I N D I A ’ S N O . 1 M A G A Z I N E F O R A U T O M O T I V E N E W S , V I E W S & A N A LY S I S
Auto Monitor Vol. 11 No. 14
1-15 August 2011
w w w.amonl ine.in
48 Pages
INTERVIEW “INDIA WILL GROW MORE STABLE THAN CHINA” Elmar Degenhart, CEO, Continental Corporation
Pg 08
Pg 14
Continental banks on Asia for faster growth
NEWS IN BRIEF GM India launches Beat Diesel General Motors has launched Chevrolet Beat Diesel with 1.0 XSDE Smartech engine developed at the GM Technical Centre in Bangalore in collaboration with GM Powertrain Europe recently. The smallest diesel car from the Chevrolet stable will be available in four variants, with the basic model priced at `4.29 lakh (exshowroom Delhi) and the top end version priced at `5.45 (ex-showroom Delhi).
“We currently sell 2,700-3,000 units of Beat every month and expects to sell 4,000-5,000 units of its diesel variant henceforth,” President and Managing Director, General Motors India, Karl Slym said. The US manufacturer produces around 6000 units of diesel engine every month at its Talegaon facility in Maharashtra.
DATA MONITOR Domestic Top 5 PV-makers Sector
Jun-10
Jun-11
Change
MSIL
72,812
70,020
-3.83%
HMIL
27,366
30,402
11.09%
TML
32,479
26,184
-19.38%
M&M ^
13,316
17,863
34.15%
GMI
9,494
8,187
-13.77%
Domestic Top 5 2W-makers Sector
Jun-10
Jun-11
HHML
416,329
501,563
20.47%
BAL
186,401
208,883
12.06%
TVS
139,905
155,296
11.00%
HMSI
137,456
137,745
0.21%
21,157
27,263
28.86%
IYM
` 50
AUTOPINION AUTOMOTIVE SUPPLY CHAIN: THE NEED FOR FLEXIBILITY
Change
Domestic Top 5 CV-makers Sector
Jun-10
Jun-11
Change
TML
30,190
35,081
16.20%
M&M
7,005
9,750
39.19%
ALL
7,497
6,824
-8.98%
VECV Eicher
2,746
3,616
31.68%
FML
1,672
2,164
29.43%
* Source: SIAM/ ** Excluding exports/ *** all sub segments considered/ ^ excluding MRPL
T Murrali Frankfurt
T
he growth trajectory of the automotive industry in the emerging markets of Asia has incited the Hanover headquartered Continenta l Automotive to weave its strategy suitably to strengthen its foothold in terms of local engineering and manufacturing capabilities in this region, and to propel its overall growth. The key factor, according to the company, is localisation of the entire value chain encompassing research and development, marketing, sourcing and manufacturing. It may be recalled that in 2010, Continental witnessed an about 50 percent sales growth in Asia to over Euros four billion. In the long-term, the company is looking at increasing its sales considerably from this region while maintaining the same share as in its current core markets of Europe and North America. Speaking to a group of Asian journalists, the CEO of the company Elmar Degenhart said that the company is investing around Euros 1.5 billion for adding capacities and developing new product. Besides, it is also spending about Euros 1.6 billion on R&D. With sales of Euros 26 billion in 2010, the automotive group of
Through innovative design and packaging, Continental develops systems for affordable cars too
the Continental operates under three divisions—Chassis & Safety, Powertrain and Interior. The President (Interior division) and Executive Member of the board of Continental, Helmut Matschi said the division’s vision is ‘Always On’ and it has been developing integrated electronics and mechatronics systems required for operating and networking different vehicles. “The focus on processing information inside the car connects the efforts of Continentals’ interior division with the company’s
other automotive divisions and facilitates cooperative work on the implementation of our clean power and zero accidents vision,” he added. According to the President (powertrain division) of the company, Jose Avila, the focus is ‘Clean Power’ and its developers, “concentrate on production of entire systems because of modular and adaptable technology makes it possible to supply fi rst-class solutions to even in price-sensitive markets.” Currently, about 22 percent of the
MSSL to acquire 80 percent stake in Peguform Group Our Bureau New Delhi
M
otherson Sumi Systems ( M S SL) r e c ent l y announced its plan to acquire 80 percent of the shareholding of Peguform Group, Germany from Cross Industries AG. The acquisition would be made through a joint venture in which MSSL would hold 51 percent and Samvardhana Motherson Finance holding the rest. While this special purpose vehicle would acquire 80 percent shares of Peguform Group the rest would remain with Cross Industries. Peguform has a strong presence in Europe and it is the
VC Sehgal, Chairman, SMG
second largest supplier of door panels and the third largest supplier of instrument panels in Germany. It is also leading manufacturer of bumpers and cockpit assemblies. Its major customers include Volkswagen Group, BMW, Porsche, PSA Peugeot
Citroën, Renault-Nissan, Daimler and GM. The Chairman of Samvardhana Motherson Group (SMG) and Vice Chairman of MSSL, VC Sehgal, said “Apart from the synergies that SMG would bring to the acquired entity, the product range of Peguform complements our polymer product range in India. There are obvious synergies in terms of customers served which will further strengthen the position of the group as a global module supplier to automotive OEMs.” The deal is expected to be completed by the end of September 2011, by which time, all closing conditions including regulatory approvals as applicable, are expected to be received.
sales comes from APAC region and is expected to grow to 27 percent by 2016. While this region will witness a CAGR of about 12 percent, the rest of the world will see seven percent growth, he said. The vision of the chassis and safety division of the company is ‘accident free driving’ and according to the head of the division, Ralf Cramer the safety systems developed by Continental will be of world standards despite products being developed in the market they are consumed. Though governments world over undertake serious measures to reduce fatality rates, “I don’t think it is possible to achieve this objective without technological support,” he said. Every third euro that it will earn by 2015 will come from Asia from the current 20 percent. For Asia, the objective is to develop products at lower cost that are lighter, with lower box volume and reduced machining besides, inculcating family concepts. Degenha rt pointed out, “The recent plant openings in Heifei and Jinan in China, the ground breaking of a new R&D centre in Singapore and the extension of our existing Tech Centre in Bangalore in India are only some examples of our high level of commitment to the Asian market.”
Daimler Fin kicks off operations
D
aimler kicked off its fi nancial services unit in India under a new subsidiary ‘Daimler Financial Services India’ with an initial investment of $50 million to offer comprehensive finance, leasing and insurance products to customers and dealers of Mercedes-Benz cars in India under the brand ‘Mercedes-Benz Financial’ headquartered in Chennai. Daimler Financial Services operates in 40 countries globally. With an asset portfolio of around Euro 63.7 billion at the end of 2010, it is one of the leading automotive financial services providers for passenger cars, trucks, buses and vans. Furthermore, it provides automotive insurance solutions with more than 1.8 million contracts.
CONTENTS CORPORATE Federal-Mogul firms up plans for sustainable profitable growth
06
Federal-Mogul has firmed up its plans for sustainable profitable growth globally while catering to the emerging trends in the automotive industry
Surging ahead on patent path
12
Increasing number of automobile companies have been filing applications for protecting their intellectual property under IPR
GLOBAL WATCH
TNT for better connectivity in second, third tier towns
15
TNT is gearing up for deeper penetration in the Tier II and III towns and cities in order to have to have a deeper engagement with the automotive sector
EU car sales see steep drop
35
European new-car sales suffered their biggest fall in eight months in June as economic uncertainty made consumers wary
Dost breaks new ground in dynamics, design
16
ALL’s SCV—Dost has all the possibilities to rope in women customers with a slew of features that are not only convenient but also affordable in terms of capital and ownership costs
Daimler gears up for increased sales in China
37
Sales of Mercedes-Benz in China rose 52.3 percent to 92,174 units with deliveries in June up 19.1 percent compared to June 2010, with 16,278 units sold
16
Automechanika Shanghai attracts leading first timers
39
Automechanika Shanghai will take place from 7-10 December, 2011 at the Shanghai New International Expo Centre and is likely to attract 3,600 exhibitors globally
Nissan to introduce low-cost Logan for Russian buyers
41
Nissan will manufacture a Russian variant of the Logan as the automakers pursue a combined 40 percent share of the fast-growing market with Russian partner AvtoVAZ
46
THE OTHER SIDE
AC Delco expands product portfolio
17
AC Delco India has introduced a new range of VRLA batteries, based on AGM (Absorbed Glass Material) technology, in a bid to expand its product offering
MESL tilts towards technology, diversification
19
Rajat Tandon, Country Director, Sales, Navteq India
22
As Country Director, Sales, Tandon has been aggressively promoting higher use of navigation and building partner & reseller channel to increase market reach & customer fulfillment
Mark Exhaust Systems has diversified into manufacturing door sash and now entering into other product ranges including shock absorbers
Carnation sees potential in organised aftersales Carnation Auto is looking at an aggressive expansion by initiating franchisee mode this year, which will be rolled out in a phased manner
Sandeep Khosla
Associate Vice President: Sudhanva Jategaonkar
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6
Auto Monitor
1 - 15 August 2011
CORPORATE
Federal-Mogul firms up plans for sustainable profitable growth T Murrali Detroit
T
he Detroit headquartered $6.2 billion Federal-Mogul has fi rmed up its plans for sustainable profitable growth globally while catering to the emerging trends in the automotive industry. In order to accomplish these objectives, the company has conceived a strategy based on five key elements. Firstly, it will be through ‘leading technology and innovation’ in vehicle and industrial products, for fuel economy, emissions reduction, alternative energies, environment and safety systems. Secondly, it will apply ‘engineering, manufacturing and quality excellence’ through the use of world-class talent, processes and facilities, which will ensure customer satisfaction. Thirdly, it will focus on ‘worldclass operating performance and supply chain management’ to generate best-in-class products at competitive costs. Fourthly, it will concentrate on ‘market, customer and product diversification’ with an objective to notch An array of components by Federal-Mogul
Vishy Seetharaman, Global Marketing Director, OE Sales, Federal-Mogul
the number one or two position in all major markets and with all major customers. Lastly, the company will rivet on ‘strong fi nancial performance, operating results and cash flow’ to enable continued investment in the development of leading technology and innovation, geographic and market expansion and strategic acquisitions for growth and portfolio diversification. The Global Marketing Director, OE Sales, Federal-Mogul, Vishy Seetharaman said FederalMogul is focusing on best-cost manufacturing footprint locali-
sation in strategic world markets including China, India, Brazil, Russia and Eastern Europe. The company closed 33 sites in the Americas and EMEA in 2005-2010 while it opened 12 new locations in BRIC during the same period. Apparently, the share of manufacturing operations for the company in the best cost countries, including India, has grown to 30 percent in 2010 against 10 percent about six years ago. The gain was at the cost of contributions from North America and Europe. Over a period of time, it has created world-class localised engineering with globally networked technical centres. The objective is to focus on global lean enterprise throughout operations and zero tolerance policy to maintain world-class safety. The company has been accruing global purchasing savings by managing material cost, commodity price and technical savings and also by leveraging strong and best-cost local supply base coupled with world-class supply chain management. Talking about its Indian operations, Seetharaman said the
company has seven manufacturing facilities employing a crew of about 6,600, catering to several industrial segments including automotive, heavy-duty motorcycles, energy, industrial, power generation, railway and defence. Federa l-Mog ul plans to expand global aftermarket portfolio and brand coverage leveraging market dynamics. The key to this initiative is the increasing number of ageing fleet of vehicles, markets becoming price sensitivity and growth of mid-range segment. The company’s strategy is to develop global aftermarket business by strengthening premium brand leadership, expanding midrange portfolio, introducing new products and expanded channel distribution for China, India and Russia. Federal-Mogul operates 18 globally-networked technology centers across the Americas, Europe, and Asia, which are strategically located to serve customers within their local markets. The company recently opened its state-of-the-art technical centre in Shanghai, China while strengthening its technical centre in Bangalore in India and establishing an engineering and testing centre in Brazil. Recognised as a preferred supplier by several global OEMs for its pistons, rings, pins, valve seats and guides, liners and ignition, the company is continuously working on reducing friction, weight and alternate materials to enhance overall efficiency and contain the cost of ownership.
For instance, in the powertrain energy division, the company is involved in the development of new materials, coating, tribological solutions, component / system design and analysis. Some of the developments include low friction, low mass, low NVH architectures—‘Economiser’ that achieves more than 20 percent of the piston friction. Besides, its unique top ring groove protection technologies, coatings and engineered surfaces catalyses the performance. The company’s ‘EcoTough’ ultra-low friction skirt coating reduces fuel consumption up to 0.8 percent and became the 2011 PACE Award winner, which is considered as the Oscar in component development. It has also developed new alloys for increased strength and durability. In the case of piston rings, it has the next generation plasma and physical vapour deposition ring coatings for maximum scuff resistance. Federal-Mogul has also developed friction materials for higher load and torque requirements. It has low steel, low copper brake pads and liners offering enhanced performance. The company is also working on LED headlamps and is in talks with a few OEMs in India too. It has also developed flexible shields for in-vehicle cables that protects from the vagaries of weather and heat. Besides, it also prevents rodents from damaging the wirings as these flexible shields have pungent chili and pepper coatings. All these initiatives will help Federal-Mogul to sustain profitable growth globally, he added.
8
Auto Monitor
1 - 15 August 2011
INTERVIEW
“India will grow more stable than China” After an encouraging start in 2011 and in light of a production forecast of 75 million passenger cars worldwide, Continental is striving to increase sales by another 10 percent to more than Euros 28.5 billion this year. And Asia is going to play a vital role for the company as from next year onwards nearly every second car worldwide will be manufactured in this continent. Chief Executive Officer, Continental, Elmar Degenhart shares the company’s strategies to accomplish its set objectives. T Murrali What are the significant changes that you have witnessed during the last couple of decades in the Asian region? I was serving in Shanghai in early ’90s and I could recognise the change China witnessed in the last 20 years. What is necessary is to listen to the customers. You can easily recognise that there are sometimes similarities with regard to expectations of the customers and there will be big difference that is explainable and understandable. This is because the background is different. So the customers in India, China, Germany and the US have different expectations on the operational aspects of similar products. It would be difficult to be successful if these expectations are not considered. Therefore we have the policy in the meantime that somebody who wants to be in the executive level of management has to have international experience. Even if you are visiting a country frequently, it may not be enough to understand the market. One has to live there to get a better judgment. This helps to see the organisation from outside and also helps in understanding the culture, which eventually helps in developing customised products. Besides, it will help
in understanding the strengths and weaknesses. We are allowing our young and talented managers to get these experiences to be successful in the emerging markets as we tend to over engineer the products for these markets if developed in Germany. Can you take us through your activities in the Asian market? We are in different stages in the major Asian markets including India, China, Japan and Korea that are not saturated. Japan has a home market and we want to do business in the country itself. However, the main focus with regard to Japanese customers is North America and Europe. The characteristic structure of Japanese OEMs is a kind of a natural hurdle for overseas suppliers. Therefore we need something exceptional if we want to sell in the country. Does the growth witnessed by China and Korea reflect in Continental’s performance? China is a market by itself and everybody wants to be present locally to be successful. About half of the Euro four billion that we registered in 2010 in Asia, came from China. Korea began heavily focusing on exports. Therefore we are
thinking about how we can be successful with Korean customers and the currency structure. Though being a relatively smaller domestic market it is technically well advanced. Like in Japan all the decisions by OEMs are done in Korea itself and therefore we have to be there. Could you throw light on your Indian operations? India is coming from a lower base. Moreover, like China, India has also been witnessing growth for some time now and it is a huge market with lots of opportunities. I cannot believe that China will be growing at the same levels of GDP and the current car volumes in the next ten years. With a well educated engineering base, deep technical understanding and language skills, we believe that India will grow more stable than China. Could you explain why? What are the attributes that you see in India that support your argument? First of all the political situation is better. The housing environment is much more solid than China. Lots of people are convinced that China is heading towards housing issues and it can be comparable with North America. We believe that India will see improvements and capacity addition in infrastructure in terms of roads, airports etc. This will trigger continuous growth. And the rate of growth will
be faster than China due to economical and political stability. Since the pace of growth in slower in India, it will be stable. What is the current share of revenue from India and how will it transform in the next ten years? In 2010, the consolidated contribution from India was around Euro 200 million and this year we hope to double the growth. China has been selling 30 million to 40 million vehicles per year while India clocks more than 10 million vehicles. India may be slow but more stable and the risk is lower than that of the overheating economy. Our target is to get a revenue of Euro one billion as early as possible. What is the timeline for this target? It’s a good question; it all depends up on how the market grows. We believe that the middle-class population in India will grow faster, which will
eventually trigger the economic growth. This segment of people is shifting from small and mini cars to higher segment cars, which are equipped with modern communication systems and safety equipment, eventually opening up opportunities.
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w w w. m a g - i a s . i n
EDITORIAL An overheated economy is risky
T
he auto industry has begun to moderate since early this year and it is evident with the numbers that each segment clocked in the fi rst quarter of this fi scal. The volume growth during the quarter was a mixed bag with two-wheeler manufacturers reporting robust sales while the passenger vehicle and commercial vehicle segments showing signs of slowdown. Though the cumulative domestic sales grew by about 15 percent in the fi rst quarter of the fi scal 2011 against the period last year, sales in June was lower at 13 percent as compared to the same month last year. The passenger vehicles segment grew at 8.77 percent in the quarter over the same period last year. Passenger cars grew by 7.30 percent, utility vehicles grew by 5.08 percent while the vans reported 29.28 percent growth in this period. In June 2011, passenger cars and utility vehicles recorded substantially lower growth of 1.62 percent and 4.36 percent while vans continue to grow, registering 28.42 percent. The overall commercial vehicles segment registered growth of 14.10 percent during Q1 compared to the same period last year. Two-wheelers registered a growth of 16.89 percent during the quarter. Mopeds, motorcycles and scooters grew by 20.99 percent, 17.38 percent and 13.30 percent respectively. The mixed performance could be due to increasing cost of fi nance since majority of the sales of the two wheelers, especially the volume segment, happen by cash. According to industry sources, the sales in July is not anything to write home about, especially for the passenger vehicle and commercial vehicle segments while the two-wheelers and three-wheelers continue to maintain their status. Despite the drop in numbers, there seems be no qualms about it as it has been taken in a positive manner. The reason could be due to the better reading of the economy. Also it is believed that cruising at high speeds continuously might lead to a disaster. The moderation in sales will help the vehicle manufacturers and the component counterparts to look back and take corrective steps and measures for a healthy growth
ahead. It will also give some breathing space for those who had been gasping for some time now, and plan not only for the domestic market but also for exports. There are some regulations that the vehicle exporters have to follow while shipping the vehicles to destinations in European Union and the US. For instance, the tyre pressure monitor is becoming mandatory from next year in Europe and therefore some changes have to be inculcated in the vehicles. And these things have to be taken up in the entire value chain originating from the component manufacturers. According to industry experts, China is heading for a severe slowdown. And some have gone to the extent of equating to what happened in the US, especially on the housing front. An overheated economy is always risky. Therefore the moderation is welcome. It has been a fortnight of small vehicles as GM India launched its Chevrolet Beat diesel while Ashok Leyland fielded its debutante light commercial vehicle, the Dost. Both are destined to clock good numbers due to the attributes that they have. Wishing you much pleasure reading. Do send us your feedback.
T. Murrali t.murrali@infomedia18.in
IMAGE of the fortnight
FORTNIGHT’S QUOTES “We’re dealing with global companies, and we can only be successful if we deal with them globally” Bob King, President, United Auto Workers
“Volkswagen and Suzuki are, and will remain two independent companies. No increase of Volkswagen’s Suzuki stake has been agreed upon” Hans Demant, Vice President, Volkswagen
“We will buy new kinds of materials because the industry is in the midst of a huge revolution—the electrification of the automobile” Herbert Diess, BMW Management Board Member for Purchasing
“We may relook at the future investments in the Maharashtra state; may consider states like Gujarat in the future for expansions” Rajiv Bajaj, Managing Director, Bajaj Auto Dr V Sumantran, Executive Vice Chairman, Hinduja Automotive and Chairman, Nissan Ashok Leyland Powertrain and Dr Andy Palmer, Executive VP, Nissan
“We have always said that to maintain 25-30 percent consistently in growth is out of question” Dr Pawan Goenka, President, Automotive and Farm Equipment sectors, Mahindra and Mahindra
Auto Monitor Editorial Team Editor T. Murrali Features Editor Abhishek Parekh Senior Correspondent Nabeel A Khan Correspondents Shambhavi Anand, Bhargav TS, Akmal Rahman B Senior Copy Editor Nandita Rohit Kapadia Contributing Editors Sirish Chandran Bertrand D’Souza
Design & Photography Chief Photographer Mexy Xavier Photographer Neha Mithbawkar, Joshua Navalkar Asst. Art Director Varuna Naik Senior Designer Mahesh Talkar Scanning & Colour Correction Ravikumar Potdar, Ravi Salian, Sanjay Shelar Production Team Dnyaneshwar Goythale, Vikas Bobhate, Pravin Koyande
Send in your feedback and comments to: The Editor AUTO MONITOR, Infomedia 18 Ltd, 6th Floor, Kannammai Bldg, 611, Anna Salai, Chennai - 600 006. Ph: +91 44 3986 4200. Email: automonitor@infomedia18.in
ALL-Nissan roll out first Dost Ashok Leyland and Nissan Motor recently rolled out their fi rst product, the Ashok Leyland Dost, from Ashok Leyland’s Hosur facility. Dost will be available in three versions with the top-end version featuring air-conditioning, power steering, dual-colour beige-grey trim and fabric seats. The customer will also have a palette of three colours to choose from: white, beige and blue. This new launch offers its users a new experience and contemporary technology. Designed for a higher payload of 1.25 tonnes, it is equipped with a state-of-the-art 55 HP, 3 cylinder 1.5 litre CRDI engine. This brand-new engine is tuned for fuel economy as well as the driveability and gradeability required for Indian roads, thanks to the Common Rail technology and a substantial torque of 150 nm. The fi rst production vehicle was symbolically driven out from the dedicated newly commissioned Light Commercial Vehicle line by Executive Vice Chairman, Hinduja Automotive Dr V Sumantran. The commercial launch of Dost is scheduled later this quarter through a new exclusive dealer network.
12
Auto Monitor
1 - 15 August 2011
CORPORATE
Surging ahead on patent path Shambhavi Anand New Delhi
W
ith the Intellectual Property Right (IPR) culture changing significantly after the amendment in the laws in 2005, an increasing number of automobile companies have been fi ling applications for protecting their intellectual property under IPR. The number of patent applications fi led in 2009 rose to 299 from 167 in 2005 in India. Earlier most of the patents were fi led by the vehicle manufacturers but now even the suppliers have become aware of the significance of IPR protection. “There has been an increase of over 15 to 20 percent in the number of patents fi led by automotive companies in India in recent times,” claims CEO, Global Institute of Intellectual Property (GIIP), Atulya Nath. He attributes this growth mainly to the increased R&D spent by the automotive companies in India.
Patents Patent Protection
IPR Trademarks Patent Applications “There is a lot of activity going on, on the research side in the automobile sector. Earlier, research used to be an incremental enhancement to an existing technology but with competition increasing tremendously, the R&D spent has increased. And since the norms for getting a patent have become user-friendly, many companies both Indian and international, with operations in India are fi ling for IPR,” added Nath.
Some of the leading patent fi lers in India are Honda, Ford, R&D Hyundai, Suzuki, Tata Motors and Toyota. W h i le Honda (HSCI and HMSCI) have fi led t he ma x imum number of patent applications Design during 2005-2009, Rights Tata Motors has the next highest Atulya Nath, CEO, GIIP number of patents GIIP, which provides knowlto its credit, according to a report edge about various IP related published by the Indian Patent statues, filing procedures, office by 15 January, 2011. infringement issues for protection Eminent suppliers who have with focus on Indian, European fi led a significant number of patand the US laws to professionals ent applications are Hella India and corporate teams, is closely Lighting, Clutch Auto and Avtec associated with automobile comamong others. However, Nath panies like TVS, Reva and Suzuki feels that there is ‘lot more scope’ for their IPR activities. for the suppliers to protect their Elaborating on one of the products. Since a lot of design most significant changes brought work happens at the suppliers’ about by the amendment, Nath end, it is imperative for them to said that earlier, there was no have knowledge of IPR. system for product patents. So The maximum number of there was a probability that even Indian patent applications fi led if one had a patent, someone does by automobile players in general reverse engineering and produce relates to arrangement or mounta similar product and sells in the ing of propulsion units or of market. However, now there is transmissions in vehicles, arrangea provision for product patentment or mounting of plural diverse ing which means that no one can prime-movers, auxiliary drives, introduce an already patented instrumentation or dashboard for product unless they have a license. vehicles, conjoint control of drive Processes can also be patented but units, arrangements in conneconly if the product is protected. tion with cooling, air intake, gas
exhaust, or fuel supply, of propulsion units in vehicles. It usually takes three years from the date of filing of the patent application till it is granted and so most companies fi le the application when the R&D activity is initiated. Once a patent is granted, it guarantees protection for 20 years after which, it can be floated in the open market. The cost of getting a patent is cheaper in India as compared to the western nations. Some other changes in improving the IPR culture of the country include the qualifications for the patent examiner. Earlier only a graduate degree was required for the post. But now a technical degree is a prerequisite. Some international agencies have also taken proactive measures in imparting necessary training and awareness. The infrastructure of the patent office has also been improved. The entrance of international players in the India has also boosted the number of patent fi lings here. Many international players enter the Indian market with a JV and so they need to protect their intellectual property as the chances of infringement are great. Since patents are territorial rights, protection in one country does not ensure protection in another. As patents are in the larger interest of the foreign players, they send their representatives for awareness to the Indian counterpart.
