Live Case Studies of Indian companies

Supply Chain Management

Submitted By:
Satish Menon
Roll No : 43
MB !IB" #$$4%$&
Indian Institute of Foreign Trade
Case 1
Creating operational efficiency at Philips India
The case examines the initiatives taken by Indian consumer electronics major
Philips India to maintain profitability and market share despite adverse industry
and market conditions. It explores the companys efforts to enhance its
operational efficiency by restructuring its supply chain and other measures. The
case also briefly discusses the concept of supply chain management and the
benefits of revamping the S! practices.
Challenge
"ith revenues of #s $%.%& billion for '(($)('* Philips India +td ,PI+- had
established itself as a leading manufacturer of consumer electronics and
electrical goods in India. . subsidiary of the /olland)based Philips 01* PI+ has
dominated the Indian consumer electronics and lighting industry for more than six
decades.
PI+* 2ith a product portfolio of audio systems* color televisions ,T1s-*
loudspeakers* printed circuit boards* various kinds of lamps* electronic
components and electro)medical apparatus* had ac3uired considerable
popularity and loyalty among Indian customers. PI+ 2as established as Philips
4lectricals o. ,India- +td. in $56( by Philips 01 as a 2holly)o2ned subsidiary.

The company7s name 2as changed to PI+ in September $5&% and it 2as
converted into a public limited company in 8ctober $5&9. .fter being initially
involved only in trading* PI+ set up manufacturing facilities in several product
lines.
PI+ commenced lamp manufacturing in $56: in ;olkata and follo2ed it up by
establishing a radio factory in $5<:. It set up an electronics components unit at
+oni* near Pune* !aharashtra in $5&5. It began producing electronic measuring
e3uipments at the ;al2a factory in !aharashtra in $5%6. The company
subse3uently ventured into telecommunication e3uipment manufacturing at a unit
in ;olkata.
=uring the $5:(s* Foreign 4xchange #egulation .ct ,F4#.- regulations forced
PI+ to bring do2n the foreign share holding to <(>. Philips 01 directed PI+ to
change its name to Peico 4lectronics ? 4lectricals ,Peico-. /o2ever* Peico 2as
allo2ed to sell its products under the 7Philips7 brand. In !ay $5:'* Peico ac3uired
the ;olkata)based 4lectric +ight !anufacturing Industries ,4+!I- and made it a
$((> subsidiary.
In $5::):5* Peico recorded its first ever pre)tax loss of #s $9( million* largely
due to poor management and overstaffing. /o2ever* cost cutting* organi@ational
restructuring and sale of real estate enabled it to post profits in the next t2o
years. In $556* its foreign e3uity stake 2as raised to &$> and the name 2as
changed back to PI+.
Ay the late $55(s* PI+ had five manufacturing units situated in Salt +ake* ;olkata
,for T1s-* Pimpri ,near Pune for audio products and industrial lighting-* ;al2a
,near Thane for electrical lighting-* ;ota ,in #ajasthan for picture tubes- and +oni
,in !aharashtra for electronic components-.
In $559* Philips 01 restructured its business portfolios and processes 2orld2ide.
This had 2ide)ranging conse3uences for PI+7s operations. The company
examined the long)term viability and profitability of electronic 2eighing* plastic
and metal 2are businesses and critically revie2ed manufacturing processes of
the consumer electronics business* specifically the T1 business* to cut costs and
improve flexibility. !easures to this effect 2ere put in place. In $55:* Philips 01
increased its holding in its subsidiary Punjab .nand +amp Industries ,P.+I- from
65.5%> to &$>.

"ith PI+ holding around ':.:> in P.+I7s expanded capital* the joint holding of
the Philips group in the company increased to 95.:>.
R'S(R)C()RIN* INI(I(I+'S
In the late $55(s* the T1 market 2as characteri@ed by intense competition and
unprecedented price erosion. In an attempt to improve cash flo2s and bring
do2n inventories* the company restructured its T1 manufacturing process.
PI+ decided to leave the relatively lo2 value adding manufacturing processes
such as final assembly and testing to supplier)partners 2ho 2ere close to the
marketplace. These supplier)partners not only had much lo2er cost)structures*
they 2ere also far more flexible. Ay having several supplier)partners in different
parts of the country* PI+ 2as able to reach out to customers in the shortest
possible time and 2ith very lo2 inventory in the pipeline.
