management report modified

8/12/2019 Management Report Modified

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Indus Motor CompanyManagement Principles and Practices

Submitted To:Ms. Shauna Zafar

Submitted By:Nida Rab SiddiquiJansher JunejoAsad MinhasSarwat SamsonAdnan Ba o!h"ara# Zafar

$%&%

May 17, 2010


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Letter of Transmittal

May 17, 2010

Ms. Shauna Zafar Faculty Member ManagementBahria UniversityKarachi

ear Ms. Zafar!

"ere is #ur $erm %ert #n Management &ractices carrie' #ut in (n'us M#t#r )#m&any. $herert inclu'es c#m&any*s &r#file, its visi#n an' missi#n statement, &r#'ucts, c#m&etit#r*s

&r#file, S+ $ -nalysis, rgani ati#nal chart an' 'ifferent 'e&artments, c#m&ensati#n an' benefits t# em&l#yees.

+e a&&reciate having this &r#/ect. (f y#u sh#ul' nee' any assistance in inter&reting thisassignment #r in im&lementing #ur rec#mmen'ati#ns, &lease c#ntact us atni'asi''i ui1 live.c#m

Sincerely y#urs,

3i'a %ab Si''i ui

4ansher 4une/#-sa' MinhasSar5at Sams#n-'nan Bal#chFara Zafar

Acknowledgment$
mailto:[email protected]:[email protected]


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$he research 5#ul' n#t have been ssible if it 5as n#t f#r the su&rt #f #ur very mucha&&reciate' e6ternal s#urces that hel&e' us sustain. +e 5#ul' li e t# e6&ress #ur gratitu'e t# allth#se 5h# gave us the ssibility t# c#m&lete this rert. +e 5#ul' li e t# than Mr. Salim- har, "% Manager (n'us M#t#r )#m&any8 Mr. %a a -nsari Sales an' Mar eting Manager

(n'us M#t#r )#m&any an' Ms. 4averia Si''i ui, )#nsultant at M%( +#rl'5i'e 9a istan 9rivate:imite' f#r the scale #f time an' 'e'icati#n 5e g#t #ut #f her very essential #ccu&ie' sche'ule.

+e are 'ee&ly in'ebte' t# Ms. Shauna Zafar, :ecturer BU an' c#urse instruct#r f#r all her hel&,su&rt, interest, an' valuable in&ut.

'


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Table of Contents(ab e of Contents........................................................................................................................)

Automobi e Industry in *a+istan................................................................................................... ,

-ision ................................................................................................................................ ......

Mission..................................................................................................................................... /

Core 0a ues........................................................................................................................... ... /

*resent *erforman!e.............................................................................................................../

"uture 1ut oo+........................................................................................................................./

Corporate So!ia Responsibi ity..............................................................................................&%

*rodu!ts.....................................................................................................................................&&

&.Camry ............................................................................................................................. ...... &&

$.Coro a...................................................................................................................... ............ .. &$

'.Cuore .................................................................................................................................... &'

).*rado.................................................................................................................................. .... &)

2.3i u4........................................................................................................................................ &2

Manufa!turin5 "a!i ities.................................................................................................... ......... &6

Mana5ement *o i!ies.................................................................................................................&,

AC( 7 &................................................................................................................................. .&

Competitors *rofi e....................................................................................................................&/

I.*a+istani Su#u+i Motor Company 8imited............................................................................&/

II.3onda Motor 8td..................................................................................................................$%

............................................................................................................................................... $&

S91( Ana ysis.............................................................................................................. ........ $&Stren5ths................................................................................................................................$&

9ea+nesses...........................................................................................................................$$

1pportunities..........................................................................................................................$$

(hreats................................................................................................................................... $$

)


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9or+for!e :i0ersity in Indus Motor Company................................................................... ......... $'

1r5ani#ation;s Chart.......................................................................................................... ........ $,

MANA


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EXECUTIVE SUMMARY

-ut#m#bile in'ustry is c#ncerne' 5ith transrting vehicles 5hich inclu'e &assenger class,truc , an' c#m&uters. F#ll#5ing are the ey &layers in aut#m#bile in'ustry in 9a istan! $#y#ta,Su u i, "#n'a, 3issan, Mitsubishi, K(-, but the main &layers in the in'ustry are $#y#ta, "#n'aan' Su u i an' am#ng these, $#y#ta is the mar et lea'er. (n'us M#t#r )#m&any ;(M)< is a /#int

venture bet5een the "abib, $#y#ta, an' $#y#ta $sush# )#rrati#n 4a&an ;$$)< f#rassembling, &r#gressive manufacturing an' mar eting #f $#y#ta vehicles in 9a istan since 4uly01, 1==0.

