Economy & Market
The Strategic Link!
Published
6 years agoon
By
adminThe cement industry is at a turning point. As the cement industry is changing, companies are generating value by concentrating on their micromarkets.
India is now the world’s second-largest market for cement after China, both in terms of production and distribution. This has made India an attractive location for investment by incumbents as well as entry by new players. As a result of this investment activity, the sector has seen substantial gains in manufacturing technology, improved product quality, and falling production costs.
Going forward, the Indian cement industry is primed for further growth due to the country’s low cement intensity and strong demand drivers. India’s per capita consumption of cement (at 225 kg) is still far below the global average of over 580kg. It is also significantly lower than other large developing economies like China.This leaves substantial headroom for industry growth in the coming years.
Over the last few years, the cement industry has already pocketed most of the potential benefits from implementing operational best practices at their respective plants. Therefore, the clear challenge for Indian cement companies today is to identify new source of margin improvement. Based on our limited interaction with the industry players, INDIAN CEMENT REVIEW identified three key areas of performance excellence-sales and marketing, next-gen supply chain management and going digital-that can deliver sustained margins for cement players in shifting industry scenario.
The first area of focus for cement players is to achieve excellence in sales and marketing. By taking action on this front, companies can both stimulate demand and improve price realisation to drive margin improvement. A recent report by Kanvic identifies four key elements of sales and marketing where companies currently lag and which can be provide a winning advantage. These elements are improving visibility beyond factory gate, engaging micro-marketing, discounting, and bringing key account management to non-trade customers.
Improving visibility
Often companies are unaware of the actual price at which their products is sold by the trade, or the price at which their competitor sells. As a result of this limited visibility, cement companies bargain power with their channel partners is weakened and they (cement manufacturers) protect their prices. Given the already slim margins in this commodity segment, these blind spots can have a major impact on profitability. Meanwhile, for the individual home buyers, according to Nilesh Narwekar, CEO, JSW Cement, ‘it becomes critical for a cement manufacturer to reach primary and secondary layer as it has a direct logistics bearing, a cost per tonne.’That said, he further added: ‘it is also necessary how a cement manufacturer attracts enough primary and secondary layers to be a part of wanting to sell a particular brand.’
In order to improve visibility, cement companies need to implement an effective system for gathering information from the market on a continuous basis and apply it in a decision making. For example, one of the leading cement manufacturers has created a dedicated team whose sole purpose is to gather pricing information on the company and competitor products.
Since the point of sale is the moment of truth, where the products and solutions meet their customers and end-users, for LafargeHolcim, being a business partner to all players in the distribution chain is the key. According to an official, who did not wish to be quoted, ‘We make our products and solutions available at all times, generating additional business for customers as distributors, retailers, and DIY stores.’ He added, ‘We also offer in-store animations, product knowledge, digital platforms, mobile apps, and financing schemes for customers and end-users, including individuals and professionals.’
Incentivising dealers
The dealer networks are extremely important for companies, contributing 70-80 per cent of their sales. So, borrowing a trick or two from credit card loyalty programmes, many companies now have personalised rewards and recognition schemes for their dealers, affiliates and key influencers. These days, companies are wooing dealers with gold, offering scholarship to kids like never before – with some help from data and algorithms. Cement firm Nuvoco (formerly Lafarge India) conducts a national-level singing competition for the family members of its dealers. A high-engagement activity, it gets participation from nearly 42 per cent of its membership base. Nuvoco, besides organising singing competitions, also has accident and health insurance for dealers and their family members. Another, large cement major awards its dealers’ children who have obtained high marks. This is a big hit in the southern and eastern regions, especially.
Discounting factor
With improved price information, cement companies are better placed to bring greater discipline in discounting. Today, as per the report by Kanvic, cement companies lack strategic approach to discounting, often succumbing to the pressure from their channel partners to increase discount to stimulated demand. To counter these profit-eroding practices, companies need to implement the policies and processes that target discount at where they generate the most value for the business.