In Bune $559* PI+ shifted the final component assembly process for T1s out of
its at Salt +ake factory to three ne2 assembling centers in "est Aengal* Punjab
and Cttar Pradesh* to keep the assembling unit of the final product as close to
the customer as possible. PI+ also started outsourcing lo2 value components
from local players* 2hile concentrating on the production of high)value items.
Case 2
Supply Chain Solutions Builds European Supply
Chain Model for WIPRO Systems
"hen it comes to the Internet* "ipro Systems has developed a reputation
as a 2orld2ide leader in net2orking solutions. They have continued to
gro2 a global customer base* generating '(($ revenues of more than
D'' billion. In $559* "ipro India turned to CPS Supply hain Solutions to build
a 4uropean supply chain model.
Challenge
"ipro India 2as committed to manufacture products 2ithin t2o 2eeks of order
date* but 2hen it came to distribution* customers 2ere on their o2n.
ustomers 2ere responsible for coordinating their o2n freight movement
from "ipros shipping dock in San Bose* alifornia* 2hich posed a number
of difficultiesE
F "ipros shipping area suffered congestion* 2ith more than $&(
different transportation providers picking up finished goods.
F "ipro had limited control or visibility of finished goods in the
shipping area.
F ustomer service opportunities 2ere limited.
F Transportation costs for 4uropean customers 2ere higher than they
2ould have been for a coordinated distribution system.
.s a result* "ipro asked CPS Supply hain Solutions to re)engineer and
manage its 4uropean supply chain. GThe key for us 2as integrating a
solution that 2as seamless to both the customer and "ipro*H stated .shish Soni*
!anager of +ogistics* "ipro Systems.
Case
!u"arat #m$u"a Cement %td &!#C%' inno(ati(e logistics
This case discusses in detail the manufacturing and logistics activities of Iujarat
.mbuja ement +imited ,I.+-* one of India77s leading cement manufacturing
companies. The case describes ho2 I.+ has become the cost leader in the
industry. It outlines the innovative and unconventional 2ays used by I.+ for
productivity improvement* pollution control* better distribution and cost cutting.
The case also gives an overvie2 of the cement business* and highlights the
critical success factors.
IN(R,-)C(I,N
Iujarat .mbuja ement +td ,I.+-* 2hich had gro2n tenfold during the late
$55(s* 2as the third largest producer of cement in India in '((< next only to Airla
Iroups ,consisting of Irasim ements and +arsen ? Toubro ements- and
.ssociated ement ompanies ,.- ?. In '((6* I.+ had a capacity of $'.&
mn tonnes and generated revenue in excess of #s. '*&(( crores.
The company had posted a net profit of #s ''$.96 crore for the year ended Bune
6(* '((6. I.+ 2as the lo2est cost producer in the Indian cement
industry.I.+7s 3uest for cost leadership had been driven by productivity
improvement and cost cutting measures.
The company had 2on various a2ards for management excellence* 3uality* and
environment management. 4ver since its inception* the company had believed in
doing things in innovative and unconventional 2ays.

I.+7s modern plants* large kilns* high degree of automation* lo2 manpo2er
costs* lo2 po2er tariff and lo2 fuel costs had helped it to become the cost leader
in the industry. I.+ had cut energy costs by reducing the usage of coal
through use of substitutes like crushed sugarcane.
I.+ operated most of its plants at above $((> capacity utili@ation. The
company had pioneered the use of ship transportation to cut freight costs and
also established the necessary infrastructure like ports* freight and handling
terminals.
+o2)cost funds had helped I.+ to cut the cost of capital. The company7s
engineers had picked up best practices during visits to overseas plants in
countries like Bapan and .ustralia. I.+ had also reduced pollution levels at its
cement production plants and complied 2ith the S2iss standards of $((
milligrams per cubic nanometer.
Challenge
I.+ 2as established as .mbuja ements Private +td. ,.P+- in $5:$ by
0arotam Satyanarayan Sekhsaria ,Sekhsaria-* a businessman from Iujarat in
2estern India. 8riginally a cotton trader* Sekhsaria liked the cement business
because of its stable demand* lack of substitutes and limited competition.