Fe5 #f the &r#'ucts inclu'e )amry, )#r#lla, )u#re, 9ra'# an' "ilu6. Management as a team at(n'us M#t#r )#m&any is c#mmitte' t# c#m&ly 5ith the re uirements #f #ur (ntegrate'Management System an' t# en'eav#r t# c#ntinu#usly im&r#ve un it in #r'er t#!

Manufacture high >uality 9r#'ucts. ?enerate )ust#mer Satisfacti#n. 9r#vi'e Service t# the S#ciety.

Maintain Mar et :ea'ershi&. ('entify an' av#i'@mitigate th#se envir#nmental as&ects 5hich have negativeenvir#nmental im&acts.

)#m&ly 5ith all a&&licable legal, regulat#ry an' #ther re uirements relate' t#Anvir#nment, "ealth an' Safety.

esign an' maintain facilities, establish systems, &r#vi'e training an' c#n'uct #&erati#nsin a manner that safeguar' &e#&le an' &r#&erty.

('entify, evaluate mitigate health ris s relate' t# #ur #&erati#ns that tentially affect#ur em&l#yees, c#ntract#rs an' the &ublic.

(n'us M#t#r )#m&any has t5# ma/#r c#m&etit#rs in 9a istan! Su u i an' "#n'a. $he c#m&anygives f#ll#5ing c#m&ensati#n an' benefits t# its em&l#yees!

B#nuses ;&r#fit sharing< #n &erf#rmances an' hierarchy level #n basic salary $he c#m&any gives Am&l#yee #f the m#nth t# all the best &erf#rmers 'uring the m#nth.

$he em&l#yees are als# entitles t# Am&l#yee #f the Cear a5ar' 5hich is &resente' t# the best &erf#rmer #n the -nnual Family ay.

$he higher management als# uses a system #f sen'ing m#tivati#nal emails t# each an'every 'e&artment in #r'er t# &raise the &erf#rmance #f an em&l#yee in a certain'e&artment f#r sitive reinf#rcement.

+#r ing 'e&artments #f (M) inclu'e Mar eting an' Sales, Finance, )ust#mer Satisfacti#n,9lanning, Service, S&are 9arts an' :#gistic )ell.

:ast but n#t the least, (M) has a &urely m#tivating, e6tremely caring an' creativity enc#uraging#&en envir#nment 5hich enables it t# manage its large 5#r f#rce 5ith minimum issues arising

6
http://www.toyotsu.co.jp/http://www.toyotsu.co.jp/


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'ue t# 'iversity. %ather the #rgani ati#n setDu& is such that it /#ins the 5#r f#rce in the f#rm #f afamily.

A tomobile Ind str! in "akistan-ut#m#bile sect#r is #ne #f the fastest gr#5ing sect#rs in 9a istan. (t c#ntributes t#5ar's thenati#n*s ec#n#my in the f#rm #f $echn#l#gy $ransfer, Am&l#yment, (nvestment an' much m#re.-ut#m#bile sect#r c#ntribute' #ver %s.2E billi#n t# the nati#nal e6che uer in the year 200ED0 .-s the in'ustry s gr#5ing, s# are the -ut#m#bile c#m&anies. Avery manufacturer is in the

&r#cess #f increasing &r#'ucti#n ca&acity t# meet cust#mer 'eman's. $hr#ugh #ut the =0 s theannual aut#m#bile &r#'ucti#n remaine' c#nstant ar#un' G,000 but 'ue t# c#nsistent liciesan' sitive macr# ec#n#mic c#n'iti#ns the in'ustry b##me' t# 120,000 units@annum in /ust years.

$he t#tal registere' aut#m#tive vehicle &lying #n the r#a's in 9a istan are ab#ut E,2HE,000,5hich inclu'es H0 ,000 m#t#r cars starting fr#m the British an' Aur#&ean an' f#ll#5e' by-ngl#D-merican cars, the c#untry has clearly 'eci'e' in fav#r #f 4a&anese cars. $he c#untrygave an e6clusive right in 1=IE t# #ne #f the 4a&anese car manufacturers t# ma e a t#tally l#calcar 5ithin 9a istan. $his e6clusiveness, h#5ever, gave 5ay in fav#r #f an#ther 4a&anese carmanufacturer 1==2.

$he envir#nment in aut#m#bile in'ustry is %s. G.E billi#n inclu'ing f#reign e uity #f %s.1.GE2 billi#n. $he in'ustry has t#tal current ca&acity #f 10G, G00 cars &er annum.

$he -ut#m#bile in'ustry has a great influence #n the ec#n#my #f every c#untry, as the t#tal &r#'ucti#n value #f this in'ustry, 5hen c#m&are' t# all the manufacturing in'ustries c#mbine' is

m#re than 10 &er cent. M#re#ver, the number #f &e#&le it em&l#ys an' the su&&liers@ven'#rs itengages is als# higher.

