5 Ways To Improve Your Market Visibility: Building Better Supply Chains Together
5 Ways To Improve Your Market Visibility: Building Better Supply Chains Together
5 Ways To Improve Your Market Visibility: Building Better Supply Chains Together
com
A 99 MEDIA PUBLICATION
VOLUME 12
ISSUE 11
July 2013
PRICE 100
Business Management
5 WAYS TO IMPROVE
YOUR MARKET VISIBILITY
SOCIAL MEDIA MARKETING IS
ESSENTIAL FOR BUSINESS
SUSTAINABILITY
Pg 42
Supply Chain
CHALLENGES OF
MSME SUPPLIERS
COVER STORy
BUILDING BETTER
SUPPLY CHAINS
TOGETHER
Krishnakumar
Srinivasan
Devdip Purkayastha
MD, EatonsCHEP
VehicleIndia
Group
President,
in India
cuts time
to market by up to 50%
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editorial
Vol. 12 | Issue 11 | July 2013
P. K. Chatterjee (PK)
editor@industry20.com
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contents
departments
Editorial..................................................02
Advertisers Index..................................04
Industry Update.................................... 06
Product Gallery......................................48
Business Index.......................................48
advertisers index
Exxon Mobil...........................................IFC
Schneider..................................................1
PTC........................................................... 3
cover story
Zenith Computers.................................... 5
Siemens................................................. 15
Rockwell..................................................17
BLOG
44 Revolutionising Manufacturing
08 Building Excellence
event report
46 Backup Power
Increasing energy and power quality
Supply Chain
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industry update
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BHEL, Alstom
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RB/BA/1302HHCA4
The
blog
Building
Excellence
In a disruptive age, the randomness component of supply
chain rises high, thus, any strategy to build a robust value chain
should take that into account. By Pinak Kulkarni
www.industry20.com
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enterprise. Organisations able to create a structured process for risk management would manage
the chaos better.
Reducing supply chain complexity: The
search of low cost of supply base would tend to
create longer supply chains with additional nodes
of supply. The need for customisation would add
to the variety at the input and process stage of
supply chain. Supply chains would become complex. Supply chain excellence would be achieved
if supply chains are able to reduce the complexity
through idealised design leading to sourcing strategies, reducing the layers of channel partners, and
improving the visibility of the chain.
The author is a Supply Chain focused Business
Performance Improvement Coach and Trainer. He
is the founder of SPARK, an organisation focused
on releasing and igniting organisational potential
for Sustainable Excellence. Contact: pinak.k@
think-spark.com.
industry 2.0
cover story
10
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Building Better
Supply
Chains
Together
Pallets and Crates, creating a $6 billion
revenue global organisation based on
supplying but not selling these products is
not only intriguing but also a very interesting
business to learn about. This is exactly what
we planned to do, as we walked into the CHEP
Mumbai office one overcast rainy evening.
By P. K. Chatterjee
W
www.industry20.com
industry 2.0
11
cover story
Success will be defined by the ability of the
supply chain to respond effectively and quickly to
customers. Being proactive rather than reactive
is the need of the hour. CHEP steps in to address
these challenges based on our decades of experience in working with large organisations in improving their supply chains globally, said Devdip. He
added, Value creation through collaboration at
the back end, to compete in the front end is the
new business mantra, as more and more organisations shift focus on leveraging their supply chains
through value unlocking to be profitable yet ensuring customer delight. But how do pallets and
crates achieve this complex yet comprehensive
task? Apart from a tte--tte, Devdip presented us
with the CHEP business solutions that helped them
create this global business.
Unlocking value
12
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The CHEP solution is a catalyst to standardisation as all the proponents in the above ecosystem
standardise their docking systems, material handling equipment, racking system and data standards. The benefits derived from collaboration are
shared by all. Use of standard pallets, crates and
containers help reduce handling time, labour and
space. It also helps avoid build-up of packaging
waste such as cardboard, one-way pallets, wooden
boxes, and the cost of their disposal, thereby greening the supply chain.
