Market Policies: 47% of the company’s sales are composed of exports in 2004, while this rate is 48% in 2003.
Mardin Çimento takes the advantage of Iraq and Syrian markets a lot. The company entered Syrian market in 2004, which Mardin Çimento had no sales since 1997. The most important opportunity for the cement sector companies is the Iraq market as a result of the war. The sales to Iraq have a great share in the total exports while ales to Syria have a lower share. When we think that th war will come to an end in 2 or 3 years, this market for cement sales is the
I o take the ad f Ira t, it e plans for the
will focus on the government investments for the new highway
ulk cement. Beside these, clinker – which is a portant product place. Gray cement types are
s e
will bring opportunities only for this period. When we think that, the major cost ansportation, the company has the greatest advantage among all the Turkish competitors. tr
think that, while the company is trying t
ustainable sales internally. The company vantage o q marke must mak s
construction between Viranşehir-Habur and the project for dam construction in Ilısu.
PART II.A.2.3: Product Policies
The company’s main products are various kinds of packed and b aw material for the production of cement – takes the second im r
the company’s most valuable products.
Yea r 20 01 002 03 4 Ye Year Yea r 2 ar 2 20 00 Clinker Ready-mix Concrete Cement 0 500.000
ales Allocation of Mardin Çimento S
1.500.000
1.000.000
Concrete
Various types of the company’s products are as below:
Cement Products Clinker Products Ready-mix
- Portland Cement - Portland Cement Clinker - C14 - Sulfur-Resistant Cement - C16 - Portland Composite Cement
- Pozzolanic Cement -- C20 C25 - C30
arehousing and Distr W
is
ibutional Policies: Mardin Çimento’s main facility is located in Mardin. The company
planning to invest in another facility near the main facility in 2006. In the southeast region of Turkey, there
are three cement producing companies and the facility having the greatest capacity belongs to Mardin Çimento. The firm takes the advantage of using railway transportation to Iraq.
Profit and Pricing Policies: The great demand from Iraq market helps the prices increase. As of 2004, the
ement export sales prices are much higher than internal sales prices. The sales to Iraq and Syria and are ceived in cash, so there is no any problem in collection. When we look at the below table, we can see that perating profitability of the company is at attractive level.
c re o VERTICAL ANALYSIS 31.12.2002 31.12.2003 31.12.2004 Gross Sales 45.086.739,00 100% 66.408.483,00 100% 88.796.388,00 100% Sales Discounts -3.773.512,00 -8% -5.744.287,00 -9% -3.329.253,00 -4% Net Sales 41.313.227,00 92% 60.664.196,00 91% 85.467.135,00 96% Cost of Goods Sold -23.432.971,00 -52% -36.830.937,00 -55% -45.744.404,00 -52%
Gross Sales Income 17.880.256,00 40% 23.833.259,00 36% 39.722.731,00 45%
Customer Relations Management and Segmentation Policies: The product demand of the customers, are
valuated by the related department management and if found relevant, met within the conditions of the ontract signed with the customer. The deliveries to the dealers are realized within the conditions of the dealer ontract.
ll types of the cements are produced in conformity with TSEN 197-1 standards (Production Sufficiency and onformity with the Turkish Standards Certificate No: 5.55.14.01/261) published by the Turkish Standards stitute. It is guaranteed that the cement produced in the facilities is in conformity with TS-EN 197/1/March 002 Cement Section 1: “Combination, Specialties and Conformity of General Cements” and the company isplays the logo that represent the TSE standards on the product packing.
he customer complaints that are received are examined by a technical team formed with the participation of source of the problem is identified it is finalized by the pplication of suitable corrector and preventions processes as required by the procedures of Mardin Çimento
d to its pre-elected customers and to all dealers. The results of these surveys are resented to higher management and unit managements after being evaluated by the Sales Management.
cement production capacity usage is 54,8% and 58,5% in 2003 and 2004 spectively, clinker productions usage rates are 86,4% and 93,5% in 2003 and 2004. I think that, the ompany’s new facility investment decision is taken by the expectation of future sales.
he information regarding the facility’s capacity is as below.
Company Quality & Capacity 2004 Production (Tons/Year) e c c A C In 2 d
Also Mardin Çimento has the CE document, issued by the standardization agents of EU member countries, for its products they sell and export, as of 2002.
T
sales, quality control and production units. After the a
Quality Management Systems.
Mardin Çimento organizes Customer Satisfaction surveys for its customers to be finalized in January-February. The survey forms are poste
p
PART II.A.2.4: Production/Operations
Location and capacities of facilities: The company has one facility that is located in Mardin.