,


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Introd ction to Com#an!(n'us M#t#r )#m&any ;(M)< is a /#int venture bet5een the "abib, $#y#ta, an' $#y#ta $sush# )#rrati#n 4a&an ;$$)< f#r assembling, &r#gressive manufacturing an' mar eting #f$#y#ta vehicles in 9a istan since 4uly 01, 1==0. (M) is engage' in s#le 'istribut#rshif $#y#ta an' aihatsu M#t#r )#m&any :t' vehicles in 9a istan thr#ugh its 'ealershi& net5#r .$he c#m&any 5as inc#rrate' in 9a istan as a &ublic limite' c#m&any in ecember 1=I= an'starte' c#mmercial &r#'ucti#n in May 1==E. $he shares #f c#m&any are u#te' #n the st#ce6changes #f 9a istan. $#y#ta M#t#r )#rrati#n an' $#y#ta $sush# )#rrati#n have 2G Jsta e in the c#m&any e uity. $he ma/#rity shareh#l'er is the "#use #f "abib.

(M) s &r#'ucti#n facilities are l#cate' at 9#rt Bin >asim (n'ustrial Z#ne near Karachi in an areameasuring #ver 10G acres. (n'us M#t#r )#m&any*s &lant is the #nly manufacturing site in the5#rl' 5here b#th $#y#ta an' aihatsu bran's are being manufacture'.

"eavy investment 5as ma'e t# buil' its &r#'ucti#n facilities base' #n state #f art techn#l#gies.$# ensure highest level #f &r#'uctivity 5#rl'Dren#5ne' $#y#ta 9r#'ucti#n Systems areim&lemente'. (M) s 9r#'uct line inclu'es H variants #f the ne5ly intr#'uce' $#y#ta )#r#lla,$#y#ta "ilu6 Single )abin 62 an' versi#ns #f aihatsu )u#re. +e als# have a 5i'e range #fimrte' vehicles.

(n'us M#t#r )#m&any :imite' engages in assembling, &r#gressive manufacturing, an'mar eting #f $#y#ta vehicles an' aihatsu vehicles in 9a istan. (ts &r#'uct line inclu'es si6variants #f $#y#ta )#r#lla, an' $#y#ta "ilu6 Single )abin 628 an' f#ur versi#ns #f aihatsu)u#re, as 5ell as a range #f imrte' vehicles. $he c#m&any als# acts as the s#le 'istribut#r #f$#y#ta an' aihatsu vehicles in 9a istan. (n a''iti#n, it #ffers car service an' s&are &arts8 an'

m#t#r #ils, gear #ils, aut#matic transmissi#n flui's, bra e flui's, c##lants, an' sus&ensi#n flui's.$he c#m&any #&erates a service net5#r #f 2I 'ealers in 1H cities an' a&&r#6imately 7G0 stallsf#r &r#vi'ing general /#bs, car 5ash, an' b#'y &aint /#bs. (n'us M#t#r )#m&any :imite' 5asinc#rrate' in 1=I= an' is base' in Karachi, 9a istan.

(n line 5ith the g#vernment licy t# enc#urage f#reign investment an' the &artici&ati#n #f the &rivate sect#r in a free ec#n#mic envir#nment, the Ministry #f (n'ustries invite' &r#sal fr#mf#reign aut#m#bile manufacturers an' &rivate entre&reneurs, f#r a ne5 aut#m#bile &r#/ect. $he

&r#/ect, as submitte' by the "#use #f "abib ;" "< an' $#y#ta 5as selecte' 'ue t# the &ularity an' reliability #f $#y#ta vehicles in 9a istan an' 5as sancti#ne' #n -&ril E0, 1=I=an' #btaine' certificate #f c#mmencement #f business #n May E1, 1==0. n 4uly 1, 1==0 thec#m&any 5as a&inte' 'istribut#r #f $#y#ta vehicles an' s&are &arts ;e6ce&t in'ustrialvehicles


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Mission

Missi#n #f $#y#ta is t# &r#vi'e safe s#un' /#urney. $#y#ta is 'evel#&ing vari#us ne5

techn#l#gies fr#m the &ers&ective #f energy saving an' 'iversifying energy s#urces.Anvir#nment has been first an' m#st imrtant issue in &ri#rities #f $#y#ta an' 5#r ing t#5ar'creating a &r#s&er#us s#ciety an' clean 5#rl'.

Core $al es

)#re values #f $#y#ta is t# &r#vi'e

)ust#mer Satisfacti#n

$eam 5#r

Athics an' &ractices.

