Etiket arşivi: satınalma

Misconceptions About E-sourcing

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E-Auctions are very essential tools in a procurer’s toolbox and is capable of providing extraordinary value if appropriately applied. However, wrong implementation and sourcing strategies and a lack of the necessary expertise needed for a successful execution, oftentimes undermines the potentials and benefits that can accrue from e-sourcing practices.  This sometimes results in having disappointed and disgruntled sourcing teams that become open to myths and misconceptions about the true worth of e sourcing technology.

So with all these tales of woes hovering everywhere in the air and contaminating the minds of optimistic e-sourcing professionals, how then are we to determine what information is true and that which is a myth as far as modern sourcing techniques are concerned.

Listed below are 5 of the most popular of these false facts that are being peddled about e-sourcing

  1. E-sourcing techniques are only useful when opting for the lowest price goods or services.

This is so false! because negotiations don’t begin until at the end of a bidding process. This starts only after expected service offerings, product specifications and terms of contract has been agreed by both parties. Suppliers who then surpass these criteria are invited to participate in the negotiation process where the pricing is finally being considered.  With e-Auction, products, prices, quality and terms of purchase are clearly visible for all to see and suppliers can get involved in open competition. This process captures in a central location all the information that is needed so every player has equal opportunities to consider these factors before making business decisions.

E-Procurement has a lot more to offer than just competitive pricing – With e-sourcing you are able to get the best value that your money can buy.

  1. E-Sourcing is only used when offering commodity items and products, not services.

eSourcing techniques can be applied in numerous categories across the business world, not just with commodities and products. Services such as, cleaning, laundry and waste removal can be sourced online with significant savings to be realised at the end of the day. Sourcing experts can also identifying new online sourcing categories that might be relevant and specific to your business needs and likewise provide guidance on how best to go about it in order to receive great value for you and your business.

  1. Esourcing does not produce as much significant savings as is often described.

Regarding this particular line of thought, I can only say to you; “Why not try it out and see for yourself”. Too many companies these days no longer worry themselves about controlling her indirect spend because it is natural to regard it to be much smaller in size when compared to direct spend. However, you cannot even begin to imagine the huge amount of savings that can be realized in this category of spend, which includes; office supplies, computer equipment, floor mats,  hangers, display racks for retailers e.t.c. and any other item or supplies that your employees would ordinarily be needing. Smart procurement teams have realized this and are literarily not sparing any expense when it comes to all things procurement on behalf of their organizations. It’s time to get more creative with your company’s sourcing needs both in the direct and indirect categories of spend.

  1. eSourcing technology is a “one-size-fits-all.”
    This is so not true. Every organization’s procurement team have their own goals and tasks set out for them, and this is why a one-size-fits-all ranking being applied to all categories of suppliers is a recipe for disaster. Applying generic ratings to all service providers is usually not a fair and realistic strategy to adopt and practice in the world of esourcing technology. Different providers have their different strengths and service offerings even if they are operating in similar line of business. It is therefore important for the procurer to explicitly define expectations in each procurement exercise that he and his organization embark on. .
  1. Collaboration is not necessary when it comes to improving esourcing initiatives

Under normal circumstances, I’m sure we will all agree that collaboration breeds more creativity and innovation. So why should it be any different with esourcing practices? Decision making normally is a collaborative activity and collaboration with your procurement team and other stakeholders can help you gain tremendous insights that can enable you solve problems much faster and better. Opportunities that lie within collaboration are huge from both the supplier’s and the procurer’s end. Apart from the significant cost savings that can be obtained from economies of scale achieved through collaboration, collaborators also stand a good chance improving their current decision making process and sourcing initiatives by sharing ideas and experiences and also exchanging notes on past practices that have worked out well for them and their respective procurement teams.

Are E-Auctions too Price focused?

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Unless you are one of those who when at the point of making a purchase, especially online would settle for the first and only option you are provided without seeking alternative brands and price offerings, then I don’t think this is a fair question to ask. Given the vast and endless opportunities provided by the internet, procurers will definitely seek out the best options available to them before settling to buy. Although there is more to online procurement than just pricing, negotiating so as to get the least price possible is definitely top priority for any smart procurer.

