Cemex: Mexico's Global Giant


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Case Details:

Case Code : BSTA065
Case Length : 16 Pages
Period : 1990 - 2003
Organization : Cemex
Pub Date : 2003
Teaching Note :Not Available
Countries : Mexico
Industry : Cement

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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Excerpts Contd...

The Cemex Way

The Cemex Way advocated wholeheartedly embracing new technology and imposing tightly controlled standards worldwide. It aimed at making operations more flexible and freeing up cash so that it could be spent on value adding activities like plant modernization and acquisitions...

The Emerging Scenario

In the 1990s, the global cement industry had gone through a process of consolidation. The total production capacity of the top five players had increased from 11% in 1990 to 39% by 2001. The per tonne acquisition costs in the South Asian cement industry had climbed from $60 in 1999 to around $80-$85 in 2001.

Global players like Lafarge and Holcim were aggressively capturing more market share in Asia. Lafarge had taken over TISCO's cement plant in India along with three other plants with capacity of 5mtpa...

Exhibits

Exhibit I: Cemex: Mission Statement
Exhibit II: Global Cement Industry- Profile of Major Players
Exhibit III: Cemex: Sales by Region, 2001
Exhibit IV: Profile of key markets: Bagged Vs Bulk cement
Exhibit V: Cemex's Growth Strategy
Exhibit VI: Cemex's Acquisitions: A Timeline
Exhibit VII: Evaluation of Fit
Exhibit VIII: Cemex Sales, EBITDA and Assets by Country (2001)
Exhibit IX: The Savings from CEP in 2001
Exhibit X: Profile of Cement Markets in India and China

Exhibit XI: Cemex: Net Debt
Exhibit XII: Cemex: Consolidated Balance Sheets from 1998 to 2002
Exhibit XIII: Cemex: Consolidated Income Statements from 1998 to 2002

  

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