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STRATEGIC MANAGEMENT

PREPARED BY:-

Ankit Rai B01


Parnika Gopal B04
Anurag Upadhyay B19
Akshara Kulkarni B33
Shaurya Chauhan B41
Pavak Panda B54
Pradeep Yadav B63
Sidharth Singh B67
TIMELINE • 1907: Tata Iron & Steel Co Ltd established
by JamshedJi Tata
• 1912: First company in world introducing 8
Amongst the top-ten global hour day job.
steel companies with an
annual crude steel capacity of • 1920: Leave-with-pay introduced. This
over 29 million tonnes per practice was rarepre-1940s.
annum
• 2004: Acquisition of Singapore based
Now the world's second-most NatSteel for ~$486m.
geographically-diversified steel
producer, with operations in 26 • 2005: Acquisition of 40% stake in Thailand's
countries and a commercial Millennium Steel.
presence in over 50 countries
• 2007 : Wins bid for Corus against Brazil’s
The Tata Steel Group, with a CSM
turnover of Rs. 1, 48,614 crores
in FY14, has over 80,000 • 2013: Tata Steel Europe reports record
employees across five GBP 1.2 bn loss.
continents and is a Fortune 500
company.
• 2014: Plan announced to increase
capacity 60% to 16 mt by 2020.
VISION STATEMENT
Vision Analysis
 Reflects the concerns of other stakeholders
such as shareholders, customers and the local
community

 Gives the view of Tata Steel’s future direction


and course ofbusiness activity

 Lays stress on their core ideology in vision


statement by taking People, Suppliers and
Ethics into account

 It also emphasizes on their innovativeapproach


for cost leadership and differentiation in
their products and process

 The vision statement of Tata Steelprovides


managers with unity of direction that
transcends individuals, parochial and transitory
needs
MISSION STATEMENT
Mission Analysis
 Tata Steel strives to strengthen India’sindustrial  Achieve sustainable, profitable growth in
base through the effective utilization of staff steel and related businesses
and materials. The means envisaged to
achieve this are high technology and  Reflects the firm`s self-conceptlike being
productivity, consistent with modern the high performer and innovative
management practices. organization
 Create differential value for our customers
through innovative offerings
 Tata Steel recognizes that while honesty and
integrity are the essential ingredients of a  Continuous improvement of business
strong and stable enterprise, profitability processes and technologies
provides the main spark for economic activity.  Foster partnership with key stake holders
 Enhance employees' competencies to
 Overall, the Company seeks to scale the create a high performing and innovative
heights of excellence in all that it does in an organization. Be a responsible corporate
atmosphere free from fear, and thereby citizen and enhance the quality of life of
reaffirms its faith in democratic values. employees and key community
INBOUND OPERATIONS OUTBOUND SALES &
LOGISTICS LOGISTICS MARKETING
95% of rawmaterial HUB & SPOKE Commenced central Growth-oriented

PRIMARY ACTIVITIES
transported byrail model for warehouse management strategy in domestic
operational operation at market
60% of coalimported excellence in SC Kalinganagar plant
from Australia
Tie-ups with 65
•Concentration of
sales mostly in
SERVICE
TQM used in •Opening 23
•UNLOADING- distributors & 9000 Northern & Eastern
Introducing Policy, dealers part of the domestic service centers for
engine-on-load Daily & Cross market SMEcustomers
system within the Functional Mgmt Pan India distribution
plant to half network to serve 3 •In 2015,launches • Feedback from customers-
unloading time Process audits & million customersa year two newproducts- STEELNOVATION-for Key
Quality reviews Investments in supplychain 1.Steelium Neo-CR Account Customers
Coal unloading logistics integrated with steel
system & tipping downstream expansion 2.Pravesh-wood •Marketing communication
VALUE capacity revamped initiatives. finished steeldoors programmes
R &D ITSYSTEM EMP…LO…Y…EE…… FIRM INFRASTRUCTURE/GENERALADMINISTRTION
CHAIN WELFARE
ANALYSIS 5 research centers in
India, Netherland &
Production is
controlled &
Well@Workplace
programmes
•The Tata Code of Conduct (TCOC)is an
United Kingdom
integral part of the Company's value
monitored byhighly
SUPPORTACTIVITIES