"ith the support of Iujarat Industrial Investment orporation ,III-* Sekhsaria
and his t2o partners* Suresh 0eotia and 1inod 0eotia* set up .P+. Suresh
0eotia 2as appointed hairman 2hile Sekhsaria took charge as the !anaging
=irector.
In $5:6* the company floated a public issue and its name 2as changed to I.+.
The same year* production started at a (.9 million tons per annum ,mtpa- plant*
named .mbuja ements* in .mbuja 0agar* Iujarat. III sold its stake in I.+
in t2o tranches to Sekhsaria in $5:9 and $55(.
In $556* I.+ commissioned its second cement plant at .mbuja 0agar
,capacity $ mtpa-* named Iujambuja ements. .ttracted by buoyant cement
demand in the northern regions* I.+ set up a $.& mtpa plant at Suli in
/imachal Pradesh ,/P-* named .mbuja ements /imachal Cnit in $55&.

In the same year* I.+ floated a 2holly o2ned subsidiary in !auritius ) ement
.mbuja International +td. ,.I+-. In $55%* I.+ floated another subsidiary*
eylon .mbuja ements ,Private- +td.* through 2hich it ac3uired a small
company* !idigama ement* in Sri +anka.
In $55%* I.+ set up its third plant at .mbuja 0agar* named Iuj +ine ) II
,capacity $ mtpa-. I.+ also established grinding and packing units at #opar
,Punjab- and Panvel ,!aharashtra-. In $559* I.+ ac3uired !odi ements7 sick
$.< mtpa plant at #aipur ,!adhya Pradesh- for #s $.%% billion.
Case )
*ata tele(entures Scans a Streamlined
Supply Chain +ori,on
.chieving and maintaining an optimi@ed supply chain is mission)critical
to Tata Televentures* a manufacturer and integrator of automated data collection
and mobile computing systems 2ith 2orld2ide reach.
"ithin the Cnited States* Tata Televentures distributes* repairs and replaces
parts for numerous net2ork devices* mobile computers and bar)code
printers. Iiven the scope of both its products and customers* Intermec
must rely on streamlined supply chain processes to maintain efficiency
and effectiveness.
Tata Televentures cut costs and time out of its supply chain and facilitated
accurate*
rapid service to nation2ide customers by outsourcing inventory and repair
management functions to CPS Supply hain Solutions.
Challenge
Prior to outsourcing its C.S. scanner)and)printer repair and spare)parts
distribution* Tata Televentures handled both internally 2ith four multi)product
service centers nation2ide. 4ach center independently purchased product
and managed depot repair. .nd 2hile Tata Televentures maintained oversight*
this
ultimately extended the supply chain* driving up overall costs. Since
Tata Televentures focuses on enhancing* expediting and implementing supply
chain management for customers* its o2n domestic spare)and)repair service
parts logistics had to perform at high levels of efficiency* agility and accuracy. It
2as clear that Tata Televentures needed a 3ualified service parts logistics
provider 2ith the demonstrated capability to slim do2n the supply chain and
increase productivity.
Case -
S!I Sets .e/ Standards for !lo$al Ser(ice Parts 0istri$ution
Silicon Iraphics* India. ,SII- is the 2orld leader in high)performance
computing* visuali@ation and storage solutions. SIIs desktop 2orkstations*
servers and soft2are are used in mission)critical applications around the
globe. The company selected CPS Supply hain Solutions to bring advanced
technology and scalability to its service parts logistics operations* enhancing
SIIs ability to deliver s2ift and seamless customer service.
Challenge
Aefore engaging CPS Supply hain Solutions* SII managed all aspects of its
service parts support* including customer service. The challenge of balancing
its complex inventory 2ith customer needs for rapid response times resulted
in high operating expenses.
SII desired a ne2 distribution model that 2ould more efficiently manage its
extensive parts inventory 2hile providing consistent* timely coverage for
customers in 0orth .merica and around the globe. The company challenged
CPS Supply hain Solutions to tailor a ne2 distribution model* incorporating
our global reach* advanced technological systems and integrated approach to
parts planning and post)sales support.
Case 1
Pro(iding 2ital E3uipment and %ogistics Support for
Microtec India %imited
!icrotec India +imited ,!I+- manufactures* sells and services semiconductor
production e3uipment on a global basis. 8riginally established as an
e3uipment importer* it has gro2n to over :( offices 2orld2ide. !I+ is
recogni@ed as an industry leader in technological development.
