indian automotive supply chain

8/3/2019 Indian Automotive Supply Chain

http://slidepdf.com/reader/full/indian-automotive-supply-chain 1/17

AUTOMOTIVE

IndianAutomotiveSupplyChain ADiscussionPaper

INDUSTRIAL MARKETS



Tableofcontents

Background 1

SurveyFindings 2Integratingtheend-to-endsupplychainisthekeychallengeintheIndianauto industrytoday 2

Outsourcingofsupplychainactivitieswillincrease 5

Needforglobalsupplychainmanagementcapabilitiesbecomingsignificant 7

Focusareasforthefuture 10

Conclusion 12

©2006KPMG,anIndianpartnershipandamemberfirmoftheKPMGnetworkofindependentmemberfirms affiliatedwithKPMGInternational,aSwisscooperative.Allrightsreserved.PrintedinIndia.



IndianAutomotiveSupplyChain 1

Background

TheautomotiveindustryisakeycontributortotheIndianeconomy,accounting forabout4percentoftheIndianeconomy.Thelastfewyearshaveseengreater integrationoftheIndianindustrywithitsglobalcounterparts.Whatisinteresting aboutthisisitsalmostdemocraticnature,inthatalargepartoftheindustryhas seensignificantchanges.Whilethechangeshavebeenmorevisibleintheauto componentpartoftheindustry,withkeyplayershavingasignificantexport contributiontoday,OriginalEquipmentManufacturers(OEMs)toohavebeen undergoingtheirownsetofchanges. KPMGinIndiahasbeenfortunateenoughtoseethistransformationtakeplace, whileparticipatinginasmallway,throughitsworkwithkeypartsofthe automotivesupplychain.ThewaveofchangestartedwithoverseasOEMs wantingtoenterthecountry.Anaturalfall-outofthiswasthelargesupplierswho enteredthecountryaspartofthe‘followsource’doctrine.Thelastcoupleof yearshaveseensignificantinterestfromIndianplayerswhoareactivelylooking atexcitingmarketstoenteraswellasattractivetargetstoacquire.Wehave watchedandassistedanumberofplayers,whetheritwasassistancerelatedto their‘India/OverseasStrategy’,orassistancein‘MergersandAcquisitions’,or adviceon‘tax’,oradviceonhowto‘managerisks’. Goingforward,OEMsaswellasautocomponentplayerswillevolvefurtheras theybecomemoreandmore‘global’innature.ForOEMs,thiswouldmean risingcompetitioninthedomesticmarket,andhencetheneedtodiversifyoutof India.Forautocomponentplayers,thiswouldmeantheneedtoachieveglobal manufacturingstandardsandemergeassupplierofchoiceforglobalcompanies. Thesechangeswouldhaveasignificantimpactontheautomotivesupplychain. Clearlytheneedofthehourisforvariousplayerstoidentifykeychallengesfacing theindustryanddevelopstrategiestohelpmitigatethese. Theobjectiveofthisstudywastoanalyzethekeychallengesfacingdifferent sectionsoftheIndianautoindustry,identifyareaswhichneedsignificant attention,andidentifyopportunitiesforserviceproviders,whocouldassistauto playersinmeetingsomeofthesechallenges.Thisreportcontainstheresultsof ouranalysisincludingadip-stickprimarysurveywithsupplychainheadsofkey autocompanies. WearegratefultoCIIforgivingusthisopportunityandtoallrespondents,who contributedtothisstudy.Wehopethisdocumentservesasaquickprimerfor issuesfacingtheIndianautomotivesupplychain.Italsoseekstoprovide answerstosomeofthekeyquestionsrelatedtosupplychainmanagement (SCM)facingtheindustry.




2IndianAutomotiveSupplyChain

SurveyFindings

KPMGconductedadip-stickstudy,aspartoftherun-uptotheCII’sAutoSCM 2006,acrossparticipantsfromvariousOEMs,auto-componentplayersand logisticsproviderstoidentifykeyissuesandchallengesbeingfacedbythem.The findingsoftheprimarysurveywerethensupplementedbyKPMG’sanalysis. Theconclusionsfromthisexercisehavebeencategorizedintothreebroadareas:

• Integrationoftheauto-SupplyChain • RoleofoutsourcinginautosupplychainsinIndia • Theglobalautosupplychain–keycapabilitiesrequired

Integrating the end-to-end supply chain is the

key challenge in the Indian auto industry today

Keyissues/challenges Indianautomotiveplayerstodayfaceseveralkeychallengesinmanagingtheir supplychains.Whileaddressingtheseiscriticalforsuccess,playerswereasked torankthechallengesinorderofpriority.

