Artykuły w czasopismach: „INDIAN STEEL INDUSTRY”

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Chatterjee, Amit. "Sustainability of the Indian steel industry". Ironmaking & Steelmaking 32, nr 6 (grudzień 2005): 449–50. http://dx.doi.org/10.1179/174328105x71353.

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Mathur, N. C., i Rohit Kumar. "Present Status of Stainless Steel Industry in India & it’s Future Prospects". Advanced Materials Research 794 (wrzesień 2013): 26–34. http://dx.doi.org/10.4028/www.scientific.net/amr.794.26.

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Indian Stainless Steel Development Association (ISSDA) was formed in 1989 with the explicit objective of diversifying and expanding the domestic market of stainless steel. At that time, more than 90% of stainless used in the country was kitchenware but over the last two decades, stainless steel has undergone tremendous changes in perception and its increasingly growing end use application in areas such as architecture building & construction, automotive transport, process and engineering. The world production of stainless steel in 2012 is estimated at 35.4 million tonne. Asia has strongly emerged as both the worlds largest stainless steel producer and user. Among countries, China dominates the world production of stainless steel accounting for almost 45% share. However, India has outpaced global growth rates consistently over last 10 years with its stainless steel melt production in 2012 reaching almost 3 million tonnes to propel the country as 4th largest producer after China, Europe and Japan. The potential growth of stainless steel in India is enormous, considering the fact that the per capita consumption at 1.9kg is still much lower than world average of almost 4.85kg. The per capita consumption of stainless steel has strong co-relation with per capita GDP and India is expected to more than double its per capita income over next 10 years. In addition increased urbanization, high demographic dividends and governments manufacturing policy seeking to enhance the share of manufacturing in GDP to 25% within a decade augurs well for the future growth of the stainless steel in India. This paper focuses on the growth story of Indian Stainless Steel industry and its market sector vis-à-vis world and further explores on the strategy to increase the consumption domestically considering the fact that world is going through recession cycles resulting in excessive capacity especially China posing a major challenge to Indian Stainless industry. Keywords: Stainless Steel, Indian Industry, Growth Prospects, Present Status

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Et. al., Srinibash Dash,. "Knowledge Management Practices in Steel Industries of India: A Comparative Analysis of Public and Private Steel Industries". Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, nr 2 (11.04.2021): 2032–41. http://dx.doi.org/10.17762/turcomat.v12i2.1807.

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The purpose of this paper is to study the knowledge management practices of steel industries in India. The Indian economy is considered a mixed economy. Indian steel industry having the participation from both private and public sector enterprises is one of the fastest-growing industries in terms of steel production and is also increasingly looking towards export as driving the growth of the industry. Under this study both public and private steel industries are taken into consideration. The study was based on secondary data. This research brings a research report on the impact of Knowledge Management Practices (KMP) in the Indian steel industries. The analysis was made by taking the previous year's data regarding various matters relating to KMP and its pros and cons in the performance of the Indian steel industries. The comparison was done between these two i.e., both public and private steel companies of the country

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Sushant Kumar, Nishtha Singh i Ankur Bhadury. "Capacity Expansion Banes in Indian Steel Industry". International Journal of Engineering and Management Research 12, nr 1 (24.02.2022): 88–92. http://dx.doi.org/10.31033/ijemr.12.1.10.

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It is a known fact that a large number of Steel Industry Expansion projects in India have been delayed due to regulatory clearances, environmental issues and problems pertaining to land acquisition. Also, there are challenges in the tendering phase that affect viability of projects thus delaying implementation, construction phase is beset with over-runs and disputes and last but not the least; provider skills are weak all across the value chain. Given the critical role of Steel Sector in ensuring a sustained growth trajectory for India, it is imperative that we identify the core issues affecting completion of infrastructure projects in India and chalk out initiatives that need to be acted upon in short term as well as long term.

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Pal, Pooja, Himangana Gupta i Deepak Kapur. "Carbon mitigation potential of Indian steel industry". Mitigation and Adaptation Strategies for Global Change 21, nr 3 (2.08.2014): 391–402. http://dx.doi.org/10.1007/s11027-014-9605-0.

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Meenakshi, Meenakahi kumari. "Inventory Management Issues in Indian Steel Industry: A Qualitative Study". INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 15 (19.03.2020): 14–25. http://dx.doi.org/10.24297/ijmit.v15i.8666.

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Inventory management in Indian steel industry is felt as one of the unexplored area in terms of research practices. This study attempts to understand the major aspects of inventory management of Indian steel industry like major inventory management issues prevalent in steel firms, and impact of these issues, drivers, barriers, and possible measures that may help to resolve these issues. This study is based on an exploratory qualitative study of major Indian steel firms. The narratives reveal six major themes: Inventory management practices; Inventory issues in the steel industry; Major drivers for effective inventory management in Indian steel industry; Major barriers for the implementation of effective inventory management techniques including the implementation of ERP/MRP to manage inventories; Impact of inventory issues; Inventory control techniques to resolve these issues.

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Pervej, Mohammed, i Neshat Anjum. "Evaluating Indian Steel Industry’s Trade Competitiveness Based on RCA Index". IRA-International Journal of Management & Social Sciences (ISSN 2455-2267) 7, nr 3 (23.06.2017): 445. http://dx.doi.org/10.21013/jmss.v7.n3.p5.