Online auctions take advantage of the internet to allow procurers arrive at the true market prices for goods and services being sought for. Most online auctions usually go the route of the “reverse auction” whereby  suppliers in a bid to win over customers tender bids that are lower than those of her competitors and this is the practice that seems to make e auctions appear too price focused. This Increased participation for a buyer’s business would naturally drive down the price. Nevertheless, this doesn’t imply that the lowest price will automatically win the bid; modern day auction technology allows the procurer and supplier to consider factors other than pricing. Factors such as quality, brand, reliability, guarantees,  experience, delivery speed, Warranty, volume discount, technical specifications, delivery dates, shipment methods, legal conditions, customer support, financing options e.t.c. All these are additional specifications that buyers can build into their RFQs and present electronically via the internet to an endless list of suppliers.

e- Auction tools are beneficial to both sellers and buyers. In the long term sellers will benefit by seriously pruning down their sales force since most of their sales will be performed online, saving huge staff costs and other incidental costs associated with maintaining a workforce. Likewise in the short term, buyers can immediately experience reasonable savings from online procurement options.

Other Benefits of e-Auctions

The advantages are extraordinary. In spite of the fact that e-auction tools are different based on individual suppliers, e-autions normally permit purchasers to consult with a good number of suppliers and vice versa all at the same time rather than in a sequential order as in physical procurement. This tends to save the procurer and supplier a lot of time and resources. Purchasers taking an interest in the site’s offering possess the capacity to reduce negotiation periods from about two months to as little as two weeks, empowering e-procurement administrators to focus more attention on other projects and tasks rather than a staggering amount of paperwork

Similarly, there is no need any longer for e-procurement managers to spend hours and hours in one-on-one meetings with potential suppliers sometimes even travelling and arguing over contract terms and details.  Instead, a buyer is simply expected to fill an RFQ (of which several e-negotiation platforms already have templates available) that he submits online. Likewise, suppliers are also capable of replying such requests electronically by submitting online proposals that provides detailed information such as price discounts, delivery dates and shipment methods. E-Auction platforms that has e-negotiation features essentially creates a level playing field for all suppliers who are provided the opportunity to compete, as most times e-auction processes are transparent and the results are clearly visible for all to see

It’s now obvious that there are other reasons that drive the demand for e- auctions  other than significant cost-savings, hence it would not be fair to say that e-auctions are too price focused. Unlike online auctions whereby it is the person with the lowest bid that wins, e-auction activities that feature e-negotiation tools is a huge leap towards a much broader seller – buyer online collaborations. In fact there currently appears to be a shift in focus from price based bargains to quality and performance based bargains amongst procurement professionals, so the argument that e-auctions are too price focused no longer hold water.

There’s even more, e-Auction solutions also provide a fair competing ground for all suppliers to compete for business. Buyer’s can deliver RFQs electronically and can even adopt readymade templates with only a few adjustments and likewise suppliers can deliver their proposals to the buyer via the same medium saving both parties a lot of time and resources. These proposals can also be evaluated electronically based on buyer’s specification thereby easily eliminating unqualified applicants saving also time and making sure that only the exact specifications are considered for purchase.

There is no denying of the numerous impacts that e-Auction technology has had, and will continue to have, in this industry. Buyers and sellers are no longer relying on e-marketplaces to just simply play matchmaker. But with huge opportunities at significant cost and time savings, better quality, stronger collaborations, self-empowerment, more functionality, and improved supply chains, e-auctions will continue to be the way to go in the procurement industry both now and in the near future.

Indirect Spend Categories to Make Cost Reduction

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Over the past five years, purchasing/supply groups in well-managed companies have made significant progress in reducing the price of inputs. Since specific direct materials are often associated with distinct Strategic Business Units (SBUs), managing this spend is usually accomplished through center-led commodity groups, with sourcing decisions and administration occurring at the SBU. Though most companies are generally satisfied with the efforts they have made in strategically sourcing their direct goods and services, most companies are still attempting to gain comparable control and results with their indirect spend.

Indirect spend is receiving increased attention from the senior management of large corporations. On average, indirect spend equals about 50 percent of a company’s purchases. Unfortunately, a significant amount of indirect spend is not purchased using the organization’s purchasing/supply function or purchasing processes. Senior management has realized that reducing or eliminating indirect spend offers an opportunity to favourably affect a company’s cost structure. Examples of indirect spend include: professional services, utilities, company travel, office products, and waste Management, facility management e.t.c However, spend that is indirect for one company may be direct for another. Furthermore, segmenting direct and indirect spend can be very difficult, particularly for service companies.