The
Supplier
OEM
Empty crates
are returned
to the nearest
CHEP Service
Centre
the suppliers
pack with
components
and ship them
through the
supply chain
to other Tier
Suppliers or
OEMs
Crates arrive
loaded for
use by the
receiving Tier
Suppliers or
OEMs
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industry 2.0
13
cover story
Standardisation: Driver of
unlocking value
You
Achieve
Creative
Value
Ease of
You
doing
Experience Business
Reduced Cost
No Capex
Lesser Damages
Lower Losses
Optimized
Performance
E2E Supply chain
coverage
Logistics optimization
Transparent
Ordering &
fulfillment
Visibility and
accessibility
Easy to contact
Focus on your core
Proactive and
Responsive
Preventative analytics
& resolution
Proactive account
management
Capable & empowered
Consistent Quality
Operational
excellence
Service excellence
Quality
consistency
Broad distribution
Customer and
retailer coverage
Supplier coverage
Geographic
coverage
Sustainability
Environmental &
social leadership
Sustainable
business model
Beyond compliance
Flexible
Service choice
Product range
Customized
solutions and
support
Secuity of supply
Financial stability
Quantity of product
Service &
operations
infrastructure
14
Expert
We Ensue
Agile
We Are
Depend- We Deliver
able
rack system is commonly used in a big-box distribution application as well as in retail store inventory rooms, cold storage applications and wholesale
stores. It is important that racking design is as per
global standards, capable of handling standard pallets and other material handling platforms.
Pallet trucks are then used to handle unitised
loads. They are either mechanised or hand operated. The pallet truck is an integral part of any warehouse, and standardisation of handling platforms
enable optimised usage.
Handling platforms (Pallets): Standardisation
of these material handling platforms is core to palletisation and the collaboration model. It also leads
to ease of operation, optimisation of equipment and
multiple other benefits. In Asia, a working group of
Efficient Consumer Response (ECR), a joint trade
and industry body working toward making the grocery sector as a whole more responsive to consumer
demand and promote the removal of unnecessary
costs from the supply chain, carried out a study
in 1997 in Singapore to rationalise the 13 different pallet sizes that were in use by the local FMCG
industry. It resulted in the development of the fourway 1 m x 1.2 m standard pallet that is currently in
use for the storage and transportation of goods for
www.industry20.com
cover story
the FMCG industry. The 4-way 1,000 mm x 1,200
mm pallet is recommended by the pallet standardisation working group as the standard. The 1,000
mm x 1,200 mm pallet has the following benefits:
Compatible with standard ocean going containers and the majority of trucks
Dominant size used across the globe
Endorsed by ECR Asia
Conform to international standard (ISO 6780
General) purpose flat pallets for through transit
of goods - principal dimensions and tolerances
Wide acceptance in major FMCG and allied
industries, 3PL, retailers
Sufficiently wide for drive-in racking
Ability for sharing among multiple trading
partners.
Crates and containers: New generation Foldable Plastic Crates (FPCs) have been specifically
designed to integrate supply chain activities while
reducing costs and environmental impact. Combining the features of a variety of crates into one,
FPCs offer a unique design providing distinct value
in supply chain efficiencies. The crates are modular by design and may be column stacked, cross
stacked or a combination of both, when erected.
Similarly, Foldable Large Containers (FLCs) are
16
www.industry20.com
cover story
We are in
the business
of modernising
our customers
supply chains
Material handling at all stages
of supply chains becomes faster
and cheaper with standard
pallets and crates. In a tte-tte, D. Purkayastha,
President, CHEP India,
explains to P. K. Chatterjee,
how the company is
creating value to some
Indian manufacturers,
especially from FMCG
and Automotive
segments.
18
www.industry20.com
www.industry20.com
industry 2.0
19
cover story
We follow two sets of standards. One is PQS
(Pallet Quality Standard), whereby we check and
maintain compliance, quality and load bearing
capacity of each pallet. If we make any modification in design, we need to get that approved by
our global engineering team. Also, we have a Core
Work Process to ensure the timeliness of delivery
(within 48 hours), taking back the damaged pallets
etc. We have a quality team to look after all the
products and processes quality.
Q What are the specialties of your innovative
plastic crates?
A We import some of the plastic crates from
Europe, others we get from the Indian suppliers
adhering to our quality standards. All our plastic
crates, which are mainly used for automotive logistics, are foldable. So, bringing them back to our
warehouses is quite easy.