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<div><p><em>Steel is one of the most important pillars to the Infrastructural development of any nation. The rate of production and consumption of steel is treated as an important index of the level of socioeconomic development and standard of living of the people in any country. India stands at the 3rd position as a producer of crude steel in the world and this Industry is an important Foreign exchange Contributor to the economy. Since Iron and steel products are Imported and Exported liberally as per the existing policy and therefore it becomes necessary to analyse and evaluate the export potentials and competitiveness of the Indian Iron and steel industry in relation to the steel exports of the world as a whole. This study analyses the competitiveness and the pattern of trade flows/trade specialisation from India to world, particularly for Iron and Steel industry. Our research is mainly based on the measures of Revealed Comparative Advantage (RCA) measures or Balassa Index.</em></p></div>

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Jena, N., i Nitin Seth. "Investigating the perceptions of Indian employees on logistics network and logistics cost on Indian steel sector". Asia Pacific Journal of Marketing and Logistics 28, nr 3 (13.06.2016): 565–74. http://dx.doi.org/10.1108/apjml-09-2015-0144.

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Purpose – The purpose of this paper is to explore the perception of Indian logistics managers and employees engaged on the steel sector having knowledge and exposure on the logistics network and logistics cost in Indian steel sector using descriptive analysis. Design/methodology/approach – To address the research questions, a survey-based empirical study was carried out in a representative sample of 226 from different levels like managers, senior managers, presidents and vice presidents and general managers at the operational levels at reputed steel industries having annual turnover of 250,000 dollars. All 226 responses received and analyzed descriptively and the results presented. Findings – The result showed that 83 percent of the respondents perceived the importance of network mapping and the elements of logistics cost with reference to the total overall logistics cost on the context of Indian steel industry. At the same time, poor infrastructure and port inefficiency were the main barriers for increasing the logistics cost as perceived by the respondents. Research limitations/implications – The sample is restricted to the logistics networking and the elements of logistics cost in Indian steel industry only. So caution needs to be exercised in generalizing the results Practical implications – In order to achieve the cost level at other developed and developing nations, the government of India should give focus on infrastructure development, improvising the exiting road condition and sea port development so that bigger size vessels can call to Indian ports for direct delivery of goods without any transshipment. Further, government of Indian needs to promote the multi modal logistics providers for timely evacuation of material as per the demand of industry requirements. Social implications – In India, it is visualized that logistics company have an advantage of cheap availability of labor but on the other side have to manage high cost of logistics. Typically, the total cost on inbound logistics taken into consideration which is around 16-18 percent of the turnover whereas, the world average is around 7-8 percent. Originality/value – To the best knowledge of the authors this study is the first attempt to survey the perception of logistics managers on logistics networking and cost elements on the overall logistics cost incurring on steel manufacturing companies in India.

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Mukherjee, Arijit, Soumendra Nath Basu i Sayan Paul. "A REVIEW ON ENERGY EFFICIENCY OF STEEL PLANTS IN INDIA". International Journal of Engineering Technologies and Management Research 5, nr 4 (24.02.2020): 7–16. http://dx.doi.org/10.29121/ijetmr.v5.i4.2018.203.

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The steel industry being highly energy intensive in nature is one the major consumers of energy. The iron and steel industry is the largest energy consuming manufacturing sector in the world. It is therefore that the question of fuel or energy has been of the highest importance in steel making, and one can boldly claim that all other conditions remaining constant, saving or wasting of fuel can make the difference between a profit or a loss of a steel plant. Energy conservation in steel plants is very crucial to ensure the competitiveness of the steel producing industries and to minimise environmental impacts. India's leading iron and steel companies, scored averages at best in Centre for Science and environment green rating test. The Indian iron and steel sector's energy consumption of 6.6 GCal per tonne, is 50 per cent higher than the global best practice. The integrated steel plants in India have the opportunities to strengthen their operations and minimise energy losses and wastages to reduce specific energy consumption by 5-6%. To reduce the gaps between India and developed countries we have to follow the technological advancement and implementation of innovative strategies at every stage of the operation of steel plants. The specific energy consumption in the Indian steel industry is high compared to that in advanced countries. Data for four integrated steel plants in India have been analysed. World crude steel production reached 1.621 million tones (Mt) in 2015. To meet the needs of our growing population, steel use is projected to increase by 1.5 times that of present level by 2050.

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Rath, Pradosh Kumar, i B. Mohan Venkata Ram. "Overview of Steel Industry - Challenges and Strengths of RINL, VSP". International Journal of Management and Development Studies 10, nr 08 (31.08.2021): 08–26. http://dx.doi.org/10.53983/ijmds.v10n08.002.

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Steel may be the most widely used input material in manufacturing sector. This is mainly due to its excellent mechanical properties, resistance to corrosion and low cost. It is used in many industries and varied applications. In general, the demand of steel is cyclic in nature. When the economy is in upward trend, steel demand increases and drops down during economic down turn. Towards the end of 2014, China started oversupply of steel and this caused the steel price drop to the lowest ever. Global steel scenario analysis from 2016-17 to 2019-20 along with Indian Economy and status of Indian Steel Industry as well as strategies adopted by RINL for success during the period from 2016-17 to 2019-20 were analysed and described in detail in this paper. In this paper authors made an effort to present the overview of global Steel Industry, the status of Indian Steel Industry during 2016-17 to 2019-20. The paper also highlights the strategies adopted by RINL, Visakhapatnam Steel Plant to face the challenges during the said period.

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Das, Pradip Kumar. "Financial Appraisal Through Ratio Analysis". Social Science, Humanities and Sustainability Research 4, nr 1 (17.01.2023): p1. http://dx.doi.org/10.22158/sshsr.v4n1p1.