With increased outsourcing of non-core capabilities, the growth of the service sector, and increasing cost pressure, the importance of managing indirect spend is increasing.  A recent survey conducted by The Aberdeen Group recently reported that about 70 percent of procurement executives cite indirect spend as a top focus for controlling and reducing cost. Procurement executives know that indirect category management now presents a significant opportunity for cost management, gross profit and margin growth. More procurement groups now seek to drive a larger volume of contracts through their organizations. They want to manage and negotiate better rates and achieve tighter compliance with both financial and regulatory controls. And they believe that more attention to indirect spend and the multitude of suppliers in those categories can yield savings without distracting management attention from compliance or strategy.

Some of the top 5 Categories where companies can successfully achieve significant savings in indirect spend include:

Marketing Services

Marketing spend is defined as `external expenditures on services related to marketing’. Marketing spend categories usually include printing services compatible to goods,  agency/creative services, and other non-creative services,  Buying Marketing Services is often regarded as one of the highest budget areas within an organisation, hence the role for Procurement has increased considerably in recent years focusing on improving quality, delivery times and innovation.

 

Waste Management

Waste management is the “generation, prevention, characterization, monitoring, treatment, handling, reuse and residual disposition of solid wastes”. There are various types of solid waste including municipal (residential, institutional, commercial), agricultural, and special (health care, household hazardous wastes, sewage sludge). The term usually relates to materials produced by human activity, and the process is generally undertaken to reduce their effect on health, the environment or aesthetics.

 

Professional Services

Organisations often employ professional services for assistance with strategy, management, and other functional services such as legal, Human Resources etc.  Procurement can demonstrate value by providing insight to spend, supplier sourcing, realising savings and organising efficient, economical purchasing processes.

 

Office Supplies

Office Supplies can be defined as all items which have the objective of retaining or restoring a piece of equipment or system, to a state in which it can perform its required function. These are items which are used in production but do not become part of the end product and include hand tools, spare parts, lubricants and cleaning supplies e.t.c. They are goods acquired for the purpose of current operation; items that are consumable, sometimes perishable or short lived, and are subject to material change. They could also be items of a durable nature such as wastebaskets, small tools, bookends, file cabinets, chairs, calculators.

 

Facilities Management

Procurement is often involved with many of the services bought in, to support the building and people within an organisation – often referred as Facilities management (FM). FM is a significant area of spend for most organisations, traditionally defined as soft (people focused) and hard (engineering focused). Approaches for managing FM may be centralised or decentralised, either through several direct contractors or via an integrated FM supplier which provides all services.

E-ihale sistemini Ektin Şekilde Kullanmak

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Bir e-satınalma yazılımına kaydolmak aslında amaç değildir önemli olan yazılımı etkin şekilde kullanabilmektir.

Satınalma departmanları için bir numaralı hedef genellikle tasarruflardır. E-ihale ise o hedefe  en hızlı ve en iyi şekilde ulaşmak için bir araçtır.

O hikaye tanıdık gelebilir,

Bir egzersizin sizin için iyi olduğunu biliyorsunuz; Geçmişte bunu zaman zaman yaptınız ve sonuçlarını hep gördünüz.

Bununla birlikte, günlük yaşam koşuşturması sizi geride bırakıyor ve spora yapabileceğiniz bir program olmadan istediğiniz sıklıkta gitmiyorsunuz.

Yani, bir şey ödemenin sorunu çözeceğini umarak yıllık bir spor salonu üyeliğine sahip olursunuz.

Ancak bunu günlük rutininizin bir parçası haline getirmeksizin gerçekleştirmek zordur.

Egzersiz gibi, e-ihale de kanıtlanmış ve sonuçları  iyi belgelendirilmiştir.

% 12-20 tasarruf

Şeffaflık  vb

Aberdeen Group’a göre

Uluslararası Firmaların  % 68’i e-satınalma sistemi kullanıyor, diğerlerinin % 45’i bu sistemi kullanıyor.

Maliyet azaltma , Satınalma ekipleri için en önemli konuların başında gelmektedir, ve geçen yıla göre  %20 oranında bir önem kazanmıştır.

Stratejik satınalma, çoğu satın alma departmanı için en önemli tasarruf kaynağıdır.

Tasarruflar, en iyi tedarik performansı ölçütü olmaya devam ettiği için,satınalma  ekibinin yeteneklerini ve sürecini geliştiren (ve sonuçları iyileştiren) araçlara ve kaynaklara yapılan yatırım mantıklıdır.

Bütün bunlar göz önüne alındığında, çoğu kuruluşun e-ihale  platformlarından tam olarak faydalanamaması neden? Yapılan araştırmalara göre şirketler yapabileceklerinden daha az elektronik ihale yapmaktadırlar.