For example, by shifting from a uniform discounting policy to one that rewards loyalty and achievement of sales goals, cement companies can differentiate between their most profitable channel partners. The implementation of discount policies should also be accompanied by effective checks and balances that prevent abuse of discount.
Micro-marketing
To maximise the effect of their micro marketing and achieve optimal demand fulfillment, cement companies need to move to a micro marketing approach. This involves getting a picture of demand that is much more granular than the regional or state-level focus that prevails today. Instead, Kanvic believes that Indian cement companies need to zoom in to the district level to measure an area’s sales potential and allocate the necessary resource accordingly.
To this, Narwekar suggests a limited geography for cement players to focus on. He adds, ‘With limited geography, cement players can move its product from source with the best and cheapest route along with efficient transport management.’ This will entail cement players selling X million tonnes in pan-India, instead to a designated geography. From sales perspective, it will be difficult but, if a cement company has a strong network with assured demand from the region, its market share and volumes will increase in the region. ‘However, it’s a double-edged sword,’ cautioned Narwekar.
Today, new digital tools can make this quicker and dynamic. For example, last year Kanvic was assigned with a building material company. Kanvic helped its client to implement a tool where is sales force could record construction activity at the ward level in a major city to indicate where upcoming demand would come from. Through this process, the company was able to uncover untapped areas of demand to focus on.
Hence, by building a granular picture of demand in this way, cement companies can deploy their sales force, allocate marketing spend and plan fulfillment most effectively. Furthermore, with a clear understanding of an area’s sales potential, they can set more accurate targets for their sales team and more closely monitor changes in the market share.
Connecting the dots
Although representing a smaller share of sales today, non-trade cement customers will account for an increasing share of business in the years ahead considering a shift in the market towards non-trade. These larger customers will place very different demands on cement companies’ sales volume and marketing due to their more exacting expectations on price, quality and customer service. In order to profitably serve this growing segment, cement companies will need to implement effective system of key account management.
For Rajnish Kapur, Business Head-Grey Cement, JK Cement, the non-trade cement consumers contributes a significant amount to the company’s coffer. He adds: ‘Cement companies needs to ensure that large customers receive a level of service that is in line with the value they bring to the business.’
However, Kanvic believes that the largest customer base are not always the profitable. Key account practices, which only focus on the size of the customer, will often result in leakage of margins. Instead, cement companies need to make the effort to estimate their customer’s lifetime values to predict the profit their account could generate. On this basis, they can segment their key accounts and provide a level of service that is justified by their profitability.
Strategic approach
The second area where cement players can improve profitability is their supply chain management. Traditionally, Indian cement companies have focused on achieving efficiency in manufacturing, however, they have realised significant success by making good progress on key performance indicators (KPIs), relating to plant and people productivity, and cost reduction.
Yet, when it comes to supply chain, which on an average accounts for 20-25 per cent of a cement company’s costs, there has not been the same level of focus. Whenever Indian cement companies have looked at their supply chain, they’ve tended to take a more operational view that focuses on improving dispatch or route planning. However, to make supply chain a driver of profit improvement, cement companies need to take an end-to-end view that connects supply chain with their business strategy.
On the other hand, the faster growing non-trade segment, which comprises of large customers who buy direct, has different needs. Their expectations are for on-time delivery to meet critical project timeline along with lower price per tonne due to their high volume requirements. These expectations demand an efficient supply chain that delivers cement at the lowest cost. But shifting from an asset utilisation mindset to focussing on improving responsiveness or efficiency, cement companies can design a supply chain that improves the business’ bottom-line. Once the design of the supply chain has been aligned with the customer segments, achieving improvements in responsiveness and efficiency will require actions on three fronts: re-evaluating the geographic footprint, implementing data-driven decision making, and bringing supply chain partners on-board.
Geographic footprint
In India’s rapidly-developing market, the demand patterns for cement are constantly shifting. With infrastructure projects and housing developments springing up in new areas, there is a need to regularly re-evaluate the geographic footprint of cement manufacturers’ supply chains to ensure they can fulfil emerging demand responsively and efficiently. This re-evaluation should include mapping the location of warehouses and godowns against demand hotspots. Furthermore, following the implementation of GST, there is further scope to rationalise the supply chain based on actual market needs rather than the earlier focus on State-wise operations.