Bajaj-KTM to launch 200cc bikes
New Fiesta at `8.23 lakh
Our Bureau New Delhi
A
ustrian bike manufacturer, KTM recently announced its plan to launch its fi rst 200cc motorcycle, ‘Duke’, in India by next year. The company will develop the sports bike jointly with Bajaj Auto and will be showcased at the Auto Expo to be held in the national capital. “At the Delhi Auto Expo next year, we will launch the fi rst 200cc Duke bike in India, “Chief Executive Officer, Cross Industries and Chief Executive Officer, KTM Sportmotorcycle, Stefan Pierer said. The bike will be produced at the Pune facility of Bajaj Auto.
Feel the pulse of the trade
Bajaj Auto holds around 40 percent stake in KTM. KTM had launched the 125cc Duke, developed jointly with Bajaj Auto in Europe in March this year. The bike maker expects to sell 25,00030,000 units in India in the first year of launch. It will launch 350cc bike by 2012. KTM and Bajaj are looking to expand the markets for their bikes. The partners are looking to export these bikes to emerging markets like Thailand, Malaysia, and Brazil. Cross Industries, the holding company of KTM, would enable its partner, Bajaj Auto, to hike its stake up to 49 percent stake in KTM.
Epicor launches next generation ERP solutions Our Bureau Mumbai
E
picor Software Corporation, a business soft ware solutions provider to manufacturing, distribution, retail and services sectors, launched its next-generation enterprise resource planning (ERP) solution Epicor 9 in India. With web 2 concepts to provide users with a collaborative and dynamic enterprise business application experience, Epicor delivers an adaptable business architecture that satisfies the needs of any enterprise. Its enterprise business solution is built on a second-generation service-oriented architecture (SOA), Epicor Internet Component Environment (ICE) 2.0. The backbone of the company’s ERP solutions, Epicor ICE, fuses web 2 technologies with Epicor True SOA to deliver business architecture that offers f lexibility,
usability, and agility in support of application-to-application integration and business-tobusiness collaboration. Epicor 9 has been shipped to more than 2,100 businesses in 60 countries, including shipments to more than 900 new customers. Manufacturers, distributors, financial institutions, service firms and retailers globally have been extensively using the software to enhance productivity. Epicor Software Corporation (recent ly combined w it h Activant Solutions) delivers business software solutions to the manufacturing, distribution, retail and services industries. It has more than 33,000 customers in over 150 countries. Epicor Enterprise Resource Planning (ERP), Point Of Sale (POS), Supply Chain Management (SCM), and Human Capital Management (HCM) enable companies to drive increased efficiency and improve profitability.
T
he new Fiesta recently made its Indian debut with two powertrain options at `8.23 lakh (1.5 litre Ti-VCT Style, ex-showroom, New Delhi) and `10.42 lakh (1.5 litre Duratorq TDCi Titanium Plus). The 1.5 litre petrol engine makes its global debut with the launch of the new Fiesta. Ford India is offering Anti-Lock Brake System (ABS), Electronic Brakeforce Distribution (EBD), airbags and steering wheel audio controls as standard features across all eight variants in both petrol and diesel options. Both powertrains will be manufactured in Ford India’s engine plant at Maraimalai Nagar. Ford India will
continue to manufacture and sell the existing model ’Fiesta Classic’ and the new Fiesta will provide an option for customers to upgrade. The new Fiesta is available in four premium trims, across eight variants—Style, Trend, Titanium and Titanium Plus, with both petrol and diesel powertrain options in manual transmission. The EPAS with Pull Drift Compensation technology adapts to changing road conditions leading to increased safety and control. It is available in seven colours—diamond white, moondust silver, sea grey, chill, panther black, squeeze and kinetic blue. Ford India is offering a two-year warranty/ 100,000 km, whichever is lower, on the new Fiesta.
14
Auto Monitor
1 - 15 August 2011
AUTOPINION
Automotive Supply Chain: the need for flexibility F
Suneel Aiyar, Associate Director, Consulting Services (Supply Chain), PricewaterhouseCoopers Pvt. Ltd
A truly connected and timely flow of planning information within and between customers, suppliers, and the company itself is no longer a ‘nice to have’ capability— it is clearly a key ingredient for flexibility and, therefore, for long-term survival
or decades, effective supply chain management in the automotive industry was seen as a quest for the lowest possible price, the leanest processes with the shortest throughput time, and the lowest level of risk. However, over past few years, the supply chain managers in the automotive industry have seen dramatic shifts in focus from a strong push for growth in 2008 to managing the economic crisis in 2009, followed by strong growth in 2010 and a slow down in 2011. Additionally, the industry has also been impacted by fuel price volatility, interest rate hikes, natural disasters in the Pacific Rim, supply shortages and militant unions. Volatility has become the ‘new normal’ for automotive supply chains. Today, the supply chain manager’s mission is to meet customer needs, despite unpredictable swings in customer demand and the availability of resources. Cost control and efficiency will always be important, but, from now on, companies won’t be able to reap rewards of efforts on those fronts, unless they can build real flexibility into their processes. To build flexibility in the supply chain, automotive supply chain will have to embrace the practices given below.
Plan proactively against supply disruptions and ensure effective supplier capacity allocation Across the industry, from local leaders to multinationals, the pinch of the parts shortage is being felt. No car maker is able to take full advantage of the bounce-back in demand, because their suppliers are unable to cope up with fresh orders. For customers, the delivery times have stretched interminably. For instance, it takes as much as a year to get a leading SUV, three to four months for some of the popular hatchbacks and sedans. Initially, the wait was less than a month. Despite the criticality of supply disruption and need for proactive capacity strategies for flexibility, establishing partnerships with key suppliers based on long-term commitments in many instances are yet to be worked out. There is significant opportunity to: • Work with key suppliers to develop a preferential delivery schedules in case of capacity constraints, as well as processes that have maximum upward and downward volume flexibility • Communicate rea l-t ime demand and guarantee orders in a pre-defi ned volume band to their supply base • Secure supply for critical material groups in multiple geographic regions to ensure reliability rather than a single sourcing focus In automotive supply chain, supply assurance needs to cover the entire partner network—providers of material, labour, and equipment—to ensure a stable supply response to changes in customer demand. This will help
auto companies to be prepared to go into crisis mode at a moment’s notice, and many have standing ‘war rooms’ to cope with major disruptions. With working capital limits, both in-house and at suppliers, this is a complex task— but essential for staying ahead of the competition.
Engage in collaborative demand and supply planning across the extended supply chain The crisis of 2009, the upturn of 2010, and the challenges of 2011 have underscored the vital importance of effective demand and supply planning. Auto companies would need to do real-time planning and execution, tight-
Volatility has become the ‘new normal’ for supply chains. Today, the chain manager’s mission is to meet customer needs, despite unpredictable swings in demand and the availability of resources. Also, companies won’t be able to reap rewards unless they can build real flexibility into their processes. ly focused on critical resources, and effective modelling of scenarios for rapid response to high demand volatility and major supply disruptions. Collaborative forecasting or joint planning of key supply chain parameters could allow for faster and more informed decision making. As a result, auto companies can anticipate ups and downs in demand and adjust product or supply availability accordingly, across all supply chain partners. Typically, auto companies still rely on their experience and ‘fi refighting’ skills of their supply chain management teams to cope with volatile demand and supply disruptions. Further, several auto companies have not even started to execute key end-to-end supply chain initiatives. Companies need to assess which levers are appropriate and feasible for increasing flexibility. These measures include collaborative planning with customers, integrating key suppliers and other partners, streamlining processes, managing inventories, and recruiting the best talent. A truly connected and timely flow of planning information within and between customers, suppliers, and the company itself is no longer a ‘nice to have’ capability— it is clearly a key ingredient for flexibility and, therefore, for long-term survival. For example, leading companies now select key materials or products at Tier I and Tier II suppliers, and target them for specific forecasting and planning. On the demand side, leading companies focus their planning efforts on products in different customer
segments that require guaranteed lead times and are indicators for changing demand patterns.
Tightly integrate and align with partners’ supply chain configuration True supply chain flexibility occurs only when organisations can make the necessary alignments and partnerships work across the extended supply chain. Several auto companies are developing flexible shift models to quickly ramp-up or ramp-down their supply chain capacities and have implemented measures, either fully or partially, to increase flexibility of their overall supply chain configuration. However, integration with key suppliers, partners, and customers is generally less advanced. Flexibility leaders will need to expand their supply chain architecture to include design and engineering setup, manufacturing facilities in various regions, and logistics and service structure. Leaders will also have to ensure that all players in the global extended enterprise network measure themselves according to jointly agreed upon performance standards—which is key to achieving maximum flexibility while mitigating performance and cost risks.
Seamlessly integrate supply chain and product development The key differentiating lever in a faster time-to-market environment is the ability to master new product introduction and product retirement across very diverse customer markets. Accelerating ramp-up and ramp-down of products would require integrating product development and supply chain activities from the onset. Basic practices such as tighter management of engineering change orders and a focus on component reuse are critical as well. This joint approach marks a significant departure from the more common functional separation between product development, quality, procurement, supply chain, manufacturing, and service operations.
Build flexibility as a mindset True operational flexibility also requires the right mindset and a commitment from top man-
agement. During the past few years, auto companies have been overwhelmed by the magnitude of demand and supply volatility. Consequently, they tended to focus on short-term priorities, applying approaches that worked in the past. Leading companies, by contrast, met the challenges of volatility with a mid or long-term perspective and investments that were warranted. They have made operational flexibility a top management priority and secured support from managers across sales, engineering, and key supply chain functions. These companies have achieved effective supply chain planning and forwardlooking supply assurance, setting up truly responsive supply chain architectures and improving development responsiveness and ramp-up. Going forward it won’t be a surprise that they outpace their competitors.
The benefits of supply chain flexibility Focused investment in flexibility could pay off, both in revenue realisation and in cost savings. Supply chain flexibility could help improve revenue realisation by up to 10-15 percent similar level of cost savings. Higher revenues could originate from a company’s ability to respond to significant demand upswings. Lower overall supply chain cost is driven by fewer supply risks, reduced working capital, better planning of inventories and logistics, and less time spent on expediting and crisis management. Supply chain leaders are securing the supply of critical raw materials or products in long-term commitments to ensure best prices and on-time delivery. They also do end-to-end supply chain network planning to reduce inventories and free up working capital. (The author could be reached at suneel.aiyar@in.pwc.com. Views expressed are personal.)
1 - 15 August 2011
Auto Monitor
CORPORATE
15
TNT for better connectivity in second, third tier towns Abhishek Parekh Mumbai
T
NT is gearing up for deeper penetration in the Tier II and III towns and cities across the country. It aims to have a deeper engagement with the automobile and auto components sector for domestic and international delivery services. “We are looking to ramp up our service capabilities keeping in mind the growth of the automotive sector. It is one of the fastest growing segments for us and we are hoping to offer wider and faster connectivity to the Tier II and III cities and towns to assist our customers in their quest for growth,” said Marketing Head, TNT India, Sanjiv Kathuria. He added that the company has also established centralised information dissemi-
Royal Enfield plant in Chennai proposed Our Bureau Chennai
O
wing to the growing demand for its motorcycles worldwide, Royal Enfield has undertaken to expand its current production capacity in Chennai. One of the fi rst auto companies that entered Chennai in 1955, it has announced their new plant following the Tamil Nadu Government go ahead to allot land at the Sipcot Industrial Growth Centre, Oragadam, for building the new plant. The new plant will be equipped to pro-
duce the entire product range of its motorcycles. The proposed plant, spread over 50 acres, is slated for completion by the fi rst quarter of 2013. Once completed, the new plant is expected to spike its current capacity of 70,000 units per annum to 1,50,000 units per annum. For the company, expanding in Chennai comes with several advantages: proximity to their existing plant in Tiruvotriyur will bring synergies for the supply chain as well as their existing human capital. Further, Chennai’s growing importance in the global automotive industry combined with the effective auto- eco-system at Oragadam will augment their growth curve. Royal Enfield has been a pioneer of powerful four stroke technology in India since 1955. It is one of the oldest motorcycle companies in the world and is a division of Eicher Motors. With its manufacturing base in Chennai, India, the company offers a variety of models catering to the needs of the traditional segments, the enthusiasts, the leisure bikers and the urban youth. The brand stores offer a unique motorcycling experience to all customers by bringing to life integrated brand values.
Sanjiv Kathuria, Marketing Head, TNT India
nation and call centre facility for online and telephonic dissemination of information regarding the delivery status. It is planning to have value added services targeting the specific requirements of different industry segments,
especially automotive sector. It is looking to ramp up its fleet size to offer quicker response for customers in higher volumes. Its range of services for the automotive sector includes cont rol cent res, inbou nd materials management, aftermarket parts express, time critical aftermarket, merge in transit, value added service and TNT returns express. Available in 18 European countries, the US, India and South Africa, automotive control centres provide seamless order management service with full visibility of information to automot ive product ion plants requiring time-critical production parts (inbound flows) and suppliers who send time-critical production parts to automotive production plants (outbound flows).
The company offers the complete management of inbound emergency material f lows by taking inbound order request, verifying the availability of the material required with OEM or Tier I suppliers, designing the optimal transport solution, confi rming the solutions with customers and executing the solution and proactively monitoring the shipment through to fi nal delivery. Aftermarket parts express solution for the automotive sector provides deliveries of urgent spare parts directly from distribution centres to dealers and warehouses. This service can help resolve delivery related issues by providing the latest possible collection times from parts distribution centre and delivery direct to dealers and workshops. This allows optimisation of ware-
house and inventory costs while providing customers with the highest level of service. Time critical aftermarket is a worldwide solution for TNT customers in the automotive sector who need to manage their time critical spare parts close to the point-of-need. The company’s newer service—Merge in transit—is a worldwide solution to manage and coordinate multi-component customer orders, where the components are sourced from different manufacturing and/ or warehousing locations. After receiving the components, these are temporarily stored awaiting order-completeness and consolidated in the TNT Value Added Service Centre to be delivered as one complete order to the end customer. The solution combines components into a single order while the goods are in transit.
16
Auto Monitor
SPECIAL REPORT
1 - 15 August 2011
Dost breaks new ground in dynamics, design T Murrali Chennai
T
he recent launch of the light commercial vehicle— Dost, by Ashok Leyland has all the possibilities to rope in women customers for the company as the vehicle offers a slew of features that are not only convenient but also affordable in terms of capital and ownership costs. The 1.5-litre three cylinder common rail direct injected turbocharged diesel engine delivers 55 HP of power, enough to carry a payload of 1.25 tonne while cruising at more than 90 kmph, which are significant amongst expectations of customers from this segment. It took less than three years for Ashok Leyland to rollout Dost, right from forming the JV with Nissan, to setting up the organisation, designing the vehicle from scratch and creating the manufacturing operations at one of its plants in Hosur. It all began with few Ashok Leyland’s officials saying ‘hello’ to Nissan management at Hanover show over three years ago. Speaking to Auto Monitor, the Executive Vice Chairman, Hinduja Automotive a nd
V Sumantran,Executive Vice Chairman, Hinduja Automotive and Chairman, Nissan Ashok Leyland Powertrain
In about three years you could establish the JV and launch the product. Could you tell us how it was possible? It has been as fast as I can ever imagine. Even clean-sheet new programmes take a long time but in our case we created the JV company, established the team and taken up the project with brand new engine for the brand new vehicle. We were literally laying the tracks and running the train. Chairman, Nissan Ashok Leyland Powertrain, V Sumantran said that while the company is imple-
What’s the industry average? The fastest that you can do with established team is 36 months. Perhaps well oiled company like Toyota, which is an existing organisation, can even do it faster. What is the roadmap for the company? We plan to introduce the Atlas and NSV 200 platforms that are much bigger vehicles with three to five tonne pay load. We are also working on a van. Not just variants but there will be completely new platform with new configurations every year. We are determined that the LCV is not going to be a peripheral business for Ashok Leyland but a solid one. Will the models from the JV outnumber Ashok Leyland soon? Would you be entering sub-one tonne segment? Once we get into three or four platforms then it is necessary to get stabilised. Somebody said ‘never say never’ but frankly there is disorderly fighting in the sub-one tonne segment. menting the fi rst phase of the project in which it will see the volumes touch 70,000 units, it has
already begun working on the second phase to make 1.9 lakh units by the third year. “It will be a significant as the scale of Ashok Leyland will start to overtake the MHCV and it is bound to be,” he said. Its partner Nissan is also looking at this initiative as part of its global strategy by considering centralisation of several portfolios of its LCV business. The joint venture helped both the partners to marry Japanese quality at Indian cost. Deciding on three-cylinder engine about three years ago was not only a huge risk but a challenge, though it has become fashionable now. For the Indian company, this is somewhere between the business of a car and a truck since LCVs have similar characteristics of passenger cars and that of commercial vehicles. And similar is the team that involved in the project. As the company sees that there are going to be a lot more individual owner customers unlike heavy commercial vehicles, it has exercised a different approach while appointing dedicated dealerships. The dealerships will have the look and feel of a car retail outlet while being lean and cost effective. “Best of the dealerships have joined us,”
(Inset) Views of Dost interiors (Above) Dost
including many from car retail business, he said. Driving the vehicle recently, this correspondent could feel that the vehicle behaved well in fully loaded conditions in both highway and village roads. The loading span is designed to carry more bulky as well as volumetric load than the existing vehicles in this segment. For example, it can take 58 crates of 24 x 300 ml cold drink glass bottles. Usually the kerb weight of the vehicle will be more than the laden weight, but they are equal in the case of Dost, which helps in enhanced fuel efficiency and lower cost of ownership. The front depicts a subtle smile and the vehicle is designed synergising the exteriors with interiors. Before driving the vehicle, the semi-forward design and cabin-over engine construction appeared to be detrimental to the looks, however, it proved to be wrong as it offers safety of a bigger truck in case of frontal collision while offering ease of manoeuvrability of a small truck. The frontal collision bar reduces risk of injuries in case of accident. The thinner A-pillar minimises the obscuration angle enabling more visibility. Besides, bigger tyres (185R 14-inch radial) help Dost in terms of quick braking, acceleration as well as fuel efficiency. The load sensing proportioning valve technology apportions the brake force ensuring no skidding even in fully loaded condition. Dost has clocked more than 1.7 million vehiclekilometres of durability running test than any other vehicle that Ashok Leyland has launched. Dost is available in three variants—base model with manual steering, mid-version with power steering, dual tone interiors and a higher version which AC and in both BSIII and BSIV versions. It is the only vehicle in its class with a five-speed gearbox giving more control over the vehicle. The middle seat enables the driver to take a nap by folding the other two seats to form a single flat bed. Yet another critical component in the vehicle is its unique front transverse leaf suspension giving good ride with higher durability. What compelled the company to develop and field such a product in a short time? The Dost programme leveraged the tools available in digital domain for fi nding and solving design and manufacturing issues well ahead in the development cycle. The entire vehicle was developed in 3D digital mock up unit, including all the wiring and piping. It also helped in terms of better serviceability checks of various components. By doing this in digital domain, the team minimised the number of expensive re-designs required to meet serviceability needs. Accessibility checks were done using human body module / simulator in a complete virtual environment. This contributed to reducing the process planning time significantly. All these initiatives enabled the team to make specific design changes and changes to assembly sequence to reduce the TAKT time. Besides, it also helped the team in optimally re-use the existing facilities like paint booth, eventually containing the overall project cost.
1 - 15 August 2011
Auto Monitor
CORPORATE
17
ACDelco expands product portfolio Our Bureau Mumbai
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CDelco India recently introduced a new range of VRLA batteries in a bid to expand its product offering. Based on AGM (Absorbed Glass Material) technology, the VRLA or valve regulated lead-acid batteries provide protection to industrial, commercial or business organisations against the disruption caused by electrical outages. A division of GM Technical Centre India, the company supplies aftermarket auto components for various models/makes in India. It meets the OE genuine spare parts requirements and caters to the aftermarket through a network of over 300 wholesale distributors. It sells lubricants, batteries, brakes, fi lters, drive
StarragHeckert breaks ground for Devanahalli factory Our Bureau Chennai
S
tarragHeckert Machine Tools, India held the groundbreaking ceremony for its new greenfield manufac-
turing facility in the Devanahalli Aeropark, Bangalore. With a total capital investment of `65 crore, Starragheckert’s new facility aims to meet the growing demands of the Indian and Asian markets. The company is targeting 10 to 15 percent of the four-axis HMC market from sectors such as trucks, tractors, earth movers, valves and machinery. Around 30 percent will be exported to meet the needs of the Asian market. The new factory, coming up on eight acre, will be built in two phases and the first phase with a built up area of one lakh sq ft is scheduled to be completed in 12 months and the roll out of four-axis horizontal machining centres will begin in 24 months. An additional one lakh sq ft of built up area would be added during the second phase over a three-year period. The new facility will initially manufacture 60 units a year and the manufacturing programme will be scaled up to 120 units a year during the second phase. StarragHeckert will manufacture Horizontal Machining CentersWMW CWK with 400 mm to 800 mm pallet sizes in the new facility. The group also has long term plans to produce five-axis machining centres from the new facility. “We will target 40 percent localised inputs in value terms for the WMW four-axis horizontal machining centres. Very soon we may be contributing to the production of fi xtures for the global market from here,” sa id Ma nag ing Director, StarragHeckert Machine Tools, India, N Chandramouli. The factory will provide employment for 200 people who will be trained through the Swiss Vocational Education and Training Initiative already initiated in collaboration with Swiss-Indian Chamber of Commerce.
shaft, air conditioning parts and wipers for vehicles of various makes for the aftermarket. The VRLA rechargeable batteries have been designed to provide high rate power capacities over short term durations. This feature makes the VRLA battery universally appealing across a broad spectrum of applications and systems. In addition to providing auxiliary power to maintain the uninterrupted function of electronic and telecommunications equipment, VRLA batteries also support the provision of emergency lighting, safeguard against security system and signalling failures, whilst supporting DC power supplies. They are also suitable for all types of UPS and EPS applications. Commenting on the launch of VRLA Batteries, Director, ACDelco, Rajesh Nangia said
They are maintenance free as there is obviously no requirement to regularly add water. With no corrosion, VRLAs, which incorporate a pressure release valve, are low gassing (unless overcharged), offer good cycling and stationar y performance, whilst providing equally good high rate discharges. They also exhibit very low self-discharge, typically one percent to three percent per month, which means they exhibit a long shelf life when compared to standard batteries. Due to the plates within AGM batteries being tightly packed and rigidly mounted, their rugged construction means they are less susceptible to shocks and resistant to vibrations.
VRLA batteries
“Launching an ACDelco range of VRLA batteries obviously means that organisations of all sizes will be able to source a product that will provide the power back-up required to protect organisations against the inconvenience that outages bring.” Incorporating a fully sealed construction, the company’s
AGM VRLA batteries are ‘recombinant’. This means that oxygen and hydrogen recombine inside the battery, creating water and so preventing water loss through electrolysis. The recombining process is typically 99 plus percent efficient. AGM batteries are also leak proof, as they do not spill electrolytes, even if inverted.
18
Auto Monitor
1 - 15 August 2011
STUDY
Rise in diesel prices, interest rates to impact profitability Strong freight demand ensured healthy profitability
Trend in repo rates during last two years
8.0
CARE Research believes that vehicle utilisation and fuel costs are the key parameters that determine transport operators profitability and freight rates. Buoyed trade demand during FY10 and FY11 ensured high utilisation rates and consequently healthy revenue growth for freight operators. Furthermore, stability in diesel prices helped to curtail sharp movement in freight rates during last two fiscals.