"resent "erformance

)urrently the c#m&any is &erf#rming 5ell in aut#m#bile sect#r #f c#untry. (ts sales f#r the yearare 2=,GHG units. (t has ca&ture' the largest aut#m#bile mar et share in the c#untry. (t is greatlyc#ntributing in human res#urce 'evel#&ment by training an' #ther such activities. $he 'eman'f#r its &r#'ucts is m#re than the c#m&any*s ca&acity. (t has certain a'vantages un itsc#m&etit#rs li e largest mar et share, cust#mers* li ing #f its &r#'ucts m#re than its c#m&etit#rs.$he c#m&any is c#ntinues t# maintain a str#ng c#mmitment t#5ar's its "uman %es#urce. $#enhance )#nsumer Satisfacti#n, e6tensive training &r#grams 5ere hel' 'uring the year.)#m&any c#ntinu#usly arrange service cam&aigns in the cities 5here its 'ealershi&s are &resentt# &r#vi'e uality service t# cust#mers an' c#llect their c#m&laints, suggesti#ns an' c#mmentsab#ut c#m&any. $he c#m&any als# chec s its 'ealershi&s c#ntinu#usly f#r n#t #nly maintaining

but enhances its stan'ar's t# give t# cust#mers* ma6imum satisfacti#n.

% t re & tlook

+ith the gr#5th #f the ec#n#my, litical stability an' availability #f car financing, #ur

aut#m#bile mar et has immense tential. -cc#r'ing t# s#me estimates, inclu'ing that #f the9a istan -ut#m#bile Manufacturers -ss#ciati#n ;9-M-


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"#5ever, f#r the aut#m#bile sect#r t# reali e this tential, it nee's a clear, c#nsistent an' l#ngDterm g#vernment licy s# that aut#m#bile manufacturers an' ven'#rs, s&ecially #ur f#reign

&artners, feel c#nfi'ent #f ma ing l#ng term investment f#r future e6&ansi#n.

$he status #f #ur l#cali ati#n &r#gram in the st $%(MS era is still unclear even th#ugh the?#vernment has a&&lie' f#r an e6&ansi#n #f $%(MS a&&licability f#r an#ther t5# years ;u& t#ecember 200G


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"rod cts

'( Camr!)amry a slee , stylish, lu6uri#us car is

intr#'uce' in 9a istani mar et last year.)amry is business class se'an 5ithc#m&aratively l#5 &rices t# m#'el #f #therc#m&anies 5h# are e ui&&e' 5ith the similarfeatures. $#y#ta )amry c#mes in t5# m#'elsthe #ne 5ith aut#matic transmissi#n an' 5ithmanual transmissi#n 5ith average &rice #f%s.H,=00,000 an' %s. H,700,000 res&ectively.

Features

Steering wheel

$he steering 5heel #f )amry c#mes 5ith the #&ti#ns by 5hichy#u can change au'i# trac , set the v#lume an' can c#ntr#l many#ther 'is&lay inf#rmati#n 5ith#ut ta ing #ff y#ur han's fr#msteering 5heel.

A/c with independent temperature control

$he air c#n'iti#ning system #f )amry is uite much a'vance'it all#5s its user t# c#ntr#l tem&erature acc#r'ing their 5ill by'ual tem&erature c#ntr#lling #&ti#n, the ne5 air c#n'iti#ningsystem als# has a feature t# abs#rb the fungus an' 'ust

&articles t# ensure a truly hygienic envir#nment f#r the 'riverthis ma es the &e#&le allergic fr#m 'ust a little m#rec#mf#rtable.

Cruise control switch

$his is a very uni ue feature in the cars #f its in' thisenables the 'river t# rem#ve their f##t fr#m accelerat#r

'uring 'riving #n high5ay by setting a 'efinite s&ee' 5hen#nce 'river ha' set s&ee' then thr#ugh#ut the /#urney thes&ee' 5ill remain same unless the 'river itself change thes&ee'

&&


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)( Corolla)#r#lla #5es a huge mar et share in the cars #f itsin' else this it als# c#ntribute a huge uantity inthe #verall mar et share #f (n'us m#t#rs inaut#m#bile sect#r #f 9a istan. $he latest m#'el #f

c#r#lla is c#ntributing ab#ut H2J#f the t#tal mar etshare #f $#y#ta (n'us m#t#rs. $he c#r#lla m#'elsare al5ays f#un' 'ifferently 5hen it c#mes t#cust#mer satisfacti#n, the ne5 c#r#lla is a stylish,g##' family sal##n yet can be use' #n l#ng t#urs ithas s&eci#us cabin 5ith c#mf#rtable seats in9a istan c#r#lla is c#ming in 'ifferent m#'els having 'ifferent fuel ca&acity an' engineca&ability 5hich enable the cust#mer t# ch##se the m#'el that suits them best.

