Dr. Keshab Panda Chief Executive, L&T Integrated Engineering Services (IES) Larsen and Toubro Limited
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1 Dr. Keshab Panda Chief Executive, L&T Integrated Engineering Services (IES) Larsen and Toubro Limited November 17th, 2009
2 My Points of View... Global Market Forces Impact of ESO clients value chain Critical Success Factors ESOs alignment for success Positioning India s Engineering Capabilities ESOs strengths Driving Engineering Value Collaborate to scale-up Confidential Copyright L&T IES 1
3 My Points of View... Global Market Forces Impact of ESO clients value chain Critical Success Factors ESOs alignment for success Positioning India s Engineering Capabilities ESOs strengths Driving Engineering Value Collaborate to scale-up Confidential Copyright L&T IES 2
4 World GDP : 2009 Vs Population 738 Millions 2009 China % Population 1,331 Millions Middle Class: Millions Population Millions 2009 EU % USA % 2014 China % 2009 Japan % 2014 USA % 2014 EU % 2009 India % Population 128 Millions 2014 Japan % Population 1,171 Millions Middle Class: Millions 2014 India % Confidential Copyright L&T IES Source : International Fund Data & Population reference bureau 3
5 Metamorphosis of Indian Economy Mirroring the industrialization of the economy, share of industry and services has been consistently increasing Confidential Copyright L&T IES Source : Reserve Bank of India 4
6 Survival of US & European Industries (An Example- Engineering Procurement & Construction Projects) Typical Project Cost Structure Typical EPC Project Quoted from Europe / US Typical EPC Project Quoted from India Material Project Engineering Civil Works Field Services (E&C) Total Typical Rates Project Engineering / Commissioning Rates Europe Germany & Switzerland Euro 80/manhour Americas US & Canada US $ /manhour Confidential Copyright L&T IES 5
7 ESO providers clients competed profitably, thus far, with a fair degree of control in their dominant markets.. Balancing the market forces at play.. New Entrants Suppliers Threat of New Entrants Industry Competitors (ESO Clients) Bargaining power of Buyers Buyers Bargaining power of Suppliers Intensity of Rivalry Threat of Substitute Substitutes Confidential Copyright L&T IES Source : Porters Five Forces Model 6
8 In the borderless world... Opportunities galore... Challenges tougher... Resources limited... Times compressed... Opportunities Challenges New Products Greater Volume Broader Price Points Lower Cost Resources Larger Capital Pool More Resources Increased Competition Complex barriers for entry Increased risks Supplier bargaining Power Buyer bargaining power New Entrants Companies can no longer afford complete ownership of all resources... But, need more resources to meet demand in time Confidential Copyright L&T IES 7
9 ESO services providers clients are transforming the ownerships of their value chain, that are being redesigned to compress time to value... Competition product intelligence Outsource? Supply market management - competitive differentiation? Buyer behaviors Product Development Product Engineering Planning Purchasing Manufacturing Distribution & Logistics After-Market Management CRM Information Systems and Business Process Management Enterprise Support and Management Research and Development what is core? Outsource? Capital mobilization and risk management Buy Vs. Own Talent development where is the competitive advantage? Confidential Copyright L&T IES 8
10 To build right products at right time, everything is on the table for ESO providers, but, have to deliver beyond cost... It is value-to-cost ratio... Reduced time-to-value... Increased service velocity on a global basis Product Development Product Engineering Planning Purchasing Manufacturing Distribution & Logistics After-Market Management CRM Product Specification Concept Design Detail Design Prototype Build Test Production Launch Sustenance Engineering Concept Sketch CAID Clay Model 3D Modeling CAE Drafting/ Detailing Build Planning Vendor Coordination Assembly NDT Correlation with CAE Field Test Production Tooling Assembly Manuals Assembly Line Engg. Change Value Engg. Product Improvement Confidential Copyright L&T IES 9