7.5 7.0 6.5 6.0 5.5 5.0 4.5
Recent hike in diesel prices to push freight rates; SFOs to be more sensitive
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Dec-10
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Dec-09
Au -09
Dec-08
A r-08
Au -08
Dec-07
A r-07
Au -07
igus® offers: no lubrication... dry running... no corrosion... no rattling (low noise)... low weight... good resistance to dirt and dust... special parts and special solutions... easy assembly... great life to cost relationship...
iglidur® Z
Delivery in 24 Hrs. Throttle bodies
plastics for longer life®
/automotive
Apr-11
Jun-11
Feb-11
Oct-10
Dec-10
Aug-10
Apr-10
Jun-10
Source: CARE Research and CMIE
recent hike in diesel prices has exerted additional burden on the profitability. CARE Research foresees profitability of the industry to come under pressure in short run and would impact the most to small freight operKey cost indicators ators (SFOs) more FY11 Q1FY12 than Large Freight (` / tkm) Operators (LFOs). Freight rates 1.43 1.50 The profitability of the freight Fuel cost 0.70 0.75 operators is also influenced by size EMI 0.13 0.14 of fleet. LFOs are in a better position or Depreciation 0.10 0.11 enjoy higher bar0.14 0.13 gaining power to pass on any rise in -0.01 the operating cost to its customers. Note:1) Calculation pertaining to freight rates and other cost Economies of scale help LFOs in better Source: CARE Research and CMIE utilisation of its Trend in average freight rates and diesel prices resources resulting in effective 1.80 cost control. LFOs normally have an 1.60 escalation claus1.40 es built in their contracts with 1.20 customers which 1.00 ensure that any rise in the cost is 0.80 passed on to the customers. However, it has also been Freight rates Diesel prices observed in the Note: Diesel Prices and Freight Rates is calculated for 9 tonne payload past that, there is Source: CARE Research and CMIE a time lag between
Think about... being free from lubrication
®
Feb-10
Oct-09
Dec-09
Diesel costs constitute around 40-45 percent of net sales of a freight operator. The year FY12, brought stiff challenges for the domestic freight transport industry as on one hand, the rise in interest rates have raised the capital cost of a freight operator, while on the other hand, the
Jun-09
4.0
` / tkm
Kunal Maheshwari Analyst, CARE Research
he road transport sector has been the backbone of Indian freight transport industry, contributing more than 60 percent share in the total freight movement. Hence, the state of the road freight transport industry is directly correlated to the macroeconomic environment in the country. During the last eight-nine years, buoyant economic growth, investment in infrastructure and buoyed trade scenario kept the freight demand strong, barring FY08 and fi rst half of FY09. Wide coverage, flexibility in operation coupled with advantage of last mile distribution has enabled roadways to dominate the freight transport industry. Furthermore, aggressive investments made by the government by improving road infrastructure in the country during last decade through various projects like the Golden Quadrilateral and North South East West (NSEW) corridor, has also fuelled growth in road transport industry.
Aug-09
Vishal Srivastav Analyst, CARE Research
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per cent
Revati Kasture Head, Industry Research, CARE Research
igus® (India) Private Limited # 36/1, Sy. No.17/3, NCPR Layout, Euro School Road Dodda Nekkundi Industrial Area - 2nd Stage Mahadevapura Post Bangalore - 560 048
the diesel price hike and rise in freight rates. Whereas, SFOs fi nd it difficult to pass on the rise in operating costs to their customers owing to their lower bargaining power and stiff competition from LFOs. Hence, SFOs tend to negotiate the price hike for a longer period taking hit on their margin. SFOs also have to bear additional costs in the form of commission to brokers or intermediaries that act as middle men for procuring customers directly or LFOs for their business. In order to understand the scenario more clearly, CARE Research has studied the operation dynamics for the Mumbai-Delhi route. It was observed that, the recent price hike in diesel has exerted an additional burden of five paisa/km on the operating cost squeezing the operating margins by almost 100-120 bps. While at net profit levels, sharp rise in the interest cost is expected to erode the net profit by around one paisa/km. CARE Research believes freight operators would gradually pass on the rise in the operating cost to the customer, resulting around four-five percent rise in the freight rates in next one-two months.
Interest Rate Hike The commercia l vehicle (CV) demand is majorly inf luenced by financing scenario, as more than 98 percent of the vehicles are purchased on loan finance basis. Rising interest rates, high inf lationary condition and considerable increase in vehicle prices have raised the capital cost and subsequently the overall ownership cost of the transport operator. CARE Research estimated, during last one year the EMI burden on new truck owner has increased by six percent ie by around `420 per month. CARE Research foresees, such a high inf lationar y scenario resulting due to spiralling interest cost and fuel prices may slow down the growth in economic activity during FY12, consequently affecting growth in CV demand. However, the monsoons levels this year would be key monitorable as it would have an impact on both the inf lationary scenario as well as economic growth.
info@igus.in Phone +91-80-39 12 78-00 Fax +91-80-39 12 78-02 The terms "igus, iglidur, plastics for longer life" are legally protected trademarks in the Federal Republic of Germany and in case also in foreign countries.
(The report is prepared by CARE Research, a division of Credit Analysis & Research. Views expressed are personal.)
1 - 15 August 2011
Auto Monitor
CORPORATE
19
MESL tilts towards technology, diversification Nabeel A Khan New Delhi
Products by MESL
D
iligent diversification of resources and products will ensure Mark Exhaust Systems (MESL) a safe landing to the destination foreseen to accomplish double growth and sustain robust profit margin at a time when input material cost is putting an unprecedented pressure, Managing Director, Rattan Kapur told Auto Monitor recently. Earlier an exhaust component manufacturer, the company has diversified into manufacturing door sash and now entering into other product ranges like shock absorbers with new technology like gas shock absorber, main shockers, rubberised production, heavy pressings, sheet metal pressings and assemblies. “We are looking at manufacturing certain items where rubbers and TPMs will be used because we see immense potential in these as light-weighting is going to be something which all the OEMs are going to look at in future,” Kapur said. During the fi nancial year ending 31 March, 2011, the group recorded turnover of about `800 crore with the profit margin of about four percent. Now it looks at doubling its turnover in next three years. Profit margins are estimated to remain tight and the company is adopting various inhouse measures to improve the bottom line of the company. MESL choose diversification looking at the ensuing jump in the demands as the major automobile players in India are planning to double up their production capacity over the next three years. Considering the huge potential in the market, it may be the ideal time to go for new products and expand current capacities to match the growth plans of OEMs. In the past year OEMs have been complaining of insufficient capacities from the key suppliers. Production of gas shockers will start by the end of this year, while strut and main shockers’ production will begin some time by the middle of the next year. The component maker is talking to a number of vehicle makers including Maruti Suzuki, Mahindra and Mahindra, Tata Motors and Honda to supply the new range of products. Although these OEMs already have an established supplier base, they are looking to expand the base considering their huge growth vision for the future. MESL is confident of getting the orders from these OEMs. This year the car makers are looking at manufacturing two million cars. By 2015, the production is expected to touch five million cars. Hence the component maker justifies it as at this level the OEMs will be happy to have more than one or two suppliers for the same products. In terms of volume, the Gurgaonbased company is looking at producing two million gas shockers annually while 2.5 million units of main shockers. The diversification will be in the field of gas shockers for tail gate and shockers for two-wheeler and four-wheeler. It is also planning to start waist seal manufacturing for automobile applications. However it did not divulge the detail of the technology to be implemented in the production process. “I don’t want to dis-
cuss that (method) but surely we will not be using the 20-year-old technology. We think that light weighting is very important. We
will also going to consider it in a big way because the customer is not going to pay us more for the steel,” Kapur added. An array of the new products will be manufactured at its Manesar plant where it has developed a new shade of one lakh square metre for the same. In its transition mission, the company has give due importance to upgrading its technology and enhancing R&D capability. It is developing its own R&D base capability with an initial investment of around `fi ve crore at Manesar which will become operational from March 2012. Apart from this MESL is tying up with one of the leading European company for
manufacturing of diesel particulate fi lters for BS-III, BS- IV and beyond for truck, bus and other diesel application. Calling diversification and R&D as the necessity of the day the over 25-year-old company have a vast pool of experienced engineers. The company is therefore investing in diversification to utilise its in-house expertise and also to improve its bottom line. In all its new joint ventures also it will be insisting on localising design and testing in India by imparting training and sharing the R&D know-how with the core team. The new R&D centre equipped with latest technology will be set up in Manesar. MESL is also looking at a new technical joint venture in Diesel Particulate Filter System (DPFS) with a German company HJS, mainly for commercial vehicles.
This will drastically reduce the emission to Euro IV, V level. It is also aligning with other German company called IAV for developing in-house capability. IAV is 50 percent owned by Volkswagen Group. The company has already signed MoUs with these fi rms. Currently the company does not get very significant contribution from exports but with the help of these new products volume is likely to increase. Its foreign markets are Italy and UK which is being consolidated by adding new customers and products. The group is currently exporting components and assemblies including exhaust systems, catalytic converters, exhaust manifolds and fittings. At this point in time the revenue from exports are in the range of `20 crore per annum and it hopes to increase this to `50 crore by 2013.
1 - 15 August 2011
CORPORATE
Auto Monitor
21
Choudhry Enterprises introduces eco-friendly seat Akmal Rahman B Chennai
C
houdhr y Enterprises, manufacturers of car seat covers and accessories, has recently introduced solvent free ‘Platina 900’ series seat covers. The company sells products under three brands: Autokame, Seasons and Ruby in the domestic and the international markets and manufactures a wide range of leather, vinyl and fabric car seat with a series of models like GFR, 800 series, 700 series, Ruby and Suede for all variants and models of the cars. The company has a major share in the aftermarket and supplies to car manufacturer General Motors and is expecting orders from Hyundai and other OEMs in a month’s time. The Platina 900 series seat covers are
DuPont to set up new innovation centre Our Bureau New Delhi DuPont recently announced its plan to set up a new innovation centre in Pune to conduct R&D for the India’s growing automobile segment. The centre is expected to open by next year; however, the company did not reveal information on its investments or human resource plans. “The DuPont India Innovation will respond to the needs of our customers. The centre will be
Paint products by DuPont
located in Pune and will focus primarily on the automotive segment, working collaboratively with local partners, customers and other companies,” Business Leader, DuPont Performance Polymers, India, Amandeep Cheema said. According to the company, the move is in line to expand its reach in the Indian market and that it will primarily focus on the automotive segment, working with local partners. In the automotive segment, it will work with automotive OEMs and component and system manufacturers to support the fast-growing Indian automotive industry. The decision to set up the innovation centre this year is part of company’s strategy to provide resources and support the growth plans in one of the world’s fastest growing economies- India. In 2008, DuPont set up DuPont knowledge centre in India focussing on high-end research and applications development. The centre will be one among four new global DuPont Innovation Centres in the Asia Pacific. The other three centres are in South Korea, Taiwan and Thailand. DuPont India is a subsidiary of the Wilmington, Delaware, US-based E. I. du Pont de Nemours and Company. It has presence in various segments/verticals including agriculture, nutrition, healthcare and electronics.
Rakesh Chhabra, Managing Director, Choudhry Enterprises
solvent free, which makes them eco-friendly. The topcoat is made of water-based lacquer to make it skin friendlier and coated with lacquer to improve the life of the seat cover.
User-friendly Properties The new series of seat covers
has properties like antiEstablished in 1980, the fungus, anti-bacterial, company initially manufacUV resistant, fi re retardtured auto components. As ant and perforated a part of its expansion providing free airplan, in 1996, it startflow. The PVC based ed manufacturing vinyl leather procar seat covers under vides a dry feel and the brand name nonwoven fabric Autokame. “We were helps to get the cool manufacturing feel for the backeight seat covers a ing. It is stretchable day which has now like leather, which expanded to 300 helps to expand the seat covers a day, seat cover and prowhich I feel is still vide comfort. The less. In the future, thickness of the we would like to material used for increase our marPlatina 900 series ket share. As the seat covers is 1.8 automobile indusmm compared to try is growing, we Platina 900 seat covers normal PVC, which is also want to grow along 0.9 mm and the seat cover comes with it,” said Managing with strings to provide a perfect Director, Choudhry Enterprises, fit. Rakesh Chhabra.
Expansion Plans It manufactures seat covers for 400 different cars and supplies customised seat covers on demand within a period of a week. The company has a manufacturing facility in Haryana and Delhi and is planning to setup a new plant in Haridwar with an investment of `four crore to cater the growing demands. The company is manufacturing products like car covers, car seat covers, neck rests, steering covers and other interior product. It sold one lakh seat covers last year and expecting to sell two lakh seat covers this year from the new orders. “We have expansion plans which include setting up a new facility adjacent to old factory in Haryana and the new facility in Haridwar will help us to increase our capacity,” he added.
22
Auto Monitor
1 - 15 August 2011
CORPORATE
Carnation sees potential in organised aftersales Nabeel A Khan New Delhi
Additional Hubs Moreover, this year it will be rolling out newer hubs across the country. It is also gearing up to kick start its e-business platform to cater to all the needs of car owners. This will be one of the fi rst time that an e-business platform is supported by brick and mortar outlets which helps develop the confidence in the business model. Though the company did not divulge the exact number of hubs it plans to add. So far its network of 24 hubs across 15 cities and has deliv-
Photograph: Mohd Nasir
C
arnation Auto is looking at an aggressive expansion by initiating franchisee mode this year, which will be rolled out in a phased manner. “We have received acceptance of our business model. Even through our website, we have received various testimonials and feedback, which convinced us that there was a gap in the aftersales service. Our vision to provide a solution to every discerning Indian car owner stands vindicated,” Chairman, Carnation Auto, Jagdish Khattar told Auto Monitor. Overseas, a third of the market is managed by third party organised players, but in India this share is miniscule. Carnation proposes to add 15 companyowned and operated hubs and also initiate the franchisee mode this year which will be rolled out in a phased manner over the next couple of years.
Tomas Ernberg named MD, Volvo Auto India
V
olvo Auto India announced the appointment of Tomas Ernberg as the Managing Director of the company recently. He will be responsible for the overall planning and operations in India. Ernberg has taken over from Paul de Voijs who completed a successful stint in India. Ernberg, 40, has been associated with Volvo for past 17 years. He was last posted in Dubai as the Regional Managing Director for Volvo, where he managed 13 markets in the Middle East and North Africa.
Jagdish Khattar, Chairman, Carnation Auto
ered more than 2.5 lakh cars. As of now, it has witnessed more than 20,000 footfalls. It has also introduced a network of 48 workshops on wheels which visits corporate and multi storied resident welfare associations. The workshops on wheels has the facility to service vehicles as well conduct check up camps and touch more than 9,000 customers in a month.
consolidation took place in service operations including general repair and body repair. New verticals like pre-owned cars and insurance renewals were rolled out. Right now it currently has nine outlets for pre owned cars, around a dozen accessory stores as well insurance renewals centres. These verticals are all integrated along with the hubs across the country.
Competitive As far as competition goes the company believes that if more players come in the multi brand space the business model is validated. Also, as more organised players enter this space it helps in expanding the market. Carnation describes the past year as a year of consolidation and initiation of various business verticals. In this period
Customer Sensitisation Talking about its relations with the OEMs, Khattar said, “We have always held the view that we are not competing with the OEMs authorised dealerships. If at all we are, in fact, supplementing their efforts as with the nature of increase in the auto Industry, the customer’s needs have increased and he/she has become more
demanding. We feel that the OEMs priority is to ensure that their customer is looked after irrespective of where he/she goes,” In terms of delivery of services, Carnation insists that the always rising customers’ footfalls tell the story of customers’ satisfaction. It further explains that its post service follow up system and track the feedback of each customer helps it understand customer reaction and cater to all his/her needs. The company remains mindful of the responses from the insurance companies for the accidental repairs business. Apart from that, it is also meeting an important need of corporate and leasing companies who have cars of various brands as they get a one stop convenient access to our Pan India network for all their cars.
Tomas Ernberg, MD, Volvo Auto India
He said, “India is one of the fastest growing markets for Volvo and holds great promise. I am extremely excited about my new role and I look forward to further strengthen Volvo’s presence here. We have invested considerable time and effort in understanding Indian customers and offering them world-class products.” He added, “Together with my team, we will strive to take Volvo Auto India a notch higher with every opportunity.” Under the leadership of Paul de Voijs, Volvo grew significantly in India, which included launches of two luxury SUVs XC90 & XC60 and two luxury sedans, S80 and S60.
24
Auto Monitor
The passenger car segment grew by 7.3 percent during the April-June period this fiscal, while the utility vehicles grew by 5.08 percent and the multi-purpose vehicles grew by 29.28 percent in this fiscal. Nissan led the passenger car segment with a growth of around 5,909.59 percent from 73 units to touch 4,387 units last fiscal, as compared to the previous period. BMW notched up highest percentage growth in UV segment to touch 898 units compared to 86 units in the same month in the previous year, marking a growth of 944.19 percent. Passenger Cars 2010-11
Two-Wheelers
Commercial Vehicles
Passenger Vehicles
OEMs
1 - 15 August 2011
ANALYSIS
2011-12 88.89%
BMW
783
1,479
Fiat
6,100
5,703
-6.51%
Ford
22,105
20,671
-6.49%
GM
23,548
20,611
-12.47%
The overall commercial vehicles segment registered a growth of 14.1 percent in April-June, 2011 as compared to the same period last fiscal to touch 172,778 units. M&HCVs sales were relatively flat at 75,000 units compared to 71,348 units in the same period in the previous year. The light commercial vehicles segment grew at 22.11 percent to touch 97,778 units in this fiscal, compared to 80,073 units in the same period last fiscal. Three-wheeler sales were relatively flat at 110,329 units in April-June period compared to 105,152 units in same period last year. While passenger carriers rose by 1.61 percent in April-June 2011, the goods carriers registered growth of 17.57 percent. VECV-Eicher registered the highest growth in the LCV segment to touch 2,507 units. Volvo Buses notched up a growth of 93.07 percent to touch 195 units this fiscal as compared to 101 units in the same period last fiscal.
LCVs (PC+GC) OEMs ALL
2010-11
2011-12
218
106
4,646
5,253
-51.38%
-59.13% HM
2,124
868
HSCI
12,086
7,734
HMIL
83,018
92,907
MR
1,316
3,807
MSIL
206,377
208,432
Merc
1,048
1,435
Force
-36.01%
HM 11.91%
1.00% 36.93%
Nissan
73
4,387
Renault
-
290
Skoda
4,304
7,380
Tata
62,589
54,346 -13.17%
2,161
15,672
Audi
427
712
VW
Total
5,314
433,373
59
23,004
26,983
MNAL
2,756
2,457
Piaggio
2,471
2,929
Swaraj
1,009
1,049
Tata
44,097
56,435
VECV - Eicher
1,742
2,507
Total
80,073
97,778
17.30%
189.29%
5909.59%
TKM
130
M&M
13.07% -54.62%
Domestic two-wheelers sales witnessed a growth of 16.89 percent in this fiscal registering 3,187,682 units against 2,727,177 units during the same period in the previous fiscal. Mopeds, motorcycles and scooters grew by 20.99 percent, 17.38 percent and 13.3 percent respectively. The motorcycle sales grew to 2,464,143 units in April-June period as compared to 2,099,266 units in corresponding period in the previous fiscal. In the Motorcycles segment, Suzuki Motorcycles’ sales were up by 93.84 percent in April-June period this fiscal, while Bajaj Auto’s sales grew by around 10 percent to touch 623,175 units in April-June compared to 566,121 units in same period last fiscal. In the Scooter segment, the sales of HHML grew by 35.76 percent while TVS Motor sales grew by 18.53 percent. Hero Honda reported its best sales for June at 501,563 units, registering a jump of 20.47 percent over the same month last year. Bajaj Auto witnessed 12.06 percent growth in its June sales at 208,883 units against the same month in the previous fiscal. TVS Motor Company reported total domestic two-wheeler sales of 155,296 units in June 2011 registering a growth of 11 percent. Suzuki Motorcycles India registered the highest growth in domestic two-wheelers sales at around 39.96 percent to touch 24,835 units in June this year.
71.47%
10.85% 18.54%
Scooter/Scooterettees
3.96%
OEMs
2010-11
2011-12
27.98% 43.92%
-100.00% BAL
27
-
HHML
72,033
97,792
35.76%
22.11%
625.22% 66.74%
HMSI
227,018
225,754
M&M 2W
27,072
32,257
SMIL
51,978
67,785
TVS
92,195
109,279
470,323
532,867
-0.56% 19.15% 30.41%
M&HCVs (PC+GC) 249.60%
18,578 7.30%
465,012
OEMs
2010-11
2011-12
ALL
19,242
16,632
AMW
1,248
2,329
Total
-13.56%
18.53% 13.30%
86.62%
UV OEMs BMW Force
2010-11 86 724
JCBL
2011-12 944.19%
898
M&M
11.46%
807
Daimler*
-
1
53
17
0
Motorcycles/StepThroughs
-67.92%
OEMs - 0.00%
0
2010-11
2011-12
BAL
566,121
623,175
HHML
1,131,744
1,393,370
HMSI
172,023
179,405
IYM
55,632
81,039
10.08%
122.97% Ford
753
634
GM
4,707
5,889
HM
469
480
HSCI
154
67
HMIL
-
254
-15.80% 25.11% 2.35% -56.49% -55.91%
ICML
220
97
M&M
38,852
44,407
MSIL
2,989
1,502
Merc
70
229
Nissan
107
40
Skoda
1
438
Tata
9,719
9,215
-5.19
TKM
16,072
13,513
-15.92%
MNAL
222
495
Swaraj
1,681
2,000
Tata
42,156
45,541
VECV - Eicher
6,395
7,668
VECV - Volvo
250
122
Volvo Buses
14.30%
Total
-49.75%
18.98% 8.03% 19.91%
VW Total
268
542
3 75,194
79,016
71,348
93.07%
2010-11
-
OEMs
195
5.12%
75,000
2010-11
- 00.00%
M&M
0
4073
- 00.00%
Tata
10,972
12,615
44,493
57,519
152,214
155,793
2,464,143
2.35% 17.38%
Atul
3,838
5,504
Bajaj
38,289
42,276
OEMs
118
4
M&M
12,168
14,058
Piaggio
42,194
42,535
Scooters
2,623
3,367
TVS
5,922
2,585
Total
105,152
21.56% 14.97% 29.28%
110,329
2011-12 20.99%
TVS
157,588
190,672
10.41% Electrotherm*
-96.61% Force
2010-11
43.41%
15.53%
5.08%
82
Total
TVS
16.98%
Mopeds/Electric 2011-12
33.33%
2011-12
40,749
15,567
-62.62%
0
33,521
15,794
8,031
Total 2,099,266
Force
Maruti
13,501
227.14%
MPV OEMs
RE SMIL
93.84% 101
102.24%
4
45.67% -_
-51.20%
3-Wheelers (PC+GC)
Audi
M&M 2W
23.12% 4.29%
NA
- 0.00% 20.99%
Total
157,588
190,672
0.81% 28.36%
* Data not available since August 2008 onwards
-56.35%
4.92%
26
Auto Monitor
1 - 15 August 2011
CORPORATE
International Tool plans upgrade, new equipments Bhargav TS Chennai
T
esting and ser vicing equipments manufacturer, International Tool is expanding its manufacturing facility in Bangalore. During the expansion process the company is planning to automate its assembly line, install additional machines for press shop and machine shop. “To ma nu fact u re a nd assemble our products, we are planning to expand our manufacturing base here and we will be investing around `60 lakh for the expansion” said the Head, India Sales, International Tool, Jayachandran Menon. The company’s Bangalore plant manufactures diesel flow systems, suspension repair sys-
launched in the current year and expected to be supplied to service stations a nd OEMs. Menon said that the plant in Bangalore is used only to manufacture t he equ ipment ; t he entire research Diesel compression tester and developtems, braking systems among ment of a product takes place at other components and also the company’s headquarters in markets testing equipment for Leicester, UK. cooling systems, electrical sysThe company’s aim is to tems, brakes and suspension capitalise on the opportunisystems and tools. It is now planties emerging from increased ning to market coolant testers sales of passenger cars and two and programmable oil fi llers. wheelers besides newer players These two new products will be entering the market. Moreover,
new generation cars which need modern garage equipments are helping spur demand. Keeping this in mind, International Tool’s products help its customers in considerable productivity improvement for fault diagnosis and repair. Due to continuous improvement in quality, International Tool has bagged some new orders from major OEMs and the orders are expected in another two months. “Our products are proven in the European market and the products are of European quality at Indian price, this helped us to get new orders in Indian market,” he said. Recently, it has launched two new products electrical system tester and digital battery analyser which help the service stations and vehicle manufactures to fi n-
ish the job easily and quickly. According to him, the automotive aftermarket requires new test solutions, high-performance equipment and innovative approaches. International Tool is constantly working on new products to address these issues, Menon added. The company currently markets diesel compression testers, power probe, cooling system testers, plastic tools and tools storage for four-wheeler and few products for two-wheeler and supplies to service stations across the country and soon will be supporting the requirements of the OEMs. It also exports its products to Europe where it has its operations. The company’s international clientele includes Snap-On, Draper, Würth and RAC among others.
Future Generali launches two insurance plans Our Bureau Chennai
Offers 4 weeks comprehensive course Batch 4 05 - 30 Sep 2011, Bangalore
IMTMA’s “FINISHING SCHOOL IN PRODUCTION ENGINEERING” will train young engineers on all aspects of Production Engineering. ŸEngineering Drawing ŸLimits/Fits & Tolerances ŸGD & T ŸSoft Skills
ŸProcess Planning ŸSelection of Cutting Tools ŸCNC Programming ŸImproving employability
ŸCNC Machining ŸCAD/CAM ŸInspection & Metrology
This course will enhance skill sets of fresh engineers in Mechanical Engg. with a blend of Practical sessions, Hands-on training on CNC Turning & Machining Centres with industry visits.