To this, Rajnish Kapur puts it in a right way. He opines, ‘If a cement manufacturer is able to supply its cement product at the right place at the right time and in the right cost to the customer, then you have an edge over your competitor.’
Data-driven decision making
Achieving substantial gains in supply chain responsiveness and efficiency require cement players to move to data-driven decisionmaking. Only by measuring performance at each and every step it is possible to identify and act on the incremental opportunities for improvement that contribute to supply chain excellence. The first step towards data-driven decision making is to create better visibility of inventory, vehicles and product movement across the supply chain. Some cement weighing trucks at the loading bay installs GPS to track their movements, but a few have taken the integrated approach that is necessary to realise its substantial gains. Instead, there is a need to identify all the points where valuable data can be collected and install sensor technology. Once installed, these sensors need to be interconnected which is now possible at low-cost, thanks to the falling prices and rise of cloud computing. With the data flowing from all sections of the supply chain, one is required to intelligently interpret this information to make correct decisions.
This requires the applications of advanced analytics and machine learning algorithms as well as training people to utilise the generated insights they generate in their day-to-day decisions. As supply chain is a cross-functional aspect of the business, there is a need to integrate personnel from different departments in the decision-making process.
‘By taking this instrumented, interconnected and intelligent approach, cement companies can bring more consistency and a higher level of predictability to their supply chain operations,’ believes Kapur.
Bringing partners on board
Achieving supply chain excellence in the cement industry cannot be done alone. Companies will need to collaborate closely with supply chain partners to realise the potential benefits. This includes working closely with logistics partners to implement technology in their fleet to ensure continuous visibility of product and vehicle movements. Even more importantly, there is a need to establish a joint review and problem-solving mechanism that can quickly flag up and resolve issues and develop creative new solutions to drive further gains. This partnership model requires a mindset shift from the traditionally adversarial relationship, focused on constant price negotiation, to a collaborative approach that rewards performance improvement. Not only with logistics partners, cement companies will also need to work closely with technology providers and analytics experts to design and implement new systems and train people in their use. Companies should bear in mind that technology in this space is evolving rapidly so flexibility and adaptability are the key.
Go digital!
The third area that can contribute to long-term profit improvement in the Indian cement industry is the application of digital at scale. Today, companies are adopting new hardware and software solutions on a piecemeal basis to address specific problems, but a few players are viewing digital as a driver of overall business performance and all are struggling to adopt a truly digital culture.
To realise the potential of digital for their bottom-line, cement companies should make four major changes. Firstly, they need to make digital a priority for the C-suite. Secondly, they need to replace the technology lens with a business outlook. And thirdly, they must invest in digital talent.
Breaking the silo mindset
Finally, to realise the full benefits of digital, there is a need to take an integrated approach across the business. This requires cement companies to break-down the traditional silo mindset that separates functions like production, marketing, and sales. Successful digital transformation ensures all departments have a common understanding of digital and its importance to their function.
C-suite
ICR’s conversation with cement companies has revealed that digital is not yet a priority for C-level executives. In most cases, digital initiatives are usually left to lower levels of the organisation or the IT department, who are tasked with implementing new solutions like CRM. As a consequence, digital fails to become a strategic priority for the business.
To drive digital in a concerted way across the organisation leaders need to place it firmly on the C-suite agenda by discussing it alongside other strategic decisions. Furthermore, it is essential that a digital champion is appointed at a senior level who has the authority to lead the process across functions and with direct accountability to the board. They also have the responsibility of creating firm-level awareness of digital and its importance to the organisation’s future.
To kick-start this process, one large manufacturing organisation conducted a C-level workshop facilitated by external experts who brought an outside perspective on the opportunities and threats digital presented to their business. This helped foster a sense of urgency around digital and successfully brought it onto the board’s agenda.