Peki, kuruluşunuzun e-satınalma araçlarını daha etkin kullanmasını nasıl sağlayabilirsiniz? Spor salonundan öğrendiğiniz dersleri kullanın:

Kolaylaştırın(süreçleri)

Onu günlük rutinin bir parçası yapın

Uzman desteği mevcut  bulunsun

Hedefleri belirleyin ve onları takip edin

Bu basit adımları izlerseniz, yılda 10 e-ihale etkinliğinden 50 veya daha üzerine çıkabilirsiniz.

HOW TO IMPROVE COMPETITION WITH FEW SUPPLIERS

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The use of on-line auctions (e-auction) has increased rapidly in the last few years. Since they came onto the purchasing scene in the late 1990’s through the development of internet-based applications but just like with every other breakthrough events and technologies, e-auctions too come with its attendant risks and it is important that buyers and suppliers understand what these risks are so as to mitigate against its effects. Some of these risks are;

  • Bids not having enough qualified and competent suppliers;
  • suppliers not being able to demonstrate the overall value of their product or service and
  • Oversimplification of requirements to ‘fit the system’.

Without effective change management expectations may never be reached and inexperienced suppliers may bid below a sustainable price which makes the entire process unattractive to qualified and competent bidders. If a supplier suffers from a bad e-auction experience, then it is likely they may be reluctant to enter into the process again. Try to make sure that before rolling out an e-auction programme, the process is as fair and transparent as possible and has been approved by a pilot group including suppliers and that feedback from the pilot process is enacted on.

Some of the reasons why suppliers may be reluctant to participate in an e-auction bidding include;

  1. Unsuitable commodity/service – this might be an item where there is no competition in the market place, or that is too complicated to specify or largely cannot be specified
  2. Lack of competitive supply base – if a product or service does not have at least three suitable suppliers, then the e-auction process is not generally suitable
  3. Poor training of buyer/supplier – getting things right first time is imperative to build trust amongst suppliers in your company’s e-auction process
  4. E-Auction timing – If you are inviting suppliers to participate from a different country and time zone, take care that if the timing chosen to run the auction is convenient to those suppliers.

So what if you are running a bidding process and there are not enough suppliers to make the process as competitive as you would want, what do you do?

Highlighted below are some of the strategies you can adopt to find your way around that problem

1.Supplier implementation

Firstly the best good advice I can give to you is that it is important to get supplier input during the pre-bid (for example through participation in building the RFx) to ensure that they feel a part of the process. One key advantage of this is that this dampens emphasis on pricing and buyers and suppliers can focus on understanding and meeting technical elements of the bid, i.e. meeting the customer’s real needs and this can help to produce the desired results even when participation is not very robust.2.

2.Getting supplier buy-in

There is more supplier acceptance of online auctions than there once was, but still you need to tread carefully to get their buy-in. Visit suppliers or invite them to briefings to explain carefully the principles not just of auctions, but more broadly of online sourcing. They will have concerns, but they will have useful input too: they know their businesses better than you do, and what they tell you will help you optimise your strategies for online bidding events. As a result of hard talking up front, online sourcing will help you to create precise and detailed RFQs that will improve communication and reduce business risks further down the road.

3. Driving Best Practise

In order to improve on the numbers and achieve a more competitive bidding process, a procurer needs to put some people, process, performance measurement and knowledge capabilities in place. The first requirement is a clear understanding of the supply base and the criticality of each supplier to the business. Typically an organisation can segment between strategic partners, value-added suppliers and commodity product suppliers. One will also need to build up market intelligence in order to gain a clear understanding of the dynamics of the market sectors and to define sector strategies – for example properly crafted online RFQs and RFPs can help expedite the communication between buyer and suppliers and can help drive a standardised sourcing process across the organisation.

4.Training

Lastly the importance training and retraining of suppliers as to the workings of your online procurement process cannot be overemphasized. Many buying organisations underestimate the amount of time it takes to educate suppliers in online auction tools. Suppliers with less tech-savvy sales teams may need some extra handholding through their first events, and here the assistance of the auction technology provider can be invaluable. Bidders need feel more comfortable about participating in the process especially when there is a limited number of them.