Iiven the mission)critical nature of both the products it manufactures and
the industry it serves* !I+ reinforces its tradition of product excellence and
innovation 2ith an extraordinary commitment to provide exceptional customer
service and support. Its C.S. subsidiary* Tokyo 4lectron .merica* Inc.
,T4.-* is no exception.
Challenge
In the Cnited States* !I+ serves semiconductor fabrication sites re3uiring
immediate service parts around the clock. This urgency is rooted in the
staggering cost of customer do2ntime* 2here a '<)hour delay can translate
into millions of dollars in lost productivity.
Time loss is so critical that T4.s customers re3uire service level agreements
,S+.s- stipulating that specific delivery 2indo2s 2ill be met. .ny failure to
meet these crucial delivery schedules may severely impact customer productivity
and T4.s high customer service standards.
In addition* the sensitive and highly valuable nature of semiconductor
capital e3uipment re3uires speciali@ed parts storage 2ith sophisticated security
measures. Aefore outsourcing its service parts logistics operation* T4.
handled every aspect of inventoryJmore than &(*((( partsJinternally.
1ia its o2n distribution center in .ustin* Texas* the company picked*
packed and shipped parts around the country. To increase C.S. market
share* ho2ever* and remain competitive 2ith other organi@ations already
outsourcing service parts logistics* T4. recogni@ed the need to outsource
its service parts logistics 2ith a full)service provider.
Case 4
5le6i$le *elecom Ser(ice Parts .et/or7
Signals Sa(ings for +utch India
/utchison !ax 2ith more than <& million customers 2as seeking an independent
evaluation of their supply chain strategy 2ith a focus on opportunities to reduce
costs and improve operational performance 2ithin their service parts logistics
supply chain.
The company selected CPS Supply hain Solutions consulting services team
to develop the supply chain strategy and supporting operational model based
on lean principles* improving supplier integration and leveraging third
party capabilities.
Challenge
The company o2ns and operates a regional C.S. voice and data net2ork
2hich re3uires millions of dollars annually to expand* upgrade and maintain.
The client is constantly facing major evolutions in technology and intense
competition from other carriers and alternative technologies. The client
therefore is dependent on their supply chain to meet service* reliability and
cost pressures in order to stay competitive and support objectives for gro2th
and retention of their customer base.
The company hired CPS Supply hain Solutions to develop its service parts
logistics strategy in line 2ith changing market realities. Aeyond the strategy*
CPS Supply hain Solutions assisted 2ith developing the operational model
and implementation plan to reali@e and sustain the supply chain strategy
objectives.
Case 8
*ata Iron and Steel Company &*ISCO' cost effecti(eness9
Tata Iron and Steel ompany ,TIS8- 2as established in $5(9 by B 0 Tata at
Bamshedpur in Aihar* India. TIS8 offered a 2ide range of products and
services including /ot rolledKold rolled ,/#K#- coils and sheets* tubes*
construction bars* forging 3uality steel* rods* structurals* strips and bearings.
It also manufactured material handling e3uipment* ferro alloys and other
minerals* soft2are for process controls* and offered cargo)handling services. In
the early $5:(s* TIS8 initiated a moderni@ation program of its steel plant .
4xplaining the need of moderni@ation* B B Irani* the then managing director of
TIS8 said* L"e 2ould have been finished other2ise.... you cannot fight a
modern)day 2ar 2ith 2eapons of the !ahabharata. "e 2ould have been
annihilated had 2e not moderni@ed. "e reali@ed this and embarked on the four
phases of moderni@ation. "e addressed our dra2backs like the steel making
process* our 2eakest link.L

Ay mid)$55(s* TIS8 had become India7s most cost)effective steel plant. It also
became .sia7s first and India7s largest* integrated steel producer ,ISP- in the
private sector. Ay '(((* eight divisions of Tata Steel 2ere IS8)$<(($ certified*
including 0oamundi Iron 8perations* "est Aokaro ollieries* Ferro .lloy Plant*
Boda* Sukinda hromite !ines* Boda 4ast Iron !ines* Tubes =ivision* and
Iro2th Shop ? Steel "orks.
Ay early '(((* TIS8 had completed four phases of the moderni@ation
programme 2ith an investment of about #s %( billion . The company had
invested #s < billion on consultancy fees during $55( to '(((. The fifth phase of
the program had commenced in .pril '(((.