Eligibility : Fresh engineers (BE/Diploma) in Mech engg or allied disciplines and New recruits / Trainee engineers / Practicing engineers from industries Venue : IMTMA Technology Centre, BIEC, Bangalore
For further details and registration please contact :
Mr. Anuj Kumar Phone : 080-66246514/66246600 E-mail : anuj@imtma.in Website : www.imtma.in
I
nsurance major Future Generali has launched two new motor insurance products, Future Xpress and Future Xpress+. The aim of the two new products is to simplify the cumbersome and time consuming motor claim settlement processes. Also , the company’s objective is to offer customers more personalised services and speedy motor claims settlement. Commenting on the two products, Head Motor Claim, Future Generali, Gurudutt Joglekar, said that the focus of Future Xpress, is that vehicles are repaired on priority basis at lower cost by directing the vehicle to the selected garages, inspection is done at garage, liability are confi rmed and the repairs commenced on a priority basis. This will help the customer to know the actual expenditure before the repair starts. The company plans to introduce the Xpress schemes initially in Chennai and Mumbai and Future Xpress+ in Ahmedabad, Kolhapur, Hyderabad, Bangalore and Trivandrum through 47 locations and 200 workshops. It plans to introduce both the schemes in all centres by the end of September. In Future Xpress+ plan, if there is any damage to the vehicle, based on the spot confirmation of the liability, the claim amount will be directly credited to the account after adjusting 20 percent margins. The customers will get an average settlement of 80-85 percent of the liability, Joglekar said. Meanwhile MD and CEO, Future Generali, KG Krishnamoorthy Rao said, “Earlier both the insurer and the insured had very little control on the entire process of confirming the liability post repairs. But Future Xpress and Future Xpress+ will aim at simplifying the process through segregation of smaller claims that can be treated differently at multiple touch points.” According to Krishnamoorthy, Future Generali was looking to serve about 70,000 claims to the tune of `270 crore at the end of this year. He said about ten percent of the new claims were expected to fall under the basket of the new products and this would be the way the motor claims would get settled in future.
28
Auto Monitor
TECHNOLOGY
1 - 15 August 2011
Advanced robot system increases T
he Piston Group, located in Redford, Michigan, and Liberty, Missouri, US, builds cooling modules for seven different vehicles. These cooling modules are built on five different assembly lines, each line building more than 50 different variants in sequence to the customers’ demand. Many different inspections need to be performed on each module including verifying the build variation, checking electrical connections and all dimensional requirements. In the past, inspections were performed in an automatic check station that utilised multiple pneumatic actuated slides that were fitted with linear probes, vision systems and a wide variation of sensors to inspect the different components. The problem with this approach was
that each individual slide costs approximately $15,000 or more, and the slide had to be replaced whenever the corresponding part of the specifications or design changed. The conventional approach to replacing the slides with machine vision would have required as many as 30 different fi xed cameras, each with special lighting requirements. The Piston Group developed a much less expensive and more flexible solution by mounting a single Cognex In-Sight 5603 vision system on a Fanuc robot. The robot moves the vision system into position to capture the 30+ images in less than 45 seconds, completely inspecting the module. The In-Sight vision system can be modified to inspect for future design changes easily
with a few hours of programming time. The new inspection system has substantially improved quality by inspecting more points at a higher level of accuracy while reducing initial investment by 40 percent and retool cost by 80 percent. The Piston Group provides sequenced and non-sequenced sub-assembled components for complex modular assemblies. The company assembles modules ranging from front end cooling systems, suspension and chassis systems, interior systems, and power train systems. The cooling module produced in this application consists of essentially everything between the motor and front bumper: the core support, radiator, electric fan, AC condenser, power steering and transmission coolers, reservoirs,
hoses, wiring harnesses, and many other small components. The modules are built in many different configurations. For example, most lines have over 20 different wiring harnesses that are used depending in the model and options selected by the customer. The customer sends the Piston Group a daily release that indicates the required front module configurations and their build sequence.
Quality requirements The quality requirements for the modules are demanding. First, each module must be correctly configured for the vehicle it will be installed on, with the proper wiring harness and other components. Second, many components need to be installed within tight dimensional toler-
ances. Several hoses and clamps must be installed within one mm of a specified location. All electrical connectors must be fully seated and engaged. In the past, many of these inspections were performed in a check station by mechanical probes mounted on slides. This approach required that a custom slide be designed and built for each dimension that was checked. Whenever the dimension was changed, the slide had to be modified or replaced with a new design. The cost of retooling for an all-new vehicle model was typically about $150,000 and required approximately two weeks of downtime to retrofit the entire check station. Prior to model changeover, the company would build small quantities of pre-production new model parts and these parts had to be inspected manually due to the station not being changed over. Many inspections, such as determining whether parts were identified and installed properly, were performed by 200 percent visual inspection by quality engineers. The flexibility of the new system allows for accommodation of both current and new model production, reducing this reliance on visual inspection. “Every time the customer made a single engineering change, the cost was a minimum of $15,000,” said Director of Manufacturing Engineering for The Piston Group, Kevin Miller. “We wanted to implement a flexible vision system to reduce the cost and turnaround time on changes. We also wanted to reduce the amount of required manual inspection to improve quality. The normal practice is to use one camera per inspection point. This approach would have taken up too much space on the existing equipment and the cost was too high.”
A single vision system for multiple inspections Separate cameras have traditionally been used for each inspection point because each point generally requires very specific lighting and camera focal distance in order to achieve the required level of accuracy. Camera speed has also been a concern when considering the idea of using a single camera to take multiple images within a single cycle. But the evolution of Cognex vision system technology makes it possible for a single robot-mounted camera to inspect a large number of points with a high level of accuracy. “We worked w ith the Vision & Traceability Group of McNaughton McKay Electric to identify the right camera for this application,” said Control Engineer for The Piston Group, Patrick O’Dell. “Cognex’s PatMax geometric pattern matching tool provides substantial improvements in accuracy by accurately determining the part location. A single Cognex In-Sight 5603 met the requirements of this application by accurately inspecting 30+ very different features in many different locations in less than 45 seconds. Plant wise, we are using this camera for more than 90 different inspections.”
Programming The System The inspection application was programmed by O’Dell, with Cognex’s In-Sight software which
1 - 15 August 2011
TECHNOLOGY
Auto Monitor
29
quality, reduces costs uses a spreadsheet programming interface. It provides access to every imaginable vision tool and lets me create a new inspection operation simply by copying a similar one and making a few tweaks. The fi rst operation of the inspection station consists of reading the parts RFID tag to determine the module type. The type of module determines both the robot programme / path and vision inspection programme. O’Dell used the PatMax tool to determine the position of the fi xed location of the cooling module and then based all subsequent inspection operations on this position. He has used histogram tools to determine the presence or absence of components in checking for the right module content. He determined the position of the hose clamps by using PatMax tools to locate the hose clamp and a feature on the matting component, such as a form rolled bead stop. Then he used a distance measurement tool to determine the distance between the hose clamp and this feature. For each measurement, O’Dell entered a high and low value in the spreadsheet. The values in the spreadsheet represent brightness for the histogram and distance for the measurements. Bar codes are also read on several components to be sure the correct part number is installed. O’Dell tried several different lighting arrangements and found one, a ring light integrated into the camera that worked for each application. All images from each inspection are serialised and collected on a network server for traceability back to each assembled module. O’Dell tried several different methods for storing images and found the fastest was to store them locally during the cycle and then transfer them to the network while the part is transferred. A ControlLogix programmable logic controller (PLC) controls both the robot and the vision system. Only small sections of the spreadsheet are enabled when processing each image to save processing time. Cognex Connect includes support for the most commonly used open-standard Industrial Ethernet and Fieldbus communications protocols for trouble-free connection to PLCs and a wide range of automation devices from Mitsubishi, Rockwell, Siemens and other manufacturers. O’Dell performed a Gage Repeatability and Reliability (R&R) study on the vision system as part of the Production Part Approval Process (PPAP) submission for the cooling module. He set the values in the spreadsheet so that no bad parts would escape. This setting requires that a small number, less than .4 percent, of good parts may fail the inspection. These false rejects require inspection by a Quality Technician and can be passed with a password, which is recorded for traceability. There are a few items that cannot be inspected by the vision system because they have too much variation, such as the wire harness push pin locations. He provided feedback to the customer’s design organization to push for changes that will make these items easier to inspect with a vision system. When a part fails, the inspection, the program captures and
description of the failure. Either the operator or the team leader reacts to the failure. The operator can unlock the gate and fi x the part. All inspection operations are then re-run to make sure that fi xing the issue did not cause another failure. If the part passes the test, then the line continues from the point at which it stopped.
Cutting Penalties
Cognex In-Sight 5603 vision system robot
processes another image. If the part fails again, the PLC sounds an alarm and the RSViewME Human
Machine Interface (HMI) presents the inspection image that failed on the screen along with a verbal
The ability to connect to a server and store each image is valuable. In one case, a customer said they had received a brake corner with a missing brake pad. The stored image, however, showed that the brake pad was present when the module was built at Piston. The customer investigated and discovered that the vehicle was repaired for
another reason and during the repair the brake pad was knocked off. For example, mechanical probes were only able to determine hose clamp position to an accuracy of +/- four mm, due to the amount of stack up tolerances in the components and how that was tracked back to our fi xture datum points. The vision system provides +/-one mm accuracy. The system also inspects twice the number of points that the company was able to inspect in the past. “The bottom line is that we have improved quality with 40 percent less upfront investment and 80 percent lower cost for changes than would have been required by a traditional check station,” Miller concluded. (Courtesy Cognex)
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1 - 15 August 2011
TECHNOLOGY
Automotive carriages on the move I
n Chakan, Pune, India, a market leading manufacturer of utility vehicles built a modern Greenfield facility from the ground up with state-of-the-art equipment. At the heart of the plant is the Electrified Monorail System (EMS) conveyor, designed to deliver reliable, safe, quiet and efficient transportation of the vehicles from one work station to another along the assembly line. The EMS runs throughout the entire length of the Trim, Chassis and Final assembly (TCF) line of the Vehicle in the General Assembly shop. The light truck manufactured in this facility is transported by a wireless EMS conveyor. The TCF line is considered the final stage in production, where components are added
to the vehicle including ‘trim’ components such as windshield glass and seats, as well as operational components such as the engine and wheels before fi nal vehicle testing.
Control Automation For consulting, specifying and planning of this project, the manufacturer worked with Yantra Automation, one of the largest Rockwell Automation distributors in India, in conjunction with their local Rockwell Automation account manager, and with system integration company, Precision Automation and Robotics India Limited (PARI). The team worked closely to develop the best overall solution for this sophisticated project.
This being a new system and a Greenfield plant, they were not bound by constraints associated with some of the older monorail systems found in manufacturing plants. Thus, they were able to design a sophisticated system that easily conformed to the goals of the project and the manufacturer’s commitment toward Flexible and Lean Manufacturing.
Implementation PARI was commissioned for the design and implementation of the specific assembly line. It is a turnkey integration company specialising in top-to-bottom conveyor system design, robotics, and controls & communication automation for Automotive Industry segment in India. It is
Photograph: Martin Alva / Location courtesy: Toyota Kirloskar Motor, Bidadi
Wireless control system proves successful for vehicle manufacturer in India
designed the full vehicle assembly line to operate in real-time on the EtherNet/IP control network, using several Rockwell Automation ControlLogix PACs and supporting peripherals on the shop floor, including I/O and Variable Frequency Drives. Movement of the EMS carriers for transporting vehicles through the different stages of assembly is handled over a wireless EtherNet/IP network. This EMS application is time critical, so each repeater radio is connected with its parent Master radio at all times to avoid switching delays as communications change from one Master radio to another while the carriers are in motion. The Master radio in each conveyor PAC has two Omni antennas with a splitter to deal with multipath fading effect. The architecture fully supports seamless roaming by the carriers.
Results After some initial challenges with line-of-sight issues which were resolved by adding another master radio and elevating their locations, the system is now able to provide real-time communication between the EMS carriers and the PACs on the assembly plant floor, including real-time I/O status for conveyor movement control. The system also enables wireless synchronization between the floor-mounted engine trolleys and the overhead EMS carrier, for the smooth decking of the engine. The flexible architecture permits independent operation of each vehicle carrier, enabling carriers to be programmed for different speeds based upon their location on the conveyor path. The conveyor speeds are seamlessly switched in the process zones, transit zones, straight and curve zones, manual speed zones; and slow-and-stop speed zones.
The Future The project went live from November 2009. Since then, the manufacturer has seen an increase in uptime, reliability and consistency in production output, enhancing their commitment toward Lean Manufacturing. With the success of the Rockwell Automation control and ProSoft Technolog y communication solutions, five similar applications consisting of both EMS conveyor system and material handling in the vehicle assembly shops are being installed.
Contd. on page 39
(Courtesy Rockwell Automation)
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1 - 15 August 2011
STUDY
Indian CV sector: Staring at a slowdown
Within the M&HCV goods segment, the higher tonnage (25T+) have been growing at faster pace in line with the structural trend indicating a shift towards multiaxle vehicles that offer better operating economics
Over the past six months, OEMs have taken successive price increases to pass on the impact of emission norms changes and increase in commodity prices. The rising diesel prices have also impacted the operating economics, being a major part of a freight operators’ cost structure. This coupled with higher interest rates (averaging 13 percent at present for large fleet operators) have substantially increased the cost of vehicle ownership for fleet operators. At the same time, freight rates on major routes have remained relatively stagnant thereby indicating that fleet operator’s profitability and cash flows are coming under pressure. Our channel check suggests that several operators have postponed/deferred their expansion
Road Freight Index has largely remained flat over the six months Barring some seasonal impact, road freight index continues to remain flat. For instance, in the recent months, freight rates on Chennai-Kolkata route have witnessed the highest increase (ie ~24 percent) due to higher demand for truck during the mango season and less availability to an extent. Among four metros, ex-Kolkata witnessed an increase of six percent due to less inflow of trucks and higher demand, rates on all other routes remained almost flat. With the recent nine percent hike in diesel prices, the operating costs for fleet operators is
Apr-11
Feb-11
Dec-10
Jun-10
Oct-10
Apr-10
Aug-10
Oct-09
Feb-10
Dec-09
Jun-09
Aug-09
Apr-09
Feb-09
Dec-08
Jun-08
50,000 Oct-08
55,000
25,000 Apr-08
60,000
30,000
Aug-08
Freight Rates (in `) - 9T Truck
65,000
35,000
Delhi-Mumbai-Delhi Mumbai-Chennai-Mumbai
Delhi-Kolkata-Delhi Delhi-Chennai-Delhi (RHS)
Trend in M & HCV Sales
80% 60% 40% 20% 0%
Jun-11
May-11
100%
Domestic LCV Sales
45% 15% 22% 40% 35% 30% 25% 20% 15% 10% 5% 0% Apr-11
14%
May-11
Jan-11
Nov-10
Oct-10
Sep-10
Jul-10
Aug-10
36% 18% 10%
Mar-11
Trend in LCV Sales 28% 25% 19% 16% 23% 23%
Feb-11
38%
120%
YoY Growth (%)
Dec-10
42%
Jun-10
40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 -
Apr-11
Feb-11
Domestic M& HCVs Sales
Mar-11
Jan-11
Dec-10
Nov-10
Oct-10
Sep-10
Aug-10
Jul-10
Jun-10
Apr-10
May-10
17% 45,000 103% 40,000 88% 35,000 11% 46% 18% 7% 66% 53% 40% 30,000 9% 6% 0% 13% 13% 25,000 20,000 15,000 10,000 5,000 -
Freight rates have not moved up in line with higher operating costs for fleet operators
YoYGrowth (%)
Trend in Sales of LCV (<3.5T)
CV Industry: M&HCVs After two years of steady volume growth, the M&HCV volumes have started decelerating in line with the weakening underlying demand indicators. While the April-June quarter is considered to be traditionally a weak period, the actual impact of weakening economic activity is likely to be felt from July-August onwards, when demand from seasonal freight picks up. Within the M&HCV goods segment, the higher tonnage (25T+) have been growing at faster pace in line with the structural trend indicating a shift towards multi-axle vehicles that offer better operating economics.
Feedback Received: (1) Channel Check We interacted with a host of CV dealers, fi nanciers and a few fleet operators to get a view on
Apr-11
May-11
Mar-11
Jan-11
SCVs+Pick Ups Sales
likely to increase by four-five percent, which we expect would be passed on over a period of time, resulting in higher freight rates. Further, the potential de-regulation of diesel prices remains a concern for the industry as it may result in significant increase in operating cost for operators.
Feb-11
Dec-10
Nov-10
Oct-10
Sep-10
Jul-10
Aug-10
16% 30,000 44% 46% 50% 41% 19% 18% 23% 24% 45% 25,000 26% 20% 32% 27% 40% 32% 29% 20,000 35% 15,000 30% 25% 10,000 20% 5,000 15% 0 10% Jun-10
The freight rates on major routes have remained largely flat over the past six months and have not moved upwards in line with rising operating cost for fleet operators, thus indicating building pressure on fleet operator’s viability. While freight rates are largely a function of overall economic activity, demand-supply mismatch in particular region can impact local freight rates. With a major part of the road freight segment comprising unorganised players, pricing power remains limited and linked more to demand-supply scenario. Large fleet operators are however well placed on account of inbuilt escalation clauses in their long-term contracts with their customers for fuel and other expenses.
70,000
40,000
Apr-10
fter registering a strong 30+ percent growth over the past two fi scals, the growth in the commercial vehicle (CV) sector appears to be approaching a slowdown. During April-June 2011, the domestic CV sector posted a relatively modest 14 percent growth on YoY basis compared to 27 percent in FY11. The rising interest rates, slowing industrial output, substantial increase in vehicle prices coupled with high-base effect of previous years are impacting growth in the sector.
45,000
May-10
A
75,000
Apr-10
Shamsher Dewan Analyst, ICRA
Trend in Fright Rates on major Routes 50,000
May-10
Subrata Ray Senior VP & Co-Head, Corporate Sector Ratings, ICRA
plans in view of rising interest rates and expectation of slowing economic/industrial growth. Fleet level capacity utilisation is gradually declining and freight rates continue to remain stagnant despite rise in operating expenditure for operators. On the fi nancing front, while interest rates have moved by 50-100 bps in the past three months, credit availability continues to remain adequate and fi nanciers have not tightened lending norms. Given the current scenario, we expect some moderation in the growth in the CV sector in FY12. The M&HCV segment, which tends to be more vulnerable to slowdown, is likely to experience a much lower growth, while the LCV segment could continue to witness relatively better growth. The proposed changes in priority sector lending by banks to NBFCs w.e.f from 1 July, 2011 may however push fi nancing rates for First Time Users (FTUs) and impact viability for LCVs, particularly SCVs to some extent. Competitive pressures are set to rise as new entrants like Mahindra Navistar is expected to ramp up M&HCV production in the current year and Daimler expected to launch its products in 2012. In the LCV segment as well, Ashok Leyland-Nissan JV is expected to launch its LCVs in the sub-5T segment in Q2 FY12.
YoY Growth (%)
the ground reality and build our near-term outlook on CV sector. The consensus view suggests the demand for new CVs is slowing down with higher vehicles prices and interest rates being the main deterrent at present.
(2) Fleet Operators • In line with the weakening industrial production, load availability has started coming down since April 2011; while demand slowdown is being witnessed across industries, slowdown is more pronounced in container applications, in bound traffic into automobile OEMs, steel, and construction material such as cement • Freight rates have remained largely stagnant on major routes and have declined on certain routes • With the recent hike in diesel prices, the profitability for fleet operators is likely to get further impacted; overall with rising cost pressures, the fuel price hike may get gradually passed on to end consumers resulting in a ~four-five percent hike in freight rates • With an increase in vehicle costs and hike in interest rates, EMI on truck loans have gone
up by 15-17 percent; besides fuel costs, sharp increase in tyre cost (a major cost component), driver salaries, and increase in toll charges are also putting pressure on profitability
(3) Financiers • There are some early signs of slowdown in new CV sales; as compared to the previous year, there is no rush among operators to purchase vehicles • A sharp increase in overall cost of ownership for fleet operators coupled with almost stagnant freight rates have put pressure on operator’s cash flows • Liquidity tightening measures implemented by RBI and inflationary pressures have pushed up CV fi nancing rates by 50-100 bps over the three months; While interest rates depend on customers’ credit track record and fleet size, interest rates for new M&HCVs have moved up to 12.5-13 percent • However, some fi nanciers in attempt to chase growth in disbursals/market share are still offering competitive rates to large operators • The proposed change in priority sector lending norms (from banks to NBFCs) could inch up lending rates for SCVs and LCVs, a segment which has so far been insulated and growing steadily at ~20+ percent • Despite expectation of slowing freight availability, fi nanciers have not tightened lending norms; LTVs for new M&HCVs continue to be above 90-95 percent for large fleet operators with a credible track record and at 75-80 percent for the industry as a whole • Potential slowdown in freight availability and freight rates remains a key concern at present and could impact delinquencies.
(3) CV Dealers • There is a slowdown in new enquiries in the market, fleet operators both SFOs as well as large operators have been deferring new vehicle purchases • Successive increase in vehicle cost, higher interest rates and expectation of slowing economic growth are the main factors weighing on customers’ mind • While slowdown in being felt across segment/applications, multi-axle vehicles (MAVs) appear to be more vulnerable; lower demand from construction segment and mining ban in some regions has also impacted demand for tippers • Fleet operators are now pursuing lower cost variants in the same tonnage category to combat the impact of higher vehicle prices • Demand for SCVs continues to remain steady as intra-city transportation requirement for consumer goods remain unaffected. (The authors work with ICRA. Views expressed are personal.)
Growth of domestic industry across segments Domestic Industry Segment M&HCVs LCVs
FY09 183,495 200,699
Volumes FY10 FY11 244,944 322,788 287,777 353,620
FY12e 342,155 403,126
FY09 33.2% -7.0%
YoY Growth (%) FY10 FY11 33.5% 31.8% 43.4% 22.9%
FY12e 6.0-7.0% 14.0%
1 - 15 August 2011
Ford to recall more than 20,000 trucks and SUVs Ford is recalling more than 20,000 Ranger pickup trucks because a defective switch could cause the turn signal, tail lights and brake lights to fail. Ford said the recall affects about 20,000 2011 Ford Ranger pickups built
between January and April at its Twin Cities Assembly Plant. It also includes about 6,000 vehicles that were serviced with a defective switch including some 2004-2011 Ranger, 2002-2005 Excursion SUVs, and 2002-2007 F-250, 350, 450 and 550 trucks.
Economic group approves tax credit to help supplier expand The Michigan Economic Growth Authority approved a larger multimillion-dollar tax credit to help an auto supplier expand in the state, as well as four brownfield redevelopment projects and other agreements estimated to create 1,142 jobs. Auto supplier Plasan Carbon Composites, which previously received a nearly $700,000 tax credit to open a technical centre with 36 jobs in Wixom, received $four million in tax breaks for a manufacturing plant in the west Michigan community of Walker. Plasan, a Vermont company, would invest about $18 million over five years to build carbon fibber body panels for vehicles and create an estimated 202 jobs. The authority changed the agreement from a seven-year pact to five years.
MichCon to expand natural gas vehicle fuelling options Fleet owners and others who increasingly opt to convert vehicles to run on compressed natural gas have a new refuelling option. Michigan Consolidated Gas (MichCon) unveiled a new, fourpump compressed natural gas station—complete with a credit card reader for the public. It is one of 13 such stations in Michigan that are open to the public. The natural gas utility is hoping the alternative fuel’s lower emissions and lower cost per equivalent gallon of gasoline (about half the $3.80 price per gallon of gas in Metro Detroit) will propel more companies that use heavy vehicles such as trucks or low-gas-mileage vans to switch to compressed natural gas. In 2009, MichCon was awarded $5.4 million in federal money through the non-profit Clean Energy Coalition to boost the number of natural-gas fuelling stations in Michigan and convert 173 new Ford Econoline vans to operate on natural gas. DTE Energy is investing $6.8 million towards new vans and refurbishing more than 10 other natural gas stations across Michigan. Nationally, more than 114,000 natural-gas powered vehicles are on the US roadways, according to the federal government. About 1,000 natural-gas fuelling stations are available across the nation, about half of which are publicly available, says National Gas Vehicles for America, a Washington DC-based trade association.
GLOBAL CORPORATE WATCH
Auto Monitor
35
EU car sales see steep drop E
uropean new-car sales suffered their biggest fall in eight months in June as economic uncertainty made consumers wary and some markets were hit by the withdrawal of state-sponsored scrapping schemes. The recently released figures by automakers association ACEA showed sales down 8.1 percent on the same month a year before, the biggest drop since a 16.6 percent decline last October as consumers opted to put off big-ticket purchases. The trend was underscored by the German automotive industry association, VDA, which said the number of new registrations of German-brand cars in western Europe dropped eight percent in June during the year before. ACEA’s June figure compares with a rise of 7.1 percent in May, at which time the effects
of economic recovery seemed to be holding sway, though fivemonth sales were down 0.8 percent and ACEA pointed out that sales were still running below pre-crisis levels. The depressed market conditions are hastening car makers’ efforts to focus on growing regions such as China, India, Brazil and Russia, are still being exaggerated by the ending of subsidies to consumers trading in old models. In France, where car sales fell 12.6 percent in June, a scrapping scheme ran out in December, though buyers were allowed to register their new cars under the scheme until March this year. ACEA’s figures also showed registrations in the first six months of the year were down 2.1 percent compared with the same period a year earlier, with 7.1 mil-
lion passenger cars registered across the European Union. French carmaker Renault SA’s group sales fell 20.9 percent in June, ACEA said. Over the fi rst six months its European sales were down 10.8 percent, though Renault on Monday reported a 1.9 percent rise in worldwide vehicle sales in the fi rst half, driven by strong demand in emerging markets. French rival PSA/Peugeot Citroen SA’s sales fell 11.9 percent in June, ACEA said, though the company reported a 0.2 percent global rise in sales of cars and light commercial vehicles in the fi rst half. Another casualty was Japan’s Toyota, which saw sales dip 25.8 percent in June, ACEA’s data showed. The automaker, like its peers, is recovering from the March 11 earthquake and tsunami in Japan, which disrupted the
global auto industry. By contrast, South Korea’s Hyundai Motor and Kia Motors both performed well, with increases of 9.1 percent and 14.1 percent respectively in the region in June. Meanwhile, the VDA said US sales of Germanbrand light vehicles rose 22 percent in June, echoing growth in Brazil, which was little dampened by the hike in the country’s central bank interest rate. In China, sales of light vehicles showed a recovery after suffering from supplier shortages from Japan for the last two months, the VDA added. Sales in Brazil rose 16 percent and in China more than 9 percent, the association said. Recently, German BMW AG hiked its profit target for the year and also increased its unit sales target by 100,000 to more than 1.6 million BMW, Mini and RollRoyce brand cars in 2011.