Leading SCM challenge

Integratingtheend-to-endsupplychain

ManagingInboundLogistics/JITSupplies

Managingsupplychaincosts

Managingproduct/PartProliferation 8%

15%

15%

62%

0 10 20 30 40 50 60 70

Percentage of respondents

Figure 1:LeadingSCMchallengefacedbyIndianautomotivesector





Ouranalysisrevealedthatthemostsignificantchallengeidentifiedbyautomotive playersinIndiais‘integrating the entire supply chain’ andmanagingitasasingle integratedentity.WhilepasteffortsofOEMshavebeenfocusedonstreamlining andimprovingdifferentareasofthesupplychainindependently,througheffortsin dealermanagement,operationsplanning,vendorrationalization,ITpackage implementationetc,itisexpectedthatthelinkingupoftheseactivitiesis expectedtoprovidesignificantbenefitstoplayers,asthiswouldinvolvealigning theentirechaintomeetmarketrequirementsinthemostefficientway. Thekeychallengeinachievingthiswouldbetwo-fold–toalignthedifferent stakeholdersalongthechain–vendors,transporters,distributorsanddealers– alongcommongoalsandprocesses,andalsotointegrateandlinkdisparateIT systemsusedbydifferentstakeholders. ‘Managing inbound logistics’ remainsakeyconcernforOEMsaswellasauto componentplayers,drivenmorebychallengesrelatedtoreliabilityofdata,lead timeandabsenceofqualitylogisticsplayersontheupstreamside.However,all respondentsfeltthatthiswasakeyareaoffocus,giventhecriticalityofsupply forfuturegrowth. ‘Managing product and part proliferation’ isoneofthesecondsignificant challengesplayersface.IncreasingcompetitionintheIndianautomotiveindustry hasledtosignificantshrinkageinproductlifecyclesandtheneedforregularand frequentproductupgradationandnewproductintroductions.Whilethishasled toissuesofmanagingawideproductportfolio,arelatedkeyissueisthe proliferationofparts/components,drivenbytheneedforprovidingsparepartsfor currentaswellasdiscontinuedmodels.RespondentsacrossbothOEMsaswell asauto-componentsindicatedthatincreasinglytheneedforcommonplatforms, andhencecommonpartsbecomingcriticalpre-requisite.Akeyroleplayedby productdevelopmentteamstodayistheidentificationandadoptionofcommon partsandcomponentsacrossmodels.Howeverallrespondentsagreedthatthere wassignificantscopeforimprovementinthatarea. Costs,qualityandtimelydeliverycontinuetobekeyconcernsforplayers,driven byincreasingcompetitionandpressureonmargins.ManyOEMshave implemented‘Just In Time (JIT) supplies in their inbound logistics’ .However,in caseswherethisisnotaccompaniedbyincreasedvisibilityacrossthesupply chainandimprovedplanning,ithasonlyresultedintheburdenofinventory gettingshiftedfromOEMstotheirTier-Ivendors.





KeyinitiativestoaddressSCMchallenges Severalstrategiesandmeasuresareenvisagedbydifferentplayerstoaddress thesekeyissues.Theprimaryfocusofmostplayersisonimplementing ‘improved processes and IT systems’ acrossthesupplychain.Inviewofthefact thatmostOEMsandmajorsuppliershavealreadyimplementedintegratedIT systems(ERP),thisfeedbackindicatesthattheyhavenotbeenabletoleverage thebenefitsofsuchsystems.Akeyreasonforthis,isthatbusinessprocesses havenotbeenstreamlinedoralignedwiththeneedsofthenewITsystem.

