely comprises 100 cc to cxxxv cc motorcycles, priced between Rs. 40,000 to Rs. 50,000. We arein this segment with two brands XCD and Discover. c) Performance segment. These are sleek, risque performance, with price points in excess of Rs. 50,000. We are present here with our flagship brand, the Pulsar, and our cruiser, the Avenger. We surmount this space, with a domestic market share in excess of 47%.Using the three-fold classification described above, Chart plots Bajaj Autos domestic sales of motorcycles over 2008-09. pic Products Avenger Avenger 200 DTS-i Pulsar Pulsar 135 DTS-i Pulsar 220 DTS-i Pulsar one hundred eighty DTS-i Pulsar 150 DTS-i Discover Discover 135 DTS-i Discover DTS-i Platina Platina 125 Platina 100 cc NINJA Ninja 250 R Operations Plants Bajaj Autos vehicle manufacturing substance stands at 3. 96 million unit s comprising 3. 6 million two-wheelers and 360,000 three-wheelers. The newest put at Pantnagar (Uttarakhand) has a capacity to produce 900,000 two-wheelers. Table gives the capacity data. picPantnagar Bajaj Autos production at its state-of-the-art Pantnagar plant (Uttarakhand) has been on the rise. In 2007-08, the plant produced 276,925 motorcycles. This increased by 15% to 318,321 vehicles in 2008-09. By end-2008-09, Pantnagar was producing some 40,000 motorcycles per month. To tap the tax benefits available at Uttarakhand, the company is shifting some of its much profitable products to the Pantnagar plant. After the shift of these products, the plant is expected to produce roughly 60,000 vehicles by the third quarter of 2009-10. Table gives the data on which products are manufactured in what plant. pic MAJOR SUPPIERS SUPPLIERS PARTS USHA PISTONS,RINGS ROLON CHAIN,CHAIN SPROCKET ENDURANCE FORKS,SHOCKERS,RIMS,ALLOY-WHEELS PRICOL measuring rod CONSOLE MINDA LOCKS ,HORNS, SWITCHES LUMAX LAMPS SUNDARAM FASTENERS KBX DISK BRAKE PADS BOSCH SPARK PLUGS EXIDE BATTERIES MRF TYRES Supply Chain Bajaj Autos supply chain encompasses the process from vendors to the final customers via manufacturing. Therefore, the Companys supply chain involves as much the vendors and the procurement-to-payment logistics, as it does the manufacturing to selling process, or the order to cash system. Given below are some of the list supply chain initiatives of Bajaj Auto. Vendors Most of the Companys vendor initiatives, including the Pantnagar operations and TPM have been discussed earlier.What needs to be emphasised is that the 16 vendors clustered within the campus of Bajaj Autos Pantnagar plant were a part of a be after process of project development where the vendors were fully integrated with the plant, starting with introductory raw materials, automated paint, plating and powder coating plants. This has ensured that the maximum viable value addition is done w ithin Uttarakhand, so as to maximise the tax advantage and make Bajaj Autos motorcycles even more cost competitive. Initial facilities created by vendors at Pantnagar at an aggregate investment of Rs. 5 billion (Rs. 500 crore) are for half million motorcycles per year, which will be increased with balancing investments to roduce one million motorcycles per year to synchronize with the Companys plans. Dealers Bajaj Auto has adopted a channel polity approach which is unique in the automobile industry. This indemnity and its linked initiatives are guided by the requirements of specific sets of the Companys final customers. 1. The primary feather Channel This comprises 408 exclusive two-wheeler dealers, 75 exclusive three-wheeler dealers, and 98 dealers who deal in both product categories. Bajaj Auto has followed a policy of systematic meshwork consolidation, in which the primary dealerships have been given a larger carapace and scope to operate based on their strengths. 2. Th e Secondary Channel oftentimes of Bajaj Autos recent success can be attributed to policy of rapidly adding to the number of secondary outlets, which provide sales, service and spares support in the vast hinterland of India. These are in the form of 1,500 Authorised table service Centres (ASC), 4,500 sylvan Service Outlets (RSO), and 750 Young Engineer Service (YES) centres in the towns and cities. 3. The Rural India Foray The Company has been aggressively pursuing initiatives to increase two-wheeler penetration in cracker-barrel India. A large number of rural outlets were added to the network during the year, which not only increased hinterland sales but also gave superfluous employment in the rural sector. 4. Pro-biking This initiative sits far away from the rural India play but is no less important.Bajaj Auto believes that young India doesnt pay to buy motorcycles it pays to buy excitement and exhilaration. The Pro-biking initiative, which was kicked off with the inaugurati on of stolon store in Pune in August 2005, aims precisely at creating this thrill. owned and operated by Bajaj Auto, Pro-biking showrooms are now operational in Mumbai, Kolkata, Chennai, Hyderabad and Ahmedabad. AUTOMOBILE BAJAJ assigning on Operations Management Prasad T. P. FN-105 Mahesh R. FK-1895 Jijo Lukose FN-77 Deepu P. FK-1905 Abinash Nanda FK-2010 Anoop B. FK-2005 Manu Korah Mathew Athul Raj Vyshakh P. R. FK-1919 Balaji Vinay Singh FK-1883 PRasad