Thinking beyond technologies
Even in cement companies that have adopted progressive digital initiatives, there is a tendency to see them through the technology lens which limits the field of vision to specific solutions, rather than looking at all encompassing impact of digital across business spectrum.
With digital technologies advancing at a fast pace and customers, even in more conservative B2B organisations – rapidly adopting new buying behaviour, a narrow view of digital will leave cement players exposed to the threat of digital disruption. For example, one leading company successfully deployed drone technology to achieve lower pricing from Indian Railways by ensuring wagons were not overloaded, and thus avoided heavy fines. In another case, the same company implemented an automated fuel management system at its mines through RFID tagging, which ensured fuel was only dispensed to authorised vehicles. However, the real long-term benefits from digital will come when individual initiatives such as these are taken in line with a strategic roadmap to digitalise the business. This approach will help prioritise the areas to digitalise first for maximum business impact and provide a common infrastructure to realise synergies across the business.
Invest in talent
In order to digitalise their business, cement companies will need to attract and retain a different a very different talent profile. Today’s digital talent typically prefer to go to analytics and Internet firms where they can learn and apply cutting-edge techniques. In order to attract this critical talent, cement companies will need to create a compelling value proposition for digital professionals to consider the industry and redefine their role and responsibilities beyond the traditional remit of information technology.
Shifting gears
The Indian cement industry is gradually shifting away from the traditionally dominant trade channel that retails cement bags to large numbers of small customers, and towards non-trade customers like large construction and ready-made concrete (RMC) companies. This trend will accelerate further as sectors like infrastructure and low-cost housing increase their share of cement demand. For example, infrastructure share of demand is projected to rise from around 20 per cent to 25 per cent by 2020. These segments will put greater pressure on price realisation through their desire to keep costs low and the high level of bargaining power that comes with a large scale of projects.
Here both Narwekar from JSW Cement and Kapur from JK Lakshmi believe that the demand for RMC as a channel will grow only if there is a economy of scale. RMC would be more useful for programmes like Bharatmala, and Sagarmala.
– RAHUL KAMAT
Concrete
Lohia Corp Expands Global Footprint With Acquisitionof J.j. Jenkins Inc and Strategic Joint Venture With Omgm
Published
3 weeks agoon
October 22, 2024By
adminLohia Corp Limited (LCL) is pleased to announce two significant milestones that mark our
expansion in the global market.
We have successfully acquired J.J. Jenkins Inc. a respected name in machine manufacturing for
high-tech industries, through our US subsidiary, Leesona Corp, a 130-year-old pioneer in winding
machines. This acquisition aligns perfectly with our strategic vision to expand our specialty yarns
and tapes portfolio in medical and defence applications.
In addition, we have formed a strategic Joint Venture with Italy’s O.M.G.M. sas, leading to the
creation of OMGM Extrusiontechnik Srl. With LCL holding the majority stake. This JV represents
a significant diversification of our product portfolio, introducing solutions in Extrusion and
Winding systems for a variety of technical applications.
These advancements are not just about growth; they’re about bringing cutting-edge solutions to
our customers and contributing to industries that make a difference. Stay tuned for more updates
as we continue to push the boundaries of technology and engineering excellence.
Mr. R K Lohia, Chairman & Managing Director of Lohia Corp Limited, expressed his enthusiasm
about the new ventures “Both these new partnerships are a pivotal move that will broaden our
product offerings and provide our customers with even more choices and will enhance our
presence in the North America and European market, at the same time strengthen our presence
in all other global markets.”
About Lohia Corp Limited
Lohia Corp Limited (LCL) stands as a testament to the power of innovation and commitment to
excellence. As the flagship company of the Lohia Group, LCL has established itself as a global
leader in providing comprehensive solutions for the raffia industry.
With an impressive installation base of over 2,250 extrusion lines and 95,000 Circular Looms
across more than 100 countries, LCL’s influence in the plastic woven fabric and bag sector is
unparalleled. The company’s dedication to quality and efficiency has resulted in an astounding
plastic processing capacity of 7.7 million metric tons per annum of PP & PE.