Leading strategy for SCM challenges

IncreasedInvestmentinITandprocess

improvements

Vendor/Dealerrationalization

Outsourcingtologisticsserviceproviders

AddressingInfrastructureissues 8%

23%

31%

38%

0 10 20 30 40


Figure 2 :Leadingstrategytoaddresssupplychainchallenges

Inadditiontothis,ascompaniesmature,theirinformationneedstomovebeyond thecapabilitiesofatransactionprocessingsystem.Anumberofrespondents corroboratedthis,andmentionedthattheywereinadvancedstagesof implementingdecisionsupportsystemsanddashboards,whichfacilitate monitoringofsummarizedinformation. ‘Vendor / dealer rationalization’ isanongoingfocusareaforOEMstoreduce costsandtightenmanagementofsupplychains.However,mostrespondents agreedthattheIndianindustryhasstillnotevolvedintoafullytierizedstructure whereTier-Ivendorstakeonresponsibilityformodules/sub-assemblies. Thestudyalsoindicatedthatincreasingly,effortswerebeingmadebymany OEMsandTier-Ivendorsto‘outsource’ keyactivitiesalongthesupplychainto logisticsplayers,inanefforttoreducecostsandincreasefocusontheir customersandcoreactivities.Thisareaisdiscussedingreaterdetailinthenext section.





Outsourcing of supply chain activities will

increase

ImplicationsforOEMsandauto-componentplayers MostOEMsandlargeTier-Isuppliershavealreadyoutsourcedtheiroutbound logisticsactivities.Theseactivitiesincludecarryingout‘milk runs’ tocollectand deliverpartstoOEMsonadailybasis,transferringmaterialsacrosshubsand warehousing/inventorymanagement.Keylogisticsplayershavestarted maintainingwarehousesincloseproximitytoOEMs’plants,andsupplying materialsonaJITbasis.Relatedservicesbeingprovidedbylargethirdparty logisticsserviceproviders(3PLs)includeconsolidationofmaterials,packaging, incominginspection,cleaning,etc.

Outsourced elements in SCM

P e r c e n t a g e

o f r e s p o

n d e n t s

80

60

40

20

0

15%

54%

69%

77%

Packaging Outbound Warehousing Inbound

logistics logistics

Figure 3:Increasedlevelofoutsourcingintheautomotivesupplychain

ThefactthatbothOEMsandsuppliersarelookingatoutsourcingprovides significantopportunitiesforlogistics.Packagingisanotherareathathas significantpotentialforbeingoutsourced,asthisisanaturalvalue-addpriorto transportationofparts.





Logisticsservice providersinfuturehave thepotentialtotakeon theentirephysical movementofgoodsin theautomotivesupply chain,aswellasplanning andscheduling

Implicationsforlogisticsserviceproviders BothOEMsandsuppliersareunanimousthatinthefutureoutsourcinginSCM willgrow,andlogisticsserviceproviderswillstarttakingonmorecomplexroles. Theseincludekitting/moduleassembly(asaprecursortoJITsupplies),parts andinventorymanagementandalsosourcingofpartswithinIndiaandglobally.In effect,thisimpliesthatlogisticsserviceprovidersinfuturehavethepotentialto takeontheentirephysicalhandling/movementofgoodsintheautomotive supplychain,aswellasplanning/scheduling.

Thiswouldemergeasahugeopportunityfortheseplayers,however,entering thisspacewouldrequireseveralstrengthsandcapabilitiessuchasnational/

Future outsourcing in SCM

Moduleassembly

Planning&Scheduling/Inventory

management

Partssourcing

EndtoendSCM 38%

46%

46%

69%

0 10 20 30 40 50 60 70 80


Figure 4:Futureoperationswhichcouldbeoutsourced

globalpresence,relationshipswithtransporters/shippinglines,deepknowledge andskillsinplanningandprojectmanagement,customizedITcapabilities,and theabilitytointegratethesetoprovidesolutionscustomizedfortheOEM/ supplier.ItappearsthatthegrowthofoutsourcinginautomotiveSCMinfuture, wouldbelimitedonlybythecapabilityoflogisticplayerstogearuptodeliver theseservices.





Need for global SCM capabilities becoming

significant

Whilethechallengesandimperativesdiscussedtillnowhavebeendrivenby changesinthedomesticautomotivemarket,amoresignificanttrendistherapid globalizationoftheIndianautoindustry.AsglobalOEMsandTier-Isseekto sourcemoreparts,componentsandvehiclesfromIndia,andIndianplayersseek toleveragethisopportunitytoincreasetheirglobalfootprint,supplychainfor manyIndianautoplayerstodayextendsacrossseveralcountries. Exportsareakeypartofglobalstrategy MostIndianplayersalreadyhaveaglobalpresence,andarelookingatfurther growthfromoverseasmarkets.Managingtheglobalsupplychainhasthus becomeasignificantchallengeforIndianautomotiveplayers. Mostoftherespondentsindicatedthatexportsconstituteakeypartoftheir strategytoday,furtheroverthenextfiveyears,theseplayersexpecttonearly doubletheirshareofexports.Mostoftheplayerswhohavenascent