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Steel company in India contributes significantly to the Indian economy. With a powerful chronicle, India has-been a reputed name within the world steel industry. This more signifies the resilience and strength of the Indian steel company against external risk factors. Globalization feeds enough leeway to the company to expand overseas and enrich India with high quality products by implementing state-of-art-technology. Tata Steel Ltd. introduces India on the global fore. The present study contemplates to reveal the financial appraisal of Tata Steel Ltd. by venerable consociation between the feedbacks of balance sheet and profit and loss account. This research paper cannibalizing secondary data fixates on financial appraisal of Tata Steel Ltd. for the years from 2017-2018 to 2021-2022. Results unbosom that the company’s performance is moderately satisfactory but it gravitates to be benigner to investors by wielding funds to other opportunities for decision-making anent investment.

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NOMURA, CHIKAYOSHI. "Why Was Indian Steel Not Exported in the Colonial Period?—The influence of the British Standard Specification in limiting the potential export of Indian steel in the 1930s". Modern Asian Studies 46, nr 5 (23.12.2010): 1239–76. http://dx.doi.org/10.1017/s0026749x10000351.

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AbstractWhile various scholars of Indian economic history have focused on the progress of import substitution in India after the 1920s, few have studied why this led to hardly any export of industrial products during the colonial period. One of the most probable reasons for the lesser popularity of this issue could be attributed to a commonly shared view that there was less hope for the export of industrial products in colonial India since import substitution had progressed only so far. Although it is accepted that the industrial development of colonial India was generally stagnant, this does not necessarily apply to specific products in specific industries. For instance, the iron and steel industry achieved almost a full self-sufficiency rate for some of its steel products during the 1920s, although the industry hardly exported the products afterward. This paper aims to clarify why hardly any steel of the Tata Iron and Steel Company (TISCO), the only steel producing company with modern technology until the mid-1930s, was exported. A detailed study of the company's archives will show that the steel export of the company was fundamentally hindered by a fact which had its origin in British imperial policy: the strict quality specifications in the production of steel.

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Mangla, Sanjay. "Trade liberalization and firm-level productivity: A panel data analysis of the Indian iron-steel industry". Ekonomski anali 63, nr 219 (2018): 7–32. http://dx.doi.org/10.2298/eka1819007m.

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The iron-steel industry in India contributes about 3% of gross domestic product and provides employment for more than half a million people. However, although steel production in India has increased at a trend growth rate of 7.83% during the post-reform period between 1991-1992 and 2012-2013, this does not necessarily indicate efficient utilization of production factors, as it can also result from a higher level of inputs. Therefore, it is important to record productivity growth and identify its determinants. This study estimates total factor productivity (from firm-level data) in the Indian iron-steel industry and examines the impact of trade liberalization (measured as decline in input tariffs, output tariffs, and effective protection rate) on productivity during the abovementioned period.

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Vijayakumar, A. "Factor Productivity in the Indian Public Sector Steel Industry". Management and Labour Studies 24, nr 3 (lipiec 1999): 190–97. http://dx.doi.org/10.1177/0258042x9902400304.

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Mathad, Harsha C. "A Study On Impact Of Leverage On The Profitability & Risk Of The Indian Steel Industry". International Review of Business and Economics 4, nr 2 (2020): 223–27. http://dx.doi.org/10.56902/irbe.2020.4.2.52.

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The steel industry is the booster of any economy and it can be called as match-winner in the process of developing an economy or society. The steel industry is a crucial industry for the industrial revolution in this globalized economy and assessment of the risk and profitability of the steel industry is very important to create a strong path for the future economy. Capital investments are very high in the Steel industry and the sources of capital are equity and debt. All the stack holders should know the risk and profitability of the steel industry. To assess the impact of leverage on the profitability operating leverage, financial leverage, combined leverage, and EPS is used.

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Paul, Pinku, i Paroma Mitra. "Analysis of the Effect of Working Capital Management on Profitability of the Firm: Evidence from Indian Steel Industry". Asia-Pacific Journal of Management Research and Innovation 14, nr 1-2 (marzec 2018): 32–38. http://dx.doi.org/10.1177/2319510x18812142.

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Working capital is one of the important measures of a firm’s efficiency and represents the total liquid assets available with a firm. It reflects a firms’ ability to meet day-to-day operating expenses and also acts as an indicator of a firm’s short-term financial health. So a firm has to plan the effective utilisation of its working capital in order to maintain equilibrium between liquidity and profitability of the business. Therefore, the present article tries to examine the impact of working capital management on profitability of the firms of Indian steel industry. The study has taken into consideration four independent variables, that is, Current ratio, Quick ratio, Debtors turnover ratio and Finished goods turnover ratio which act as the indicators of working capital use in the industry. Return on total assets represents the profitability of the industry and acts as a dependent variable to develop an empirical model in order to establish relationship between working capital management and profitability of the steel industry in India by using panel data regression. The period of study is 17 years, that is, 2000–2016. The result of the study indicates that the impact of working capital management on profitability of the firms of Indian steel industry has been significant.

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Verma, Bhupendra Kumar, i Bikrant Kesari. "Does the Morale Impact on Employee Turnover Intention? An Empirical Investigation in the Indian Steel Industry". Global Business Review 21, nr 6 (14.08.2019): 1466–88. http://dx.doi.org/10.1177/0972150919856957.