1 - 15 August 2011
GLOBAL WATCH
Auto Monitor
37
Daimler gears up for increased sales in China S ales of Mercedes-Benz in China rose 52.3 percent to 92,174 units. Deliveries in June were up 19.1 percent compared to June 2010, with 16,278 units sold. “In China we will begin production of the GLK for the Chinese market later this year. From 2013, we will gradually start with the local production of three of our new compact cars, thus establishing the conditions for continued dynamic growth of Mercedes-Benz in China. We expect to sell 300,000 units there in 2015,” said Executive Vice President Sales and Marketing Mercedes-Benz Cars, Dr Joachim Schmidt. In Taiwan, Mercedes-Benz surpassed the previous best marks in the fi rst half of the year. This was also the case in India and Russia. Mercedes-Benz sales in Brazil were up 34.7 percent compared to the fi rst half of 2010. The worldwide sales touched 120,510 passenger cars, an increase of 6.4 percent compared to the same month last year. The second quarter of this year was the highest-volume quarter ever with sales increased 7.2 percent to a total of 329,979 units. Overall, in the first half of the year, MercedesBenz thus sold more vehicles than in the fi rst half of any previous year. From January to June, 610,531 customers decided to buy a Mercedes-Benz brand vehicle, an increase of 9.7 percent. The brand was also very successful in its second largest market, the US. Sales were up 13 percent to 20,652 passenger cars in June. Deliveries to American customers totalled 110,926 units for the fi rst half of the year, an increase of seven percent. In Canada, Mercedes-Benz set a new record for the period of January through June. Mercedes-Benz remained the best-selling premium brand in Germany last month. Sales totalled 26,747 vehicles, nearly reaching the high sales volume of June 2010. Since the beginning of the year, deliveries have risen slightly to 123,013 units. In western Europe (without Germany), Mercedes-Benz sold 153.830 passenger cars in the fi rst half of 2011, a slight increase compared to last year (Jan-June 2010: 152.332)—despite decreases in many of the total markets. There was especially strong demand for Mercedes-Benz vehicles in the UK (plus 11.7 percent), Belgium (plus 13 percent), and Sweden (plus 20 percent). The new-generation C-Class, the S-Class sedan, and the SUVs were important growth drivers in the fi rst half of the year. Sales in the C-Class segment increased 11.4 percent in the fi rst half of the year; in June, they were up 18.7 percent. The C-Class estate, in particular, has recorded high growth since January (plus 38.5 percent). And the new SLK continues to be a strong performer as the sales of the car increased 23.9 percent in June. The S-Class succeeded in defending its position as the best-selling luxury-class sedan—in the month of June and in the fi rst six months of the year, with a sales increase of 18.1 percent to 35,956 units since January. In the SUV segment, MercedesBenz has set new records every month since the beginning of the year with sales rising by 30.7 percent to 118,629 units. Deliveries
of the GLK were up 43.1 percent compared to the same period last year, and sales of the new generation of the R-Class increased by 67.5 percent. Shortly before the market launch of the new M-Class, sales of the vehicle rose another 13.2 percent. The G-Class witnessed an increase of 59.7 percent compared to the fi rst half of 2010. In the E-Class segment, Mercedes-Benz recorded growth of 8 percent in the fi rst six months of 2011. Demand was especially strong for the E-Class convertible (plus 80.1 percent). The new CLS also performed very successful during the fi rst six months of this year (plus 155.4 percent). In June, the two-seater ‘Smartfortwo’ posted worldwide growth of 7.9 percent, with 10,314 units delivered (June 2010: 9,560). Deliveries to customers world-
wide totalled 54,801 units in the fi rst half of the year (Jan-June 2010: 50,723), an increase of 8.0 percent. In Germany, demand
for the smart rose 19.2 percent to 15,729 units, making it number one in its segment in every month from January to June. Sales devel-
opment was also very positive in France, where smart deliveries increased 11.4 percent in the fi rst six months of 2011.
38
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ADVERTISERS’ LIST CORPORATE
1 - 15 August 2011
Pg No. ........Advertiser ...................................................................................Tel ..................................................E-mail ...................................................................... Website
BC ..............Ace Designers Ltd .......................................................................+91-80-22186700 ..........................acedesigners@acemicromatic.com ......................... www.acedesigners.co.in 33...............ADEA Awards ..............................................................................+91-22-30034650 ..........................prachi.mutha@infomedia18.in ............................... www.adea.in 16...............Auroral Sinter Metals Co., Ltd. ....................................................+886-37-542-988 ...........................sh69032.tw@msa.hinet.net .................................... www.auroral-sinter.com.tw 29 ..............Baker Gauges India Ltd...............................................................+91-20-66093800 ..........................rgs@bakergauges.com ............................................ www.bakergauges.com 4,35,39 .......Engineering Expo .......................................................................+91-9819552270............................engexpo@infomedia18.in ....................................... www.engg-expo.com 13...............Escorts Limited ...........................................................................+91-129-2293990 ..........................shivam.sawhney@escortsed.com ........................... www.escortsgroup.com 27 ..............Exa Thermometrics ....................................................................+91-80-40698211 ..........................somu@thermometrics.in ........................................ www.exathermometrics.com 17...............Forging Machinery Manufacturing Co ........................................+91-161-5011755 ...........................info@nkhammers.com ............................................ www.nkhhammers.com 41...............Frost & Sullivan ..........................................................................+91-44-66814371 ..........................priyag@frost.com .................................................... www.frost.com 21...............G W Precision Tools India Pvt Ltd ...............................................+91-80-40431252 ..........................info@gwindia.in ...................................................... www.gwindia.in 31...............Greaves Cotton Limited ..............................................................+91-22-24397575 ...........................rahul.rao@greavescotton.com ................................ www.greavescotton.com 20 ..............GS Auto International Ltd ...........................................................+91-161-2511001 ............................................................................................................ www.gsgroupindia.com BIC .............Guhring India Private Limited ....................................................+91-80-40322500..........................info@guhring.in ..................................................... www.guhring.in 7 ................Haas Automation India Pvt Ltd ..................................................+91-22-27742181 ...........................indiasales@haascnc.com ........................................ www.haascnc.com 18...............IGUS India Pvt Ltd.......................................................................+91-80-39127800 ..........................info@igus.in ............................................................ www.igus.in 26...............Indian Machine Tools Manufacturers’ Association .....................+91-80-66246514 ..........................anuj@imtma.in ....................................................... www.imtma.in 30 ..............Indian Machine Tools Manufacturers’ Association .....................+91-80-66246600..........................imtma@imtma.in .................................................... www.imtma.in 36 ..............Induss Expo 2011 ................................................................................................................................................................................................................ www.induss.co.in 19...............ISMT Limited...............................................................................+91-20-66024901 ..........................sachin.joshi@ismt.co.in........................................... www.ismt.com 23 ..............Jyoti CNC Automation Pvt. Ltd. ...................................................+91-2827-287081 ..........................info@jyoti.co.in ....................................................... www.jyoti.co.in 2 ................Kamal Envirotech .......................................................................+91-124-4367305 ..........................enquiry@kamalcedsolution.com ............................ www.kamalenvirotechgroup.com 3 ................M And M Auto Indus Ltd .............................................................+91-124-4763200...........................corporate@mandmsprings.com.............................. www.mandmsprings.com 9 ................MAG Industrial Automation Systems ..........................................+91-80-40677000 .........................sales-India@mag-ias.in ........................................... www.mag-ias.in 1 ................Micromatic Machine Tools..........................................................+91-80-41492285 ..........................mmtblr@acemicromatic.com ................................. www.acemicromatic.com 32...............MMI India Pvt Ltd .......................................................................+91-22-42554719 ..........................bhupinder.singh@mmi-india.in .............................. www.productronica-india.com 25 ..............Padmini VNA Mechatronics Pvt. Ltd...........................................+91-124-3207398 ...........................sales@padminiengg.com ........................................ www.padminivna.com 18...............Perfect Oil Seals & I.P.R. .............................................................+91-20-30687701 ..........................sales@posil.co.in ..................................................... www.posil.co.in 6 ................Schoeller Arca Time Materials Handling Solutions Limited........+91-22-42119500...........................sales@satmhs.com .................................................. www.satmhs.com 12...............Sreelakshmi Traders ...................................................................+91-44-24343343 ..........................sreelakshmitraders@gmail.com.............................. www.sreelakshmitraders.com 28 ..............TAITRA ........................................................................................+91-44-43561520 ..........................chennai@taitra.org.tw ............................................ www.emmaexpo.com 5 ................Tata Motors Ltd...........................................................................+91-22-66561866 ..........................charu.gulati@tatamotors.com ................................ www.tatamotors.com 15...............The Indian Electric Co.................................................................+91-20-24475845 ..........................iecmktg@indianelectric.com .................................. www.indianelectric.com 22 ..............The Roller Bearing Company ......................................................+91-22-22650591...........................roller@vsnl.com ...................................................... www.ikont.co.jp/eg/ 8 ................Time Technoplast Limited ..........................................................+91-22-42119500...........................3sautocomponent@gmail.com ............................... www.timetechnoplast.com 11 ...............Yamazaki Mazak India Pvt Ltd ...................................................+91-2137-668800 ..........................sudhir_patankar@mazakindia.com ........................ www.mazak.com Q Our consistent advertisers
Rudrapur
Ahmedabad
Pune
23 - 26 Sept ’11
14 - 17 Oct ’11
18 - 21 Nov ’11
Chennai
Indore
Aurangabad
8 - 11 Dec ’11
6 - 9 Jan ’12
17 - 20 Feb ’12
+91 98195 52270 | www.engg-expo.com | SMS EXPO to 51818
1 - 15 August 2011
Auto Monitor
GLOBAL CORPORATE WATCH
39
Automechanika Shanghai attracts leading first timers Regular exhibitors remain enthusiastic about the show and market
A
utomechanika Shanghai, Asia’s largest trade fair for automotive parts, accessories, equipment and services, will take place from 7-10 December, 2011 at the Shanghai New International Expo Centre. The show covers the complete range of automotive products and services and it expects to attract 3,600 exhibitors who will exhibit in three main product areas including the parts and components, repair and maintenance as well as accessories, tuning and car care covering 160,000 sq m of exhibition space. This year, the show has received strong support from China Aftermarket Forum (CAF), a reputable industry group consisting of Automotive Aftermarket Suppliers Association (AASA) and the Motor & Equipment Manufacturers Association (MEMA) members with operations in China including Affinia, Arvin Meritor, BorgWarner, Bosch, Continental VDO, ContiTech, Dayco, Delphi, Febi Bilstein, Federal Mogul, Mahle, Mann+Hummel, Osram, Schaeffler, TRW and ZF. Joining this year’s show is a number of industry brand names from various product groups. Director and General Manager Aftermarket Asia-Pacific for Ma hle Trading, Shanghai, Serafino Bartolozzi who will be exhibiting for the fi rst time, said, “We will be looking for opportunities to cooperate with other industry leaders at Automechanika Shanghai. I think no one has any doubt about China’s great potential. Also, it will take some time for Japan to recover from the earthquake. So, I think it is a good opportunity for Chinese automotive suppliers.” Mahle is the number one engine component manufacturer and the world’s second largest fi ltration manufacturer. Also making its debut is Chinese car care company Biaobang Fine Chemical Industry, exhibiting in the accessories and tuning category. Expressing his confidence in the show and automotive market, Sales Director, Shao-an Wu said, “Automechanika Shanghai is a good trading platform for domestic companies to export to overseas markets. We are optimistic about the automotive accessories market because the potential is huge resulting from an increasing automotive demand.” Participating US-based company Affinia specialises in the design and manufacturing of aftermarket automotive products such as brakes, chassis and filtration. The company’s Business Development Director, Ming Yuan, said that Affinia aims to introduce its new patented product, strengthen relationships with industry partners and develop the OE and distribution business in China. Second time exhibitor TRW is the world’s largest automotive safety products manufacturer of braking, steering and suspension and hydraulics systems. The company’s Director of Aftermarket, Asia Pacific, Alex Ashmore, who is also the Chairman of CAF said, “We aim to explore new business opportunities and increase our brand image and awareness at the show. Over the past years, China and Asia’s automotive markets have experienced a rapid growth and now China becomes one of the world’s biggest automotive
Automechanika Shanghai 2010
markets. As a result, it is expected that the automotive aftermarket will also have the same or even a higher growth rate in the next three to five years.” Sharing a similar view is Beijing JBT which is a popular car
scanner brand in China, exhibiting in the repair and maintenance area. Vice-General Manager, Beijing JBT, Guo-hui Du, said, “At Automechanika Shanghai, we aim to increase our exposure in the domestic and international
markets, learn the latest industry trends and make new maintenance industry friends.” Liqui Moly is partnering with Du-Hope International Group Co to display its lubricating oil, additives and car care products at
the accessories and tuning product zone. Marketing Director, Jing-dong Lin, remarked that Automechanika Shanghai is an internationally renowned exhibition which will help to enhance Liqui Moly’s regional brand image. Commenting on China’s automotive maintenance market he added, “China’s auto industry has had a rapid development over the past 10 years and consumers are now more conscious about vehicle maintenance. In addition, the rise in car ownership directly increases the demand for the vehicle maintenance suppliers market. It is expected that China will have one of the largest vehicle populations and as a result the demand for car maintenance products and other automotive supplies will increase.”
40
Auto Monitor
1 - 15 August 2011
PRODUCT INDEX
Products .......................................................... Pg. No.
Compression springs ..................................................3
Oil seals ......................................................................18
5c indexers .................................................................7
Connectors .................................................................18
Packaging solutions ...................................................6
Abb motors eff 1 ........................................................15
Countersinks ..............................................................BIC
Pbegl geared motors ..................................................15
Acc. Padel sensor assy. ...............................................25
Crankshaft machines .................................................9
Powder matallergy products......................................16
ADEA - Automotive Dealership Excellence Awards .....33
Cv joint machines .......................................................9
Power chucking cylinders ..........................................1
Air gauges...................................................................29
Cylindrical grinders ....................................................1
Power tiller .................................................................31
Auto mation mfrs .......................................................7
Diamond tools............................................................BIC
Profilers and gantry machines - 3 & 5 axis.................9
Auto parts ..................................................................20
Diesel engines (10-1000hp) ........................................31
Pumpsets and power reapers ....................................31
Automation and test equipment ................................9
Diesel/kerosene engines. Power sprayer....................31
Rainflaps ....................................................................8
Drilling tools...............................................................BIC
Reamers .....................................................................BIC
E-coatings solutions ...................................................2
Rear axles ...................................................................20
Egr valve .....................................................................25
Roller bearings ...........................................................22
Electronic control unit ...............................................25
Rotary tables ..............................................................7
Exhibition - Engineering Expo ....................................4,35,39
Self adhesive tapes .....................................................12
Extension springs .......................................................3
Shell type needle roller bearings ...............................22
Flange mounting b5/b35 motors................................15
Siemens motors efi 1 ..................................................15
Forging press ..............................................................17
Solid carbide drills .....................................................21
Friction drop hammers ..............................................17
Solid carbide drills with ic ..........................................21
Friction screw press ...................................................17
Solid carbide mills......................................................21
Front axles..................................................................20
Solid carbide reamers ................................................21
Gun drills ....................................................................BIC
Solid carbide reamers with ic.....................................21
H frame power press ..................................................17
Solid carbide special drills .........................................21
Hammers....................................................................17
Solid carbide special mills..........................................21
Hmc horizontal spindle..............................................7
Solid carbide special reamers ....................................21
Hollow bars ................................................................19
Special gauging ..........................................................29
Horizontal boring machines ......................................9
Special machines........................................................9
Horizontal CNC machines...........................................23
Special thread gauges ................................................29
Horizontal machining center .....................................23
Spray suppression system ..........................................8
Horizontal machining centers ....................................9
Stainless steel gear parts ............................................16
Horizontal turning centers .........................................9
Taps ............................................................................BIC
CNC turning center .....................................................23
Kec ac motors .............................................................15
Teflon oil seals............................................................18
CNC turning centers....................................................BC
Kec dc motors ............................................................15
Temperature sensors and electronic modules ...........27
CNC vertical machining center ...................................23
Kec slipring crane duty motors ..................................15
Torsion springs ...........................................................3
CNC/vmc machines.....................................................11
Lightweight diesel engines .........................................31
Transmission gears .....................................................16
Cold forming machines ..............................................9
Lightweight petrol......................................................31
Turrets ........................................................................1
Commercial vehicles ..................................................5
Lubricants ..................................................................13
Vaccum pump ............................................................25
Compaction & concreting equipment. .......................31
Machined type needle roller bearings .......................22
Valve stem seals .........................................................18
Composite processing equipment ..............................9
Material handling solutions .......................................6
Ventilators ..................................................................12
Metal cutting tools .....................................................21
Vertical line series ......................................................23
Milling cutters ............................................................BIC
Vertical machining centers.........................................1
Modular tooling system .............................................BIC
Vertical machining centers 3 & 5 axis ........................9
Needle roller cages ....................................................22
Vertical turning centers ..............................................9
Needle roller cages for engine connecting rods.........22
Vmc vertical machines ...............................................7
Nuts ............................................................................20
Vmc-linear series ........................................................23
‘O’ rings ......................................................................18
Wire forms ..................................................................3
Automobile parts .......................................................16 Axles ...........................................................................20 Bbl brake moters........................................................15 Bbl/kec flame proof motors .......................................15 Bearings .....................................................................18 Billet shearing machines ............................................17 Bolts ...........................................................................20 Brake shoe .................................................................13 Buses ..........................................................................5 C frame power press ..................................................17 Cable carriers .............................................................18 Cable connectors........................................................18 Ced/ktl coatings .........................................................2 Chains.........................................................................18 Clutch plates...............................................................13 CNC .............................................................................23 CNC hmcs ...................................................................23 CNC lathe ....................................................................7 CNC lathes ..................................................................1, BC CNC machines ............................................................23 CNC oval turning centers ............................................23 CNC turn mill centers .................................................23
Looking for a Supplier? We will make your search simple. Just type AM (space) Segment of the Supplier and send it to 51818.
eg. AM (space) Castings and send it to 51818. FIC : Front Inside Cover BIC : Back Inside Cover BC: Back cover
Rudrapur
Ahmedabad
Pune
23 - 26 Sept ’11
14 - 17 Oct ’11
18 - 21 Nov ’11
Chennai
Indore
Aurangabad
8 - 11 Dec ’11
6 - 9 Jan ’12
17 - 20 Feb ’12
+91 98195 52270 | www.engg-expo.com | SMS EXPO to 51818
1 - 15 August 2011
Auto Monitor
GLOBAL WATCH
41
International auto round-up Nissan to introduce low-cost Logan for Russian buyers Nissan will manufacture a Russian variant of French affi liate Renault’s Logan, as the automakers pursue a combined 40 percent share of the fast-growing market with Russian partner AvtoVAZ. AvtoVAZ, 25 percent-owned by the French carmaker, will begin manufacturing Nissan’s fi rst vehicle based on the Logan design next year and may produce gasoline engines and gearboxes for all three partners as soon as 2013. The Renault-Nissan alliance is in talks to buy AvtoVAZ shares held by Russian Technologies and Troika Dialog, doubling its holding in the Lada maker to a controlling 50 percent stake. Renault, Nissan and AvtoVAZ are together targeting deliveries of 1.6 million in 2016 for a combined market share of 40 percent. Renault owns a 43.4 percent stake in Nissan, which in turn holds 15 percent of Renault.
at the 2,100 worker factory, which builds full size and heavy duty trucks, including GM’s top seller, the Chevy Silverado, and the GMC Sierra. The jobs are in addition to 750 being created or preserved when GM adds a third shift at the plant next month to meet the growing demand for its heavy-duty pickups. It is expected to launch new versions of GMC Sierra and Chevrolet Silverado in 2013. The company also makes pickup trucks at its Fort Wayne factory in Roanoke and in Silao, Mexico. The Flint factory upgrades are part of a $two billion investment plan announced by GM in May to create or save 4,000 jobs at 17 facilities nationwide.
German automakers post sales gains despite soft market in Europe
Lehman unit sues AmeriCredit over interest rate swap deals
Germany’s automakers, including GM’s Adam Opel unit, managed to boost sales in the fi rst half of the year in a sluggish European market that contracted in June. Auto sales for the region fell 8.1 percent last month, depressed by weak demand in Britain, Spain and other countries struggling with debt. The industry also faced a difficult comparison with prior-year levels, when national ‘cash-for-clunkers’ programmes bolstered demand in Europe for new vehicles. For the fi rst half of the year, sales were down 2.1 percent, according to the European carmakers’ association ACEA, and the outlook is clouded by economic uncertainty in much of the region. For the fi rst half of 2011, auto sales were down 13 percent in Italy, 27 percent in Spain, seven percent in Britain and 44 percent in Greece.
A Lehman Brothers Holdings unit sued AmeriCredit Financial Services for breach of contract, alleging it undervalued termination payments for interest rate swap agreements connected to auto-loan securitisations. Lehman Brothers Special Financing entered into swap agreements with trusts sponsored in 2005 and 2007 by AmeriCredit that issued $3.85 billion in notes, according to a complaint fi led in federal bankruptcy court in Manhattan. AmeriCredit Financial, a sub-prime auto lender based in Fort Worth, Texas, was bought by GM last year. When Lehman fi led for bankruptcy protection, the swaps were terminated and AmeriCredit failed to calculate termination payments according to the terms of the agreement by not seeking bids from potential replacement counterparties when interest rates were moving in Lehman’s favour, according to the complaint.
Renault sees Russia’s 2011 overall car sales at 2.7 million
Energy Conversion Devices to switch off battery operations
Renault said that it expects total car sales in Russia to reach nearly 2.7 million units this year, compared to 2.35 million forecast by the Association of European Businesses. The company owns 25 percent of Lada-maker AvtoVAZ but has Russian state approval to take a controlling stake alongside Japanese partner Nissan. Renault-Nissan CEO Carlos Ghosn told analysts that Renault could take a 35 percent stake in AvtoVAZ and Nissan 15 percent, according to witnesses contacted by Reuters.
Energy Conversion Devices, the fi rm that invented the battery technology used in most hybrid vehicles on the road, plans to sell its profitable battery subsidiary. The Auburn Hills-based fi rm’s Ovonic Battery developed the nickel-metal-hydride rechargeable battery technology used in cars and consumer rechargeable batteries. Selling the profitable battery division, which has few synergies with its core solar business, could help Energy Conversion Devices build up its cash reserves, said David Epstein, MD, CRT Capital Group in Connecticut. In May, the company announced plans to lay off 300 workers, including 115 in Michigan, after posting a $243 million quarterly loss and suffering the effects of cutbacks in government incentives overseas. The company primarily makes, sells and installs thin-fi lm flexible solar products and systems to the building and rooftop markets and now has about 1,300 employees. The battery division, based in Rochester Hills with 45 employees, was founded in 1982 but generates less than 10 percent of its revenues.
Denso, other suppliers raided by Japanese fair trade authorities Japanese fair trade regulators have raided the offices of Toyota Group supplier Denso as a part of a reported probe into price fi xing by Japanese auto parts makers. Denso confi rmed the investigation in a brief statement saying that officials from the Japan Fair Trade Commission visited the supplier’s world headquarters in the city of Kariya, outside Nagoya, as well as several sales offices elsewhere in the country. The probe related to Japan’s anti-monopoly act and the “sales of certain automotive components,” Denso said. The raid was part of a wider investigation targeting Denso and six other parts makers on suspicion they had colluded since 2002 to set prices and decide which companies would win contracts before bidding from automakers, Japan’s Kyodo News Agency reported. The other companies involved are Mitsubishi Electric, Hitachi Automotive Systems, Calsonic Kansei, Mitsuba, T RAD and Denso subsidiary Asmo, Kyodo said. The alleged cartel aimed to fi x prices on windshield wipers, radiators, engine starters and alternators, the report said.