Ay .pril '(($* TIS8 had emerged as the 2orld7s lo2est cost producer of steel.
TIS87s operating cost at the 7hot metal7 ,li3uid- stage 2as D9& per tonne. The
company7s cost per tonne of finished steel stood at D$&' for the financial year
ending !arch '(($.
The "orld Steel =ynamics ,"S=- * in a report stated* LTata Steel is a 72orld
class7 steel maker ) the only in India ) and one of the fe2 companies in the 2orld
2ith such a standing. This vie2 point is based on a variety of reasons such as
lo2 operating costs* special company culture* good profitability* etc.L "S=
identified $' companies as "orld lass Steel !akers* and ranked them based
on certain factors ,#efer Table I-. .nalysts felt that TIS87s achievement of
becoming the lo2est cost producer of steel 2as mostly attributed to its
implementation of T8P ,Total 8perational Performance-* a program that focused
on improving TIS87s operational practices and rationali@ing procurement costs.
Challenge
In the early $55(s* TIS8 appointed !c;insey and Aoo@).llen ? /amilton to
study its operations and suggest 2ays to cut costs. Irani explained the rationale*
Lost)cutting measures are more important in the present situation 2here one
can no longer control steel prices 2hich are dictated by international markets.L
The consultants suggested TIS8 to focus on various components affecting the
cost of steel* 2hich included cost of ra2 materials* cost of conversion* fuel rate in
the blast furnace and mining of coal. TIS8 2as advised to use the most modern
technologies to cut costs further. In the second half of $55:* in association 2ith
!c;insey* TIS8 implemented T8P program at its I blast furnace . T8P 2as
2idely regarded* as a program* 2hich 2ould have a maximum positive impact to
the bottomline* 2ith minimum investment* re3uired in minimum time.

It aimed achieving large improvements in throughput* 3uality and cost in the short
term. In the long run* T8P 2as expected to enable the TIS8 to achieve high
rates of performance improvement. Since TIS87s scale of operations 2as 3uite
large* the 2hole organi@ation 2as divided into manageable 7units7 to facilitate the
implementation of T8P. . unit team 2as formed comprising a unit leader and t2o
facilitators. Initially* !c;insey provided the facilitators.
The unit leader 2as responsible for the performance of that particular unit. The
team 2orked full time on the T8P program for a period of $' 2eeks. .round
eight units 2ere addressed simultaneously during the $' 2eeks* and this 2as
also kno2n as 7"ave.7 The entire "ave 2as divided into five phases.The unit
team7s objective 2as to explore ideas to reduce the cost or delays made by the
unit by about <(>.In the process* the team 2as expected to identify and
understand ho2 each cost element could be reduced. The team had to establish
relationships bet2een key performance indicators and the elements that had an
impact on them.
Case :
Mahindra and Mahindra Scorpio manufacturing integration
!ahindra and !ahindra ,!?!7s- sports utility vehicle Scorpio 2as launched in
Bune '(('. Scorpio had been in the making for five years and !?! collaborated
2ith first tier suppliers from around the 2orld for its components. The
manufacturing system 2as based on Integrated =esign and !anufacturing
,I=.!-* 2hich allo2ed the company to make vehicles flexibly* according to
customers7 preferences* through 3uick product development. !?! also used a
lean young team of $'(* the average age being '9. Scorpio became an instant
success 2hen it 2as launched* not only helping !?! regain its slipping market
share* but also to shake off its image as a maker of sturdy but aesthetically
unappealing vehicles. Scorpio also had the distinction of being India7s first
indigenously manufactured SC1.
Case 1;
Maruti <dyog %td=s optimum capacity utili,ation
!aruti Cdyog +td ,!aruti-* a joint venture bet2een Su@uki !otors of Bapan
,eleventh largest vehicle manufacturer in the 2orld and the fourth largest
manufacturer in Bapan- and the Indian government* is the leader in India77s
automobile market. !aruti has the 2idest product range among Indian car
manufacturers* 2ith ten basic models and more than &( variants. In '((6* !aruti
produced 6&5*5%( vehicles* operating at a capacity utilisation of $(6>* against
the industry average of &9.:>. 4ven though !aruti is 2ell ahead of its other
rivals* its market share has been declining. .s competition intensifies* !aruti has
realised the importance of getting closer to its customers. The company has
launched various initiatives to improve customer service. !aruti has improved its
operational efficiency by increasing productivity* cutting costs and launching ne2
products. Ay its 3uality initiatives* !aruti has reduced its defects per vehicle
significantly. This case discusses the important measures introduced by !aruti to
achieve operational excellence.
