JAYPEE BUSINESS

SCHOOL
OPERATIONS MANAGEMENT
Project Report on Supply Chain
Management of Ashok Leyland

Submitted by:
Submitted to:
Chetan Chauhan (14609019)
Gupta
Deepak Chauhan (14609020)
E. Ruthvik Yadav (14609024)

Dr.

Hima

Shilpi Tyagi (14609078)

Shubham Pal (14609140)
ACKNOWLEDGEMENT

A study or project of this volume can never be an outcome of singe person. We indebted to our
subject teacher Dr. HIMA GUPTA for being the epitome of guidance during the entire project.
We are also thankful to our parents for their encouragement. Without their help this project
would not have seen the light of the day.
We are happy to present a vote of thanks to them for their sincere advice and co-operation that
they have lent us unconditionally.

CONTENTS
S.NO
1.

CONTENTS

Page no.

INTRODUCTION

2.

COMPETITORS OF ASHOK LEYLAND

3.

PROCESS FLOW CHART

4.

BOTTLENECK IN SUPPLY CHAIN MANAGEMENT

5.

INPUT AND OUTPUT PROCESS

6.

LAYOUT AND FLOW OF MATERIAL

7.

SUPPLY CHAIN MANAGEMENT

8.

PRE IMPLEMENTATION: SUPPLY CHAIN MANAGEMENT

10

9.

POST IMPLEMENTATION: SUPPLY CHAIN MANAGEMENT

12

10
.

OSCARS-I

13

11.

OSCARS-II

17

12
.

PRODUCT LINE

19

13
.

CUSTOMER BASE AND SEGMENTATION

21

14
.

CONCLUSION

22

15
.

REFERENCES

23

INTRODUCTION OF ASHOK LEYLAND

Ashok Leyland is a commercial vehicle manufacturing company based in Chennai, India.

Founded in 1948, the company is one of India's leading manufacturers of commercial vehicles,
such as trucks and buses, as well as emergency and military vehicles. Operating six plants,
Ashok Leyland also makes spare parts and engines for industrial and marine applications. It sells
about 60,000 vehicles and about 7,000 engines annually. It is the second largest commercial
vehicle company in India in the medium and heavy commercial vehicle (M&HCV) segment.
With passenger transportation options ranging from 19 seaters to 80 seaters, Ashok Leyland is a
market leader in the bus segment .
The origin of Ashok Leyland can be traced to the urge for self-reliance, felt by independent
India. Pandit Jawaharlal Nehru, Indias first Prime Minister, persuaded Mr Raghunandan Saran,
an industrialist, to enter automotive manufacture. The company was established in 1948 as
Ashok Motors, to assemble Austin cars. The companys destiny and name changed soon with
equity participation by British Leyland and Ashok Leyland commenced manufacture of
commercial vehicles in 1955. Today the company is the flagship of the Hinduja Group, a Britishbased and Indian originated transnational conglomerate.
Through tie-ups with global technology leaders, supplemented by in-house R&D infrastructure
and capabilities, Ashok Leyland has maintained its technological leadership even as it offers the
most comprehensive range of model configurations in its class.
Ashok Leyland, one of the largest private companies in the country, had sales over Rs6,000 crore
in 2005-06. Ashok Leyland is a part of Hinduja Group. It is also one of the largest automobile
and auto component companies in India.
The company offers a world-class range of trucks, buses, special application vehicles and
engines, crossing millions more than 40 countries in the world. During 2005-06, the company
produced total 65,085 vehicles out of which it has exported 4,879 units. In the 9c domestic
market, the company has sold total 56,776 units. The company was facing the huge task of
integrating its entire supply chain and at the same time it had to reduce its costs, inventory, and
improve customer satisfaction. Rising raw material cost was a serious concern for the company.
There had been a steep rise in steel prices and copper prices. Therefore, Ashok Leyland decided
to streamline its supply chain process and the company started its SCM project Oscars to
optimise its supply chain and rationalise its sources.

Page | 1

COMPETITION OF ASHOK LEYLAND WITH OTHER AUTOMOBILE

SECTOR

COMPETITION WITH TATA MOTORS

Ashok Leyland Ltd. will introduce 15 new truck models as India's biggest truck makers by sales
seek to beat growing competition from Tata motors. The new truck models under its new UTruck platform by March 2011, the trucks will be between 16 tonners and 49 tonners. To
Compite with Ashok Leyland Tata motors will also introduce three new heavy trucks in India by
March from its Prima range of so-called world trucks. As, we had seen that Ashok Leyland low
floor buses giving tide competition to Tata motors low floor buses in Delhi.