GM to invest $328 mn to spark Flint plant GM will invest $328 million to ready its Flint assembly plant to build the next-generation of Chevrolet and GMC pickup trucks. The investment will add or save about 150 jobs
China VW brand sales rise 13 percent China sales of Volkswagen passenger vehicles rose nearly 13 percent to 852,800 units in the first six months of 2011, as VW retained its status as China’s top-selling brand. According to the China Association of Automobile Manufacturers, industry sales of light vehicles in China totalled 9.3 million units in the fi rst six months, up 3.4 percent from the year-earlier period. The German automaker sold 138,600 VW brand autos in China in June. This year, mass-market brands in China have been unable to match the blistering sales pace of 2010, when industry sales of passenger vehicles jumped 37 percent. Auto sales declined in April and May after the Chinese government ended its scrappage incentives and tax breaks for small vehicles in January. Industry sales of passenger car sales began to recover in June, although demand for light commercial trucks remains weak.
14th-16th September, 2011 - The Zuri White Sands Resort, Goa The first exclusive Strategy Workshop on the Logistics Industry, ‘Future Supply Chain Strategies’, conducted in 2010 by Frost & Sullivan’s Transportation and Logistics Practice, established a unique platform for the logistics service providers (LSPs) and end users to deeply explore the state of supply chains in key industries, identify the challenges, ways to address them, and above all, envision the potential strategies for future supply chains of these industries. This year’s workshop titled “Future Supply Chain Strategies - THE WAY AHEAD” would serve as a platform to bring together all logistics end users and service providers under one roof and discuss the need for a combined effort from both the groups through collaborations, trust, and building relationships. Investments made through collaborations between service providers and end users would result in visibility and real-time information, and lead to the ideal future supply chain. This workshop aims to deliver a roadmap for this.
Frost & Sullivan welcomes you to be an integral part of this Interactive – Path Finding – Only One-Of-its kind Strategy Workshop! Event Registration Fee: For 1 Person: INR 100,000/- + Service Tax @ 10.30% For 2-3 Persons: INR 90,000/- (per person) + Service Tax @ 10.30% Includes strategy workshop sessions participation, compendium, stay at The Zuri White Sands Resort, Goa during the summit, along with breakfast, lunch, cocktails, and dinner at the venue, pick up and drop facility from the Goa Airport
Platinum Sponsors
Associate Sponsors:
Key Benefits of Participating in the Workshop • •
Gain insights and learn about specific tools for actionable strategies for critical supply chain issues A platform to ideate and evaluate along with peers and leaders from key industries on the best possible methods and practices for future supply chains and develop practical, feasible, and sustainable models of supply chains for the future that can be implemented
Media Partners:
Whom to Expect The workshop intends to assemble a network of today’s best thinkers, visionaries, and thought leaders from across the following key sectors: •
Logistics Service Providers
•
Logistics Service End users Leading Companies from the Key Industry Sectors within the country including, - Automotive, IT Hardware and Telecom Equipment, Pharmaceuticals, and Retail
•
Logistics Infrastructure Providers Leading Providers of Logistics Infrastructure within the country, - Operators of Logistics Parks and Free Trade Warehousing Zones, ICD, CFS, and ports
To Register and know more about the event contact: Subir Shah; P: +91 22 6607 2031; M: +91 99875 41051; F: +91 22 2832 4713; E: subirs@frost.com Srinath Manda; P: +91 44 6681 4382; M:+91 98848 72788; E: srinathm@frost.com Priya George; P: +91 6681 4371, M: +91 98403 55432; E: priyag@frost.com For more information please visit: www.frost.com/FutureSupplyChainStrategies2011
42
Auto Monitor
1 - 15 August 2011
N AMERICAN ASSEMBLY
AUTOFACTS Global Automotive Outlook PricewaterhouseCoopers LLP
North America Assby Tracking 05-2011 (Tracking by Brand & Nameplate) May 2011 Ownership Org/
Last 3 Months YOY
Assembly
YOY Share Chg
Brand & Nameplate
Volume
% Chg
Share %
AutoAlliance International (USA)
10,982
-28.0%
1.0%
(-0.5)
Volume 28,526
Year to Date YOY
Assembly
YOY
% Chg
Share %
Share Chg
-21.6%
0.9%
(-0.3)
Volume 45,053
YOY
Assembly
YOY
% Chg
Share %
Share Chg
-16.0%
0.8%
(-0.3)
Ford Mustang
9,115
-23.5%
0.9%
(-0.3)
22,043
-19.8%
0.7%
(-0.2)
30,612
-16.3%
0.6%
(-0.2)
Mazda Mazda6
1,867
-44.0%
0.2%
(-0.2)
6,483
-27.1%
0.2%
(-0.1)
14,441
-15.2%
0.3%
(-0.1)
BMW (Germany)
24,087
101.5%
2.3%
1.1
73,142
91.2%
2.2%
1.0
110,942
80.2%
2.1%
0.8
BMW X3
10,563
-
1.0%
1.0
31,880
-
1.0%
1.0
47,534
-
0.9%
0.9
BMW X5
9,629
16.1%
0.9%
0.1
29,171
10.0%
0.9%
0.0
44,301
3.8%
0.8%
(-0.0)
BMW X6
3,895
6.4%
0.4%
0.0
12,091
3.2%
0.4%
(-0.0)
19,107
1.3%
0.4%
(-0.0)
Chrysler Group LLC (USA)
178,465
24.4%
16.9%
2.7
542,349
30.0%
16.4%
2.8
828,078
28.1%
15.4%
2.2
Chrysler 200
13,254
-
1.3%
1.3
36,163
-
1.1%
1.1
51,130
-
1.0%
1.0
Chrysler 300
6,455
84.2%
0.6%
0.3
19,690
48.0%
0.6%
0.2
20,473
3.4%
0.4%
(-0.0)
Chrysler PT Cruiser
-
-100.0%
-
(-0.2)
-
-100.0%
-
(-0.2)
-
-100.0%
-
(-0.2)
Chrysler Sebring
-
-100.0%
-
(-0.3)
-
-100.0%
-
(-0.4)
-
-100.0%
-
(-0.4)
Chrysler Town & Country
10,191
-30.6%
1.0%
(-0.5)
28,548
-30.7%
0.9%
(-0.5)
44,173
-19.8%
0.8%
(-0.3)
Dodge Avenger
7,511
5.0%
0.7%
0.0
24,804
29.7%
0.8%
0.1
33,922
31.9%
0.6%
0.1
Dodge Caliber
6,600
-33.5%
0.6%
(-0.4)
16,104
-16.3%
0.5%
(-0.1)
23,769
-29.7%
0.4%
(-0.3)
Dodge Caravan
15,313
14.1%
1.5%
0.1
43,493
-5.8%
1.3%
(-0.2)
70,614
5.7%
1.3%
(-0.1)
Dodge Challenger
4,345
21.2%
0.4%
0.1
9,754
-1.7%
0.3%
(-0.0)
16,487
-8.5%
0.3%
(-0.1)
Dodge Charger
6,977
-34.4%
0.7%
(-0.4)
22,921
-20.8%
0.7%
(-0.2)
40,088
-8.8%
0.7%
(-0.2)
Dodge Dakota
1,921
-13.0%
0.2%
(-0.0)
7,232
43.7%
0.2%
0.1
10,836
40.6%
0.2%
0.0
Dodge Durango
6,796
-
0.6%
0.6
21,985
-
0.7%
0.7
36,035
-
0.7%
0.7
Dodge Journey
7,090
-0.2%
0.7%
(-0.0)
25,127
-14.6%
0.8%
(-0.2)
40,798
-17.9%
0.8%
(-0.3)
Dodge Nitro
2,629
48.3%
0.2%
0.1
7,681
19.2%
0.2%
0.0
11,302
9.8%
0.2%
(-0.0)
Dodge Ram Pickup
-
-
-
-
-
-100.0%
-
(-0.9)
-
-100.0%
-
(-1.5)
Dodge Viper
-
-100.0%
-
(-0.0)
-
-100.0%
-
(-0.0)
-
-100.0%
-
(-0.0)
Fiat 500
8,459
-
0.8%
0.8
17,439
-
0.5%
0.5
19,957
-
0.4%
0.4
Fiat Freemont
2,827
-
0.3%
0.3
6,657
-
0.2%
0.2
6,657
-
0.1%
0.1
Jeep Commander
-
-
-
-
-
-100.0%
-
(-0.0)
-
-100.0%
-
(-0.1)
Jeep Compass
10,510
130.8%
1.0%
0.5
30,621
163.7%
0.9%
0.5
46,121
168.4%
0.9%
0.5
Jeep Grand Cherokee
13,674
1235.4%
1.3%
1.2
42,626
773.1%
1.3%
1.1
65,360
171.7%
1.2%
0.7
Jeep Liberty
6,175
-22.6%
0.6%
(-0.2)
19,257
-4.1%
0.6%
(-0.1)
29,727
9.0%
0.6%
(-0.0)
Jeep Patriot
8,436
38.5%
0.8%
0.2
23,966
62.8%
0.7%
0.2
38,030
86.1%
0.7%
0.3 0.0
Jeep Wrangler
5,173
-20.1%
0.5%
(-0.2)
17,259
5.7%
0.5%
(-0.0)
27,162
15.2%
0.5%
Jeep Wrangler Unlimited
7,760
-7.2%
0.7%
(-0.1)
26,300
5.0%
0.8%
(-0.0)
43,735
20.8%
0.8%
0.1
Ram Pickup
25,460
-8.8%
2.4%
(-0.4)
89,863
76.8%
2.7%
1.1
143,030
181.5%
2.7%
1.6
Volkswagen Routan
909
-44.6%
0.1%
(-0.1)
4,859
-29.7%
0.1%
(-0.1)
8,672
-10.0%
0.2%
(-0.0)
Daimler AG (Germany)
14,503
31.5%
1.4%
0.3
41,624
17.9%
1.3%
0.1
63,881
12.5%
1.2%
0.0
Freightliner Sprinter
727
32.7%
0.1%
0.0
2,216
26.5%
0.1%
0.0
3,561
26.7%
0.1%
0.0
Mercedes-Benz GL-Class
3,360
26.5%
0.3%
0.1
9,320
9.7%
0.3%
0.0
14,000
2.4%
0.3%
(-0.0)
Mercedes-Benz M-Class
8,736
36.0%
0.8%
0.2
25,152
22.4%
0.8%
0.1
38,576
16.6%
0.7%
0.0
Mercedes-Benz R-Class
1,680
19.5%
0.2%
0.0
4,936
9.7%
0.1%
0.0
7,744
7.0%
0.1%
(-0.0)
Ford Motor Company (USA)
239,266
16.7%
22.7%
2.3
692,508
16.8%
21.0%
1.7
1,068,507
13.3%
19.9%
0.6
25,422
96.6%
Ford Crown Victoria
0.3
38,529
78.8%
0.7%
0.3
Ford Econoline
12,170
15.9%
1.2%
0.1
40,232
15.6%
1.2%
0.1
65,655
17.9%
1.2%
0.1
Ford Edge
12,621
7,880
-5.0%
78.2%
1.2%
0.7%
(-0.1)
0.3
42,092
4.3%
1.3%
0.8%
(-0.0)
69,595
5.8%
1.3%
(-0.1)
Ford Escape
28,027
20.4%
2.7%
0.3
85,441
15.7%
2.6%
0.2
136,029
14.3%
2.5%
0.1 0.1
Ford Expedition
5,308
21.4%
0.5%
0.1
16,019
32.3%
0.5%
0.1
23,495
35.3%
0.4%
Ford Explorer
16,847
144.7%
1.6%
0.9
45,551
130.5%
1.4%
0.7
65,586
103.5%
1.2%
0.6
Ford Explorer Sport Trac
-
-100.0%
-
(-0.1)
-
-100.0%
-
(-0.1)
-
-100.0%
-
(-0.1)
Ford Fiesta
10,322
99.9%
1.0%
0.5
30,550
426.3%
0.9%
0.7
49,798
757.8%
0.9%
0.8
Ford Flex
3,240
3.6%
0.3%
(-0.0)
7,657
-31.1%
0.2%
(-0.1)
12,302
-37.0%
0.2%
(-0.2)
Ford Focus
23,354
15.6%
2.2%
0.2
62,281
38.9%
1.9%
0.4
68,426
-8.0%
1.3%
(-0.3)
Ford F-Series
63,429
5.6%
6.0%
0.0
185,446
12.4%
5.6%
0.2
293,875
17.8%
5.5%
0.4 (-0.0)
Ford Fusion
28,610
25.5%
2.7%
0.4
70,867
2.3%
2.1%
(-0.1)
119,331
8.9%
2.2%
Ford Ranger
9,047
18.3%
0.9%
0.1
27,379
24.8%
0.8%
0.1
42,036
24.7%
0.8%
0.1
Ford Taurus
7,603
13.0%
0.7%
0.1
22,433
-6.6%
0.7%
(-0.1)
32,843
-17.6%
0.6%
(-0.2)
Lincoln Mark LT
37
-27.5%
0.0%
(-0.0)
106
-53.5%
0.0%
(-0.0)
170
-59.2%
0.0%
(-0.0)
Lincoln MKS
1,091
-12.2%
0.1%
(-0.0)
3,514
-32.2%
0.1%
(-0.1)
4,918
-39.1%
0.1%
(-0.1)
Lincoln MKT
411
-40.0%
0.0%
(-0.0)
1,072
-45.5%
0.0%
(-0.0)
2,219
-40.8%
0.0%
(-0.0)
Lincoln MKX
3,410
138.8%
0.3%
0.2
8,933
47.2%
0.3%
0.1
14,413
31.7%
0.3%
0.0
Lincoln MKZ
2,414
52.6%
0.2%
0.1
8,334
60.1%
0.3%
0.1
14,069
42.1%
0.3%
0.1
Lincoln Navigator
1,106
10.5%
0.1%
0.0
2,753
4.8%
0.1%
(-0.0)
4,530
26.6%
0.1%
0.0
Lincoln Town Car
1,502
44.1%
0.1%
0.0
4,031
13.9%
0.1%
0.0
6,546
7.1%
0.1%
(-0.0)
Mazda B-Series
-
-100.0%
-
(-0.0)
-
-100.0%
-
(-0.0)
-
-100.0%
-
(-0.0)
Mazda Tribute
837
10.9%
0.1%
0.0
2,395
7.3%
0.1%
(-0.0)
3,977
-24.6%
0.1%
(-0.0)
Mercury Grand Marquis
-
-100.0%
-
(-0.2)
-
-100.0%
-
(-0.3)
165
-99.0%
0.0%
(-0.3)
Mercury Mariner
-
-100.0%
-
(-0.3)
-
-100.0%
-
(-0.3)
-
-100.0%
-
(-0.3)
Mercury Milan
-
-100.0%
-
(-0.2)
-
-100.0%
-
(-0.2)
-
-100.0%
-
(-0.3)
Mercury Mountaineer
-
-100.0%
-
(-0.1)
-
-100.0%
-
(-0.1)
-
-100.0%
-
(-0.1)
Fuji Heavy Industries (Japan)
14,106
2.2%
1.3%
(-0.0)
51,611
-10.4%
1.6%
(-0.3)
96,076
1.8%
1.8%
(-0.1)
Subaru Legacy
11,269
76.8%
1.1%
0.4
33,947
4.7%
1.0%
(-0.0)
62,011
13.3%
1.2%
0.0
Subaru Tribeca
542
75.4%
0.1%
0.0
1,593
21.9%
0.0%
0.0
2,847
12.4%
0.1%
0.0
Toyota Camry
2,295
-67.8%
0.2%
(-0.5)
16,071
-32.7%
0.5%
(-0.3)
31,218
-15.9%
0.6%
(-0.2)
General Motors Company (USA)
287,337
21.2%
27.3%
3.7
869,438
20.9%
26.3%
2.9
1,344,685
18.7%
25.1%
1.8
Buick Enclave
6,756
7.3%
0.6%
0.0
21,114
20.5%
0.6%
0.1
33,597
6.1%
0.6%
(-0.0)
Buick LaCrosse
5,626
-26.5%
0.5%
(-0.2)
18,839
-17.3%
0.6%
(-0.2)
28,134
-14.1%
0.5%
(-0.1)
Buick Lucerne
3,054
14.1%
0.3%
0.0
9,877
16.9%
0.3%
0.0
15,563
76.0%
0.3%
0.1
Buick Regal
1,211
-
0.1%
0.1
6,172
-
0.2%
0.2
6,172
-
0.1%
0.1
Cadillac CTS
6,901
118.4%
0.7%
0.3
19,389
48.3%
0.6%
0.2
30,558
30.6%
0.6%
0.1
Cadillac DTS
1,121
-57.3%
0.1%
(-0.2)
4,323
-40.4%
0.1%
(-0.1)
6,515
-14.2%
0.1%
(-0.0)
Cadillac Escalade
1,318
-38.2%
0.1%
(-0.1)
4,994
-22.3%
0.2%
(-0.1)
7,726
-29.9%
0.1%
(-0.1)
Cadillac Escalade ESV
664
-13.9%
-27.7%
0.1%
(-0.0)
2,949
-34.0%
0.1%
(-0.0)
Cadillac Escalade EXT
162
-33.9%
0.0%
(-0.0)
679
-6.0%
0.0%
(-0.0)
1,140
5.8%
0.0%
(-0.0)
Cadillac SRX
6,976
9.4%
0.7%
0.1%
0.0
(-0.0)
22,206
1,957
16.3%
0.7%
0.1
34,319
15.9%
0.6%
0.0
Cadillac STS
-
-100.0%
-
(-0.0)
1,238
14.3%
0.0%
0.0
1,907
6.9%
0.0%
(-0.0)
Chevrolet Avalanche
2,362
-12.7%
0.2%
(-0.0)
6,659
-6.5%
0.2%
(-0.0)
10,188
0.6%
0.2%
(-0.0)
Chevrolet Aveo
6,289
36.9%
0.6%
0.1
17,921
27.6%
0.5%
0.1
26,552
16.2%
0.5%
0.0
Chevrolet C2
3,613
-38.6%
0.3%
(-0.2)
12,534
-24.8%
0.4%
(-0.2)
19,471
-24.7%
0.4%
(-0.2)
Chevrolet Camaro
10,234
2.5%
1.0%
(-0.0)
28,534
-0.9%
0.9%
(-0.1)
48,112
4.6%
0.9%
(-0.0)
Chevrolet Captiva
2,679
-4.3%
0.3%
(-0.0)
8,575
38.0%
0.3%
0.1
13,715
27.3%
0.3%
0.0
Chevrolet Cobalt
-
-100.0%
-
(-1.7)
-
-100.0%
-
(-1.5)
-
-100.0%
-
(-1.6)
1 - 15 August 2011
May 2011 Ownership Org/ Brand & Nameplate
Auto Monitor
N AMERICAN ASSEMBLY Volume
Last 3 Months YOY % Chg
Assembly Share %
YOY Share Chg
Volume
43
Year to Date YOY % Chg
Assembly Share %
YOY Share Chg
Volume
YOY % Chg
Assembly Share %
YOY Share Chg
Chevrolet Colorado
3,740
7.5%
0.4%
0.0
10,457
2.9%
0.3%
(-0.0)
16,973
13.1%
0.3%
0.0
Chevrolet Corvette
1,333
-17.3%
0.1%
(-0.0)
3,800
-25.0%
0.1%
(-0.0)
5,401
-30.2%
0.1%
(-0.1)
Chevrolet Cruze
27,343
-
2.6%
2.6
79,880
-
2.4%
2.4
124,812
-
2.3%
2.3
Chevrolet Equinox
20,391
56.5%
1.9%
0.6
63,136
52.7%
1.9%
0.6
102,312
51.4%
1.9%
0.5
Chevrolet Express
7,385
25.2%
0.7%
0.1
20,087
13.2%
0.6%
0.0
31,750
23.1%
0.6%
0.1
Chevrolet HHR
5,676
-30.6%
0.5%
(-0.3)
17,597
-3.1%
0.5%
(-0.1)
29,460
1.0%
0.5%
(-0.0)
Chevrolet Impala
18,314
8.6%
1.7%
0.1
55,313
6.6%
1.7%
(-0.0)
89,851
8.6%
1.7%
(-0.0)
Chevrolet Malibu
22,619
6.9%
2.1%
0.0
65,201
2.3%
2.0%
(-0.1)
91,015
0.2%
1.7%
Chevrolet Silverado
46,750
45.8%
4.4%
1.2
142,170
37.7%
4.3%
0.9
214,931
22.9%
4.0%
0.4
Chevrolet Suburban
5,201
-6.5%
0.5%
(-0.1)
16,289
2.6%
0.5%
(-0.0)
22,638
-7.0%
0.4%
(-0.1)
Chevrolet Tahoe
7,813
3.9%
0.7%
(-0.0)
26,462
-5.5%
0.8%
(-0.1)
41,928
-2.2%
0.8%
(-0.1)
Chevrolet Traverse
12,410
-3.5%
1.2%
(-0.1)
34,489
0.9%
1.0%
(-0.1)
52,852
48.4%
1.0%
0.3
Chevrolet Volt
591
-
0.1%
0.1
2,065
-
0.1%
0.1
3,269
-
0.1%
0.1
GMC Acadia
7,316
25.0%
0.7%
0.1
24,246
76.4%
0.7%
0.3
38,916
29.9%
0.7%
0.1
GMC Canyon
1,330
19.7%
0.1%
0.0
3,069
-9.5%
0.1%
(-0.0)
4,848
-14.1%
0.1%
(-0.0)
GMC Savana
1,840
17.0%
0.2%
0.0
7,689
29.2%
0.2%
0.0
12,549
35.2%
0.2%
0.0
GMC Sierra Pickups
18,475
41.9%
1.8%
0.5
55,345
15.9%
1.7%
0.1
84,826
9.2%
1.6%
(-0.0)
(-0.2)
GMC Terrain
9,335
76.8%
0.9%
0.4
29,138
77.5%
0.9%
0.3
47,683
76.8%
0.9%
0.3
GMC Yukon
4,845
43.0%
0.5%
0.1
12,749
-3.8%
0.4%
(-0.0)
21,504
7.1%
0.4%
(-0.0)
GMC Yukon XL
2,482
-12.0%
0.2%
(-0.0)
9,379
5.3%
0.3%
(-0.0)
14,230
1.8%
0.3%
(-0.0)
Hummer H3
-
-100.0%
-
(-0.1)
-
-100.0%
-
(-0.0)
-
-100.0%
-
(-0.0)
Hummer H3T
-
-100.0%
-
(-0.0)
-
-100.0%
-
(-0.0)
-
-100.0%
-
(-0.0)
Saab 9-4X
3,182
-
0.3%
0.3
5,866
-
0.2%
0.2
6,319
-
0.1%
0.1
Saturn Outlook
-
-
-
-
-
-100.0%
-
(-0.0)
-
-100.0%
-
(-0.1)
Saturn VUE
-
-
-
-
-
-100.0%
-
(-0.0)
-
-100.0%
-
(-0.1)
Honda Motor Company (Japan)
59,741
-44.7%
5.7%
(-5.1)
226,425
-34.6%
6.9%
(-4.4)
447,728
-18.7%
8.3%
(-2.9)
Acura CSX
-
-100.0%
-
(-0.0)
30
-94.7%
0.0%
(-0.0)
1,170
8.3%
0.0%
(-0.0)
Acura MDX
3,153
-37.8%
0.3%
(-0.2)
12,694
-21.3%
0.4%
(-0.1)
23,944
-10.5%
0.4%
(-0.1)
Acura RDX
539
-64.8%
0.1%
(-0.1)
3,000
-44.3%
0.1%
(-0.1)
6,601
-24.8%
0.1%
(-0.1)
Acura TL
1,950
-17.4%
0.2%
(-0.0)
9,929
18.4%
0.3%
0.0
13,340
-12.3%
0.2%
(-0.1)
Acura ZDX
31
-93.5%
0.0%
(-0.0)
191
-91.3%
0.0%
(-0.1)
521
-87.2%
0.0%
(-0.1)
Honda Accord
12,005
-52.5%
1.1%
(-1.4)
46,125
-42.3%
1.4%
(-1.2)
94,453
-25.0%
1.8%
(-0.8)
Honda Civic
16,050
-39.0%
1.5%
(-1.1)
48,171
-42.2%
1.5%
(-1.3)
98,227
-24.8%
1.8%
(-0.8)
Honda Crosstour
1,196
-67.3%
0.1%
(-0.3)
3,960
-68.7%
0.1%
(-0.3)
7,330
-64.0%
0.1%
(-0.3)
Honda CR-V
10,870
-47.3%
1.0%
(-1.0)
45,150
-30.5%
1.4%
(-0.7)
87,619
-14.9%
1.6%
(-0.5)
Honda Element
-
-100.0%
-
(-0.1)
3,241
-27.4%
0.1%
(-0.0)
7,500
5.6%
0.1%
(-0.0)
Honda Odyssey
7,122
-26.5%
0.7%
(-0.3)
26,606
-12.1%
0.8%
(-0.2)
50,482
5.8%
0.9%
(-0.0)
Honda Pilot
6,825
-33.3%
0.6%
(-0.4)
25,746
-18.7%
0.8%
(-0.3)
51,771
5.0%
1.0%
(-0.0)
Honda Ridgeline
-
-100.0%
-
(-0.1)
1,582
-74.7%
0.0%
(-0.2)
4,770
-55.6%
0.1%
(-0.1)
Hyundai Motor Company (South Korea) 49,681
35.6%
4.7%
1.1
153,986
36.1%
4.7%
1.0
249,086
45.2%
4.6%
1.1
Hyundai Elantra/i30
13,656
-
1.3%
1.3
37,826
-
1.1%
1.1
55,100
-
1.0%
1.0
Hyundai Santa Fe
8,400
13.6%
0.8%
0.1
26,540
12.2%
0.8%
0
43,134
13.3%
0.8%
0.0
Hyundai Sonata/i40
15,865
-18.0%
1.5%
(-0.4)
51,827
-10.4%
1.6%
(-0.3)
89,099
8.0%
1.7%
(-0.0)
Kia Optima
-
-
-
-
-
-
-
-
-
-
-
-
Kia Sorento
11,760
18.8%
1.1%
0.1
37,793
19.3%
1.1%
0.1
61,753
21.1%
1.2%
0.1
Mitsubishi Motors Corp (Japan)
2,555
64.5%
0.2%
0.1
9,840
47.8%
0.3%
0.1
17,485
43.7%
0.3%
0.1
Mitsubishi Eclipse
844
-17.3%
0.1%
(-0.0)
2,728
23.2%
0.1%
0.0
3,861
32.1%
0.1%
0.0
Mitsubishi Endeavor
417
53.9%
0.0%
0.0
3,539
282.2%
0.1%
0.1
4,203
77.0%
0.1%
0.0
Mitsubishi Galant
1,294
(-0.0)
9,421
37.2%
0.2%
0.0
Nissan Motor (Japan)
101,375
23.9%
9.6%
1.5
266,315
7.2%
8.1%
(-0.0)
448,090
11.5%
8.4%
0.1
Infiniti QX series
-
-
395.8%
-
0.1%
-
0.1
-
3,573
-100.0%
1.6%
-
0.1%
(-0.1)
-
-100.0%
-
(-0.1) (-0.2)
Nissan Altima
27,145
7.8%
2.6%
0.1
76,001
0.4%
2.3%
(-0.2)
124,879
3.2%
2.3%
Nissan Armada
1,708
-31.9%
0.2%
(-0.1)
5,179
-18.9%
0.2%
(-0.1)
8,901
-4.2%
0.2%