They look flimsy, but actually they are very
tough as they are made of reinforced plastic. Those
are light yet strong. Even if one part of the crate
is damaged, that part can be replaced. They are
stackable, and have a long life. The stacked crates
can be put on a pallet and moved with a forklift.
Also, our crates provide a dust and waterproof
cover on the high-value components. We have got
almost 150 kinds of inserts that fit inside a crate
to prevent shaking of the parts. We have a design
team in India, they design all these inserts. Some
very sophisticated designs are made in Germany.
Our dedicated team of solutions designers works
closely with the customers in mapping their needs
and providing optimum solutions. Like pallets, for
crates also, we maintain two quality practices.
Q How do the customer benefit from using
standardised pallets?
A A pallet can take up to a ton of material. Naturally, there is an issue of industrial safety. Making
pallets in bulk quantity is not easy. Then comes up
their maintenance issues, any failure during use is
very costly.
So, there is a whole bunch of non-monitory benefits that a customer can get by using a standard
pallet pool. They are not violating the laws of the
land, they are not wasting labour for non-core activities and most importantly, high levels of safety and
compliance standards are maintained.
We have companies handling two or three hundred-thousand pallets across the locations. Even
if a company can manage those on their own, the
question arises how do they link those? For example, you are a manufacturer; you get raw materials
from your suppliers. Also, you are feeding to your
20
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cover story
will issue that, again when that
company has low demand, we
will put our pallets in a different
product segment. So, our business model is highly scalable for
the customer.
Q How do you fix price for
your service?
A We do not talk of pricing
typically. We are not actually into
pallet or crate selling. We are in
the business of building better
supply chains for our customers. Suppose you are a manufacturer, you have got suppliers, you
have got customers. Goods are
flowing through the eco-system
raw material is coming from the
suppliers to your manufacturing
plant, finished goods are again
going out to your customers.
We improve the flow of goods
through this supply chain in different ways.
So, when we talk to (say) an
FMCG manufacturer, we study
their entire supply chain. We
show this is what is coming from
your supplier, and this is what
you are pumping out to your
retailer or customer, and this is
what you are doing to store the
product at different stages. We
point out (say) this is the lead
time, this is your throughput,
this is your docking efficiency,
this is your space and labour
utilisation, this is your safety,
standards and compliance risks
and so on we show the value of
each event. Then we explain, if
you do so and so things, you will be able to unlock
so and so values leading to so and so amount
of savings. Also, we highlight how much of sales
are being lost because of the inefficiency in their
supply chain.
Then we say, out of this saving, let us share this
much. So, it is a value minus pricing and not a cost
plus pricing that we offer to our customers. We
dont quote that this is our costs and you have to
pay us this.
We just present what we can do for each ecosystem, and from the value unlocked, we propose
to share a percentage.
22
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Award Category
Diesel Genset
Diesel Genset
Industry Excellence
Diesel Genset
Awards 2013
Diesel Genset
Diesel Genset
Diesel Genset
Most Preferred Brand - Manufacturing & Process Kirloskar Oil Engines Limited
Industries (Up to 250 kVA)
Diesel Genset
Diesel Genset
UPS
UPS
UPS
NUMERIC
UPS
UPS
UPS
UPS
UPS
Battery
Battery
Battery
Battery
Power Inverter
Power Inverter
M E D I A PA R T N E R S
To know more about India Backup Power Industry Excellence Awards, please contact:
Saurav Mitra - M: +91 9818192407
Anindya Das - M: +91 9830080724
l
l
T: +91 11 66071007
T: +91 33 66273362
l
l
E: sauravm@frost.com
E: anindya.das@frost.com
Optimising
Power Plant
Layout
The 375 MW Dhuvaran Phase III
Combined Cycle Power Project is
scheduled to be commissioned by
September 2013. Accommodating
the entire plant within a small
available area was a big challenge.
Let us see how the design has been
done, and what kind of innovative
equipment the power plant hosts.
24
also offers a big source of employment and will further catalyse the developments in this area.
L&T Power, in global competitive bidding proposed gas-based single shaft combined cycle power
plant to the owner GSECL, and it was very well
www.industry20.com
www.industry20.com
industry 2.0
25
plant and auxiliaries. Development of each facility from right from start and bringing to reality
required a high accuracy. Models were exported to
create 3D PDF having facilities to provide details of
member properties at a click of button, which were
provided for site execution. Civil design of supporting structure was done using STAAD V8i, having excellent interface with Excel helped manage
changes at a much faster pace. Standard departmental calculations and innovative tools were used
for application of loads, properties and design
parameters to the STAAD Model.
