Project Scorpio: The Making of India's First Indigenous Sports Utility Vehicle

            
 
Case Studies | Case Study in Business, Management, Operations, Strategy, Case Study

ICMR HOME | Case Studies Collection

Case Details:

Case Code : OPER046
Case Length : 14 Pages
Period : 1997-2004
Organization : Scorpio
Pub Date : 2005
Teaching Note : Available
Countries : India
Industry : Automobile

To download Project Scorpio: The Making of India's First Indigenous Sports Utility Vehicle case study (Case Code: OPER046) click on the button below, and select the case from the list of available cases:

Operations Management Case Studies | Case Study in Management, Operations, Strategies, Marketing Management, Case Studies

Price:

For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges

Operations Case Studies
Case Studies Collection
ICMR HOME
View Detailed Pricing Info
How To Order This Case
Business Case Studies
Case Studies by Area
Case Studies by Industry
Case Studies by Company

Custom Search


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.



Chat with us

Strategic Management Formulation, Implementation, & Control, 12e

Please leave your feedback

Leave Your Feedback

ICMR India ICMR India ICMR India ICMR India RSS Feed

<< Previous

Excerpts

The Scorpio Project

The Scorpio project was very important for M&M. It was banking on Scorpio to help it shed its image as a manufacturer of vehicles for rural use and to break into the urban market. As a result, it went all out to ensure that nothing was left to chance in making Scorpio a one-of-a-kind vehicle in the Indian market.

M&M set up a new plant at Nashik in Maharashtra to manufacture Scorpio. The plant was set up at an estimated cost of $120 million and had a production capacity of 40,000 units on a two-shift basis.

Three new world class lines were set up at the plant by M&M's suppliers to manufacture components: a completely automated press shop, set up with help from Fukui of Japan with dies imported from Fuji; an automated line for producing jigs and fixtures in the body shop developed with Wooshin of Korea; and a state-of-the-art Trim Chassis Final (TCF) line with a world class tester line, built in collaboration with Fori Automation, USA, for vigorous testing of various aspects of the vehicle...

Operations Management Case Studies | Case Study in Management, Operations, Strategies, Marketing Management, Case Studies

The Launch and After

Scorpio was launched on June 20, 2002. Initially the company offered three models - two of diesel and one of petrol. The vehicle created a lot of interest in the market.

Some were fascinated by Scorpio's sporty looks; others were interested in gauging the performance of India's first indigenous SUV. At Scorpio's launch, Mahindra said, "We are extremely proud of the Scorpio and are sure that it would make customers and car makers think seriously about the sports utility vehicle segment. We at M&M have anticipated the potential of the SUV segment and believe that the strong value proposition the Scorpio offers would make it a winner."

His expectations were fulfilled when Scorpio became the preferred SUV in the Indian automobile market.

Exhibits

Exhibit I: Annual Financials
Exhibit Ii: Scorpio's Specifications
Exhibit Iii: Cost Breakup of Project Scorpio
Exhibit Iv: How Scorpio Compared with Competition


Custom Search





 

Operations Management
Textbooks Collection

Operations Management
Workbooks Collection

Case Studies in Operations Management - Vol. I
Case Study Volumes Collection

 

Case Studies Links:- Case Studies, Short Case Studies, Simplified Case Studies.

Other Case Studies:- Multimedia Case Studies, Cases in Other Languages.

Business Reports Link:- Business Reports.

Books:- Text Books, Work Books, Case Study Volumes.