Interior

$he interi#r #f c#r#llas is uite much s&eci#us as c#m&are t# the sal##ns th#se 5h# area&&earing as its rivals, it is als# e ui&&e' 5ith many #ther c#mf#rt an' lu6uri#us #&ti#ns. $heinteri#r #f c#r#lla sses art #f electr#nics in it an' 5ith electr#nic art it is als# sses the art #f

beauty an' style as it sses the essence #f leather in its leather

Sun roof

$he sun r##f #&ti#n in the ne5 cruise tr#nic ;ne5 c#r#llauality 9r#'ucts. ?enerate )ust#mer Satisfacti#n. 9r#vi'e Service t# the S#ciety. Maintain Mar et :ea'ershi& . ('entify an' av#i'@mitigate th#se envir#nmental as&ects 5hich have negative

envir#nmental im&acts. )#m&ly 5ith all a&&licable legal, regulat#ry an' #ther re uirements relate' t#

Anvir#nment, "ealth an' Safety. esign an' maintain facilities, establish systems, &r#vi'e training an' c#n'uct #&erati#ns

in a manner that safeguar' &e#&le an' &r#&erty. ('entify, evaluate mitigate health ris s relate' t# #ur #&erati#ns that tentially affect#ur em&l#yees, c#ntract#rs an' the &ublic.

&,


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AC& 4 .5Action Commitment &eamwor6 for *ecoming 4 . in Pa6istan7

T Means a c#mmitte' team t# ma e (n'us 1 in!

%es&ect an' )#rrate (mage

)ust#mer Satisfacti#n

>uantity in 9r#'ucti#n Sales

>uality 9r#fitability

Best Am&l#yer

&


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Com#etitors "rofile

I8 "akistani S / ki Motor Com#an! LimitedF#ll#5ing the terms #f the 4#int enture -greement bet5een Su u i M#t#r )#rrati#n #f4a&an ;SM)< an' 9a istan -ut#m#bile)#rrati#n ;9-)


20/37

n c#m&leti#n #f first &hase #f this &lant in early 1==0, inDh#use assembly Su u i enginesstarte'. $he ne5 &lant 5as c#m&lete' in 1==2, an' Su u i &r#'ucti#n 5as transferre' t# ne5

&lant V an' three b#6 1E00 cc Margalla car 5as als# a''e' t# its range #f &r#'ucti#n.

(n Se&tember 1==2 the c#m&any 5as &rivati e' an' &lace' 'irectly un'er the 4a&aneseManagement. -t the time #f &rivati ati#n SM) increase' its e uity fr#m 2GJ t# 0Jsubse uently8 SM) &r#gressively increase' its e uity t# 7E.0=J by ecember E1, 2001.

$he Bin >asim 9lant further e6&an'e' its &r#'ucti#n ca&acity t# G0,000 vehicles &er year in 4uly1== an' E00,000 vehicles ha' been manufacture' at this &lant by ecember 200E.

$#'ay 9a Su u i has #ne #f the m#st m#'ern aut#m#bile manufacturing &lants in S#uth -siaan' currently e6rts its cars t# c#untries li e Bangla'esh , ?hana , 3igeria Mal'ives .

II8 -onda Motor Ltd

"#n'a M#t#rs )#. :t'. is the result #f /#int venture bet5een (n'ia s "er# ?r#u& an' "#n'aM#t#r )#m&any. (t is #ne #f the m#st successful ventures all acr#ss the 5#rl'. 4a&an has create'5#rl' s single largest t5# 5heeler c#m&any an' "er# "#n'a became the first name in early I0sin (n'ia. $his c#m&any has &r#ve' all acr#ss the 5#rl' that vehicles can be 'riven 5ith#ut any

lluti#n.

"#n'a M#t#r )#., :t'. #&erates un'er the basic &rinci&les #f L%es&ect f#r the (n'ivi'ualL an'L$he $hree 4#ysL V c#mm#nly e6&resse' as $he 4#y #f Buying, $he 4#y #f Selling an' $he 4#y#f )reating. Since its establishment in 1= I, "#n'a has remaine' #n the lea'ing e'ge by creatingne5 value an' &r#vi'ing &r#'ucts #f the highest uality at a reas#nable &rice, f#r 5#rl'5i'ecust#mer satisfacti#n.