Another challenge was to route the four numbers of main steam piping of 1200 mm dia (including insulation) and feed water piping along with
the main pipe rack within the confined space of 5m
wide corridor between BFP building and HRSG.
All the auxiliaries of steam cycle were required
to be planned within a 13m wide corridor only on
one side of turbine train below 2m level, so as to
clear the GTG air intake duct. All the models were
prepared on 3D platform, which helped in resolving inter disciplinary interferences very easily,
efficiently and within the scheduled time. Navigation tools were used to have actual walk through to
study and solve the critical congested areas including installation and removal procedure.
The use of Bentley solar time feature integrated
with project scheduling software was used for complete scheduling of structural erection of compact
main pipe rack. The elements erection procedure
of the main pipe rack was identified step by step to
facilitate the construction group to avoid unforeseen circumstances which might arise within a
compact area. The schedule, erection procedure,
hindrances etc., were studied using 3D modeling.
The common foundation was of size 57m long,
10m wide and 9m deep. The concrete quantity is
2400 m3, and reinforcement is 285 tonnes. The
total structural steel in the power block is approximately 1300 tonnes.
26
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The single shaft arrangement has gross plant efficiency of 58.67 per cent, which is the highest in its
class. It also possesses the best possible gross heat
rate of 6136 kJ/kWhr, which in turn will directly
benefit in lesser tariff to the user and savings of
the precious natural gas, which is being supplied
by GAIL.
www.industry20.com
Dhuvaran project will have Indias one of the largest natural circulation vertical HRSG used in this
project. It is a triple pressure HRSG capable of
producing steam, which can run steam turbine up
to 150 MW. The complete design, fabrication and
execution is being carried out by L&T. HRSG is
triple pressure with reheat, natural circulation and
the flow inside the HRSG evaporator is through
natural circulation. The biggest advantage of the
natural circulation HRSG is reduced auxiliary
power consumption of 100 kW.
industry 2.0
27
Managing
Convergence
Issues
28
In the manufacturing industry, islands of automation for production and control systems have
increasingly converged into an integrated plantwide control and information platform.
Users also unite disparate batch, continuous
process, discrete, safety, motion, and drive control
industrial network technologies into a multi-disciplined industrial network by utilising EtherNet/IP, a
standard Ethernet technology.
Wide deployment of EtherNet/IP in manufacturing triggered migration from the traditional 3-tier
network model to a converged Ethernet model, as
shown in Figure 1. Convergence has not flattened
the network model. Segmentation of functions,
geographic areas, and security for domains of trust
requires a multi-tier model.
The traditional 3-tier network model evolved
during the early days of Ethernet. Proprietary, vendor-specific industrial networks proliferated early
on, until organisations like ODVA began promoting
a Common Industrial Protocol (CIP).
By dividing a network by function and geographic area into smaller Local Area Networks (LAN),
the 3-tier network model provides natural segmentation. This lessens the impact of traffic management and security. By connecting devices such as
drives and robots with a controller, a device-level
network controls, configures and collects data from
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Figure 1: Traditional 3-Tier Manufacturing Network Model and Converged Ethernet Manufacturing Network Model
Designing and deploying a robust and secure network infrastructure requires a well-planned roadmap. The manufacturing process dictates usage
of equipment such as sensors and actuators as
well as their geographic deployment. By consult-
www.industry20.com
industry 2.0
29
30
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industry 2.0
P.K. Chatterjee
32
data. By utilising multiple layers of defense (physical and electronic) at different levels within manufacturing, this approach addresses disparate types
of threats. No single technology or methodology
fully secures industrial networks.
A comprehensive security model should be
designed and implemented as a natural extension
to the manufacturing process. Security should
not be implemented as an afterthought or bolt-on
component. Defense-in-depth layers for securing
manufacturing assets include:
Physical Security This limits physical access
to authorised personnel for areas, control panels, devices, cabling, control rooms and other
locations as well as escorts and tracks visitors.
Network Security This contains the infrastructure framework, such as firewalls with
intrusion detection and intrusion prevention
systems (IDS/IPS).