automated, system.
Social change
Separate dept forits computer-based through SPORTS •Brownfield expansion at Jamshedpur
India & South East systems.
Asia markets-The • Greenfield expansion at Odisa
Scientific Services & Focus on technology
absorption. Occupational
Refractory health & safety
Technology Group
•Fosters culture of
The Automation committee meetings
innovation
Division has a
•NPD & process dedicated team of Resettlement & & continuous
developments experts in various Rehabilitation review
creating competitive disciplines fromlaser Progms for tribals of product mix
advantage & to robotics
sustainability
CORE COMPETENCIES
TATA Steel’s core
• Geographic Spread and global presence
competency liesin • Presence in around 50 countries with manufacturing
value creation operations in 26 countries including: India, Malaysia, Vietnam,
Thailand, UAE, Ivory Coast, Mozambique, South Africa,
through Australia, United Kingdom, The Netherlands, France and
manufacturing Canada.
• High Scale manufacturing
and distribution of • The value chain of steel can be divided into two parts -
medium as well as primary steel-making and finishing. Tata Steels strategy is
based on breaking up this value chain and putting each part
high grade steelat where its the most cost-effective.
• Driven by value and ethics :2015-World's Most Ethical
considerably lower Company
cost.
7 SFRAMEWORK
Super • Domestic Leadership and Global Competitiveness
• Expansion in addressable markets and Branded product
Ordinate portfolio
• Creating long-term value - Kar Vijay Har Shikhar –Continuous
Goals improvement program

• Composition of the Board and the board of Directors


• Strategy and Integrationcommittee
Structure •

The TATA STEEL GROUP Board
TATA Steel Executive Committee
• Corus Executive Committee

• Efficient deployment and management of manpower


• Easy processing of ESS application –one window concept
System •

Development and Marketing of ESSPackage
Safeguarding Organization values and credibility
• Combines innovation, functionality and style, to offer a never-

Style before range in steel lifestyle products


• Keeping employees happy for increased productivity
• Growth through collaborations(JVs) and acquisitions

• Right talent at right time, to enhance net worth of human


capital
Staff • Being non-discriminatory on grounds of sex, race, or disability
• Tejaswini (women)and Shabbash (Reward) Scheme for
employees

• Open and collaborative leadership

Skill • Understanding cultural issues at work


• Motivation through intense counseling and information sharing

• Strengthen Indian Operation and focusing on Price stability


• Realize Synergies from the Corus Acquisition
Strategy •

Seek and Maintain control over Raw Material
Increasing Focus on High Value Added Steel Products
• Encourage cashing on the carbon market/ CDM projects
GROWTH STRATEGIES
Integration strategy

Horizontal Integration Vertical Integration

Major Acquisitions  Acquisition of Labrador Iron Mines to


 NatSteel, Singapore improve raw material security and
 Millennium Steel, Thailand reduce transportation cost.
 Anglo Dutch steel producer Corus (backward integration)
 Greenfield integrated steel plant in the
Major Mergers Bastar region, Chhattisgarh
 Tata Metaliks Limited (TML) and Tata  Steel-cum-mining, Orissa
Metaliks Kubota Pipes Limited (TMKPL)  Five-per cent interest in the
 Corus was a formed by a merger Carborough Downs coal project,
between British Steel and Koninklijke Australia
Hoogovens
Diversification Strategy
GROWTH
STRATEGIES  Mining coal
 Greenfield projects
 Industrial Park and SEZprojects
 Plant Modernization projects
 Energy and Power projects
 Packaging projects
 Consumer Goods

• Twobiggest contributors to growth:


 Strategically targeted mergers and
acquisitions (Integration Strategy)
 Integration and use ofstate-of-the-
art technology making them cost
leader in the industry
THANK YOU

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