COMPETITION WITH EICHER

Eicher is also one of competitor of Ashok Leyland. Eicher began its business operation in
1959with Tractor, but now Eicher had expanded itself with Trucks ,Buses, Gear box etc. Eicher
is giving competition to Ashok Leyland with Trucks and Buses. Eicher small trucks are making
their good market in India.
COMPETITION WITH MAHINDRA
Mahindra had also launched a truck in collaboration with Navistar Inc. USA on Indian roads
known as Mahindra Navistar, which is going to give tuff competition to Ashok Leyland. With a
commanding strength of the about 12,000 employees the company is looking forwards to
enhance the scope of its action. It is aiming at expanding its production operation overseas to
make it a more globally accessible company. It is looking to acquire a small to medium sized
commercial vehicle manufacturers in China and other developing nations, which have an
established product line. An example would be the 2007 acquisition of the Czech based Avia
struck business rechristened Avia Ashok Leyland Motors

Page | 2

PROCESS FLOW CHART OF ASHOK LEYLAND

Purchase of raw material

Components machined

Rough
Milling

Drilling

Finish

Washing

Boring

Milling

End Milling

Assembly of

Milling

Bearing caps

Engine Assembly

Fixing of Cranshaft and Bearing Caps

Fixing of Camshaft

Fixing of
Flywheel Housing

Assembly of

Fitting of

Compressor

Oil Pump

Stainer

Fitting

Fitting of
Oil Coolant

Fitting of
Belt

Page | 3

Final Product

CRANKSHAFT:- CRANKSHAFT is attached with a gear and is fixed to the bottom of

the cylinder block by bearing caps.

CAMSHAFT:- CAMSHAFT is attached with a timing gear and is fixed in the

required space provided in the cylinder block.

BOTTLENECK IN THE SUPPLY CHAIN OF ASHOK LEYLAND

In the wake of strong market demand for Ashok Leyland vehicles in 2013-2014, the Company
faced severe supply constraints of critical components. The company was facing the cost
constraints, supply constraints of small components required for production. The choice seemed
to be between losing market share and seeking new vendors, with the inevitable time loss - and
possible weakening of existing relationships. So, the company seemed to realize that cost cutting
would work only if the supply chain was smooth. Thus, in 1999, AL launched Project OSCARS
(Optimising Supply Chain and Rationalising Sourcing).OSCARS identified two methods to
reduce costs in the inbound supply chain: reduce material costs and through optimum inventory
levels reduce the invisible inventory carrying costs.

Page | 4

INPUT AND OUTPUT PROCESS

INPUTS:-

Collecting information about the parts of truck and buses, which Ashok Leyland is
going to produce.
Production system of Ashok Leyland.
Production Strategy of Ashok Leyland (Strategy for HCV and LCV is different.)

PROCESS PLANNING:

Ashok Leyland selects the process for production.

Study of new product which Ashok Leyland is going to produce and study
of process.
Study of Machinery, which is used to produce the product.
Ashok Leyland do lot of research for their production process.

OUTPUTS:Final product is prepared(Product is with new technology)

Hybrid features of new product.
*Hybrid engine.
*Hybrid model.
*Hybrid technology.

Page | 5

DIAGRAM SHOWING THE LAYOUT AND FLOW OF MATERIAL

There are 3 stages of Frame Assembling
And 13 stages of Chassis Assembling.
Stage 1
Mounting of side members,
Mounting of cross members

Stage 2
Mounting of front spring
Rear,rear spring middle.
Stage 3
Fitting of engine
Mounting.

Passing stage
Checking and Tilting

Stages 4
Side members fastening
To torque limit.
Stage 5
Fitment of FES rear
brackets

Stage
8

Stage
7

Stage
9

Stage
10

Stage
6
Stage
11

Stage
5

Stage
4

Stage
12

Stage
13

Stage
3

Stage
2

Stage 1

FES DRESSING:-FITTING OF
SEATS,
ELECTRICAL WIRING, FLINK
Page | 6
VALVE FITTING.