In '((6* !aruti Cdyog +td. ,!aruti-* a joint venture bet2een Su@uki !otors of
Bapan and the Indian government* dominated India7s automobile market 2ith a
&<> market share. !aruti had the 2idest product range among Indian car
manufacturers* 2ith ten basic models and more than &( variants.
Three out of the top)five)selling car models in India ,!aruti :((* Men and 8mni-
belonged to !aruti. The company dominated the Indian small car market 2ith a
$((> share in 7.7 segment and 6%> in 7A7 segment.
In '((6* !aruti produced 6&5*5%( vehicles* operating at a capacity utili@ation of
$(6>* against the industry average of &9.:>. !aruti 2as ranked $'th amongst
the L!ost #espected ompaniesL in India by Ausiness "orld.
=uring four consecutive years from '((( to '((6* B.=.Po2er .sia Pacific* had
ranked !aruti 0o. $ in the India ustomer Satisfaction Index study .

In '((' and '((6* based on India Total ustomer Satisfaction Study conducted
by 0F8 .utomotive in India* the !aruti :(( 2as ranked 0o. $ in the L4conomyL
segment* the !aruti Men ,petrol version- 2as ranked 0o. $ in the LPremium
ompactL segment 2hile the !aruti 4steem 2as ranked 0o. $ in the L4ntry !id)
si@eL segment.
4ven though !aruti 2as 2ell ahead of its other rivals* it reali@ed competition
could not be underestimated. /yundai* Tata !otors and Ford 2ere all formidable
rivals. In this context* the company7s executives 2ondered 2hat more could be
done to improve operational efficiency* cut costs and launch ne2 products.
Challenge
In the early $5:(s* the Indian government decided to produce a small car*
affordable to the Indian middle class. The obvious place to shop for technology
2as Bapan* 2hich had developed 2orld)class capabilities in small cars by that
time.
It 2as not Toyota or 0issan or /onda* the three largest players in Bapan* 2ith
2hom the government tied up* but Su@uki* a much smaller company* 2ith strong
capabilities in making small cars.
!aruti 2as incorporated in $5:$ by taking over the assets of the erst2hile !aruti
+td* ,set up in $59$ and 2ound up in $59:-. In $5:'* the government signed a
joint venture agreement 2ith Su@uki* 2hich 2as offered a '%> e3uity stake in the
company. In =ecember $5:6* !aruti launched its first car* !aruti :((* targeted at
the masses* as the 7people7s car7 2ith a price tag of #s.<(*((( ,ex)sho2 room
price-.
!aruti rapidly consolidated its competitive position by launching various other
models. In $5:<* !aruti introduced a utility vehicle* 8mni that could seat up to
eight people. In $5:&* another utility vehicle Iypsy* designed for tough road
conditions* 2as launched.
In the late $5:(s* Su@uki increased its e3uity stake in !aruti from '%> to <(>
and further to &(> in $55'. This converted !aruti into a non)government
company* giving Su@uki a much freer hand in managing the affairs of the
company.

In $55(* !aruti introduced a 6)box car* !aruti $(((. In $556* it introduced a ne2
model* the Men 2ith a $6(( cc engine* and 4steem* a variation of !aruti $(((
,2hich 2as replaced- 2ith more po2er and a ne2 exterior.
.round this time* the first sign of conflict bet2een the joint venture partners
surfaced* 2hen Su@uki proposed a #s.'' billion expansion and moderni@ation
plan. The transfer of gearbox technology 2as also a bone of contention bet2een
the t2o partners.
The government felt that Su@uki 2as deliberately 2ithholding this technology so
that it could export it to !aruti and make 2indfall profits at the cost of !aruti.
/o2ever* in mid)$55%* the government approved the plan and Su@uki agreed to
transfer its technology
Bibliog.aphy
222.capgemini.com
222.hp.com
222.ups.com
icmr.icfai.orgKcasestudiesKcatalogueK8perationsK8P4#(<%.htm
222.tata.com