Mis ppt (1)
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Group No: 10RJT/PGDM/2014/057 Samanthy SivapiragashRJT/PGDM/2014/029 Hanitha VijeyaratnamRJT/PGDM/2014/058 R. Prasanna Ruwan KumaraDissanayakeRJT/PGDM/2014/042 Perinpanathan Rajkumar
Management Information SystemsPGDM 1233
Company HistoryMAS is the largest apparel manufacturer in South Asia by
providing employment opportunity for over 60,000 people in 34 manufacturing facilities which are situated in various part of Sri Lanka and worldwide.
MAS was named using the first letters of 3 Amalean brothers who are Mahesh, Ajay and Sharad.
MAS Intimates Vidiyal is the 33rd production facility with providing job opportunity for 800 employees in North of Sri Lanka which have been badly affected by the ethnic war. It was declared open on the 19th of January 2012.
Internal Stakeholders and their level of influence and importance
Stakeholders defined as those persons and organizations that have an interest in the strategy of the organization.
Stakeholders normally include shareholders, customers, suppliers, staff and the local community etc.
MAS Intimates Vidiyal as a grass root Strategic Business Unit (SBU) of MAS Holdings, it’s very important to treat their internal stakeholders.
External Stakeholders
CommunityMAS Intimates Vidiyal is the 33rd production facility with providing job opportunity for 800 employees in North of Sri Lanka which have been badly affected by the ethnic war.
GovernmentMAS export industry is the most significant and dynamic contributor for Sri Lanka’s economy. The garments industry is a key foreign exchange earner and, with factories being set up all over the country, provides employment for a large number of people ensuring better income distribution.
CustomersSharing a long standing strategic partnership with Victoria’s Secret, the company currently manufactures for Victoria’s Secret, Marks & Spencer, La Senza, GAP, Soma, DBA, H&M, Lululemon, Oysho, and athlete.
Strategic PartnersOur joint venture partners include:
MAST Industries, Inc., USA
Triumph International Overseas Limited, HK
Speedo International Limited, UK
Stretchline (UK) Limited, UK
Ets Lucien Noyon Et Cie, France
Prym Intimates Group Ltd, HK
Brandot International Limited, USA
Labyrinth Solutions Holdings, USA
Tradecard, Inc., USA
NSL Infratech (Private) Limited, India
High Employee turnover rateLimited fund available for expansion since it is a privately owned group
Export Supporting policies by the governmentDevaluation of the rupee against foreign currency making MAS products cheaper abroadTechnological advancements and break through within the industryExpansion opportunities
Volatile exchange rates that could hinder salesSevere competition from overseas SuppliersChanging government policies with regard to foreign tradePolitical instability with in the country and international pressure that could discourage other countries to engage in trade with Sri Lanka
SWOTS W
O T
PESTLE for MAS Intimate Vidiyal
Political•Government policies regarding international trade•Political instability in the operating countries Eg: Bangaladesh•Tax Benefits given by BOI•Trading Blocks: NAFTA curtailed the export opportunities of Sri LankaEconomical•Volatile exchange rates affect revenue•Volatile interest rates affect borrowing ability•Inflation within the home country and raw material importing countries increase the production costSocio Cultural•Attitudes in the each country towards the Garments industries•Cultural barriers: Women work force
Technological•Automation: Reduce the production cost and increase the productivity•Advance technology: Gives a competitive edge to the company•Fast technological advancement: Makes some workers redundantLegal•Maximum working hours•Minimum wage rate•Lows prohibiting the use of child labor•Rules and regulations of WTO and EU and other international bodiesEnvironmental
• Waste management laws• Sustainability policies of the government• EU – Carbon foot print rules
Porter’s five forces for MAS Intimate Vidiyal
Rivalry : Number of
competitors, Industrial
growth, Capital
Investment, Exit Barriers
Threats of New entrant: Economic of
scale, Government policy, Brand
identity
Threats of Substitutes: Switching
costs, Buyer
propencity to
substitute
Bargaining power of
buyers: Size and sccale of
customer, Switching
costs, Presence of substitutes
Bargaining power of supplier:
Differentiation of inputs, Switching costs, The company's ability to backward integrate
Business Strategies and Information system
In 1997 MAS become only the fourth apparel manufacturer worldwide and the first in Asia to implement an SAP enterprise resource planning (ERP) solutions for the apparel industry.
Today, MAS utilizes SAP to run its core manufacturing process, integrate with banks, suppliers and customers, with direct processing of customer orders and business intelligence.
Value chain for MAS Intimate Vidiyal
Primary Activities
Prescribes fabrics to be bought from a specific Supplier
Customer places the orders specifying Fabric
Prescribes MAS own Fabric to be used
The supplier is contacted and an order is placed
A store requisition is made to be ware house
Fabric is issued to production line
Fabric is received by MAS stores
Inbound Logistics
Production
Fabric is received from the ware house
It is washed and tested for quality
Fabric is cut by the cutting department
Fabric is sent to printing department
Fabric is sent to stitching department
Apparel is sent to ironing department
Final Quality check
Apparel is sent to packing Department
Destruction Processes
Out bound LogisticsThe carriage outwards and shipments are tone by MAS holding and the cost is affect to the final selling price.
Marketing and SalesMAS Holdings use direct marketing strategies and obtains sales based on past dealing with customers. It also uses its website as a tool for affecting potential customers.
ServicesBeing and apparel manufacturer MAS Holdings does not provide extensive after sales services. However it guarantees the Quality of its Products and contacts rewards activities on any rejected or substandard items.
Supportive Activities
Firm InfrastructureThe physical layout at the factories uses lien, Kaizen, TQM principlesThe Management Since the founders remain as the senior management at the firm. Their core value Prevail.Well Established processes and rules exits that need strict adherence
Human Resource Management“Our People are our pride and power Attitude “Treat its employees as a valuable resource and uses many motivational tools to ensure that these are satisfied.
Technology DevelopmentThe company uses advanced technology in order to delight its customers through innovative product such as sweet absorbing apparel, high performing shoes, fabric that monitor one’s heart rate and stress level etc.Procurement Most major customers specify the supplier from whom the fabric must be bought. They usually have already made arrangements regarding the quality of the Fabric. MAS bear the cost at fabric but pass it down to the customer through the Quoted Prices.
A well established, export oriented manufacturing industry.A ready supply of raw material and an expanding resource base.A literate, trainable workforce.Geographical location & infrastructure advantages.Compliance with the best international labor and environmental laws and practices.Market and investor friendly policies of the government.
Competitive Advantage
An array of attractive incentive extended for the textile/apparel industry.Unlimited quota free access to the EU markets.Preferential access to Indian market including duty- free concessions provided by the Free Trade Agreement between Sri Lanka and India.