LCL’s products, ranging from packaging systems for solid bulk materials to roof underlays and
tarpaulins, are not just industrial applications; they are the building blocks of industries
worldwide.
The company’s commitment to sustainability and innovation is the driving force that makes it the
world’s largest producer of machines for the raffia sector. As we look to the future, LCL’s legacy
of excellence is more than just a benchmark; it is a continuous journey towards pushing the
boundaries of possibility.
About J. J. Jenkins, Inc
J. J. Jenkins Inc. is a very respected name based out of North Carolina, USA. They remain at the
forefront of the synthetic fiber and monofilament industries. Their unwavering commitment to
innovation, quality, and customer satisfaction has not only set industry standards but also
fostered enduring partnerships with Fortune 500 companies including some in the medical and
defence industries.
Their holistic approach, combining state-of-the-art technology with unparalleled after-sales
support, exemplifies their dedication to client success. With a vast inventory ensuring rapid
response times, J. J. Jenkins, Inc. is synonymous with reliability and efficiency.
About OMGM sas
Since 1965, OMGM sas is a distinguished Italian leader and has been at the forefront of the plastic
processing industry, pioneering in Monofilament Extrusion, straps, ropes and various other niche
applications. Their commitment to excellence is evident in their advanced technologies and
versatile extrusion lines, handling a variety of materials for diverse industries.
As we look ahead, it’s clear that OMGM Extrusiontechnik Srl will continue to lead and transform
the industry with their precision, innovation, and bespoke solutions. They are more than a
company; they are a trusted partner in progress.
Concrete
Adani acquires Orient Cement at INR 8,100 crore equity value
Published
3 weeks agoon
October 22, 2024By
adminAcquisition adds 16.6 MTPA capacity (8.5 MTPA operational, 8.1 MTPA Ready to Execute).
Accelerates Ambuja’s journey to achieve 100+ MTPA operational capacity in FY 25
Provides 6 MTPA potential additional capacity in North India, leveraging OCL’s high quality limestone reserves in Rajasthan
EDITOR’S SYNOPSIS
- Ambuja enters into a binding agreement to acquire 46.8% stake in Orient Cement Ltd (OCL). The acquisition helps to move towards target capacity of 140 MTPA by 2028.
- OCL has an existing 5.6 MTPA clinker and 8.5 MTPA cement operational capacity, 95 MW CPP, 10 MW WHRS, 33 MW Renewable Energy spread across the states of Telangana, Karnataka and Maharashtra. It improves Adani Group’s market share pan-India by 2% in the cement industry.
- OCL has secured a concession from Madhya Pradesh Power Generating Company Ltd (“MPPGCL”) to set up 2.0 MTPA Cement GU within the premises of Satpura Thermal Power Station in Sarni, MP.
- OCL also has a large high quality limestone mining lease in Chittorgarh, Rajasthan, providing the potential to set up additional 6 MTPA capacity in North India.
- The acquisition of OCL complements Ambuja’s existing cement footprint, reducing overall lead distances and logistics costs for the cement business and improving market share in our core markets.
- Acquisition will be funded through internal accruals, Ambuja remains debt free.
Ahmedabad, 22 October 2024: Ambuja Cements, the cement and building material company of Adani Cement and part of the diversified Adani Group, today announced the signing of a binding agreement for the acquisition of Orient Cement Ltd (OCL) at an equity value of Rs. 8,100 crore. Ambuja will acquire 46.8% shares of OCL from its current promoters and certain public shareholders. The acquisition will be fully funded through internal accruals.
“This timed acquisition marks another significant step forward in Ambuja Cements’ accelerated growth journey, increasing cement capacity by ~30 MTPA within two years of Ambuja’s acquisition,” said Mr Karan Adani, Director of Ambuja Cements. “By acquiring OCL, Ambuja is poised to reach 100 MTPA cement capacity in FY 25. The acquisition will help to expand Adani Cement’s presence in core markets and improve its pan-India market share by 2%. OCL’s assets are highly efficient, equipped with railway sidings and well supported by captive power plants, renewable energy, WHRS and AFR facilities. OCL’s strategic locations, high-quality limestone reserves and requisite statutory approvals present an opportunity to increase cement capacity in the near term to 16.6 MTPA.”
