The Turnaround of Caribbean Ispat Ltd. (CIL)
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Case Details: |
Price: |
| Case Code |
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BSTA013 |
Electronic Format: Rs.
300;
courier (within India): Rs. 25 Extra
Themes- |
| Case Length |
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12 Pages |
| Period |
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1988 - 2003 |
| Pub Date |
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2005 |
| Teaching Note |
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Not Available |
| Organization |
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Caribbean
Ispat Ltd (CIL) |
| Industry |
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Steel |
| Countries |
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Caribbean |
Abstract:
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Lakshmi Mittal, owner of a steel mill in Indonesia, is keen on expanding his
operations. He has decided to look towards the west, where governments are
selling off state-owned steel plants at sharp discounts. Mittal identifies an
opportunity in Trinidad in the Caribbean where a steel plant is losing $1
million a day. Ispat makes substantial investments towards capital and
environmental upgradation and brings in his team comprising mostly of Indians.
Ispat spends $10 million on the equipment needed to unblock bottlenecks. Three
months later production doubles and, within a year, the plant becomes
profitable. Even as Ispat addresses past environmental problems and invests more
money to upgrade plant facilities, officials of the local steelworkers union
criticise Caribbean Ispat Ltd's (CIL) safety policies and the alleged 'slow pace
of indigenisation of upper management'. |
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The case discusses Mittal's attempts to turn around CIL.
Contents:
Keywords:
Caribbean, Iscott, Ispat, Mittal, Turnaround, Labour problems, Capacity utilization, Steel, DRI (direct reduced iron), Lease, Acquire, Trinidad and Tobago
The Turnaround of Caribbean Ispat Ltd. (CIL)
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