11 Thereby increasing focus and ownership on core resources that provide them competitive advantage and greater degree of control on value realization. The rest is leveraged from reservoir of global resource pool Product Specification Concept Design Detail Design Prototype Build Test Production Launch Sustenance Engineering Competitive Advantage Ownership Of Resources LEVERAGEABLE Resources CORE Resources Selective Ownership Stages of Value Chain Confidential Copyright L&T IES 10
12 My Points of View... Global Market Forces Impact of ESO clients value chain Critical Success Factors ESOs alignment for success Positioning India s Engineering Capabilities ESOs strengths Driving Engineering Value Collaborate to scale-up Confidential Copyright L&T IES 11
13 ESO provider s ability to provide competitive differentiation across various dimensions of Client Product Development Needs are critical for their success... Nurture IP Flexibility Standardization Risk Mitigation Global Product Development Local Adaptation Leveragability Differentiation Control on Five Forces Confidential Copyright L&T IES 12
14 Our Experience... Nature of Services Client Owned Outsourced Services Medical Devices Manufacturing Co. Design to Manufacturing Global Product Development Product Definition Concept Inputs Product Distribution and Support Turnkey Product Development Contract Manufacturing Management Liquids/ Powders Processing Company Concept to Sustenance Engineering Global Plant Engineering Process Definition Equipment Procurement Concept to commissioning Global Standardization Modularization Rubber Products Manufacturing Co. Product Design to Testing Global Product Development Material Selection Design Manufacturing Supply Chain Management Market management Material Testing Detailed Design Product Testing Competitive product analysis Reverse Engineering Confidential Copyright L&T IES 13
15 Co-existence Engagement Model between L&T and Client s Captive A Global Customer CLIENT S DIVISIONS & BUSINESS UNITS Relationship (Yes / No) Client satisfaction (Yes/ No) Support Areas & Services Division-1 BU-1 BU-2 BU-3 BU-4 BU-5 BU-6 BU-7 Division-2 Data Conversion / Translation / Porting E E E OP OP E E Sustances IME & EC Jobs E E OP OP OP OP E NPD (Design, Protos & Testing Support) E CE CE E CE CE CE Tech Publication OP OP E OP OP OP OP Certification Support NSF, CSA, UL & CE E CE CE CE CE CE CE Analytics FEA & CFD E E OP OP E OP E Configurators & CAD/ Design automations OP E OP OP OP OP OP VA-VE E OP OP OP OP OP OP OP Glocalization CE CE CE CE CE CE CE Prototype Dev & Testing Services CE CE CE CE CE CE CE EPO (Sales Enq-Order -Del process Mgmt) OP OP OP OP OP OP OP Component Sourcing CE CE CE CE CE CE CE Manufacturing Engg Support OP OP OP OP OP OP OP E Existing Engagement OP Opportunity Exist CE L&T & Client Co-Exist Confidential Copyright L&T IES 14
16 My Points of View... Global Market Forces Impact of ESO clients value chain Critical Success Factors ESOs alignment for success Positioning India s Engineering Capabilities ESOs strengths Driving Engineering Value Collaborate to scale-up Confidential Copyright L&T IES 15
17 India has a reservoir of highly experienced engineers with global knowledge base, that provides a foundation for ESO services providers to drive engineering value realization through global collaboration Knowledge base of Global Engineering needs ESO s International company transplants Increased JV in private sector Return of Ex-pat Technologists Increased foreign company investments Technology Outsourcing Captive Centers Government R&D and Enterprises International tie-ups Licensed Public Sector technology transfers Selective Foreign company investments Acquisition of global companies Ownership to product development Development of products for local & global markets Confidential Copyright L&T IES 16
18 India dominates the talent pool needed for the off-shoring sector Aggregate Suitable* Graduate Talent Pool for Offshore ES & BPO 18 Other low wage countries 16% Indonesia 3% Mexico 4% Brazil 4% Poland 4% Thailand 5% India 28% China 11% Turkey 7% Philippines 8% Russia 10% * Graduates with skills for direct employment in IT/ BPO (does not consider willingness and accessibility of telent Confidential Copyright L&T IES Source: Nasscome reports, Booz & Company IC 17
19 THANK YOU Confidential Copyright L&T IES 18
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