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India’s steel sector has experienced high employee turnover in the last couple of years due to the complex business environment, such as market competition, technology up-gradation, changes in business process, and management practices. This study is first of its kind in Indian literature to address the influence of employee morale on turnover intention in the context of the Indian steel industry. The study uses statistical software packages such as SmartPLS 2.0 and IBM SPSS 20 to analyze and validate the conceptual framework. Confirmatory Factor Analysis (CFA) and Structural Equation Modelling (SEM) were used to evaluate the model with a sample size of 386 male employees of steel firms in Chhattisgarh state, the central part of India. The study makes a twofold contribution. First, it explores the influential morale factors that explain employee turnover and measure the extent of its influence on employee turnover intention. Second, it suggests that steel firms should support their human resources either in the form of management, supervisor and co-worker support or through offering material reward and career development opportunities or reducing workload by assigning appropriate task that enhances employee morale and reduces their turnover intention within the firms.

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Sinha, Gautam, i Taposh Ghoshal. "Quality customer service: strategic advantage for the Indian steel industry". Managing Service Quality: An International Journal 9, nr 1 (luty 1999): 32–39. http://dx.doi.org/10.1108/09604529910248786.

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Dwivedi, Amit Kumar, Priyanko Ghosh i G. S. Dangayach. "Efficiency measurement of Indian steel industry using data envelopment analysis". International Journal of Operational Research 18, nr 4 (2013): 386. http://dx.doi.org/10.1504/ijor.2013.057483.

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Singh, Lakhwinder Pal, Arvind Bhardwaj i Kishore Kumar Deepak. "Occupational Noise-Induced Hearing Loss in Indian Steel Industry Workers". Human Factors: The Journal of the Human Factors and Ergonomics Society 55, nr 2 (28.08.2012): 411–24. http://dx.doi.org/10.1177/0018720812457175.

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Choudhury, Ratna, i A. K. Bhaktavatsalam. "Energy inefficiency of Indian steel industry—Scope for energy conservation". Energy Conversion and Management 38, nr 2 (styczeń 1997): 167–71. http://dx.doi.org/10.1016/0196-8904(96)00029-5.

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Kling, Blair B. "Paternalism in Indian Labor: The Tata Iron and Steel Company of Jamshedpur". International Labor and Working-Class History 53 (1998): 69–87. http://dx.doi.org/10.1017/s0147547900013673.

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The most celebrated case of paternalism in India is that of the Tata Iron and Steel Company (Tisco) and its company town, Jamshedpur. In the context of India, Jamshedpur is a marvel: a relatively clean, spacious, and prosperous city where more people live in middle-class neighborhoods than in slums. With a population of 650,000, Jamshedpur is certainly the largest company town in the world, and, because it is still controlled and administered by the private company that founded it in 1909, it is probably the oldest extant company town. Aside from the town, the steel company itself holds a special place in Indian industrial history. It was founded and capitalized in the colonial period by the Indian business community of Bombay in 1907, began production in 1911, and thereafter took its place as the largest private company in India and the largest integrated steel mill in the British Empire. It has survived revolutionary political changes, near-bankruptcy, and nationalization attempts, largely because its directors convinced the British that it was an essential defense industry and the Indian nationalists that it was a national treasure run by men of integrity for the benefit of the nation.

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Goyal, Shishir, Srikanta Routroy i Harshal Shah. "Measuring the environmental sustainability of supply chain for Indian steel industry". Business Process Management Journal 24, nr 2 (3.04.2018): 517–36. http://dx.doi.org/10.1108/bpmj-10-2016-0200.

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Purpose The purpose of this paper is to quantify, evaluate and compare the environmental sustainability performance of supply chain for Indian steel industry using graph theoretic approach (GTA). Design/methodology/approach Broadly 12 environmental sustainability enablers (ESEs) were identified and they were classified into four significant categories (SCs). Featuring these SCs and ESEs under each SC, a methodology was proposed using GTA for evaluating the environmental sustainability performance of Indian steel companies. The analysis was further extended to compare the results with performance in different situations and accordingly set the future targets. Findings In order to demonstrate the utility of the proposed methodology, it was applied to an Indian steel company. The results obtained indicated that there have been significant growths achieved in the environmental sustainability performance over a period of five years. It was also found that a performance gap exists and it will reach the target value after two years. Practical implications The proposed approach is aimed at providing a procedure for evaluating the environmental sustainability performance. This study is an attempt to assist a steel industry to assess its sustainability program and accordingly define its course of actions. Originality/value Although many issues related to environmental sustainability have been widely recognized and studied, there are no specific studies available in the literature to assess the environmental sustainability performance along the timeline. The proposed model has the ability to capture the performance and interdependencies of SCs, ESEs under each SC and also to quantify the environmental sustainability performance along the timeline.

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Arora, Rajesh Kumar, i Hema Date. "Knowledge Management Practices in the Indian Steel Industry (A Comprehensive Analysis of Public Sector Units)". Journal of Information & Knowledge Management 20, nr 01 (marzec 2021): 2150009. http://dx.doi.org/10.1142/s021964922150009x.

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Knowledge is recognised as a strategic resource and companies have started managing organisational knowledge to gain sustainable competitive advantage. Considerable efforts and investments have been made by organisations on knowledge management (KM) initiatives to achieve business excellence. The objective of KM is to create, store, extract, disseminate and make the requisite knowledge available for intelligent business-related decision-making. Extensive literature promoting KM exists, which focuses on KM factors in isolation. Empirical studies showing the interconnection between KM factors and organisational outcomes are still rare. This paper is the result of industry-specific empirical research conducted in India. Public sector units are dominant in the Indian steel sector, led by the Steel Authority of India (SAIL), which operates five integrated steel plants, and Rashtriya Ispat Nigam Limited (RNIL) operating one plant. Respondents have been selected from the Bhilai Steel Plant, a unit of SAIL and Vizag Steel Plant, the only unit of RNIL. Both units are almost contemporary in introducing KM initiatives in their organisations, circa 2002. The paper proposes a research model of KM comprising of different KM factors (enablers, processes, practices and organisational outcomes) identified from the extant literature. These are hypothesised to impact organisational performance and creativity of the firm. Hypotheses have then been tested with structural equation modelling (SEM) by using a survey. Findings of this study reveal that some KM factors have a significant impact on organisational performance and organisational creativity.