STAGE 1: Radiator mounting brackets, Air tank mounting, and Air cleaner mounting
Bracket, battery mounting bracket, grease nipple fitment, Bellcom lever mounting.
STAGE 2: DC valve mounting, Oil piping, Clutch oil piping, quick release valve
Mounting.
STAGE 3: Spring fitment, frame punching
STAGE 4: Silencer fitment, first axle mounting.
STAGE 5: Second axle mounting, slack adjustment
STAGE 6: Fuel piping, Air piping, Air filter mounting, Diesel filter mounting,
Steering box mounting.
STAGE 7: Engine mounting, fuel tank mounting, Diesel filter mounting,
Steering box mounting.
STAGE 8: Radiator fitment, Radiator supports tightening, Rear lamps
Fitting, Turbocharger outlet pipe connection and Radiator hose connections.
STAGE 9: Exhaust piping, Shock absorber fitment (front and rear), Battery
mounting and connection of circuits, battery casing fitment and second
Propeller shaft mounting.
STAGE 10: Tyre mounting, Maxcut checking.
STAGE 11: FES mounting, Electric fitments (male-female connecting process).
STAGE 12: Bumper fitment, FES wiring, and Universal joint (UJ) fitment with
steering handle, ABC fitment and connecting.
STAGE 13: Greasing of joints, nuts, etc., off track arrangements.
It is known that Ashok Leyland has implemented one of the most successful supply chain models
in the industry. It had introduced the Supplier development Program as part of its World-Class
Supply Chain Management. Mission Statement of the Company clearly confirms the fact that the
fulcrum of their strategy is to maintain good relations with the vendors. "Our Vendors are our
valued partners in our business development and we shall work with them in a spirit of mutual
co-operation to meet our business objectives."

Page | 7

Supply Chain Management at Ashok Leyland limited

* Vendor Development and Strategic Sourcing are handled by Corporate Materials
Department (CMD).
CMD identifies the vendors, rates the vendors based on feedback received from Supplier Quality
Assurance Cell, sends drawings / specifications, calls for quotes with detailed break-up of
operation-wise costs, and negotiates the price at which the parts will be supplied.
In addition to CMD at Ennore, and the two Units at Hosur, there are Materials Management
Departments (MMDs) for scheduling based on unit production plan.
* Vendor Development of Strategic Sources
Strategic Sourcing is central to the integrated Materials Management function. Ashok Leyland's
policy is to develop a vendor base committed to continuous improvement to meet quality, cost
and delivery standards.
Ashok Leyland considers its vendors as partners in progress and believes in establishing
mutually beneficial relationships. Ashok Leyland provides necessary technical assistance in the
form of Project and Production Engineering, to maintain quality levels. In addition, where
required, Ashok Leyland also helps vendors financially.
* Becoming a Vendor to Ashok Leyland is easy, involving just four steps
- Fill the Questionnaire. As this provides the basic inputs required for preliminary study,
applicants need to provide as much information as possible.
- If Ashok Leyland needs the item you would like to supply, CMD will inform Ashok Leyland's
Supplier Quality Assurance Cell (SQA) for an on-site assessment. Otherwise, the Vendor
information is stored for future reference.
- If SQA approves the vendor, then CMD will send the drawings for SQA cleared components to
the Vendor for obtaining a quotation. If, instead of approving the vendor, SQA recommends
improvements to facilities, the Vendor is given adequate feedback and a re-survey is undertaken
at a mutually agreed future date.
- If the Vendor matches Ashok Leyland's expectations in terms of price, quality and delivery,
then CMD places a trial order with the Vendor. Both on-line and off-line inspection may be
carried out at the time of processing the trial order. Based on the outcome of the trial order, CMD
may place the Vendor in the Approved Vendor List.
* Some of the relevant points to note
- Ashok Leyland's Purchasing Philosophy is to maximize bought-out parts. Over 90% of the parts
Page | 8