Mr CK Birla, Chairman of Orient Cement and the CK Birla Group, said, “The CK Birla Group is continuously reallocating capital to sharpen its focus on consumer centric, technology driven and service-based businesses. I take pride in Orient Cement’s impressive track record of building premium brands and maintaining a leading market share in the geographies it operates in. We are confident that the Adani Group, with its strong focus on cement and infrastructure, is the ideal new owner to drive continued growth at Orient Cement for our people and stakeholders”.
Ms Amita Birla, Co-Chairman, CK Birla Group, added, “Orient Cement has a strong market presence, with sustainability initiatives, particularly in renewable energy, being a significant part of its DNA. I am convinced that Ambuja Cements is the right home for all our colleagues at Orient Cement, as well as our customers.”
OCL has 5.6 MTPA clinker capacity and 8.5 MTPA cement capacity along with statutory clearance to increase the clinker capacity by another 6.0 MTPA and cement capacity by another 8.1 MTPA. In addition, OCL also has a limestone mining lease in Chittorgarh for setting up an Integrated Unit (IU) with clinker of 4 MTPA and a split Grinding Unit (GU) of 6 MTPA in North India. OCL has also secured a concession from MPPGCL, Madhya Pradesh for setting up a Grinding Unit within the premises of Satpura Thermal Power Plant. Both these complement the Adani Group’s existing cement footprint. (Refer Annexure – 1 for OCL’s location wise cement capacity and other assets and Annexure – 2 for Adani Cement’s footprint post-acquisition of OCL.)
OCL has recently commissioned a WHRS in Chittapur IU and is in the final stage of commissioning 16 MW solar in Chittapur and 3.7 MW solar in Jalgaon. OCL’s efficient plants, highly motivated teams, strong balance sheet and well-distributed dealer network will be excellent additions to the Adani Group’s existing cement business. OCL’s existing dealers will move to Adani Cement’s market network, creating formidable synergies.
Ambuja plans to optimize OCL’s overall capacity utilization to enhance its cost and competitiveness and improve its operating performance while leveraging the synergies inherent in the existing cement business.
About Ambuja Cements Ltd (ACL)
Ambuja Cements Ltd is one of India’s leading cement companies and a member of the diversified Adani Group – the largest and fastest growing portfolio of diversified sustainable businesses. Ambuja, with its subsidiaries ACC Ltd, Penna Cement Industries Ltd and Sanghi Industries Ltd, has taken the Adani Group’s cement capacity to 88.9 MTPA, with 20 integrated cement manufacturing plants, 20 cement grinding units and 12 bulk terminals across the country. Ambuja has been recognized among ‘India’s Most Trusted Cement Brand’ by TRA Research in its Brand Trust Report, 2024 and among ‘Iconic Brands of India’ by The Economic Times. Ambuja has provided hassle-free, home-building solutions with its unique sustainable development projects and environment-friendly practices since it started operations. The company has many firsts to its credit – a captive port with six terminals that facilitates timely, cost-effective and cleaner shipments of bulk cement to its customers. Its innovative products like Ambuja Cement, Ambuja Plus, Ambuja Compocem and Ambuja Kawach are now listed in the GRIHA product catalogue. These products not only fulfil important customer needs but also help in significantly reducing their carbon footprints. Being a frontrunner in sustainable business practices, Ambuja Cements ranks among ‘India’s Top 50 companies contributing to inclusive growth’ by SKOCH and ‘India’s Top 50 Most Sustainable Companies’ Cross-Industry by BW Businessworld.