Revenues from exports

44%

22%

34%

12%

38%

25% 25%

0

10

20

30

40

50Today

In5years

0-10percent 10-20percent 20-40percent morethan40

percent

Percent revenues from exports

Figure 5:Revenuesfromexports,todayandfiveyearsfromnow

(<10percent)exports,expecttosignificantlyimproveandhaveexportsof10 percentto20percentinfiveyears.Whilenoneoftherespondentshadmore than40percentexportscurrently,nearly29percentexpecttobethereinfive years.





Themajorityof respondentsfeltthat settingupown operationsinother countriesisthemost preferredoptionfollowed byacquisitionsandJVs

Atpresent,theGulfcountries,EuropeandNorthAmericaarethekeymarkets Indianplayersarelookingatforexportscurrently.Whilethesewillcontinueto remainsignificantoverthenext5–10years,ASPACandJapanareseenasnew potentialmarketsforexports. Differentmodelsarepossibletoaddressglobalmarkets Inadditiontoexporting,manylargeIndiansuppliersandOEMshavealso establishedtheirmanufacturingpresenceinothercountries.Severalbusiness modelshavebeenusedbyIndianplayerstoventureintoothercountries, includingsettingupownventures,acquisitionsandjointventures.Inourstudy, themajorityofrespondentsfeltthatsettingupownoperationsinothercountries isthemostpreferredoptionfollowedbyacquisitionsandJVs.Themodelforeach playerwoulddependontheopportunityandtheirowninvestmentandrisk appetite.MostsuppliersinIndiaseeacquisitionsasameanstogetan establishedcustomerbase,whichcanthenbeservedoutofIndia.

Business models for global markets

Ownoperationsinothercountries

31%

54%

54%

0 10 20 30 40 50 60 70

62%

Acquisitionoflocalplayersinothercountries

JVswithlocalplayersinothercountries

Leveragingglobalparent/technologypartner's

operations


Figure6:Businessmodelsthatarebeingadoptedforglobaloperations

Havingtherightpartner–keytosuccessinglobalmarkets Managingaglobalsupplychainthatspansdifferentcountriesposesseveral challengesuniquetoautomotiveplayersinIndia.Thecomplexityofoperationsis increasedbyhavingtomanagelongerleadtimes,morenumberofstages,and multiplestakeholdersinvolved,higherexpectationsofcustomerswithregardto qualityanddelivery,andmaintainingcostcompetitiveness.





Inourstudy,respondentsidentifiedseveralkeysuccessfactorsnecessaryfor managingglobalsupplychainseffectively.Thekeyrequirementperceivedisthe

Leading success factor for global SCM

Goodlogisticsserviceprovider

withglobalreach

LocalPresence

Dedicatedinternalorganisation

Process/ITcapability 8%

17%

33%

42%

0 10 20 30 40 50

Percetage of respondents

Figure7:Keyfactorsforsuccessinmanagingglobalsupplychains

needtohaveastronglogisticsserviceprovider,whohasglobalreachand experienceinoperatingindifferentmarkets.Suchplayerscouldhelptocutdown thetimeforenteringthenewmarketsignificantly,astheywouldbeableto leverageexistinginfrastructure,businessrelationshipsandexperienceineach markettocrunchleadtimes.Theywouldalsobeabletoidentifykeyrisksand provideadequateadviceonaddressingthem. Whileastronglogisticspartnerisakeyrequirement,manyplayersunderscored theneedforalocalpresenceinthemarketaddressed,tobeabletoassessthe market,takedecisionsandleverage/managelocaltalent. Asthechallengesandrequirementsformanagingaglobalsupplychainare significantlydifferentfromthatfordomesticmarket,havingadedicatedinternal organizationtofocuscompletelyontheglobalSCMwasidentifiedasanotherkey requirement.





Focus areas for the future

TherapidtransformationandglobalizationoftheIndianautoindustryhasresulted insignificantopportunitiesandchallengesforplayersinmanagingtheirsupply chains.Mostplayersareawareoftheseandhavedevelopedstrategiesfor addressingthem.Severalkeyfocusareashavebeenidentifiedwhere investmentsareplannedoverthenextfiveyears.