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Anjali, J., i C. Komal. "Study of impact and opportunities post Covid-19 for steel industry in key consuming segments in Indian". CARDIOMETRY, nr 23 (20.08.2022): 649–59. http://dx.doi.org/10.18137/cardiometry.2022.23.649659.

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In the past, the world has seen many pandemics but never like COVID-19. This unprecedented disease, which is claimed to be originated from Wuhan (China), has left the world completely appalled. The exponentially growing curve of deaths of COVID-19 patients has forced the world to go in an undefined lockdown period to make sure the practice of social distancing in the absence of a potential vaccine for the same. We are not in a state to stop the repercussions of the shutdown on the world economy. Likewise, the Indian economy has also been shattered due to two months long lockdown. Almost every Industry present in India has been affected sternly, signifying a recession like never before. The steel industry is said to be the nitty-gritty of the economy of a country. The impact of lockdown on the steel industry reflects how the economy is going to respond to the disruptions due to lockdown. The correct understanding of impact will help determine steps to mitigate it and design the revival of the sector and, ultimately, the economy. The author strives to model the impact of COVID-19 on the Steel industry statistically and map the same opportunities.

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Mitra Debnath, Roma, i V. J. Sebastian. "Efficiency in the Indian iron and steel industry – an application of data envelopment analysis". Journal of Advances in Management Research 11, nr 1 (29.04.2014): 4–19. http://dx.doi.org/10.1108/jamr-01-2013-0005.

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Purpose – The purpose of this paper applies to Indian steel manufacturing industries to evaluate the technical and scale efficiency (SE). Design/methodology/approach – Data envelopment analysis (DEA) has been employed to calculate the relative efficiency of the steel manufacturing units. The selection criteria for the inclusion of a steel manufacturing unit in the analysis has been annual income of more than 50 crores and units manufacturing pig iron, steel and sponge iron. Within the DEA framework, the output-oriented model with constant returns to scale and variable returns to scale were studied. Four input variables, namely, gross fixed assets, total energy cost, total number of employees and currents assets were considered. Among the output variables, the four variables considered are income, sales, PBIT and PAT. Findings – The result of the efficiency scores have been categorized into three parts. The pure technical efficiency represents local efficiency and the reason of inefficiency is due to inefficient operations. Technical efficiency indicates that the respective decision-making units are globally efficient in case the efficiency is 100 per cent. The SE explains that the inefficiency is caused by disadvantageous conditions. As the result shows, that public sector undertaking (PSUs) are operating under disadvantageous conditions as compared to private manufacturing units. One of the possible reasons of location disadvantage condition is manufacturing units for PSUs are scattered throughout India. Some of the units are located in such places where, the raw material, supply chain could be difficult. It has been found that 45 per cent of the private manufacturing units are technically as well as scale inefficient units. Practical implications – The result of the study would benefit the steel industry to develop a performance benchmarking as steel companies must be profitable in the long term to ensure sustainable achievements. Originality/value – This is an original study to apply DEA to get insights on productivity efficiency of the steel manufacturing units in India. Though the manufacturing units were selected on the basis of annual income, the analysis of productivity does not reflect any impact of income on the efficiency of the manufacturing firms.

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Ranjithkumar, Dr S., i Dr R. Mahesh. "Evaluating Financial Strengths of Selected PSU Steel Companies". Webology 18, Special Issue 03 (29.04.2021): 349–57. http://dx.doi.org/10.14704/web/v18si03/web18045.

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Recent economic changes facilitated the Steel sector to ignore the Reserve quotation for PSU to get a wave from mandatory. The six major role players in Indian steel sector equally qualified to world class iron makers out of 36 in the world. In 2018, steel utility was about to grow at the rate of 5.7% year-on-year 9.2% Metric Tons. Our country anticipated to beat Japan to predominant in iron production at the earliest. But, few iron PSUs in India still struggle to sustain with Industry growth. With this aim, the financial performances of seven selected PSU companies are predicted through Altman’s Z- score.

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Pal, Shrabanti. "A Study on Financial Distress in Indian Steel Industry under Globalization". IOSR Journal of Business and Management 14, nr 2 (2013): 49–53. http://dx.doi.org/10.9790/487x-1424953.

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Rani, S. Sakthivel, Selvarani Mariappan i Jebanandhini Masilamani. "Constructing a corporate bankruptcy prediction model for the Indian steel industry". International Journal of Public Sector Performance Management 8, nr 3 (2021): 273. http://dx.doi.org/10.1504/ijpspm.2021.10042284.

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Mariappan, Selvarani, Jebanandhini Masilamani i S. Sakthivel Rani. "Constructing a corporate bankruptcy prediction model for the Indian steel industry". International Journal of Public Sector Performance Management 8, nr 3 (2021): 273. http://dx.doi.org/10.1504/ijpspm.2021.118699.

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Giri, Sunil, Pinku Paul i Paroma Mitra. "Understanding the performance measurement of Indian steel Industry: A DEA approach". Materials Today: Proceedings 48 (2022): 1517–22. http://dx.doi.org/10.1016/j.matpr.2021.09.424.