For further information on this release, please contact: roy.paul@adani.com
Annexure -1 | Existing Cement Assets of Orient Cement Limited
Plant | Clinker
(MTPA) |
Cement
(MTPA) |
CPP/WHRS/Solar | Railway Siding |
Devapur IU, Telangana | 3.5 | 3.5 | CPP – 50 MW | Yes |
Chittapur IU, Karnataka | 2.1 | 3.0 | CPP – 45 MW
WHRS – 10 MW Solar – 16 MW* |
Yes |
Jalgaon GU, Maharashtra | – | 2.0 | Solar – 13.5 MW+
3.7 MW* |
Yes |
Operational Capacity | 5.6 | 8.5 |
* capacity is in commissioning stage
Annexure – 2 | Footprint of Adani Group – Cement business post OCL Acquisition
Economy & Market
Fornnax Announces a Major Launch With Sr Max Series: Sr-max2500 Primary Shredder a Revolutionary and Game-changer
Published
3 weeks agoon
October 18, 2024By
adminFornnax, a renowned shredding and recycling equipment provider with years of experience in designing and developing SR-Series dual shaft shredders, has unveiled its advanced level SR-MAX2500 shredder specially designed for the Municipal Solid Waste category.
The launch was held IFAT India 2024, a most prestigious event in the waste management industry, on October 16th, 2024, at the Bombay Exhibition Centre in Mumbai.
Fornnax’s successful track record of developing many proven machines for different types of tires, ferrous and non-ferrous metals, which are the most difficult applications has made them a pioneer in the shredding and recycling equipment manufacturing global market over the decade now. The design of the SR-Series machine, a legacy that has prevailed for over a decade, continues to be used in the design of SR-MAX series machines. The advanced SR-MAX2500 shredder features high capacity, modern engineering, and innovative technology.
The remarkable event was inaugurated by Mr Ulhas Parlikar, Ex-Director of Geocycle India; Mr Sanjay Shripatrao Katkar IAS (Municipal Commissioner and Administrator) MBMC; Mr Sharad Nanegaonkar Executive Engineer (Water Supply and Sewerage Department) MBMC; Mr Deepak Khambit (City Engineer) MBMC; Mr Jignesh Kundaria CEO & Director of Fornnax Technology Pvt. Ltd.;
Mr Manoj Kumar Sure, JK Cement Head AFR; Mr Manoj Kumar Modha, Director of Millennium Multi Trade Pvt. Ltd.
Jignesh Kundaria, CEO and Director of Fornnax, shared insights into their newly launched innovation, “With the SR-MAX2500, we’re poised to transform the waste management landscape in India and beyond. Our goal is to line up municipal waste recycling industries with a robust, efficient, and sustainable solution. Our commitment to sustainability and enhancing recycling process is a step forward towards achieving PM’s vision of a Net Zero emissions future by 2050.”
Revolutionizing Waste Reduction: The SR-MAX2500 Advantage We’re excited to introduce the Fornnax SR-MAX2500, a revolutionary primary shredder designed for efficient volume reduction of diverse materials. This high-capacity machine boasts advanced modern engineering and technology, featuring hydraulic motors driving each shaft for optimal power and torque. Its unique cutter design, replaceable cutting table, and shaft design make it an ideal solution for various applications.
Waste Management Reimagined! SR-MAX2500 Primary Applications Our primary focus for the SR-MAX2500 is serving large-scale municipal waste recyclers, cement plants, waste-to-energy plants, mechanical biological treatment facilities, materials recovery centres, construction and demolition recyclers, aluminium recyclers, and other applications requiring highcapacity machines and robust technology.
The SR-MAX2500’s Impressive ROI Streak The SR-MAX2500 offers several commercial benefits, including increased efficiency, reduced operational costs, and enhanced productivity as it is specially designed for the Indian market. Its robust design and advanced technology ensure minimal downtime, maximizing profitability for our customers. Additionally, our commitment to quality and reliability helps build long-term relationships with clients, fostering loyalty and repeat business.