E-ihale,Elektronik ihale Uygulamaları

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Elektronik ihale artık dünyada olduğu gibi Türkiye’de de etkisini ve gücünü göstermeye başladı. Hemen hemen tüm büyük firmalar e- ihale sistemi ile tedarik zincirini iyileştirip güçlendiriyor. Sadece Türkiye’de değil dünyadaki büyük satın alma gücüne sahip firmalar ile buluşma imkanı sağlayabiliyor. Birden fazla tedarikçinin bulunduğu e- ihale platformunda bütün tedarikçi firmaar birbirinin alım gücünü görebildikleri için de haksız bir rekabet ortadan kalkarken tedarik zinciri oluşturmak isteyen firma için de çok iyi bir kazanım sağlanıyor. E- ihale hizmeti veren firmalar çok iyi seçilmeli ve çok iyi bir raporlama süreci sunmalıdır ki bu sistemi kullanmak isteyen firma en iyi kazanımını sağlayabilsin.

E-ihale yöntemlerine ve uygulamalarına bakıldığında bu avantajlar göze çarpıyor. İyi bir ihale sonucunda yüksek kazanım, şeffaflık, doğru rekabet,iyi bir raporlama vb e- ihale uygulamalarında bu avantajlar sağlanırken şirketler de e- ihale yöntemini kullanarak bu uygulama ile gelişmeye devam ediyorlar. Bu sayede de e- ihale uygulamaları da Avrupa’da olduğu gibi ülkemizde de gelişerek ve hızla yayılarak büyüyor. Bu da tedarik zinciri için  en iyi fiyat teklifi anlamına gelebiliyor.

Elektronik ihale bir şirketin tedarik zincirini alımındaki en son aşamadır. E-ihale uygulamasında alım konusunun başarılı olabilmesi için öncesindeki hazırlık aşamaları büyük önem taşımaktadır. Alıcı firmanın ihaleden kazançlı sonuç alması için iyi bir hazırlık sürecinden geçmiş olması gerekir. Satın alma işlemleri sırasıyla satın alma talebinin yetkililere ulaşması ile başlar ve devam eder. Bundan sonraki adım ise idari ve teknik şartların belirlenmesidir. Alım sürecinde hizmeti belirlenen şartlara göre tedarik edecek ve tedarik zincirini oluşturacak firmadan ilk teklifler alınır. Bu süreç ile e- ihale uygulaması devam eder. Tedarik zinciri oluşturmak isteyen firmaların ihalesine yapılan bu teklifler değerlendirildikten sonra e-ihale sürecine geçilir.  Alımın e-ihale ile sonuçlandırılması içi uygun koşulların sağlanması ve kazancın bu uygulama çerçevesinde olması son derece önemlidir. E- ihale sürecine dahil olacak firmalar ile teknik bilgiler eksiksiz ve eşit şekilde paylaşılmalıdır. Eksik bilgi ve yanlış bilgi ihalenin başarısızlığına neden olabilir. Bu yüzden iyi bir elektronik ihale hizmeti veren firma ile çalışmak önemlidir. Tedarik zincirini satın almak isteyen firma tekliflerini hep belirli düzeyde yapmalıdır. Yani verdiği teklifler arasında uçurum var ise bu olumsuz bir sonuçlanmaya neden olacağı için başından beri verdiği teklifte istikrarlı sürekli artan ya da azalan bir teklif sunmalıdır. Satın almayı isteyen firmalar arasında kalite, içerik ve teknik açıdan eşitlik olması söz konudur. E- ihale uygulamasında şartlar her zaman eşit olmalıdır.

E-ihale uygulamasının başarılı olabilmesi için aynı zamanda da tedarikçi firmanın yani ihaleye katılacak satın alma gücüne sahip olan firmaların sayısının yeterli olması gerekir. En az iki firma ile ihale yürütülmelidir ki iyi bir rekabet ortamı sağlanabilsin ve tedarikçi firmalar eşit şekilde rekabet ederken alıcı  firma da kazanımını sağlayabilsin. E-ihale uygulaması son bulduğunda ve ihale sonuçlandığında alımı gerçekleştiren firmanın kararını tedarikçi firmalara bildirmesi, bir sonraki alım süreçlerini de etkileyecektir. Kalite buna göre artacak ve e-ihale sistemine talep de buna doğru orantılı olarak yükselecektir.