‘Vendor management’ wouldcontinuetoremaintheprimaryfocusareafor

OEMs,inmanagingtheirsupplychains.However,infuture,vendorswould includeserviceproviders,aswellaspartssuppliers.Also,thevendorbasecould includethoseinothercountriesaswell,asOEMslookatglobalsourcingfor partsandservices.Asdiscussed,developingandmanaging‘global supply chains’

wouldbeakeyfocusareaoverthenextfiveyears.

Leading SCM investment requirement for future

Globalsupplychains

VendorManagement

Dealermanagement&distribution

mprovedplanning&processimprovements 8%

23%

31%

38%

0 10 20 30 40


Figure 8:Investmentrequirementsforfuturesupplychains

‘Dealer management’ isemergingasasignificantfocusarea,asdealersformthe primaryinterfacewithcustomersandhencearecriticalforcustomerretention andrelationshipbuilding.ManyOEMsseesignificantpotentialfortop-lineand

bottom–linegrowthbytappinggreatercustomervalueacrosstheproductcycle.





Keylearningsfromthestudy Basedonthestudy,thetrendsandchallengesinautomotiveSCMinIndiathrows upseveralimperativesforplayersintheindustry: ForOEMsandsuppliers

1 Focusonintegratingtheend-to-endsupplychainandimproving transparency.ThisprimarilyinvolvesprocessalignmentwithITsystems

2 Managinginboundsupplychainneedsadditionalfocustoensurecapabil itytosupportgrowth.

3 Managepartsproliferationtosignificantlycutdownsupplychain complexity

4 Identifyanddeveloprelationshipswithstronglogisticsserviceproviders –lookatopportunitiesformoreoutsourcing

5 Whileaddressingglobalmarkets,workwithastrongpartnerwhoknows thelocalmarketwell

6 Continuousfocusonprocessefficiencies Forlogisticsplayers

1 Developcapabilitiesinareasofmaterialhandlingandmovement, acrossgeographies,eitherindependentlyorthroughtie-ups

2 Lookatdevelopingcompletesolutionsforautomotivesupplychain needs,ratherthanpiece-mealservices.Thiswouldinvolveproviding knowledge/technology–basedservicessuchasplanning,scheduling andmaterialtracking

3 OEMsandsupplierscouldlookattheserviceproviderastheintegrating factoracrossthesupplychainandhencedevelopprocessesandsys temstofacilitateprovidingservicesacrossthesupplychain





Conclusion

TheIndianAutomotiveindustryiscurrentlypoisedatastageoftransformation withchallengesandtrendswhichareunique.Clearly,playersinIndiawillhaveto remaingloballycompetitivetosustainthelevelsofgrowththeyhavebeen enjoyingoverthepastfewyears. AstheIndianindustrymatures,thekeyimperativeforplayerswillbetomanage globalsupplychains,whichwillplayavitalroleinensuringthattheimpetus

gainedoverthepastfewyearsissustained.Thiswouldimpactallstakeholders withinthevaluechain(includingOEMs,suppliers,distributorsanddealers). Tothatendintegrationoftheend-to-endsupplychainshouldbeviewedasthe biggestimperativefortheautoindustryalongwithanallencompassing ITsystem.





AboutKPMG

KPMG’smemberfirmsinIndiawereestablishedinSeptember1993.As membersofthecohesivebusinessunitthatservestheMiddleEastandSouth Asia(KPMG’sMESAbusinessunit),theyrespondtoaclientserviceenvironment byleveragingtheresourcesofagloballyalignedorganizationandproviding detailedknowledgeoflocallaws,regulations,marketsandcompetition. InIndia,KPMG’srangeofservicesincludesAudit,Tax,andAdvisoryservicesto over2,000internationalandnationalclients.Clientsrangeacrossfivesectors namelyfinancialservices;consumermarkets;industrialmarkets;information, communicationandentertainment;andinfrastructureandgovernment.KPMG hasofficesinIndiainMumbai,Delhi,Bangalore,Chennai,Hyderabad,Kolkata, andPune.ThefirmsinIndiahaveaccesstomorethan1,700Indianand expatriateprofessionals,manyofwhomareinternationallytrained. KPMGprovidesrapid,performance-based,industryfocusedandtechnology enabledservices,whichreflectasharedknowledgeofglobalandlocalindustries andexperienceoftheIndianbusinessenvironment.