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Das, Anjana, i Tara Chandra Kandpal. "Energy demand and associated CO2 emissions for the Indian steel industry". Energy 23, nr 12 (grudzień 1998): 1043–50. http://dx.doi.org/10.1016/s0360-5442(98)00051-6.

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Chatterjee, Amit. "Transition of the Indian steel industry into the twenty-first century". Ironmaking & Steelmaking 36, nr 7 (październik 2009): 491–99. http://dx.doi.org/10.1179/174328109x439333.

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Shanmugam, Sethu Prasanth, Viswanathan N. Nurni, Sambandam Manjini, Sanjay Chandra i Lauri E. K. Holappa. "Challenges and Outlines of Steelmaking toward the Year 2030 and Beyond—Indian Perspective". Metals 11, nr 10 (19.10.2021): 1654. http://dx.doi.org/10.3390/met11101654.

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In FY-20, India’s steel production was 109 MT, and it is the second-largest steel producer on the planet, after China. India’s per capita consumption of steel was around 75 kg, which has risen from 59 kg in FY-14. Despite the increase in consumption, it is much lower than the average global consumption of 230 kg. The per capita consumption of steel is one of the strongest indicators of economic development across the nation. Thus, India has an ambitious plan of increasing steel production to around 250 MT and per capita consumption to around 160 kg by the year 2030. Steel manufacturers in India can be classified based on production routes as (a) oxygen route (BF/BOF route) and (b) electric route (electric arc furnace and induction furnace). One of the major issues for manufacturers of both routes is the availability of raw materials such as iron ore, direct reduced iron (DRI), and scrap. To achieve the level of 250 MT, steel manufacturers have to focus on improving the current process and product scenario as well as on research and development activities. The challenge to stop global warming has forced the global steel industry to strongly cut its CO2 emissions. In the case of India, this target will be extremely difficult by ruling in the production duplication planned by the year 2030. This work focuses on the recent developments of various processes and challenges associated with them. Possibilities and opportunities for improving the current processes such as top gas recycling, increasing pulverized coal injection, and hydrogenation as well as the implementation of new processes such as HIsarna and other CO2-lean iron production technologies are discussed. In addition, the eventual transition to hydrogen ironmaking and “green” electricity in smelting are considered. By fast-acting improvements in current facilities and brave investments in new carbon-lean technologies, the CO2 emissions of the Indian steel industry can peak and turn downward toward carbon-neutral production.

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Kesari, Bikrant, i Bhupendra Kumar Verma. "Does the Leadership Style Impacts on Employee Outcomes? A Study of Indian Steel Industry". Global Business Review 19, nr 6 (3.09.2018): 1602–21. http://dx.doi.org/10.1177/0972150918793734.

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This study is first of its kind to investigate the influence of leadership style on employee trust, employee morale and employee emotion in the context of steel industry. This set of three employee outcomes is studied in a conceptual framework comprising of a seven-month study, with a sample of 272 workers of steel firms in Chhattisgarh state, the central part of India. SmartPLS 2.0 is used to perform confirmatory factor analysis and structural equation modelling to analyse and validate the conceptual framework. The study makes a twofold contribution. First, it finds that transactional leadership style has a negative influence on employee outcomes. Second, it suggests that managers of steel firms use transformational leadership style to enhance employee outcomes. This study reveals that the outcome of a steel firm’s employee is aligned better with transformational leadership style, rather than the transactional leadership style.

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Ram, Sukanya. "Impact of Outward FDI on Firms’ Productivity in the Steel Industry: Evidence from India". Ushus Journal of Business Management 21, nr 1 (3.07.2022): 45–65. http://dx.doi.org/10.12725/ujbm.58.3.

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This paper examines the impact of Outward FDI (OFDI) on productivity and analyses its substantial effect on home countries' steel firms. For the analysis, the study classifies the steel companies into a treatment group and a control group. To analyse India's FDI investment objective and its impact on productivity, the study ranks economies into low- and middle-income, high- and middle-income, and tax havens to analyse productivity growth. The data for the analysis come from Prowess, a World Bank database. The data of outward FDI from Indian companies is compiled from the UNCTAD database. The study suggests that research on FDI does not focus on the impact on the issuing party, particularly FDI from low- and middle-income countries. The study analyses the effects of FDI with special reference to the Indian steel industry.

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Alladi, Harini. "Cultural branding in India: the case of Godrej “Storwel” cupboards (1944-1991)". Journal of Historical Research in Marketing 10, nr 3 (20.08.2018): 224–41. http://dx.doi.org/10.1108/jhrm-06-2017-0037.

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Purpose The purpose of this paper is to outline the marketing history of the Godrej Storwel steel cupboard before India’s economic liberalisation in 1991 to find possible reasons for the brand’s iconic status and strong presence in the Indian public memory. Design/methodology/approach The paper uses archival material, secondary sources and the idea of cultural branding to analyse the marketing strategies used at various points in the history of Godrej Storwel. Findings Godrej Storwel found cultural context in the two decades following India’s independence (1947) as a product that addressed the social and economic anxieties of the country, as well as embodied its aspirations at the time. In the following decades up to 1991, the product did not find similar cultural resonance with its consumers. Research limitations/implications The unavailability of sales records of the Godrej steel cupboards meant that certain conclusions could not be made concrete. Social implications Because Godrej Storwel has had such a long lifespan, it serves as a useful medium through which changing trends in marketing in India can be viewed. The paper is a good point of reference for those researching the steel industry, storage product histories and marketing in India and could encourage corporates to archive their histories. Originality/value While a lot of nostalgia surrounds the Godrej Storwel in India, this is the first work that attempts to place the product and its marketing strategies in the context of Indian industry, culture and consumption.