Innovation Meets Efficiency: Why Choose the SR-MAX2500? Fornnax has carved out a distinctive niche in the highly competitive market and its relevance stems from a unique, tailored approach that addresses specific needs. Thus, the SR-MAX2500 shredder differentiates itself through its versatility, catering to a diverse array of waste management and user needs, specifically designed for Indian waste, which is highly contaminated compared to global waste. Additionally, our unwavering focus on innovation, quality, and customer-centricity sets us apart from competitors and establishes our position in the market.
Turning Trash into Treasure with MSW Waste As you see due to the rapid urbanization and over population, India is among the world’s top 10 countries generating municipal solid waste (MSW) and generates around 62 million tons of waste in a year. Therefore, it is extremely critical to prioritize recycling and conversion of MSW into RDF fuel. Cement industry, which uses a significant amount of coal. Cement industries substituting coal with RDF or alternate fuel to reduce the greenhouse gas emissions, conserve natural resources like coal and more and ultimately minimise the waste disposal issues.
Fornnax’s Exceptional Contribution to India’s Sustainability Goals India has made significant strides in waste management and recycling, and with continued investment, innovation, and policy support, there’s no doubt it can achieve its goals. Fornnax is committed to contributing to India’s sustainability and waste management journey through their advanced recycling solutions, supporting the country’s transition to a more circular and environmentally conscious economy.
Fornnax’s Unwavering Commitment to R&D and Innovative Solutions Fornnax stays updated with global advancements in recycling technology and sustainability practices through several key strategies, such as we invest heavily in research and development to ensure our equipment are at the forefront of technological innovation. Our team closely monitors industry trends, emerging technologies, and regulatory changes to identify potential opportunities for improvement. We also actively seek feedbacks from our valued clients to understand their evolving needs and challenges. This input helps us identify areas where we can boost our meet market demands.
Expanding Horizons: Fornnax’s Growth Plans for the Year Ahead The SR-MAX2500 launch is a strategic step towards expanding our market presence and strengthening our position as a leading shredder manufacturer around the globe.
Also, we are optimistic about the coming year, driven by the growing demand for sustainable waste management solutions and the increasing awareness of environmental issues. We are actively investing in equipment enhancement, engineering, and strengthening our partnerships to meet the evolving needs of our customers. Fornnax’s focus areas for the next year include expanding the manufacturing capacity to meet the rising demand and we already started working on it by acquiring 23-acre land parcel in Ahmedabad, Gujarat. The new site is expected to become operational by March 2025. Its focus will be on producing high-capacity machinery applicable in tyre, cable recycling, ewaste, metal processing and more.
About Fornnax FORNNAX is one of the world’s leading shredding and recycling equipment manufacturers, offering Primary shredders, Secondary shredders and Granulators for tyres, municipal solid waste, cables, e-waste, aluminium and many other industrial applications. Quick after-sales services that increase our customer’s uptime and productivity.
We are committed to shaping the landscape for sustainable recycling solutions in the future. Because we’re not just selling equipment, we’re building business. That’s what we believe. That’s who we are. Fornnax Equipment is built with the idea that the simple, most significant and heaviest is better. Our equipment is an evolution of advanced products designed for the challenges of the recycling world.
The global sales partner network makes us successful worldwide. Our corporate culture is based on our history of providing value to our customers’ success worldwide. This motivates our employees to work together, develop innovative products, and produce high-quality equipment.
NCLT approves Burnpur Cement’s capital reduction scheme
Cement manufacturers report margin decline in September quarter amid lower prices
JK Lakshmi Cement Posts Loss
Hi-Tech Pipes Reports Flat Q2 Profit
JSW Steel’s October Output Declines Slightly
NCLT approves Burnpur Cement’s capital reduction scheme
Cement manufacturers report margin decline in September quarter amid lower prices
JK Lakshmi Cement Posts Loss
Hi-Tech Pipes Reports Flat Q2 Profit
JSW Steel’s October Output Declines Slightly
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Ador Welding Limited and Ador Fontech announce merger completion as a strategic move towards strengthening Global Leadership in Welding Solutions
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Concrete3 weeks ago
Water conservation is vital in our mining operations
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Concrete3 weeks ago
Festive optimism