are bought-out.
- Ashok Leyland believes in global sourcing. Consistent with its operational needs, AL would
consider both domestic (Indian) as well as international vendors. Global sourcing is normally
resorted to overcome local constraints - in the form of technology, quality, capacity or cost
effectiveness.
- Ashok Leyland would consider new suppliers for required components, based on Vendors'
ability to meet our specification, price and delivery schedules.
- Vendors are required to have a strong manufacturing base with adequate engineering support
for their own product development activities, as needed by the category of product, viz
Proprietary, Bought Out Finished (BOF), Bought Out Rough (BOR) and Sheet Metal items.
Castings and forgings are to be received in fully finished/machined condition, progressively.
Ashok Leyland could make available to the vendors necessary technical expertise, wherever
possible and needed, particularly with regard to developing the manufacturing process.
- As QS 9000 certified company, Ashok Leyland's Vendors are expected to have a good quality
system, meeting ISO 9000 requirements. Ashok Leyland would be willing to help Vendors in the
preparation for ISO certification by offering necessary technical guidance.
- Vendors' quality system should encompass, at the minimum Cost effective process, Assured
process capability; Continuous improvements based on customer feedback, Compliance of all
statutory /legal/ commercial requirements of Ashok Leyland.
- A stage of development where the Vendor can come under Ashok Leyland's self-certification
system tractability - first-in first-out basis and Ashok Leyland has established a transparent
periodically audited Vendor Rating System. Ashok Leyland places emphasis on optimizing the
inventory and Vendors are required to progressively meet "Just-in-Time" requirements. Delivery
modes as well as packaging are required to minimize the handling/loading and unloading time.
- Though not a must, Ashok Leyland would prefer a manufacturing / assembly / support base at
close proximity to the production units. Ashok Leyland encourages its vendors to participate in
their e-servicing project starting fiscal year 2004-05

Page | 9

Vendor Mngt. system

Facts before implementation of new supply chain

For Ashok Leylands material cost accounted for nearly 70% of its product cost.
In 1997-98, AL, recorded a profit-after-tax (PAT) of Rs. 18.4 cr. on sales of Rs. 2,014.3
cr.
A look at the previous financial year's PAT showed that the profits for 1997-98 had gone
for a severe beating.
In 1996-97 AL had a PAT of Rs. 124.9 cr. on sales of Rs. 2, 482.5 cr.
With the manufacturing Industry reeling under recession, the freight generating sectors
(manufacturing, mining and quarrying) saw a steep decline resulting in a severe downturn
of freight volumes.
For Ashok Leyland, whose business was directly dependent on moving material, goods
and people across distances, this had come as a severe blow.

Page | 10

 Ashok Leyland's supply chain had gone haywire under the recession which had eaten
away 17.62% of its revenues in one year forcing the company to helplessly allow
inventories to build up.
The results were showing on working capital. It had climbed from 33.34% of sales in
2007-2008 to 58.81% of sales in 2011-2013.

2500

2482.5
2014.3

2000
1500

2007-2008
2011-2013

1000
124.9
18.4

500
0

Sales

PAT

Page | 11

POST IMPLEMENTATION: ASHOK LEYLAND SUPPLY CHAIN

Ashok Leyland was facing the huge task of integrating its entire supply chain and at the same
time it had to reduce its costs, inventory and improve customer satisfaction.
Rising raw material cost was a serious concern for the company. This was mainly triggered by a
steep rise in steel and copper prices. Therefore, Ashok Leyland decided to streamline its supply
chain process and the company started its SCM project OSCARS to optimise its supply chain
and rationalise its sources. Hence the main objective was to improve its supply chain process &
make it a cost effective one i.e., create an Efficient Supply Chain model such that it could
manage to create a Zone of Strategic Fit to cater to its supply chains low to moderate Implied
Demand Uncertainty.
IN-BOUND SUPPLY CHAIN

Ashok Leyland did not seem to succumb to the 'uncertainty gloom' that was playing havoc to its
business environment. It decided to meet the challenge by re-gearing its systems, be it material
order, procurement, material handling, inventory control or production.
Ashok Leyland conducted exhaustive brainstorming sessions inviting ideas on
cost cutting.
Quality Circle teams were formed for this purpose.
Ashok Leyland took every employee's ideas into account and figured out a way to
keep things going and reduce production without inflicting pain.
The recession saw Ashok Leyland waging a war on wastage and inefficiency.
To reduce costs and to improve the in-bound supply chain Ashok Leyland introduced The Project
"OSCARS (optimising supply chain and rationalising sourcing), which includes supplier
partnership, vendor base rationalisation, supply tiers, inventory optimisation through JIT, total
cost management, logistics initiatives-sourcing and global sourcing. The OSCARS project
identified two main methods of reducing costs in the inbound supply chain reduce material
costs and through optimum inventory level, reduce the invisible inventory carrying costs.