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Garg, Mahesh Chand, i Meentu Singh. "Working Capital Management on the Firm’s Profitability of Steel Sector Firms in India". Journal of Operations and Strategic Planning 6, nr 1 (czerwiec 2023): 76–92. http://dx.doi.org/10.1177/2516600x231178395.

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This study investigates the effect of working capital management (WCM) on the profitability of a sample of Indian steel companies. The analysis is based on financial data from BSE Dollex 200 steel sector firms from 2011 to 2020. The effects of WCM were determined using panel data analysis, pooled ordinary least squares (OLS), fixed effect model (FEM), and random effect model (REM). This study revealed that Inventory Conversion Period, Cash Conversion Cycle, and Accounts Payable Period significantly negatively impact the profitability of firms in the Indian steel industry.

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Baba Srinivas, Adhikarla, Santosh Kumar Sar, Shweta Singh i Santosh Yadav. "Solid Waste management from Steel Melting Shop". Journal of Applied and Advanced Research 2, nr 1 (21.03.2017): 48. http://dx.doi.org/10.21839/jaar.2017.v2i1.55.

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- Production of steel in steel Industry is accomplice for the generation of solid waste materials like sludge, slag, dust etc. In recent days most part of wastes are generated from steelmaking process which is a focus point now-a-days. The solid waste generation, presently in Indian steel industry is in the range of 400 - 500 kg/t of crude steel and recycling rate varies between 40 - 70 % which lead to higher production costs, lower productivity and further environmental degradation. It is very essential not only for recycling of the waste valuable metals and mineral resources but also to protect the environment. I Solid waste management in steel industry is broadly classified in “4 R” i.e. reduce, reuse, recycle and restore the materials. The aim of the paper is to explore the various developments for total recycling of solid waste generated from steel industry, so that the vision for making “clean & green steel with zero waste” can be achieved for survival and growth of steel business in future. Keywords—Steel, Reuse, recycle, solid waste, sustainable development.

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Vasanthakumari, B., Nalla Ramakrishna i Venugopal. "Empirical Study on Ownership Structure and Financial Performance of Indian Steel Industry". International Journal of Management Studies V, nr 2(7) (1.04.2018): 65. http://dx.doi.org/10.18843/ijms/v5i2(7)/09.

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Bhatt, Dr Anil K., i Nirmala Shrotriya. "DOES WORKING CAPITAL HAS AN IMPACT ON PROFITABILITY OF INDIAN STEEL INDUSTRY". International Journal For Research In Business, Management And Accounting (ISSN: 2455-6114) 2, nr 3 (8.07.2021): 10–23. http://dx.doi.org/10.53555/bma.v2i3.1697.

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Working capital has a major role in day to day business activities. It is simply defined as the excess amount of current assets over current liabilities. Working capital also means the fund which is needed for the operations which are taken place in a firm every day. So working capital is considered as a fund which revolves all the time. This revolving fund consists of continues conversion of cash and raw materials in to inventory, then inventory to sales or debtors and this debtors into cash or investment. The existing Working capital in the company is also commonly known as Net Working Capital or net current assets, is the excess if current assets over currentliabilities. But this is on a particular day i.e., 31st March’s position. While it is important to know whether the company really has correct level of WC which is required to them? For this purpose there is a need to find out the required working capital and its relation with the profitability. Thus, the research work has included measuring the impact of WC on profitability. Further there must be discussions with the accounting experts of the selected 10 steel companies to know what they feel about their desired level and actual level of working capital.

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Jha, U. C. "Effect of TQM on Customer Satisfaction in Indian Iron & Steel Industry". RIET-IJSET: International Journal of Science, Engineering and Technology 3, nr 2 (2016): 103. http://dx.doi.org/10.5958/2395-3381.2016.00013.7.

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Ray, Sarbapriya, i Mihir Kumar Pal. "Impact of Liberalisation on Capacity Utilisation of Indian Iron and Steel Industry". Indian Economic Journal 57, nr 1 (kwiecień 2009): 158–75. http://dx.doi.org/10.1177/0019466220090108.

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Johnson, Sydney, Lingyan Deng i Emre Gençer. "Environmental and economic evaluation of decarbonization strategies for the Indian steel industry". Energy Conversion and Management 293 (październik 2023): 117511. http://dx.doi.org/10.1016/j.enconman.2023.117511.

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Haider, Salman, i Prajna Paramita Mishra. "Benchmarking energy use of iron and steel industry: a data envelopment analysis". Benchmarking: An International Journal 26, nr 4 (7.05.2019): 1314–35. http://dx.doi.org/10.1108/bij-02-2018-0027.

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Purpose The purpose of this paper is to benchmark the energy use of Indian iron and steel industry. For this purpose, the authors have estimated a production frontier to know the best performing states. Further, the energy-saving targets are estimated to lie below the benchmark level for those states. Panel data for this purpose are extracted from the Annual Survey of Industry (an official database from the government of India) for 19 major steel-producing states over the period from 2004–2005 to 2013–2014. Design/methodology/approach The authors employed a radial and non-radial (slack-based measure) variant of the data envelopment analysis (DEA) to estimate the production frontier. Particularly, slack-based measures (SBMs) developed by Tone (2001) are used to get a more comprehensive measure of energy efficiency along with technical efficiency. Variable returns to scale technology is specified to accommodate market imperfection and heterogeneity across states. Four inputs (capital, labour, energy and material) and a single output are conceptualised for the production process to accommodate input substitution. The relative position of each state in terms of the level of energy efficiency is then identified. Findings The authors started by examining energy-output ratio. The average level of energy intensity shows declining trends over the period of time. States like Bihar, Jharkhand, Gujarat and Uttarakhand remain stagnant in the energy intensity level. SBM of energy efficiency shows an overall average energy saving potential of 8 per cent without reducing average output level. Considerable heterogeneity exists among states in terms of the energy efficiency scores. Further, the authors calculated scale efficiency (SE) which shows the overall average level of SE is 0.91; hence, the scale of operation is not optimal and needs to adjusted to enhance energy efficiency. Originality/value The authors demonstrate the empirical application of DEA with SBM to energy use performance. This is the first study that benchmarks Indian states in terms of the consumption of energy input to produce iron and steel by applying DEA.