(-0.0)
Nissan Frontier
5,236
23.4%
0.5%
0.1
14,317
14.2%
0.4%
0.0
23,133
11.3%
0.4%
0.0
Nissan March
2,827
-
0.3%
0.3
6,581
-
0.2%
0.2
7,253
-
0.1%
0.1
Nissan Maxima
6,424
-0.2%
0.6%
(-0.0)
17,700
-9.1%
0.5%
(-0.1)
29,292
-4.8%
0.5%
(-0.1)
Nissan NV-Series
1,881
-
0.2%
0.2
4,916
-
0.1%
0.1
5,869
-
0.1%
0.1
Nissan Pathfinder
2,781
22.0%
0.3%
0.0
8,552
4.4%
0.3%
(-0.0)
15,307
34.7%
0.3%
0.1
Nissan Pickup
4,188
107.0%
0.4%
0.2
10,339
65.7%
0.3%
0.1
17,813
71.8%
0.3%
0.1
Nissan Sentra
17,003
61.6%
1.6%
0.6
38,535
24.0%
1.2%
0.2
70,127
32.3%
1.3%
0.2
Nissan Tiida
6,323
14.9%
0.6%
0.1
16,415
2.0%
0.5%
(-0.0)
27,866
15.6%
0.5%
0.0
7,271
1.3%
0.2%
(-0.0)
-4.1%
Nissan Titan
0.2%
(-0.0)
Nissan Tsuru
6,623
14.2%
0.6%
0.1
16,373
-12.1%
0.5%
(-0.1)
30,212
0.3%
0.6%
(-0.1)
Nissan Versa
14,755
2,246
14.9%
8.1%
1.4%
0.2%
0.1
0.0
38,301
2.0%
1.2%
(-0.1)
65,019
11,735
1.0%
1.2%
(-0.1)
Nissan Xterra
2,055
-10.7%
0.2%
(-0.0)
5,285
-23.4%
0.2%
(-0.1)
9,854
-7.4%
0.2%
(-0.0)
Suzuki Equator
180
28.6%
0.0%
0
550
22.2%
0.0%
0.0
830
43.1%
0.0%
0.0
NUMMI (USA)
-
-
-
-
-
-100.0%
-
(-1.0)
-
-100.0%
-
(-1.9)
Toyota Corolla
-
-
-
-
-
-100.0%
-
(-0.8)
-
-100.0%
-
(-1.3)
Toyota Tacoma
-
-
-
-
-
-100.0%
-
(-0.3)
-
-100.0%
-
(-0.6)
Tesla Motors (USA)
157
127.5%
0.0%
0.0
479
115.8%
0.0%
0.0
774
116.8%
0.0%
0.0
Tesla Roadster
157
127.5%
0.0%
0.0
479
115.8%
0.0%
0.0
774
116.8%
0.0%
0.0
Toyota Motor Corporation (Japan)
31,312
-71.9%
3.0%
(-8.1)
225,970
-31.4%
6.8%
(-3.9)
448,780
-11.3%
8.4%
(-2.0)
Lexus RX Series
1,559
-77.7%
0.1%
(-0.5)
13,238
-40.8%
0.4%
(-0.3)
26,603
-25.8%
0.5%
(-0.2)
Toyota Avalon
1,185
-79.5%
0.1%
(-0.5)
8,218
-31.3%
0.2%
(-0.1)
15,541
-4.6%
0.3%
(-0.0)
Toyota Camry
5,781
-73.4%
0.5%
(-1.6)
37,645
-46.3%
1.1%
(-1.1)
73,967
-38.9%
1.4%
(-1.1)
Toyota Corolla
4,226
-76.8%
0.4%
(-1.4)
37,048
-25.9%
1.1%
(-0.5)
75,964
2.5%
1.4%
(-0.1)
Toyota Highlander
2,651
-58.9%
0.3%
(-0.4)
18,543
-10.9%
0.6%
(-0.1)
38,087
23.0%
0.7%
0.1 (-0.3)
Toyota Matrix
474
-80.3%
0.0%
(-0.2)
3,007
-71.9%
0.1%
(-0.3)
6,255
-65.7%
0.1%
Toyota RAV4
3,294
-76.9%
0.3%
(-1.1)
28,308
-23.2%
0.9%
(-0.3)
57,057
16.0%
1.1%
0.1
Toyota Sequoia
603
-69.4%
0.1%
(-0.1)
3,334
-36.8%
0.1%
(-0.1)
6,255
-27.8%
0.1%
(-0.1)
Toyota Sienna
3,202
-71.6%
0.3%
(-0.8)
23,192
-35.1%
0.7%
(-0.5)
46,938
-6.3%
0.9%
(-0.2)
Toyota Tacoma
3,591
-18.1%
0.3%
(-0.1)
21,728
56.8%
0.7%
0.2
42,819
89.8%
0.8%
0.3
Toyota Tundra
2,883
-77.9%
0.3%
(-1.0)
20,145
-40.3%
0.6%
(-0.5)
39,033
-17.9%
0.7%
(-0.2)
Toyota Venza
1,863
-62.6%
0.2%
(-0.3)
11,564
-35.9%
0.4%
(-0.2)
20,261
-35.6%
0.4%
(-0.3)
Volkswagen (Germany)
40,353
46.8%
3.8%
1.1
119,614
21.3%
3.6%
0.4
196,686
26.7%
3.7%
0.5
Volkswagen Beetle
-
-
-
-
-
-
-
-
-
-
-
-
Volkswagen Bora
30
-97.4%
0.0%
(-0.1)
97
-97.6%
0.0%
(-0.1)
150
-98.0%
0.0%
(-0.2)
Volkswagen Golf/Jetta Variant
11,974
83.3%
1.1%
0.5
35,732
47.0%
1.1%
0.3
58,838
56.6%
1.1%
0.3
Volkswagen Jetta
27,939
83.3%
2.7%
1.1
83,375
47.0%
2.5%
0.7
137,288
56.6%
2.6%
0.8
Volkswagen New Beetle
-
-100.0%
-
(-0.5)
-
-100.0%
-
(-0.4)
-
-100.0%
-
(-0.5)
Volkswagen Passat
410
-
0.0%
0.0
410
-
0.0%
0.0
410
-
0.0%
0.0
Total Light Vehicle
1,053,920
4.9%
100.0%
-
3,301,827
7.5%
100.0%
-
5,365,851
10.0%
100.0%
-
44
Auto Monitor
1 - 15 August 2011
SIAM DATA
FLASH REPORT (MEDIA) REPORT II
Source: SIAM
Category Segment/Subsegment Manufacturer.
Production For the month of June 2010
2011
Cumulative April-June 10-11
11-12
Domestic Sales For the month of June 2010
I Passenger Vehicles (PVs) A : Passengers Cars - Upto 5 Seats Micro: Seats Upto-4, Length Normally <3200 mm, Body Style-Hatchback, Engine Displacement Normally upto 0.8 Litre Regular: Tata Motors Ltd (Nano) 6,019 5,640 14,911 21,804 7,704 Total 6,019 5,640 14,911 21,804 7,704 Micro: Seats Upto-5, Length Normally <3600 mm, Body Style-Hatchback, Engine Displacement Normally upto 1.0 Litre Regular: General Motors India Pvt Ltd (Spark) 2,441 4,450 9,244 11,157 2,906 Hyundai Motors India Ltd(Santro) 8,374 12,308 24,839 33,166 6,557 Maruti Suzuki India Ltd (M800, Alto,Wagon R,A-Star) 43,751 33,616 146,135 154,841 34,821 Total 54,566 50,374 180,218 199,164 44,284 Compact: Seats Upto-5, Length Normally 3600-4000 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.4 Litre Regular: Fiat India Automobiles Pvt Ltd (Palio, Grande Punto) 1,445 1,355 3,217 4,183 1,287 Ford india Pvt Ltd (Figo ) 7,750 7,460 20,166 24,043 6,138 General Motors India Pvt Ltd (Beat, U-VA) 3,149 5,419 12,314 11,696 3,788 Honda Siel Cars India ltd (Jazz) 180 0 496 30 507 Hyundai Motors India Ltd(Getz, i10, i20) 33,786 37,901 102,922 103,755 17,843 Maruti Suzuki India Ltd (Swift, Ritz, Estilo) 18,932 16,927 67,750 62,412 18,687 Nissan Motor India Pvt Ltd (Micra) 0 11,021 0 29,012 0 SkodaAuto india p.ltd ( Fabia ) NA 1,940 0 5,626 583 Tata Motors Ltd (Indica,Indica Vista, Indigo CS) 16,383 13,469 44,573 33,861 12,606 Toyota Kirloskar Motor Pvt Ltd (Liva) 0 862 0 862 0 Volkswagen India Pvt Ltd (Polo) NA 5,462 0 14,606 1,527 Total 81,625 101,816 251,438 290,086 62,966 Super Compact: Seats Upto-5, Length Normally 4000-4250 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.6 Litre Regular: Hyundai Motors India Ltd (Accent) 2,391 3,370 7,384 9,876 1,130 Mahindra & Mahindra Ltd (Verito) 858 1,460 2,109 3,819 563 Maruti Suzuki India Ltd (Dzire) 7,075 2,162 25,183 24,800 6,951 Toyota Kirloskar Motor Pvt Ltd (Etios-Sedan) 0 5,205 0 13,104 0 Specialty: Volkswagen India Pvt Ltd (Beetle) 0 0 0 0 25 Total 10,324 12,197 34,676 51,599 8,669 Mid-Size: Seats Upto-5, Length Normally 4250-4500 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 1.6 Litre Regular: Ford India Pvt Ltd (Ford ikon,Fiesta Classic) 1,480 1,014 4,365 3,849 921 General Motors India Pvt Ltd (Aveo) 278 258 1,295 361 375 Hindustan Motors Ltd (Lancer) 39 0 211 31 39 Honda Siel Cars India Ltd (City) 2,809 1,915 9,260 5,927 3,544 Hyundai Motors India Ltd (Verna) 1,770 4,047 5,275 10,260 1,818 Maruti Suzuki India Ltd (SX4) 1,248 426 4,337 5,448 1,130 Tata Motors Ltd (Indigo, Manza) 4,749 975 8,121 3,931 3,899 Volkswagen India Pvt Ltd (Vento) NA 2,900 0 10,130 0 Specialty: Hindustan Motors Ltd (Ambassador) 608 119 1,853 828 590 Total 12,981 11,654 34,717 40,765 12,316 Executive: Seats Upto-5, Length Normally 4500-4700 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 2.0 Litre Regular: Fiat India Automobiles Pvt Ltd (Linea) 846 793 2,736 2,525 850 General Motors India Pvt Ltd (Optra, Cruze) 1,119 1,297 2,869 3,812 863 Hindustan Motors Ltd (Cedia sports) 4 18 35 32 25 Honda Siel Cars India Ltd (Civic) 540 180 780 960 339 Hyundai Motors India Ltd (Elantra) 0 0 0 0 0 Maruti Suzuki India Ltd (Kizashi) 0 0 0 0 0 Renault India Pvt Ltd (Renault FLUENCE) 0 325 0 325 0 Skoda Auto India Pvt Ltd (Laura) 0 672 0 2,004 681 Toyota Kirloskar Motor Pvt Ltd (Corolla ) 663 686 2,182 1,886 512 Volkswagen India Pvt Ltd (Jetta) 0 0 0 52 368 Specialty: BMW india pvt Ltd ( 3 Series) 175 199 657 469 167 Hindustan Motors Ltd (EVO X) 0 0 0 1 0 Mercedes-Benz India Pvt Ltd (C-Class) 209 274 578 928 172 Volkswagen - Audi (A4) 0 0 0 0 92 Total 3,556 4,444 9,837 12,994 4,069 Premium: Seats Upto-5, Length Normally 4700-5000 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 3.0 Litre Regular: Honda Siel Cars India Ltd ( Accord ) 150 150 330 508 157 Hyundai Motors India Ltd ( Sonata ) 30 40 71 74 18 Nissan Motor India Pvt Ltd (Teana) 0 0 0 0 33 Skoda Auto India Pvt Ltd (Superb) 0 260 0 1,032 374 Toyota Kirloskar Motor Pvt Ltd (Camry ) 0 0 0 0 25 Volkswagen India Pvt Ltd (Passat) 0 142 0 442 110 Specialty: BMW india pvt Ltd (Gran Turismo, 5 Series) 0 286 6 937 42 Mercedes-Benz India Pvt Ltd (E-Class) 146 340 405 760 157 Toyota Kirloskar Motor Pvt Ltd (Prius ) 0 0 0 0 10 Volkswagen - Audi (A6, A7) 0 0 0 0 54 Total 326 1,218 812 3,753 980 Luxury: Seats Upto-5, Length Normally Over 5000 mm, Body Style-Sedan/Estate/Hatch/Notchback, Engine Displacement Normally upto 5.0 Litre Regular: BMW india pvt Ltd (7 Series ) 0 0 0 0 51 Mercedes-Benz India Pvt Ltd ( S-Class) 48 45 140 121 28 Volkswagen - Audi (A8) 0 0 0 0 0 Volkswagen India Pvt Ltd (Phaeton) 0 0 0 0 2 Total 48 45 140 121 81 Coupe: Roadster - 2 Doors; 2/4 seater, retractable/firm roof Regular: BMW india pvt Ltd (6 Series, Z4) 0 0 0 0 6 Mercedes-Benz India Pvt Ltd (E-Coupe, E-Cabrio, CLS, SLK) 0 0 0 0 9 Nissan Motor India Pvt Ltd (370Z) 0 0 0 0 2 Volkswagen - Audi (R8, RS5) 0 0 0 0 0 Total 0 0 0 0 17 Exotics: Upto 5 Seats, Price >Rs. 1 Crore Mercedes-Benz India pvt. Ltd (SLS AMG) 0 0 0 0 0 Total 0 0 0 0 0 Total Passenger Car 169,445 187,388 526,749 620,286 141,086 B: Utility Vehicles (Uvs) B: Utility Vehicles / Sports Utillty Vehicles; 2x4 or 4x4 offroad capability; Generally ladder on frame; 2 box ; 5 seats or more but upto 10 Seats UV1: Length<4400 mm, Price Upto Rs. 15 Lakh Force Motors Ltd (Trax) 32 34 121 121 16 Mahindra & Mahindra Ltd (Bolero, ST) 6,347 7,006 17,867 21,706 6,086 Maruti Suzuki India Ltd (Gypsy) 265 588 1,903 1,788 1,299 Tata Motors Ltd (Sumo,) 1,245 1,319 4,031 4,156 568 Total 7,889 8,947 23,922 27,771 7,969 UV2: Length<4400 - 4700 mm, Price Upto Rs. 15 Lakh General Motors India Pvt Ltd (Tavera) 1,613 1,770 4,618 5,447 1,423 International Cars & Motors Ltd (Rhino) 96 26 268 102 71 Mahindra & Mahindra Ltd (Scorpio, Bolero, ST, Xylo) 6,658 8,196 21,309 24,399 6,667 Tata Motors Ltd (Sumo Grande, Safari) 1,817 1,674 5,031 4,395 2,086 Toyota Kirloskar Motor Pvt Ltd (Innova) 4,675 4,668 13,165 11,219 4,553 Total 14,859 16,334 44,391 45,562 14,800 UV3: Length>4700 mm, Price Upto Rs. 15 Lakh Force Motors Ltd (Trax) 269 292 696 826 241 Tata Motors Ltd (Aria, Xenon) 55 282 93 682 1,017 Total 324 574 789 1,508 1,258 UV4: Price Between Rs. 15 to 25Lakh BMW india Pvt Ltd (X1) 0 559 0 1,104 0 Ford India Pvt Ltd (Endeavour) 312 243 840 615 210 General Motors India Pvt Ltd (Captiva) 0 0 0 0 139 Hindustan Motors Ltd (Pajero, Outlander) 160 151 460 497 160 Honda Siel Cars India Ltd (CRV) 0 0 0 0 48 Hyundai Motors India Ltd (Santa Fe) 0 20 0 20 0 Maruti Suzuki India Ltd (Vitara) 0 0 0 0 10 Nissan Motor India Pvt Ltd (X-Trail) 0 0 0 0 42 Skoda Auto India Pvt Ltd (Yeti) 0 195 0 751 1 Toyota Kirloskar Motor Pvt Ltd (Fortuner) 1,066 1,030 2,979 2,445 1,027 Total 1,538 2,198 4,279 5,432 1,637 UV5: Price > Rs. 25Lakh BMW india Pvt Ltd (X3, X5, X6) 0 0 0 0 25 Hindustan Motors Ltd (Mentero) 0 8 5 18 1 Mercedes-Benz India pvt. Ltd (ML Class, GL Class, R Class, G class) 0 0 0 0 21 Toyota Kirloskar Motor Pvt Ltd (LC,Prado) 0 0 0 0 53 Volkswagen - Audi (Q5,Q7) 0 0 0 0 101 Volkswagen India Pvt Ltd (Touareg) 0 0 0 0 0 Total 0 8 5 18 201 Total Utillity Vehicles (Uvs) 24,610 28,061 73,386 80,291 25,865 C: Vans; Generally 1 or 1.5 box; seats upto 5 to 10 V1: Hard tops mainly used for personal transport, Price Upto Rs. 10 Lakh Maruti Suzuki India Ltd (Omini,Ecco) 10,099 12,119 34,148 40,901 9,914 Tata Motors Ltd (Venture) 14 620 14 1,757 0 Total 10,113 12,739 34,162 42,658 9,914 V2: Soft tops mainly used as Maxi Cabs, Price Upto Rs. 10 Lakh Force Motors Ltd (Trip) 0 20 0 100 0 Mahindra & Mahindra Ltd (Gio, Maxximo Mini Van) 0 2,004 0 4,387 0 Tata Motors Ltd (Magic, lris) 4,192 2,963 11,462 11,684 4,599 Total 4,192 4,987 11,462 16,171 4,599 Total Vans 14,305 17,726 45,624 58,829 14,513 Total Passenger Vehicles (PVs) 208,360 233,175 645,759 759,406 181,464 II Commercial Vehicles (CVs) M&HCVs A: Passenger Carriers A1: Max. Mass exceeding 7-5 tonnes but not exceeding 12 tonnes (M3(B1)) (b): No. of seats including driver exceeding 13 (M3(B2)) Ashok Leyland Ltd 168 74 492 792 268 Mahindra & Mahindra Ltd 0 0 0 0 0 Mahindra Navistar Automotives Ltd 65 24 156 53 72 SML Isuzu Ltd 332 161 842 805 386 Tata Motors Ltd 350 690 1,577 1,722 620 VE CVs - Eicher 396 398 770 1,061 329 Total A1 1,311 1,347 3,837 4,433 1,675 A2: Max. Mass exceeding 12 but no exceeding 16.2 tonnes (M3(C)) (b): No. of seats including driver exceeding 13 (M3(C2)) Ashok Leyland Ltd 1,583 1,778 4,479 5,098 1,527 JCBL Ltd NA NA 0 1 NA SML Isuzu Ltd 10 10 20 24 7 Tata Motors Ltd 1,462 931 4,158 2,982 1,355 VE CVs - Eicher 26 63 42 117 16 Volvo Buses India Pvt Ltd 19 43 59 83 19 Total A2 3,100 2,825 8,758 8,305 2,924 A3: No. of seats including exceeding 13 and max. mass exceeding 16.2 tonnes (M3(D)) Passenger Carrier (D) Volvo Buses India Pvt Ltd 21 29 51 118 21 Total A3 21 29 51 118 21 Total M&HCVs(passenger carriers) 4,432 4,201 12,646 12,856 4,620 M&HCVs B: Goods Carriers (c) Max Mass exceeding 7.5 tonnes but not exceeding 10 tons Ashok Leyland Ltd 40 51 98 147 30 SML Isuzu Ltd 262 276 767 738 230 Tata Motors Ltd 550 467 1,458 1,546 633 VE CVs - Eicher 806 874 2,246 2,505 798 Total 1,658 1,668 4,569 4,936 1,691 (d) Max. Mass Exceeding 10 tons but not exceeding 12 tons Ashok Leyland Ltd 228 411 667 985 218 SML Isuzu Ltd 65 110 216 434 71 Tata Motors Ltd 1,180 988 3,296 3,100 1,360
Exports Cumulative April-June
For the month of June
Cumulative April-June
2011
10-11
11-12
2010
2011
10-11
11-12
5,452 5,452
14,779 14,779
21,979 21,979
0 0
302 302
1 1
825 825
3,318 7,114 38,183 48,615
9,221 19,497 113,229 141,947
10,222 21,922 122,052 154,196
5 1,621 12,735 14,361
9 3,641 8,399 12,049
9 6,352 36,640 43,001
17 9,126 25,823 34,966
1,156 5,698 1,709 361 18,121 16,239 1,609 1,461 11,913 737 2,679 61,683
3,190 18,495 10,743 1,050 54,562 64,190 0 1,608 36,456 0 3,742 194,036
3,698 17,319 6,571 643 57,512 55,651 4,373 4,578 28,631 737 9,920 189,633
137 1,048 14 2 16,078 2,184 0 0 1,096 0 0 20,559
126 2,130 14 0 16,384 1,726 9,072 0 254 0 0 29,706
430 1,048 48 3 50,207 3,164 0 0 1,949 0 0 56,849
529 5,190 35 0 43,999 4,431 22,440 0 957 0 0 77,581
941 1,510 2,486 5,002
3,547 1,316 24,872 0
3,102 3,807 25,095 13,071
1,189 118 79 0
2,104 0 14 0
5,505 650 151 0
6,069 0 41 0
3 9,942
145 29,880
22 45,097
0 1,386
0 2,118
0 6,306
0 6,110
994 160 0 2,802 4,102 713 1,157 2,457
3,610 1,060 213 9,452 5,338 4,086 11,354 0
3,352 511 31 6,172 10,313 5,517 3,736 7,726
166 23 0 4 0 8 363 0
75 16 0 4 0 0 39 0
338 49 0 5 0 8 440 0
194 45 0 4 0 0 135 0
167 12,552
1,838 36,951
816 38,174
0 564
0 134
0 840
0 378
350 1,101 7 175 0 32 290 693 629 59
2,910 2,524 73 1,060 2 0 0 1,765 2,018 1,099
2,005 3,307 20 618 0 117 290 1,760 1,824 322
0 3 0 1 0 0 0 0 0 0
20 0 0 0 0 0 0 0 0 0
1 3 0 1 0 0 0 0 0 0
107 8 0 0 0 0 0 0 0 0
163 0 197 123 3,819
443 0 534 230 12,658
598 1 764 467 12,093
0 0 0 0 4
0 0 0 0 20
0 0 0 0 5
0 0 0 0 115
103 24 5 325 9 197
524 72 71 931 80 324
301 58 12 1,042 38 577
0 0 0 0 0 0
2 0 0 0 0 0
0 0 0 0 0 0
2 0 0 0 0 0
255 232 2 43 1,195
205 397 63 193 2,860
783 540 2 139 3,492
0 0 0 0 0
0 0 0 0 2
0 0 0 0 0
0 0 0 0 2
30 36 23 2 91
113 96 4 4 217
85 101 88 11 285
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
6 3 2 10 21
22 21 2 0 45
13 28 2 18 61
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 143,370
0 0 433,373
2 2 465,012
0 0 36,874
0 0 44,331
0 0 107,002
0 0 119,977
27 7,126 182 1,332 8,667
92 17,573 2,971 3,849 24,485
96 21,287 1,491 4,392 27,266
0 39 10 33 82
0 13 0 100 113
0 148 12 93 253
0 58 43 144 245
1,738 32 7,417 1,352 4,665 15,204
4,369 220 21,279 4,844 13,043 43,755
5,413 97 23,120 4,115 11,090 43,835
0 0 198 4 0 202
16 0 289 9 0 314
1 0 656 52 0 709
16 0 898 43 0 957
247 365 612
632 1,026 1,658
711 708 1,419
0 0 0
0 0 0
0 0 0
0 4 4
403 248 161 148 14 100 3 16 132 990 2,215
0 753 338 462 154 0 18 107 1 2,918 4,751
808 634 476 461 67 254 11 40 438 2,401 5,590
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
33 8 98 0 155 0 294 26,992
86 7 70 111 268 3 545 75,194
90 19 229 22 542 4 906 79,016
0 0 0 0 0 0 0 284
0 0 0 0 0 0 0 427
0 0 0 0 0 0 0 962
0 0 0 0 0 0 0 1,206
12,182 423 12,605
33,521 0 33,521
40,749 1,221 41,970
263 0 263
132 0 132
462 0 462
498 0 498
33 1,810 4,190 6,033 18,638 189,000
0 0 10,972 10,972 44,493 553,060
82 4,073 11,394 15,549 57,519 601,547
0 0 11 11 274 37,432
0 0 2 2 134 44,892
0 0 26 26 488 108,452
0 0 92 92 590 121,773
357 0 0 435 643 437 1,872
464 0 208 812 1,986 875 4,345
727 0 1 894 1,462 1,027 4,111
26 3 0 0 3 25 57
4 0 0 5 50 0 59
76 5 0 3 29 54 167
23 0 0 5 106 28 162
1,466 NA 9 787 58 43 2,363
3,720 0 23 3,488 51 54 7,336
3,628 1 23 2,863 88 81 6,684
383 NA 0 397 0 0 780
417 NA 0 391 0 0 808
828 0 0 899 1 0 1,728
950 0 0 877 19 0 1,846
29 29 4,264
47 47 11,728
114 114 10,909
0 0 837
0 0 867
0 0 1,895
0 0 2,008
46 253 778 767 1,844
106 660 1,691 2,256 4,713
102 628 2,151 2,288 5,169
2 29 69 30 130
22 80 51 12 165
22 29 165 80 296
34 120 170 27 351
333 226 1,647
508 186 3,825
696 451 4,331
21 0 149
33 0 109
31 0 376
51 2 341
1 - 15 August 2011
Auto Monitor
SIAM DATA
Category Segment/Subsegment Manufacturer.