Page | 12

The basic principal of OSCARS was:

a) Supplier partnership
Supplier partnership covers engineering and technical support, global availability of spares,
testing capability, improved field performance, system supplier, JIT suppliers and world class
technology.
Partnership gains include vendor consolidation, continuous technological up gradation of
products without in house investment, shorter development lead-time, value engineering and
cost reduction, improved field performance, inventory field performance, inventory
efficiency through JIT suppliers and human power rationalisation.
Supplier partnership is also needed to enable processes such as cross docking an effective
way to keep costs low. But implementation issues are large. A huge percentage of suppliers
still used email as their primary means of order related communication, with telephone and
fax coming as other means of communication. Cross docking requires Advance Shipment
Notifications (ASNs) and barcoded shipping labels.
Ashok Leyland through its supplier partnership program was able to achieve all these
potential benefits.
b) Vendor base rationalisation
Gains from source reduction includes pricing on volumes, improvement in quality and
reliability, vendor improvement programme for continuous improvement, tiering for ease of
fitment- system buying and reduction in paper work. Vendor base rationalization & cluster
Page | 13

formation resulted in 5S adherence-mistake proofing, process improvements finally leading

to self certification.

Statu
s

9697

97
98

98
99

99
00

00-01

Vendor
Base

101
7

95
0

73
8

61
2

400

ISO/QS
certifie
d

245

28
1

36
4

38
2

400

Self
certifie
d
vendor
s

210

24
0

26
0

29
0

350

The figure shows how Ashok Leyland through its project Oscar Inbound went about
rationalising its vendor base.
c) Single Window System
The Strategic Sourcing and Corporate Quality Engineering (CQE) teams jointly formed the
single window system bringing with them specialized commercial and technical knowledge.
For the suppliers this had created a convenient single-point contact with AL, for sharing
drawings, for negotiating prices and long term business volumes and consultancy on quality
to management issues.

Page | 14

d) Supplier Tiering
AL pruned its panel of direct suppliers through tiering and system buying. Under this AL
dealt directly with tier one suppliers who, in turn, were supported by tier two and tier three
suppliers. Vendor tierisation program helped in achieving economies of scale, system buying
& creating rationalization of supplier base.
The benefits of system buying could be illustrated with the example of the tools kits that
accompanied every vehicle. Tear down studies and value engineering analyzed the
constitution and composition of a part to prune cost through substitution, reduction or
elimination of materials/ sub-assemblies without affecting quality and performance.
e) Just In time(JIT)

AL focused on JIT approach for high value/high volume items and low cost logistics for low
value high volume items. Project OSCARS brought about a few fundamental changes. The
push system which means let us make all we can just in case we need. This system given a
way to pull system which means make what the customer needs, when he needs it Each
stage produced only as much as the next stage needed. This resulted in savings of Rs 8.50
crore a year and a lean supply chain.
f) Total cost management
Total cost management included various cost management initiatives, such as daily
management process, control, design, technology and capacity. Total savings was 3% of total
operating cost.

g) Logistics initiative
Page | 15

These initiatives included transport based rationalisation, enhancement of truckload, space

and route optimisation, which has benefited the company by saving its transportation cost.
Transporterbased
Rationalisatio
n
Transport
Mode
Reduction in
Transportatio
n Cost

Truckload &
Space
Optimization
Enhancement
of Truck
turnaround

Transport
Route

Route
Optimization

h) E-sourcing
E-sourcing included global benchmarking gain through bidding, identification of cost
competitive sources, introducing best sourcing practices, increasing efficiencies and
minimising costs, improving bottom line of the value chain. All these activities have saved
11.5% of total material cost.
OUTBOUND SUPPLY CHAIN

A customer survey and a study of benchmarks had come out with three major parameters for
service level targets which are Order to delivery time, Reliability of deliveries and Availability of
order status information. The customers could expect delivery in 5 days from the date of
payment for regular models for multi-axled vehicles the promised period was two -four weeks.
The second promise was that the age of the vehicle when delivered would be maximum of 90
days. Tight pipeline inventory norms were set for different models and markets and were met
through a new three tier distribution network.
Plant sales yards acted as national pools to hold rare models and excess of regional requirements.
The next tier was made up of the five regional stock pools, which ensured just-in-time supplies
to all regional sales offices. To understand customer needs and assimilate the knowledge, AL
adopted 4P Programme. Probe, Prioritize, Plan and Position. This worked in tandem with
manufacturing as part of cross-functional team (CFT). The CFTs worked towards continuous
improvement in the products and marketing. AL also built a marketing information system
(MIS) to monitor the trends and forecast demand from the input dealers and field executives.
Page | 16

