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Abstract

This is part of a case series. The case describes the roller coaster years of Tranter India in three different acts. Part A shows the raise from 2006 to 2009, delivering fast growth by tripling revenues while increasing the margin. Only in part B, one comes to realize that the high growth period was not sustainable as cash related metrics were clouded. Tranter had increased inventory to handle extra capacities. And under the aim of high growth, market share was hunted for through extra credit terms. This came back to haunt the company. To turn around the sinking ship, two interventions are considered: introducing Lean and upgrading the ERP system. Part C unveils Lean as the chosen path and what the challenges of the implementation were and how it ultimately led to success.
Locations:
Size:
Group turnover EUR200 million; Tranter India turnover EUR25 million (2015), 114 employees, 800 customers (2015)

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Abstract

This is part of a case series. The case describes the roller coaster years of Tranter India in three different acts. Part A shows the raise from 2006 to 2009, delivering fast growth by tripling revenues while increasing the margin. Only in part B, one comes to realize that the high growth period was not sustainable as cash related metrics were clouded. Tranter had increased inventory to handle extra capacities. And under the aim of high growth, market share was hunted for through extra credit terms. This came back to haunt the company. To turn around the sinking ship, two interventions are considered: introducing Lean and upgrading the ERP system. Part C unveils Lean as the chosen path and what the challenges of the implementation were and how it ultimately led to success.

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Locations:
Size:
Group turnover EUR200 million; Tranter India turnover EUR25 million (2015), 114 employees, 800 customers (2015)

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