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Strümpell, Christian. "Struggles about class and Adivasi-ness in an eastern Indian steel plant". Modern Asian Studies 56, nr 5 (wrzesień 2022): 1691–714. http://dx.doi.org/10.1017/s0026749x21000354.

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AbstractIn the eastern Indian steel town of Rourkela, Adivasis are widely stereotyped as uneducated, jangli (‘wild’), and drinkers, and they are therefore held to make for a special type of worker. Their Adivasi ‘nature’ makes them an ideal fit for facing the heat, dust, and fumes in the so-called ‘hot shops’ of the local public-sector steel plant. It is also said that Adivasis are, in fact, not well suited for the permanent and well-paid jobs the public-sector steel plant provides, and that they are better employed as contract workers who are paid little and by the day, and on whom the industry has increasingly relied since the 1970s. Critically engaging with Bourgois’ concept of ‘conjugated oppression’, I will show how these casteist stereotypes entrench the class position of Adivasis in the local steel industry, but also how this position has nevertheless changed over time—for some for the better, for many for the worse. Furthermore, although this polarization is driven by larger political economic changes it is exacerbated by the ways in which the better-off among the stereotyped Adivasi workers respond to them. This calls, I argue, for close attention to be given to the historical dynamics in the relations between class and caste (or ‘tribe’) and in the struggles related to them.

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Kumar, Manish, i Hari Prakash Tiwari. "Efficient utilization of Indian Coking Coal: Opportunities and challenges". Metallurgical Research & Technology 117, nr 2 (2020): 209. http://dx.doi.org/10.1051/metal/2020017.

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The preservation of coking coal and the reduction of coke cost are gaining much importance in iron and steel industry. An effort is being made worldwide to maximize the use of inferior quality of coking coal in cokemaking without sacrificing the coke quality to minimize the coke cost. In general, Indian coking coals contain lower content of vitrinite (≤ 50%) and higher content of ash (≥ 15%) as compared to imported coking coal. Indian coking coals have poor washability characteristics also. Therefore, for making coal blend for coke making, selection of an appropriate proportion of Indian coking coals with imported coking coals is a major challenge for Indian steel industries. Proper selection of Indian coal not only reduces the coking coal import but also minimizes the coal blend cost with added benefits of the increase in the captive mine life. This paper touches the opportunities and challenges for efficient utilization of Indian coking coal as a component in the coal blend to produce the desired quality of coke.

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Thangaraj, N., i M. Mekala. "Financial Performance of Welspun Corp. Ltd. in India". International Journal of Research in Engineering, Science and Management 3, nr 10 (20.10.2020): 90–94. http://dx.doi.org/10.47607/ijresm.2020.341.

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Strategic financial analysis is a powerful, value-creating framework that helps this organisation assess strategy, analyze the performance, and value a business. Analyze financial statements to assess the effective management of key success factors and business risks. The Indian steel industries have created a fastest growing on robust fundamentals over the past few years. The study is descriptive and analytical in nature The business is obtaining all essential ingredients needed for dynamic growth. This paper deals with financial analysis of selected Welspun Corp Ltd steel industry in India. The result shows that the performance of Welspun Corp Ltd was better as compare to financial performance. Even in basic Sales, Expenses and profit of Welspun Corp. Ltd. performed well.

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Ahemad.A.Rehman, Minhaj, R. R Shrivastava i Rakesh L Shrivastava. "Validating Green Manufacturing (GM) Framework for Sustainable Development in an Indian Steel Industry". Universal Journal of Mechanical Engineering 1, nr 2 (sierpień 2013): 49–61. http://dx.doi.org/10.13189/ujme.2013.010204.

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Arunachalam, V. S., i Gopal R. Rao. "Energy and expansion: The Tata story". MRS Bulletin 35, nr 9 (wrzesień 2010): 652–53. http://dx.doi.org/10.1557/mrs2010.674.

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Tata is a household name in India. Starting well over a century ago, the Tatas began their foray into industry, and the brand represents more than a diversifed conglomerate. The Tatas are well-respected, having endeared themselves in every walk of Indian life. Their businesses are all-pervasive, from building automobiles and generating electric power to making steel and building supercomputers. Their charitable trusts and endowments are as extensive as their businesses. They have founded and funded outstanding educational institutions and human welfare organizations, and they have supported research on alleviating human suffering. The incumbent of the Tata Group is Ratan Naval Tata, a Cornell University graduate in architecture. In the 20 years since he took over the mantle, he has set the Tata industries on a steep growth trajectory, increasing the revenue of the Tata industries 12-fold, making automobiles—the famed Nano—available at very affordable prices in India, and introducing effcient steelmaking. The business empire he heads, the Tata Group, has over 90 companies with footholds in 80 countries. In the midst of his busy globe-trotting schedule, we managed to steal an hour of his time at the Tatas' “Bombay House” headquarters for him to tell us how he sees the global energy challenges and the opportunities they create.

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