Computer Hardening This includes patch
management and antivirus software as well
as removal of unused applications, protocols and
services.
Application Security This contains authentication, authorisation and audit software.
Device Hardening This handles change
management and restrictive access.
The recommended Manufacturing Network
Security Framework, utilising defense in depth is
depicted in Figure 5 and includes:
Manufacturing Security Policy This security policy roadmap identifies vulnerability
mitigation. A multidiscipline team of operations,
engineering, IT and safety should develop this
manufacturing security policy.
Demilitarized Zone (DMZ) This buffer
zone provides a barrier between the Manufacturing and Enterprise Zones, while allowing
users to securely share data and services. All
network traffic from either side of the DMZ
terminates in the DMZ. No traffic traverses the
DMZ, which means that traffic does not directly travel between the enterprise and manufacturing zones.
Defending the Manufacturing Edge Users
should deploy Stateful Packet Inspection (SPI)
firewalls (barriers) with intrusion detection/prevention systems (IDS/IPS) around and within the
industrial network.
Protecting the Interior Users should implement Access Control Lists (ACLs) and port security on network infrastructure devices such as
switches and routers.
Endpoint Hardening This restricts access,
prevents walk up, plug in access and uses
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Figure 6: Users should implement the above methodology for information convergence
industry 2.0
33
Supporting
the Growth
Historically, India
has been regarded
by many in the
industry as a prime
power market, but
times are changing,
and today
manufacturers
are seeing an
increased demand
for engines for
standby power
solutions.
By Nigel Baseley
34
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industry 2.0
35
supply chain
Challenges of
www.industry20.com
MSME
Suppliers
Major challenges
www.industry20.com
Suppliers
Purchasing
Production
Distribution
Customers
industry 2.0
37
supply chain
are reaching the door without
proper paper work. The parts
are consumed to assemble the
final product and then shipped
out. Gross mistake of documentation results in other issues such
as the material value not being
reflected in P&L statement, haphazard working etc.
Man power issues: Why
is this issue? Is manpower not
available in abundance? Yes it is,
but not quality manpower. SMEs,
for the kind of margins they
operate, can hire not A-list business schools, but 12th/Diplomas/
few engineering graduates.
One of the directors of an SME
says It is very disheartening
because people quit companies
because of trivial issues such as
work pressure, or someone raises
their voice. There are also people
who disappear within a day or
two for no reasons. Further, he
says, We do not measure the
employee turn around as one of
the KPIs because the number hits
the roof.
Power, water, infra and
other issues
Certain industrial areas have various issues such as power, water
and sanitation. If one thinks how
sanitation can affect the production, think of a practical situation
wherein the workers who hail
from poor families depend on the
companys sanitation. The matter
should not be taken lightly, as
this is a fact. Power issues are a
major concern, especially when
industries are highly dependent
on power and cannot afford generator all the time. It is high time
to look at these concerns before
complaining the competency of
the suppliers.
Supplier payment (Creditors) related issues
Most of SMEs are single owner
of partnership firms. The promoters play all the roles to run his
38
Internal challenges
Suppliers
Defining vision
Team building
Working towards a common goal
Concepts (Bundling, consolidation etc)
Exposure to better practices
Tactical level
Competency
Discipline
Maturity (Understanding of consequences)
Operational level
Education and job knowledge
Attitude
Ownership
Saturation
Job fit
Lack of processes
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1%
Post graduates
15%
Graduates
40%
12th
10th
40%
30%
12th
10th
60%
35%
4%
Post
graduates
12th
1%
0%
10th
Less than
10th
% composition
industry 2.0
39
supply chain
Swaroop Srinivas, an IIMB grad,
who was an ex-consultant of PwC
and presently an entrepreneur.
At the middle management
level, it is very important to
identify the potential employees
across various segments or skill
sets and define a career path
for them.
This is the usual practice of
any MNC. However, this is not
very relevant in an SME for the
reasons explained in previous
paragraphs. Nevertheless, the
situation is changing.
Top management level
Does the root cause lie here?
Maybe yes or maybe not. Let
us get some more insights into
the gaps.
Vision: This is what you
define where your company
should be, and this is what most
of the companies are lacking in.