When we look at the sales amounts and the capacity level, it is clear that the company needs no any excess capacity. While the company’s
re c T
Production Unit
Concasor Miag Hammered 350 Tons/h Capacity
double rotors 993.570
Farina Mill K.H.D.A.G. 175 Tons/h capacity single cabin 928.960
Rotating Kiln K.H.D.A.G. Dry System 1850 Tons/day
capacity 598.363
Cement Mill F.L.Smith 1. Cement Mill 85 Tons/h 2. Cement Mill 85 Tons/h
1.051.650 Packing Haver Und Boecker +
Domestic Production
5 units 460 Tons/h capacity 1.057.505
As of this report’s date, the company’s clinker production capacity is 0,64 million tons/year and cement roduction capacity is 1,28 million tons/year.
he company has decided to increase its clinker production capacity by an investment that costs 45 million uro. This new facility is planned to start production in the late 2006. After the realization of the new roduction line, the company’s clinker production capacity will reach to 1,72 million tons/year and cement roduction will reach 2,1 million tons/year.
utput Allocation p T E p p O Year 2 001 Year 2002 Year 200 3 Year 2004 Ready-mix Concrete Clinker Cement 0 500.000 1.000.000 1.500.000
Output Allocation of Mardin Çimento
Inventory Levels: Mardin Çimento prefers to keep inventory at a rate as listed below.
Year End 2002 2003 2004
Year-End Inventories / Total Sales Rate 14% 7% 9%
Quality Objectives and Results: Maintaining the continuity and product quality is vital for the company. ecause the cement market is very competitive, product quality has an important effect on sales. To ensure the
s and Organizational Design
elalettin Çağlar Deputy Chairman: Saim Demirel
mbers: Safter Sevinç, Mehmet K. Kalyon, Savaş Boybat, Doğa Soysal, Güney Arık.
Turan Özkışlalı, İsmet Durmaz, Osman Adıgüzel. B
level of product quality, the company holds Quality Management System Certificate. ART II.A.2.5: Human Resource
P
op/general management and key staff resources T oard of Directors B hairman: C C Me oard of Auditors B - 63 -
General Manager and Assistant General Manager
Kemal Doğansel and Metin Paşaoğlu.
Employee/labor/personnel relations: Within the scope of Harmonizing Works on Corporate Management
Principles the following principles are designated on Human Resources Policy: ined for the persons with equal conditions.
he employees are informed on the personnel rights, carrier and company possibilities. • Secure working environment and conditions are supplied for the personnel.
t and discrimination.
The Human Resources Policy has been constituted and the procedures for employee engagements are in action, the annual training programs are run, personnel rights are preserved and targets are set according to the procedures and on time.
Representatives are assigned to run the relations with the personnel. A workplace representative is assigned for e union members and the Logistic Services Manager represents the non-union members.
ganization structure
d for other Oyak Group companies. For example, Chairman of Mardin Çimento - Celalettin Çağlar –
an resources and • Equal opportunities are mainta
•T
• Prevent employees form maltreatmen
th
Or
K. Doğansel (General Manager)
İ. Tazegül (Accounting Manager) M. Kökipek (Quality Control Manager) A. Sarıbay (Technical Services M. Paşaoğlu
(Asst. General Manager)
M. Demir (Logistic Services Manager) K. Yenice (Production Manager) Manager)
Organizational Culture: Because Mardin Çimento is one of Oyak Group companies, Oyak culture plays an
important role in the organizational culture of the firm. Most of the top management members are previously mploye
e
also performs as the CEO of Oyak Automotive Group.
PART II.A.2.6: Management Information Systems
Mardin Çimento will start to use Oracle e-business management system in its operations in the early 2007. All of Oyak Cement Group of companies have started to use this module. This e-business module helps the companies to better analyze of the operations like finance, production, logistics, hum
maintenance management.
PART II.A.2.7: Total Quality Management
The company holds Environmental Management System Certificate (TS-EN-ISO 14001) and Quality System HSAS 18001 Safety and Health at Work Management Certificate given by Syndicate of Cement roducing Employers. (ÇMİŞ)
Certificate (TSE-ISO-EN 9000) given by Turkish Standards Institution. Nonetheless, the company is qualified to hold the O
P
PART II.A.3: FUNCTIONAL ANALYSIS OF “FIRM NO. 03” (Ünye Çimento Sanayi ve Ticaret A.Ş.) IN