AboutConfederationofIndian Industry

TheConfederationofIndianIndustry(CII)workstocreateandsustainan environmentconducivetothegrowthofindustryinIndia,partneringindustryand governmentalikethroughadvisoryandconsultativeprocesses. CIIisanon-government,not-for-profit,industryledandindustrymanaged organisation,playingaproactiveroleinIndia'sdevelopmentprocess.Founded over111yearsago,itisIndia'spremierbusinessassociation,withadirect membershipofover6000organisationsfromtheprivateaswellaspublic sectors,includingSMEsandMNCsandindirectmembershipofover98,000 companiesfromaround342nationalandregionalsectoralassociations. Afacilitator,CIIcatalyseschangebyworkingcloselywithgovernmentonpolicy issues,enhancingefficiency,competitivenessandexpandingbusiness opportunitiesforindustrythrougharangeofspecialisedservicesandglobal linkages.Italsoprovidesaplatformforsectoralconsensusbuildingand networking.Majoremphasisislaidonprojectingapositiveimageofbusiness, assistingindustryidentifyandexecutecorporatecitizenshipprogrammes. With56officesinIndia,8overseasinAustralia,Austria,China,France,Japan, Singapore,UK,USAandinstitutionalpartnershipswith240counterpart organisationsin101countries,CIIservesasareferencepointforIndianindustry andtheinternationalbusinesscommunity.




in.kpmg.com

KPMGinIndia

Mumbai

KPMG House, Kamala Mills Compound448, Senapati Bapat Marg,

Lower Parel, Mumbai 400 013

Tel: +91 22 39896000

Fax: +91 22 39836000

Delhi

4B, DLF Corporate Park

DLF City, Phase III

Gurgaon 122 002

Tel: +91 124 2549191

Fax: +91 124 2549101

Bangalore

Maruthi Info-Tech Centre

11-12/1, Inner Ring Road

Koramangala, Bangalore – 560 071

Tel: +91 80 41766000

Fax: +91 80 41766999

Chennai

Wescare Towers

16 Cenotaph Road,Teynampet

Chennai 600 018

Tel: +91 44 24332533

Fax: +91 44 24348856

HyderabadII Floor, Merchant Towers

Road No. 4, Banjara Hills

Hyderabad 500 034

Tel: +91 40 23350060

Fax: +91 40 23350070

Kolkata

Park Plaza, Block F, Floor 6

71 Park Street

Kolkata 700 016

Tel: +91 33 22172858

Fax: +91 33 22172868

Pune

703, Godrej Castlemaine

Bund Garden

Pune - 411 001

Tel: +91 20 30585764/65

Fax: +91 20 30585775

CIIInstituteofLogistics

Chennai

98/1,Velachery Main Road,Guindy,

Chennai-600032

Tel: +91 44 42444555

Fax: +91 44 42444 510

www.ciilogistics.com

©2006KPMG,anIndianPartnershipandamemberfirm

oftheKPMGnetworkofindependentmemberfirms

affiliatedwithKPMGInternational,aSwisscooperative.

Allrightsreserved.

KPMGandtheKPMGlogoareregisteredtrademarksof

KPMGInternational,aSwisscooperative.

Theinformationcontainedhereinisofageneralnatureandisnotintendedtoaddressthecircumstancesofanyparticularindividual

orentity.Althoughweendeavortoprovideaccurateandtimelyinformation,therecanbenoguaranteethatsuchinformationis

accurateasofthedateitisreceivedorthatitwillcontinuetobeaccurateinthefuture.Nooneshouldactonsuchinformation

withoutappropriateprofessionaladviceafterathoroughexaminationoftheparticularsituation.

Keycontacts

KPMGYezdi Nagporewalla

National Industry Director

Industrial Markets

KPMG House, Kamala Mills Compound

448, Senapati Bapat Marg,

Lower Parel, Mumbai 400 013

Tel: +91 22 39835101

Fax: +91 22 39836000

E-mail: [email protected]

Arun KrishnanE-mail: [email protected]

Ashwin Jacob


Preet Mohan Singh


CIIInstituteofLogistics

Anuradha Parakkat

Director


indian automotive supply chain

Documents