Promoters shall not only induce
capital, but also vision and define
the mission of the company. Ask
any operating level employee
of where the company wants to
head to, he has no answer.
Reason being the top management has no vision. Yes, one of
the primary reasons for running
a business is to increase net
worth, but that is not all. Defining vision is where SMEs lack.
Once a vision is defined, there is
a definite guide path and direction to where the company is
heading to.
Team building and motivation: It is surprising to see
when people backstab each other
and unwilling to help, especially,
those who are working with us
since the inception of the company. SMEs have a handful of
employees, yet there are issues
when it comes to helping each
other. We need to blame ourselves because of the culture
that we have imbibed into our
people, says an Owner of an
SME in Bangalore.
40
Challenges from
customers
Bloated demand
The customers are directly
answerable to the markets
demand, and hence the fluctuations will be more. Hence in
order to cover up these fluctuations, in spite of knowing the
challenges of the suppliers, they
tend to push this to the supplier.
In the supply chain language,
this will end up in a bullwhip
effect. Diagram 6 shows the dramatic flow of a bullwhip effect!
The suppliers are at the
receiving end of the chain, and
they need to plan for the raw
materials to supply the parts to
the customers.
In case, the customers go on
changing the demand pattern
very often, the suppliers cannot
bear the brunt.
For example, a supplier may
have planned for production due
to X demand from the customer.
Suddenly, if the customer changes the demand at the end of the
month, it would be impossible for
the supplier to bear the inventory
and the raw material cost, espe-
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Conclusion
industry 2.0
41
WAYS
to IMPROVE YOUR
MARKET VISIBILITY
1. Visibility
Enhancement
2. Awareness
Generation
42
3. Trust
Building
4. Understanding
Customers
efore launching
a new product or
a value added version
of an existing product, it is important
to understand the
emerging customers
demands. Social media is a good platform to generate enormous data in this regard, which helps read
users minds perfectly.
5. Closing
New Deals
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About NEXT100
NEXT100 is the Indian IT industrys premier
awards program that identifies and honors 100
experienced IT managers who have the skills
and talent to become CIOs and leaders.
All NEXT100 award winners are selected
through a rigorous and comprehensive
evaluation process that reviews technocommercial, management and leadership skills.
The final selection of the award recipients is
made by a prestigious committee comprising
Indias top business and technology leaders
Event by
PARTNERS
Platinum Partner
Technology Partner
How to Refer
You can nominate candidates by going to http://
goo.gl/X7kWo. The last date for nominations is
31st July, 2013.
Revolutionising
Manufa
A tightly integrated
ERP solution helps
manufacturers consider
and respond to various
day-to-day challenges and
variables. It is important to
choose a solution that offers
an end-to-end support.
By AnishKanaran
ERP software as a
business booster
44
www.industry20.com
cturing
Key business
software technologies
for successful
manufacturing
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industry 2.0
45
event report
Backup Power
Increasing energy and power quality requirement fuels the demand for backup
power products, says Frost & Sullivan (F&S) at its Second India Backup Power
Executive Summit and Awards banquet recently held in New Delhi.
Anindya Das, Industry Manager, Energy & Power Systems Practice, Frost & Sullivan, is moderating
the panel discussion in the summit.
46
industry from diesel generators and power inverters, to UPS and industrial batteries to create an
interactive forum for the exchange of knowledge
and ideas. The summit also had representations
from prominent end-user segments. Additionally,
customer-research-based excellence awards were
bestowed upon companies that have demonstrated
excellence on various parameters within their
respective product categories.
Amol Kotwal, Associate Director, Energy &
Power Systems Practice, F&S presented a perspective on Mega trends shaping the Indian economy
and its impact on the Backup Power Industry.
He focused on seven mega trends - Urbanisation,
Infrastructure Development, Generation Y, Working Age Population, The Middle Bulge, Connectivity, Future Economic Growth and other facts
related to these mega trends, highlighting what
potential impact these are expected to have in driving consumerism, infrastructure requirement etc.
Kotwal said, These could further act as growth
drivers for various backup power products across
industries and applications such as realty, IT/ITeS,
malls, industrial, and the manufacturing sector etc.
Krishna Srinivasan, Global President & Managing Partner, Frost & Sullivan
is welcoming the delegates.