$he )#m&any has gr#5n t# bec#me the 5#rl' s largestm#t#rcycle manufacturer an' #ne#f the lea'ing aut#ma ers. +ith agl#bal net5#r #f G07Psubsi'iaries an' affiliatesacc#unte' f#r un'er the e uitymeth#', "#n'a 'evel#&s,manufactures an' mar ets a 5i'evariety #f &r#'ucts, ranging fr#msmall generalD&urse enginesan' sc##ters t# s&ecialty srtscars, t# earn the )#m&any an #utstan'ing re&utati#n fr#m cust#mers 5#rl'5i'e

$%
http://en.wikipedia.org/wiki/Bangladeshhttp://en.wikipedia.org/wiki/Ghanahttp://en.wikipedia.org/wiki/Ghanahttp://en.wikipedia.org/wiki/Nigeriahttp://en.wikipedia.org/wiki/Nigeriahttp://en.wikipedia.org/wiki/Maldiveshttp://en.wikipedia.org/wiki/Maldiveshttp://en.wikipedia.org/wiki/Maldiveshttp://en.wikipedia.org/wiki/Bangladeshhttp://en.wikipedia.org/wiki/Ghanahttp://en.wikipedia.org/wiki/Nigeriahttp://en.wikipedia.org/wiki/Maldives


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E$al ation of To# Com#etitors of To!ota MotorCor#oration

S0&T Anal!sis

Strengt1s ne #f its strength is its l#cati#n at 9#rt >asim Karachi. M#st #f its ven'#rs are l#cate'

in Karachi. (n'us M#t#rs )#m&any gets tires fr#m ?eneral M#t#r, 5hich is l#cate' at9#rt >asim. S# (n'us M#t#r )#m&any saves a l#t #f transrtati#n c#st.

(n'us M#t#r has installe' latest techn#l#gy in its &lant, 5hich is alm#st c#m&uteri e'. (tis als# strength f#r (n'us M#t#r.

$he ma/#r strength #f (n'us M#t#r is that it is rec#gni e' as mar et lea'er in thein'ustry.

$he #ther ma/#r strength #f (n'us m#t#r is its installe' ca&acity, 5hich is 2000 units &er

annum an' it is e6&an'able t# 000 units &er year. (M) has a 5i'e &r#'uct range, 5hich inclu'es 20 vehicles 5hich satisfy each an' every

segment #f mar et. :ab#r f#rce is als# its strength 5hich is efficient an' 5ell traine'. Aasy availability #f genuine s&are &arts an' its $#y#ta*s resale value act as its strength )reative Suggestive System is its strength t##.

$&


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0eaknesses (M) has n#t yet achieve' a&&r#&riate ec#n#mies #f scale as c#m&are' t# its c#m&etit#rs.

(n'us M#t#r an' "#n'a -tlas m#t#rs are &r#'ucing the same number #f vehicles but(n'us M#t#r incurs huge c#st. F#r (n'us, )K its acc#unts f#r 7GJ #f their t#talmanufacturing c#st 5hereas f#r "#n'a )K it acc#unt f#r HG J. )K its c#st f#r

(n'us is #n the average ab#ut 2GJ higher than its c#m&etit#r "#n'a -tlas. (M) has t#tal ca&acity #f 20,000 units but at &resent they are &r#'uIcing G,000 units.

$his sh#5s that they are n#t fully utili ing their ca&acity. (t means that they are n#tam#rti ing their fi6e' c#st in best 5ay, 5hile ma/#r c#m&etit#r "#n'a -tlas havingca&acity #f 10,000 but at &resent &r#'ucing G000 units.

$heir 'ealershi& net5#r is 5ea . )#m&any '#es n#t #5n this 'ealershi& net5#r . (n'usM#t#r has a manufacturer sns#re' retailer franchise systems. $hey license 'ealers t#sell their cars s# 'ealers #ften charge higher &rice fr#m cust#mer an' als# n#t act unthe instructi#ns #f (M).

-ll ma/#r 'ecisi#ns are ma'e in 4a&an by the h#l'ing c#m&any. $hey sen' instructi#nsab#ut their 'ecisi#ns in 9a istan an' this &r#cess 'elays the licy ma ing at c#rratelevel by t#& management.

#ort nities 9#litical stability in -fghanistan 5ill increase 'eman' f#r c#mmercial vehicles in the

)entral -sian States s# this is an #&rtunity f#r them t# e6rt the c#mmercial vehiclesas 5ell as &assenger cars t# )entral -sian %e&ublics. Karachi being their nearest rttheref#re the #&ening #f the tra'e r#utes in these c#untries 5ill lea' t# an inevitablegr#5th in the transrt sect#r.

$he c#m&etiti#n #f the :ah#re@(slamaba' m#t#r5ay, e6&ansi#n #f the r#a' net5#r an're'ucti#n in the rail lin s 5ill cause e6&ansi#n in the aut#m#biles mar et in the future.