E- ihale uygulamalarında satın alma güçlerini kontrol edebilmek ve adil bir rekabet platformunda satın alma gerçekleştirmek firmalar için büyük avantaj sağlamaktadır. Firmaların e-ihale uygulamalarında kazanım sağlayabilmesi yine belirtilen kriterlere uyması ile olabilir. Yine de dünyada ve  Türkiye’de bir çok büyük şirket tarafından uygulanan bu yöntem doğru yol izlendiği taktirde asla kaybetmeye olanak vermeyecektir.

https://www.bideg.com/?lang=tr

Arçelik Tayland’da fabrikası kuruyor

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Arçelik, Tayland’da buzdolabı fabrikası kuruyor.

Arçelik, Avrupa ve Afrika’dan sonra Asya’ya da yatırım yapıyor. Tayland’da temeli atılan buzdolabı fabrikasının 2015’te üretime geçmesi için çalışmalara başlandı. Fabrikanın üç yılda 800 bin buzdolabı üretmesi planlanıyor.

 Avrupa, Ortadoğu ve Afrika (EMEA) Bölgesi’nin 2’nci büyük beyaz eşya şirketi olan Arçelik A.Ş.,  Güney Doğu Asya’da üretim merkezi olarak Tayland’ı seçti.

 

Stainless steel Demand

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Stainless steel REPORT 2014

According to distribution group Damstahl,  demand from fabricators have slowed somewhat,
but orders from stockholders are substantially down. Stockists do not want to receive any new material this year and wait as long as possible with orders for 2015 by checking further nickel price development.

Stainless steel base prices have not increased in Q3/14 and production volumes have decreased   compared to  Q2/14. Currently, base prices are under pressure again and show a downward tendency. Chinese mills still sell significant volumes of 304 CR coils up to 300 EUR below European mills prices.

According to Damstahl Report ,European stainless crude steel production is expected to reach 7.5 mill. ton in 2014 (+5.5% compared to 7.1mill. t in 2013). Production is expected to be considerably higher in Sweden (+10%) and Slovenia (+14%), while on the other hand Germany after the closure of Krefeld – will show a 10% decline of production in 2014.

NICKEL: LME prices fell from almost 20,000 USD/t in the beginning of September to around 15,500 USD/t in   mid-November. Demand from European and especially Chinese mills remained subdued after the summer period. Falling Nickel pig iron  production in China might put nickel prices under pressure in Q1/15, but there is no Nickel pig iron  shortage so far as China was able to stretch Indonesian material with NPI ore from the Philippines. Hence the gap compared to last year’s NPI production is less than 100,000 t this year.

Source:Damstahl

 

Turkish scrap metal industry

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Turkish scrap metal industry

China which is one of the largest consumers of all kinds of metals in the world is not the biggest scrap  importer in the world. Turkey is the largest   scrap metal importer  in the world.

US, Germany, Britain, Russia etc are sending the biggest volumes of their recycled scrap metals to Turkey.

After Turkey, South Korea is the second largest scrap metal importer in the world.

India is the third largest scrap metal importer in the world.

According to report  30 percent of US scrap exports went to Turkey, while Britain sent 32 percent, Russia 47 percent,  Netherlands 30 percent, Belgium 37 percent and Germany 7 percent of exports to Turkey.

Turkish steel sector January-July of 2014

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Tosyalı is investing about USD 3.5 billion in mills and power plants as it expands in Algeria.

Bloomberg reported that Tosyali Holding AS, a Turkish steelmaker, is investing about USD 3.5 billion in mills and power plants as it expands in Algeria and adds a specialized steel plant with Toyo Kohan Company for food packaging in Turkey.

Mr Fuat Tosyali chairman of Tosyali Holding said that “The company is investing USD 1.3 billion to expand capacity at an ore to steel plant in Algeria. The steelmaker also plans USD 1.7 billion, 1,300 MW power plant that will burn imported coal in Iskenderun, on the eastern Mediterranean coast of Turkey and where Tosyali is based.”

Mr Tosyali said that “The company’s joint venture with Toyo Kohan is investing USD 425 million in the packaging steel plant in Osmaniye, in the south of the country. We want to grow in Turkey but also benefit from the growth of other countries. Most of those investments are planned for 2015.”

He said that “Acquisitions at home and abroad are also on our agenda, but not that urgently. The company doesn’t plan any initial public offering of the holding or its units in the short or medium term.”

Source – Bloomberg

Turkish steel sector  January-July of 2014

Turkish steel sector  export during the period of January-July of 2014 is 8.07 billion dollars in value and 10.6 million tons in amount basis.

When you compare with last year,%5,1 decrease in value and %6,7 decrease in terms of value (tons).

Turkey’s exports to Iraq declined by 30 percent in July and this will effect the yearly export target.