Ashok Leylands Supply Chain Finance - Ashok Leyland general practice: Own dealership for
Spares and Original Equipment Vehicles. It follows Just in Time Process, where in Ashok
Leyland does not hold any inventory. Its suppliers held the Raw Material inventory and end
dealers held Finished Goods stock, thereby reducing their profitability and financial health. But
to improve the value chain of Ashok Leyland there needs to be an overall improvement of the
whole value chain of Ashok Leyland. So Ashok Leyland provides bank credit to dealers and
suppliers to manage their liquidity and financial condition.

Modified Supply chain

Page | 17

Product of Ashok Leyland

1. Buses
Page | 18

Leaders in the Indian bus market, offering unique models such as CNG, Double Decker and
Vestibule bus.

2. Trucks
Pioneers in multi axle trucks and tractor-trailers.

3. Engines
Diesel engines for Industrial, Genset and Marine applications, in collaboration with technology
leaders.
Page | 19

4. Defense & Special

Largest provider of logistic vehicles to the Indian army.

CUSTOMER BASE AND SEGMENTATION

Ashok Leyland, over five decades in the transport solution industry, offering a world class range
of trucks, buses, special application vehicles, and engines, touching millions across 40 countries
worldwide. Ashok Leyland has a loyal customer base.
Page | 20

Ashok Leyland is Brand name under the flagship of hinduja group. To sell is to know your
customers. Ashok Leyland has built-up a data base of 130,000 customers. The information
captures the business nuances of the customers and shows Ashok Leyland precisely where and
how the customer would use trucks. The company today knows much more about its customers
today than earlier.
Ashok Leyland has a large customer base for public transport buses, commercial vehicles,
defense and special vehicles for special purpose.it caters to different class of society which
includes individual buyer, industrial buyer, government buyer and defense also.

Segmentation of Ashok Leyland can be done on the basis of its user:Segmentation

Industrial user

Defense user
Public user

Government user

INDUSTRIAL USER-Industrial user includes transporters, Logistics Company, coal and mining
industry and other industries etc.
PUBLIC USER-Public user includes individual or passenger transport.
GOVERNMENT USER-Government user include state and central transport like DTC, UPSRTC
and other.
DEFENSE USER-Defense user include Indian army trucks, tanks and transport buses.

CONCLUSION
Ashok Leyland has got the world class engineering and to offer worldclass technology that is relevant and affordable to the Indian customer is the
philosophy that drives R&D at Ashok Leyland. The role of Ashok Leyland is
Page | 21

central in fulfilling the company-wide commitment to total customer Satisfaction.

Ashok Leyland has achieved ISO 9002 in 1993 and received ISO14001
certification in 2001 and many others. There are many world class product of
Ashok Leyland like Buses for Public transport Purpose, Trucks for commercial
purpose, vehicles for defense purpose and many other world class equipment.
As we know through this project that Ashok Leyland is also one of the leading
automobile manufacturer in the world and it also came to know that:-Provide
World class technology:-To offer world-class technology that is relevant and
affordable to the Indian customer is the philosophy that drives R&D at Ashok
Leyland. Over the years, this philosophy has been translated time and again into
products that seamlessly integrate international technology with local needs. "The
role of R&D is central in fulfilling the company-wide commitment to total
customer satisfaction" states Mr. R. Seshasayee, Managing Director, and adds that
the increased infrastructural and financial support expresses the company's
determination to become self-reliant in R&D. Provide Value to the customer:-The
immediate R&D priorities are to pro-actively address safety and environmental
issues, harness and adopt technologies that provide value to the customer in an
atmosphere enabling creativity and innovation. Powering those who "engineer
tomorrows" with an enabling infrastructure has been top priority for the company.

REFERENCES

Page | 22

Regional office-4th Floor, Leyland House, Plot No 76,

Institutional Area, Sector, Gurgaon - 122001
http://www.ashokleyland.com/overview
http://en.wikipedia.org/wiki/Ashok_Leyland
http://www.authorstream.com/Presentation/ram965-363010-ashok-leylandrevisedsupply-chain-11-trucks-entertainment-ppt-powerpoint/

Page | 23