-cc#r'ing t# (mrts Manager, Mr. -sa' -li Shah fr#m (n'us M#t#rs, there is an#&rtunity t# e6&an' mar et #f $#y#ta "ilu6 in 3e&al an' Bhutan if (n'ia gives 5aythr#ugh its tra'e r#ute t# 9a istan by an agreement .

T1reats

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$he g#vernment ta6 licies are threat t# (n'us m#t#rs. (n'us m#t#rs have t# &ay H.2GJca&ital value a''e' ta6. -&art fr#m this, they have t# &ay EGJ imrt 'uty #n )K itsthat is imrte' fr#m 4a&an. $hat has increase' its c#sts.

$he earning #f (n'us m#t#rs are &resently sub/ecte' t# E0J ta6ati#n 5hile that if "#n'am#t#rs is sub/ecte' t# GJ ta6ati#n 5hich is threat t# (n'us m#t#rs.

$he la5 an' #r'er situati#n in the c#untry es&ecially in Karachi is threat t# (M) 5hichhas 'iminishe' &r#'ucti#n an' 'eman' in the c#untry.

$he litical instability is als# a threat t# (n'us M#t#rs as 5ell as #verall aut#m#bilein'ustry. ue t# litical instability, licies ab#ut ta6 an' imrt 'uties are inc#nsistent.

$he auth#rities in (n'us m#t#rs c#nsi'er Su u i as a threat t# $#y#ta cars.

Su u i I00cc an' 1000cc are substitute f#r $#y#ta car. $he reas#n is that &e#&le are bec#ming m#re &rice c#nsci#us an' 5ant ec#n#mical car 5hich give l#5 fuelc#nsum&ti#n that is 5hy Su u i 'eman' is gra'ually increasing.

$he increasing inflati#n is acting as a threat t# (n'us M#t#rs. "igh inflati#n rate has'ecrease' the &urchasing er #f &e#&le an' als# 'ecrease' the 'eman' #f $#y#tavehicles.

0orkforce 2i$ersit! in Ind s Motor Com#an!(n $#y#ta, alth#ugh the 5#r f#rce 'iversity is enc#urages as it brings creativity, c#m&etitivenessan' healthy envir#nment, but here #nly the 'iversity is t# be seen in terms #f gen'er an' t# s#mee6tent ge#gra&hical, beliefs an' marital status. $he age 5ise an' s ill 5ise is n#t &resent in$#y#ta because at the time #f a&intment, selecti#n #f em&l#yees is '#ne in such a 5ay s# as t#meet the stan'ar's #f the c#m&any re uire' f#r the certain ty&e an' level #f the /#b. -ls# the5#r f#rce is given #n /#b training an' 5ith the &assage #f time the em&l#yees get &r#m#te',s#me age an' s ills brings &r#m#ti#ns #nly.

en Comm nication Skills

-n #&en an' inf#rmal s#rt #f an envir#nment is t# be #bserve' at $#y#ta 5ith fully enc#uragingc#mmunicati#n channels. -n imrtant an' unusual thing t# be seen here is that there is n# cabinsystem i.e., n# se&arate cabins #r r##ms are ma'e f#r t#& management but they remain #n the g#t# ee& in t#uch 5ith the l#5er management an' the 5#r ers c#mm#nly calle' as $eammembers.

$'


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&n34ob Training

$he c#m&any has the licy that as s##n as a &ers#n /#ins its 5#r f#rce, he@she is &r#vi'e' a &r#&er training t# fit int# the /#b resnsibility given t# him@her. $his &hase #f training is &ri#r t#acce&ting the /#b resnsibilities. But the #n /#b training, t# #verc#me situati#nal &r#blems

being face' by the em&l#yees, is als# very c#mm#n at $#y#ta. $he $3- ;$raining 3ee'-nalysis< is a meth#' #f evaluating &ers#nal ca&abilities is als# an e6am&le #f #n /#b training,5hich is in c#mm#n &ractice at the c#m&any.

Care and Safet!

$#y#ta values its em&l#yees a l#t an' c#nsi'ers them as a family. $heref#re, in #r'er t# increasea5areness ab#ut safety measures, it &r#vi'es t5# ty&es #f safety e'ucati#n t# its team members!ne is thr#ugh im&r#ving the technical ca&abilities em&l#yees nee' f#r &articular /#bs, the #theris by &r#vi'ing n#5le'ge thr#ugh c#llective e'ucati#n f#r managers an' ?eneral 9lantem&l#yees. -ls# the f#rmati#n #f small em&l#yee gr#u&s t# 'iscuss the tential 'angers at the5#r sites is a very c#mm#n activity.

Use of Management b! &b5ecti$es 6M7&8

$his meth#' hel&s managers t# m#tivate their sub#r'inates in such a 5ay that they themselvesfeel resnsible in achieving the #rgani ati#nal g#als as they have been a &art in the g#al setting#f their #5n 'e&artment.