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Despite aggressive plans of power capacity additions within the country over the next decade, the
increasing energy and power quality requirement
fuels the demand for backup power products like
UPS, diesel gensets, inverters, batteries etc.
Krishna Srinivasan, Global President & Managing Partner, F&S spoke on the Top 10 Markets
to Watch (viz. Smart Energy, Smart Grids, Smart
Buildings etc.) till 2020. He said, These markets
are picking up growth globally, and are expected
to emerge in the Indian context in the mid-to-long
term, thereby impacting the growth of backup
power industry in India as well.
The Chief Guest for the summit was Sunil
Khanna, President & MD, Emerson Network
Power (India). Other eminent industry personalities present at the summit included Marc Werle,
CEO, Numeric; Manas Kundu, Director, Energy
Solutions, International Copper Promotion Council
India; Damien Carroz, President, R&D and Industrial, Luminous Power Technologies; K. V. Nachiappan, Director, Marketing and R&D, Numeric;
Dr. Dipak Sen Chaudhuri, Executive VP and Chief,
R&D, Industrial, Exide Industries; P. Palaniappan,
Senior VP and Business Head, Mahindra Powerol
Business; Tarit K. Ray, VP Institutional UPS, Railways, Telecom and Solar, Exide Industries; Sameer
Saxena, VP, Marketing Group, Legrand India; R.
Vasudevan, VP, Enterprise and Telecom Business,
Emerson Network Power (India); Rahul Mundra,
Director, True Power International; R. G. Thalwani,
Technical Advisor, Desein; and G. N. Dwivedi, Senior VP (O&M) - Viom Networks.
The 2nd India Backup Power Industry Excellence Awards 2013 were given for two categories
Diesel Genset (DG) and UPS, which are the main
two sources for emergency power in India.
In DG category, following firms received awards
Kirloskar Oil Engines (Award: Most Preferred
Brand - Customer Service Leadership - Up to 250
kVA), Cummins India (Awards: Most Preferred
Brand - Customer Service Leadership - Above 250
kVA, Most Preferred Brand - IT/ITES, Realty and
Hospitality, Most Preferred Brand - Construction & Infrastructure, and Most Preferred Brand
- Manufacturing & Process Industries - Above 250
kVA), Mahindra Powerol Business (Award: Most
Preferred Brand Telecom, and Customer Value
Enhancement), Kirloskar Oil Engines (Award: Most
Preferred Brand - Manufacturing & Process Industries - Up to 250 kVA).
In UPS, award winners were Emerson Network Power (I) (Awards: Most Preferred Brand
- IT/ITES, Most Preferred Brand - Manufacturing &
Process Industries, Most Preferred Brand - Power
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Delegates from various Indian industries are getting exposed to the present power scenario in India,
emerging global trends and the market potential of the backup power industry in the summit.
Amol Kotwal, Associate Director, Energy & Power Systems Practice, Frost
& Sullivan, is making his presentation on the Mega trends shaping the
Indian economy and its impact on the backup power industry.
industry 2.0
47
product gallery
Specialised
Steel
3D Measurement
Software
Essar Steel
Tel.: +91 22 6733 5000
Website: www.essarsteel.com
FARO Technologies
Tel.: +91 11 4646.5644
Website: www.faroasia.com
Business Index
Company ......................................................................................Page No.
ACMA.......................................................................................................... 16
Alstom........................................................................................................ 06
Legrand India..............................................................................................47
Bentley Solution........................................................................................ 26
L&T-S&L......................................................................................................25
BHEL.......................................................................................................... 06
CHEP............................................................................................................11
Mahindra CIE............................................................................................. 06
Cisco.......................................................................................................... 29
Microtek International................................................................................47
Cummins India............................................................................................47
Numeric......................................................................................................47
Desein.........................................................................................................47
ODVA.......................................................................................................... 28
Eaton.......................................................................................................... 06
ECR.............................................................................................................. 16
PricewaterhouseCoopers.......................................................................... 40
Epicor Software......................................................................................... 45
Rockwell Automation................................................................................. 29
Essar Steel................................................................................................. 48
Exide Industries..........................................................................................47
Siemens......................................................................................................25
Exxon Mobil.................................................................................................07
FARO Technologies.................................................................................... 48
SPARK........................................................................................................ 09
Viom Networks...........................................................................................47
48
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