Production For the month of June 2010
VE CVs - Eicher 770 Total 2,243 Total B 3,901 B2: Max Mass exceeding 16.2 tonnes (N3(A)) (a) Max. mass exceeding 12 tonnes but not exceeding 16.2 tonnes (N3(A1)) Ashok Leyland Ltd 1,720 SML Isuzu Ltd 0 Tata Motors Ltd 3,476 VE CVs - Eicher 281 Total B2 5,477 B3: Max Mass exceeding 16.2 tonnes-Rigid Vehicles (N3(B1)) (a) Max. mass exceeding 16.2 tonnes but not exceeding 25 tonnes Ashok Leyland Ltd 2,422 Asia Motor Works Ltd 317 Mahindra Navistar Automotives Ltd 110 Tata Motors Ltd 4,902 VE CVs - Eicher 55 VE CVs - Volvo 0 Total 7,806
Domestic Sales For the month of June
Cumulative April-June
Exports Cumulative April-June
For the month of June
Cumulative April-June
2011
10-11
11-12
2010
10-11
11-12
2010
2011
10-11
988 2,497 4,165
2,133 6,312 10,881
2,968 7,487 12,423
750 2,399 4,090
937 3,143 4,987
2,337 6,856 11,569
2,858 8,336 13,505
0 170 300
1 143 308
60 467 763
21 415 766
1,890 4 3,702 383 5,979
4,822 0 10,688 661 16,171
5,710 4 13,076 1,366 20,156
1,234 0 2,724 186 4,144
1,416 4 2,669 280 4,369
3,677 0 8,238 535 12,450
3,740 4 7,527 849 12,120
367 0 443 73 883
538 0 677 17 1,232
731 0 1,112 155 1,998
1,093 0 1,563 247 2,903
1,433 885 49 4,664 95 0 7,126
6,520 1,059 199 13,974 164 0 21,916
3,627 2,250 221 13,967 284 0 20,349
2,306 313 11 5,003 74 2 7,709
1,448 747 64 4,315 94 0 6,668
6,355 1,029 14 13,546 209 2 21,155
3,470 2,032 185 12,452 268 0 18,407
0 0 0 188 0 0 188
135 0 0 188 0 0 323
0 0 0 549 3 0 552
272 0 0 469 0 0 741
2,538 18 110 2 9,609 114 261 12,652 34,568
3,553 80 39 194 15,219 283 130 19,498 39,847
1,094 10 23 0 1,927 3 84 3,141 10,850
1,184 37 6 42 3,392 118 25 4,804 11,472
2,428 17 53 0 5,321 102 213 8,134 29,289
2,748 87 17 239 9,962 260 67 13,380 31,787
0 0 0 0 12 0 0 12 200
0 0 0 0 25 0 0 25 348
0 0 0 0 16 0 0 16 568
0 0 0 0 56 0 0 56 797
Ashok Leyland Ltd 1,223 1,287 Asia Motor Works Ltd 7 36 Daimler India Commercial Vehicles Pvt Ltd 30 0 Mahindra Navistar Automotives Ltd 2 81 Tata Motors Ltd 3,308 5,444 VE CVs - Eicher 46 106 VE CVs - Volvo 84 29 Total 4,700 6,983 Total B3 12,506 14,109 B4: Max. Mass exceeding 16.2 tonnes-Haulage Tractor (Tractor-Semi Traller/Traller)(N3(B2)) (a) Max. Mass exceeding 16.2 tonnes but not exceeding 26.4 tonnes Ashok Leyland Ltd 0 0 Total 0 0 (b) Max. mass exceeding 26.4 tonnes but not exceeding 35.2 tonnes Ashok Leyland Ltd 222 176 Tata Motors Ltd 0 0 Total 222 176 (c) Mass exceeding 35.2 tonnes but not exceeding 40 tonnes Asia Motor Works Ltd 17 60 Mahindra Navistar Automotives Ltd 0 25 Total 17 85 (d) Max. mass exceeding 40 tonnes but not exceeding 49 tonnes Ashok Leyland Ltd 199 138 Asia Motor Works Ltd 37 30 Tata Motors Ltd 0 155 VE CVs - Eicher 5 20 Total 241 343 (e) Max. mass exceeding 49 tonnes and Above Ashok Leyland Ltd 132 108 VE CVs - Volvo 13 23 Total 145 131 Total B4 625 735 Total M&HCVs (Goods Carriers) 22,509 24,988 Total M&HCVs 26,941 29,189 LCVs A: Passenger Carriers A1: Max. Mass upto 5 tonnes (a): No. of seats including driver exceeding 13 (M2(A2)) Force Motors Ltd 783 952 Mahindra Navistar Automotives Ltd 310 230 Tata Motors Ltd 472 463 Total 1,565 1,645 A2: Max. Mass exceeding 5 tonnes but not exceeding 7-5 tonnes (M3(A)) (b): No. of seats including driver exceeding 13 (M3(A2)) Ashok Leyland Ltd 91 136 Force Motors Ltd 48 0 Mahindra & Mahindra Ltd 0 0 Mahindra Navistar Automotives Ltd 353 334 SML Isuzu Ltd 275 354 Tata Motors Ltd 1,132 1,516 VE CVs - Eicher 354 382 Total A2 2,253 2,722 B2: Max. Mass upto 5 tonnes (b): No. of seats including driver not exceeding 13 (M2(A1)) Force Motors Ltd 380 575 Hindustan Motors Ltd 0 2 Tata Motors Ltd 157 69 Total B2 537 646 Total LCVs (Passenger Carriers) 4,355 5,013 LCVs B: Goods Carriers (a) Max. Mass not exceeding 2 tons-Mini Truck Segment Force Motors Ltd 225 78 Mahindra & Mahindra Ltd 2,957 3,737 Piaggio Vehicles Pvt.Ltd 771 1,082 Tata Motors Ltd 12,196 15,117 Total 16,149 20,014 (b) Max. Mass not exceeding 2 but no exceeding 3.5 tons-Pick Ups Force Motors Ltd 295 390 Hindustan Motors Ltd 38 12 Mahindra & Mahindra Ltd 5,138 7,063 Tata Motors Ltd 1,131 1,361 Total 6,602 8,826 (a) Max Mass exceeding 3.5 tons but not exceeding 6 tonnes Force Motors Ltd 95 135 Mahindra & Mahindra Ltd 0 0 Mahindra Navistar Automotives Ltd 303 326 SML Isuzu Ltd 1 4 Tata Motors Ltd 2,215 2,680 VE CVs - Eicher 33 70 Total 2,647 3,215 (b) Max Mass exceeding 6 tons but not exceeding 7.5 tonnes Ashok Leyland Ltd 0 0 Mahindra & Mahindra Ltd 0 0 Mahindra Navistar Automotives Ltd 23 25 SML Isuzu Ltd 81 134 Tata Motors Ltd 341 557 VE CVs - Eicher 380 633 Total 825 1,349 Total LCVs (Goods Carriers) 26,223 33,404 Total LCVs 30,578 38,417 Total Commercial Vehicles 57,519 67,606 IV Two Wheelers A: Scooter/Scooterettee : Wheel size less than or equal to 12” A1: Engine Capacity less than 75cc Mahindra Two Wheelers Ltd 838 327 TVS Motor Company Ltd 1,530 1,096 Total 2,368 1,423 A2: Engine Capacity 75cc and above but less than 125cc Bajaj Auto Ltd 0 0 Hero Honda Motors Ltd 24,804 36,408 Honda Motorcycle & Scooter India (Pvt) Ltd 78,841 78,783 Mahindra Two Wheelers Ltd 8,791 9,507 Suzuki Motorcycle India Pvt Ltd 14,415 20,100 TVS Motor Company Ltd 31,397 32,065 Total 158,248 176,863 Total Scooter/Scooterettee 160,616 178,286 B: Motor cycles/Step-Throughs : Big Wheel size more than 12” B2: Engine Capacity 75cc and above but less than 125cc Bajaj Auto Ltd 111,326 174,499 Hero Honda Motors Ltd 366,511 441,127 Honda Motorcycle & Scooter India (Pvt) Ltd 17,620 18,718 India Yamaha Motor Pvt Ltd 8,303 6,094 TVS Motor Company Ltd 54,824 55,464 Total 558,584 695,902 B3: Engine Capacity 125cc and above but less than 250cc Bajaj Auto Ltd 162,177 148,570 Hero Honda Motors Ltd 24,994 32,658 Honda Motorcycle & Scooter India (Pvt) Ltd 44,909 48,369 India Yamaha Motor Pvt Ltd 18,862 31,185 Suzuki Motorcycle India Pvt Ltd 2,817 5,321 TVS Motor Company Ltd 20,034 18,607 Total 273,793 284,710 B4: Engine capacity 250cc and above Bajaj Auto Ltd 0 20 Honda Motorcycle & Scooter India (Pvt) Ltd 0 2,217 India Yamaha Motor Pvt Ltd 0 0 Royal Enfield (Unit of Eicher Ltd) 4,405 6,403 Total 4,405 8,640 Total Motor Cycles/Step-Throughs 836,782 989,252 C: Mopeds: Engine capacity less than 75cc & with fixed transmission, big wheelsize>12” Engine Capacity<75cc Mopeds TVS Motor Company Ltd 55,925 64,582 Total 55,925 64,582 Total Mopeds 55,925 64,582 Total Two Wheelers 1,053,323 1,232,120 III Three Wheelers A: Passenger Carriers A1:No. of seats including driver not exceeding 4 & Max.Mass not exceeding 1 tonnes Atul Auto Limited 732 1,031 Bajaj Auto Ltd 30,403 42,395 Force Motors Ltd 0 0 Mahindra & Mahindra Ltd 2,963 3,168 Piaggio Vehicles Pvt.Ltd 11,705 11,669 Scooters india Ltd 325 444 TVS Motor Company Ltd 3,017 3,942 Total 49,145 62,649 A2: No.of seats including Driver exceeding 4 but not exceeding 7 & Max.Mass exceeding 1.5 tonnes Force Motors Ltd 83 20 Mahindra & Mahindra Ltd 97 0 Scooters india Ltd 193 219 Total 373 239 Total Passenger Carrier 49,518 62,888 B: Goods Carriers B1: Max.mass not exceeding 1 tonnes Atul Auto Limited 588 917 Bajaj Auto Ltd 212 561 Mahindra & Mahindra Ltd 1,123 1,140 Piaggio Vehicles Pvt.Ltd 4,423 5,083 Scooters india Ltd 329 553 Total 6,675 8,254 B2: Others Force Motors Ltd 0 0 Mahindra & Mahindra Ltd 506 450 Piaggio Vehicles Pvt.Ltd 0 21 Scooters india Ltd 238 146 Total 744 617 Total Goods Carrier 7,419 8,871 Total Three Wheelers 56,937 71,759 Grand Total of all Categories 1,376,139 1,604,660
2011
45
11-12
0 0
0 0
0 0
0 0
0 0
0 0
77 77
0 0
186 186
0 0
784 0 784
673 0 673
282 650 932
229 803 1,032
791 1,780 2,571
626 2,190 2,816
0 0 0
10 0 10
0 0 0
28 0 28
129 0 129
198 72 270
47 0 47
53 24 77
139 0 139
159 70 229
0 0 0
0 0 0
0 0 0
0 0 0
613 83 0 13 709
376 61 280 72 789
284 20 867 12 1,183
144 38 1,040 1 1,223
667 63 2,281 30 3,041
450 51 2,603 30 3,134
5 0 0 0 5
0 0 0 0 0
10 0 0 0 10
0 0 1 0 1
728 36 764 2,386 64,006 76,652
560 55 615 2,347 74,773 87,629
159 12 171 2,333 21,417 26,037
160 32 192 2,524 23,352 27,616
526 35 561 6,312 59,620 71,348
445 55 500 6,679 64,091 75,000
0 0 0 82 1,465 2,302
0 0 0 10 1,898 2,765
0 0 0 196 3,525 5,420
0 0 0 29 4,495 6,503
1,995 861 1,042 3,898
2,472 590 1,344 4,406
727 325 568 1,620
843 187 461 1,491
1,818 852 1,736 4,406
2,227 565 1,286 4,078
0 0 9 9
0 0 9 9
24 0 130 154
26 0 64 90
325 124 0 671 910 4,102 938 7,070
448 22 0 738 913 4,422 1,114 7,657
95 18 0 340 315 1,174 303 2,245
41 16 0 354 423 1,439 405 2,678
218 67 0 672 825 4,400 817 6,999
106 28 0 802 847 3,515 1,012 6,310
20 0 0 0 0 173 27 220
26 0 0 0 1 242 0 269
56 0 2 0 10 402 126 596
88 0 0 0 4 772 43 907
1,116 0 328 1,444 12,412
1,488 2 164 1,654 13,717
356 0 69 425 4,290
505 0 224 729 4,898
1,066 0 528 1,594 12,999
1,404 0 521 1,925 12,313
0 0 0 0 229
0 0 0 0 278
0 0 7 7 757
5 0 0 5 1,002
708 8,180 2,682 30,821 42,391
692 13,509 2,978 48,101 65,280
126 2,748 754 10,058 13,686
24 3,980 1,080 12,907 17,991
387 7,908 2,471 27,869 38,635
202 12,154 2,929 39,118 54,403
0 85 0 1,649 1,734
0 214 6 1,945 2,165
0 185 6 4,581 4,772
0 579 6 5,837 6,422
1,006 130 17,076 3,331 21,543
1,091 86 18,549 5,302 25,028
296 37 4,257 933 5,523
625 8 5,770 1,162 7,565
961 130 15,096 2,998 19,185
1,063 59 14,829 4,288 20,239
0 0 540 153 693
0 0 960 153 1,113
0 0 1,464 489 1,953
0 20 2,932 629 3,581
334 0 1,164 1 6,007 427 7,933
331 0 1,108 11 7,637 547 9,634
149 0 343 1 1,949 40 2,482
151 0 329 4 2,330 60 2,874
347 0 1,179 1 5,613 323 7,463
329 0 1,059 7 6,429 531 8,355
0 0 0 0 326 0 326
0 5 0 0 471 6 482
4 61 0 0 808 10 883
0 87 0 0 1,510 20 1,617
24 1 37 240 1,444 832 2,578 74,445 86,857 163,509
0 0 69 300 1,894 1,322 3,585 103,527 117,244 204,873
0 0 20 54 300 235 609 22,300 26,590 52,627
0 0 10 112 484 459 1,065 29,495 34,393 62,009
0 0 53 183 953 602 1,791 67,074 80,073 151,421
0 0 31 195 1,278 964 2,468 85,465 97,778 172,778
0 0 0 20 50 65 135 2,888 3,117 5,419
0 0 0 11 77 71 159 3,919 4,197 6,962
0 0 0 80 145 186 411 8,019 8,776 14,196
0 0 0 55 300 327 682 12,302 13,304 19,807
4,303 4,709 9,012
1,071 4,080 5,151
877 2,806 3,683
408 1,226 1,634
2,715 6,743 9,458
1,237 4,120 5,357
0 0 0
0 0 0
0 0 0
0 0 0
0 75,248 231,070 31,884 51,873 87,343 477,418 486,430
0 105,958 231,914 35,500 67,727 114,993 556,092 561,243
0 24,613 78,561 9,140 14,907 33,663 160,884 164,567
0 33,253 76,310 11,340 20,330 39,786 181,019 182,653
27 72,033 227,018 24,357 51,978 85,452 460,865 470,323
0 97,792 225,754 31,020 67,785 105,159 527,510 532,867
0 1,064 1,141 88 44 273 2,610 2,610
0 3,416 2,492 143 2 3,269 9,322 9,322
0 3,640 3,066 366 88 3,291 10,451 10,451
0 7,992 4,326 297 90 8,244 20,949 20,949
461,230 1,090,238 53,579 17,525 156,822 1,779,394
518,563 1,336,713 57,161 16,591 120,330 2,049,358
101,006 367,461 14,714 7,020 38,823 529,024
101,143 437,392 15,229 5,051 38,464 597,279
311,154 1,061,102 51,307 18,492 120,825 1,562,880
306,074 1,311,091 46,399 13,957 119,288 1,796,809
55,154 7,925 3,904 1,252 8,714 76,949
72,338 6,233 3,308 408 10,054 92,341
166,538 23,434 4,810 3,314 28,845 226,941
236,308 28,099 9,808 2,058 34,138 310,411
341,531 73,815 134,854 54,056 8,191 53,462 665,909
405,294 84,470 141,762 99,811 17,093 90,082 838,512
85,395 24,255 44,181 14,136 2,837 12,064 182,868
107,729 30,918 44,025 22,197 4,505 12,371 221,745
254,967 70,642 120,716 37,127 8,031 31,389 522,872
317,090 82,279 128,767 67,046 15,567 36,505 647,254
41,253 1,136 3,256 5,746 93 6,851 58,335
41,606 1,032 5,366 8,924 532 8,970 66,430
95,732 3,188 14,257 19,202 269 19,299 151,947
103,568 2,324 11,885 26,786 1,492 25,120 171,175
0 0 0 12,522 12,522 2,457,825
20 4,252 0 18,795 23,067 2,910,937
0 0 1 5,966 5,967 717,859
11 2,181 15 4,092 6,299 825,323
0 0 13 13,501 13,514 2,099,266
11 4,239 36 15,794 20,080 2,464,143
0 0 0 241 241 135,525
0 0 0 309 309 159,080
0 0 0 805 805 379,693
0 0 0 980 980 482,566
162,652 162,652 162,652 3,106,907
193,983 193,983 193,983 3,666,163
52,549 52,549 52,549 934,975
63,449 63,449 63,449 1,071,425
157,588 157,588 157,588 2,727,177
190,672 190,672 190,672 3,187,682
942 942 942 139,077
1,044 1,044 1,044 169,446
2,609 2,609 2,609 392,753
1,461 1,461 1,461 504,976
1,817 96,223 0 7,432 31,665 1,055 8,191 146,383
2,714 123,503 0 10,413 32,214 1,219 10,466 180,529
751 14,732 2 3,194 10,335 289 2,001 31,304
1,023 15,018 0 3,520 10,666 361 801 31,389
1,857 37,427 4 7,947 28,799 794 5,922 82,750
2,646 40,643 4 9,278 27,698 1,002 2,585 83,856
7 17,516 0 236 1,426 0 1,002 20,187
20 28,180 0 332 914 0 3,022 32,468
8 61,528 0 480 3,372 0 1,877 67,265
60 87,488 0 891 4,372 0 8,839 101,650
84 97 582 763 147,146
49 0 676 725 181,254
7 31 160 198 31,502
0 0 227 227 31,616
23 31 517 571 83,321
0 209 597 806 84,662
0 0 0 0 20,187
42 0 0 42 32,510
0 0 0 0 67,265
168 0 0 168 101,818
1,992 1,135 3,436 13,426 1,071 21,060
2,894 1,584 4,143 15,068 1,533 25,222
570 265 1,066 4,485 292 6,678
957 632 1,229 5,091 428 8,337
1,981 862 3,210 13,395 808 20,256
2,858 1,633 3,359 14,837 1,224 23,911
2 101 100 36 0 239
0 0 0 31 0 31
2 101 124 157 0 384
16 0 272 186 0 474
15 1,006 0 612 1,633 22,693 169,839 4,086,014
0 1,507 21 654 2,182 27,404 208,658 4,839,100
0 520 0 168 688 7,366 38,868 1,207,934
0 400 0 197 597 8,934 40,550 1,362,984
91 980 0 504 1,575 21,831 105,152 3,536,810
0 1,212 0 544 1,756 25,667 110,329 4,072,336
0 0 0 0 0 239 20,426 202,354
0 0 24 0 24 55 32,565 253,865
0 0 0 0 0 384 67,649 583,050
0 0 24 0 24 498 102,316 748,872
46
Auto Monitor
THE OTHER SIDE
Getting Personal with Rajat Tandon, Country Director, Sales, Navteq India
If not in the auto industry, where would you be? A pilot, so I could still be navigating! What car do you drive? What do you dream of driving? I currently drive a BMW, and dream of driving a Maserati GranCabrio one day Your most recent indulgence… Spending on doing up my growing’s son’s room What are you currently reading? ‘What got you here won’t get you there’ What is Mr Tandon doing when not talking auto? Talking wireless Outdoor activity you would miss office for… Golf Where did you go for your last holiday? Summer vacation was at the Rangali Island in Maldives You get angry when… People shout What is the one thing you would like to change about you? Waking up early Best thing to have happened to you… Parents, wife, children, friends and almighty’s grace
1 - 15 August 2011
In Person As Country Director, Sales, Rajat Tandon leads Navteq’s sales & business development activities in India. Tandon joined the company in November ximately 18 years of telecom industry expe2008. He brings with him approximately ts and managed rience spanning across products ering service services and a client base covering providers, enterprise, SMB and d partners. He has been aggressively promoting ting higher use of navigation and building a partner & reseller channel to increase market rket reach & customer fulfillment. Prior to joining NAVTEQ, Tandon andon was with Nortel where he served on various roles for 13 years and was leading ng the cusndia’s largest tomer relationship with one of India’s ld in his last service provider. The role he held capacity was Vice President of Major Accounts e Nortel, he was & Country Services Leader. Before ng where with Siemens in Sales & Marketing ategic he was responsible for large strategic s. accounts like the Indian Railways. ’s Tandon holds a bachelor’s degree in electronics & telecommunication from University of Poona and Masters in Business Administration from IMT Ghaziabad.
An experience I won’t forget…
Illustration: Sachin Pandit
After spending close to four years at Siemens, I decided to take on an entrepreneurial challenge and set up a manufacturing unit in technical collaboration with a Spanish company. I was responsible for sales & operations. As initial customers spread the good word, orders rolled in, and we first reached out to OEMs and then focused on retailing our brand. Given the success we saw, our operations expanded, we added more machinery and labour and doubled our production. However, we faced many challenges. As competition set up shop, we began to lose our biggest asset—skilled labour. Added to this, power shortages, mechanical breakdown, and delay in spare shipment started hitting our top line and inventory pileup. It was one of those days when driving to the factory, a speeding truck on the wrong side of the road, came from nowhere and hit me. Had it not been for this passerby, who stopped, pulled me out from the car, made calls to my home, and also admitted me to a local hospital, I may not have been alive today. I was in bed for a few months healing fractured ribs and bruises. That was the end of the factory and a new beginning had to be planned. This was a roller-coaster ride and what is unforgettable is this person who came to help from nowhere and I am still indebted to him. I don’t know him and will always wish him well.
Regn. No. MH/MR/WEST/20/2009-2011. RNI No. MAHENG/2000/11414 Licenced to post at Mumbai patrika channel sorting office G.P.O. Mumbai 400 001. Date Of Mailing: 1st & 2nd Fortnightly Issue. Date Of Publication: 28th of Every Month
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