Meetings as Reinforcement Sc1ed les

(M) uses a number #f 'ifferent ty&es #f meetings as reinf#rcement sche'ules t# increase the'esire' #r t# 'ecrease the un'esire' behavi#r #f its 5#r f#rce. $he e6am&les #f such meetingsinclu'e!

EM*s meetings ;muriW#ver bur'en, mu'aW5aste, muraWunevenness< t# eliminate the5asteful activities #f the 'e&artments every M#n'ay 5ith the )A .

BA"C- meetings ;the stan'ing meeting< t# /u'ge the &erf#rmance an' &r#gress #feach 'e&artment every $ues'ay 5ith the 'irect#rs an' the )A #f the c#m&any y

M#nthly revie5 meeting #f the 'e&artments themselves 5ith their 'irect#rs, in 5hich the &r#gress #f the 'e&artment an' the &ers#nal &erf#rmances #f the c#ncerne' em&l#yees isevaluate'

>%M meeting ;>uality %evie5 Meeting< #f the 'e&artments every m#nth 5ith the )A

-)$ 1 meeting 5ith the chairman every m#nth.

4ob Enric1ment Tec1ni9 es

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)ertain 4#b Anrichment $echni ues are als# in &ractice at (M) t# maintain interest #f the5#r f#rce in their /#b resnsibilities, f#r instance!

Avery team member is a :ine ins&ect#r an' can st#& the line #f &r#'ucti#n even f#r small'efects

Suggestive System is very enc#uraging techni ue t# enhance creativity am#ng the

5#r ers by ta ing &art in the 'ecisi#n ma ing f#r the im&r#vement #f 5#r ingtechni ues an' c#n'iti#ns.

Com#ensation and 7enefits

Incenti$es and Rewards S!stems

(M) believes in enc#uraging the &erf#rmance #f its em&l#yees t# m#tivate them t#remain &erf#rming at their best in the c#m&any*s interest. S#me #f its re5ar' systems arementi#ne' bel#5!

B#nuses ;&r#fit sharing< #n &erf#rmances an' hierarchy level #n basic salary $he c#m&any gives Am&l#yee #f the m#nth t# all the best &erf#rmers 'uring the m#nth.

$he em&l#yees are als# entitles t# Am&l#yee #f the Cear a5ar' 5hich is &resente' t# the best &erf#rmer #n the -nnual Family ay.

$he higher management als# uses a system #f sen'ing m#tivati#nal emails t# each an'every 'e&artment in #r'er t# &raise the &erf#rmance #f an em&l#yee in a certain'e&artment f#r sitive reinf#rcement.

Additional 7enefits

(M) &r#vi'es a number #f benefits t# retain its value' em&l#yees an' t# 'ecrease turn#verli e!

Me'ical insurance f#r em&l#yees an' their families :#an li e h#me l#ans, etc

9r#vi'ent fun's 9ensi#n after 10 years #f service

)asual an' me'ical leave

$ransrt facilities

:unch facilities

$2


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-&art fr#m &r#vi'ing the lunch, the c#m&any has a very interesting tra'iti#n #f serving aglass #f mil every h#ur t# each #f the fact#ry 5#r ers c#nsi'ering their intense &hysical5#r .

Maternity leave f#r E m#nths

Se&arate envir#nment bu'get f#r every 'e&artment

vertime c#m&ensati#n t# all late sitting after G&m

Avery year the c#m&any als# bears the c#st #f &r#vi'ing the recreati#nal tri&s #f E t#'ays t# a certain f#reign c#untries t# its management em&l#yees an' 'ealershi&s ;U&&ermanagement an' mi''le management


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&rgani/ation:s C1art

$,


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0orking 2e#artments of Ind s MotorCom#an!

e&artmentali ati#n is the &r#cess #f gr#u&ing relate' 5#r activities int# manageable units iscalle' 'e&artmentali ati#n. (t is being very c#mm#n in every #rgani ati#n as it facilitates the5#r ing #f the #rgani ati#n. (n'us M#t#r )#m&any als# a'#&te' this c#nce&t #f'e&artmentali ati#n. F#ll#5ing 'e&artments are 5#r ing #ut there!

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Management

MA;A


30/37

Mr. Muhammad "aisa

Chief "inan!ia 1ffi!er

Mr. Mustafa 3asan 8a+hani

Company Se!retary

-UMA; RES&URCE

Mr. Sa im A#har

Mana5er

L& C&MMERCIAL

Mr. Sa im A#har

Mana5er

MA;U%ACTURI;. (suba+i

:ire!tor

SALES > MAR?ETI;

management report modified

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