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Otto Fuchs to build in USA a new 56,000 Tons closed Die Forging (US)

02-03-2014

Category : Strategy

 Otto Fuchs

 Weber Metals Inc. is in line to install the largest aerospace  press in North America as it takes aim at a growing market for big forgings,  industry sources said. Paramount, Calif.-based Weber has been tentatively selected by German parent  Otto Fuchs KG as the site for a 56,000-ton press, these sources said. Weber’s  largest press is currently rated at 33,000 tons, according to its website. Weber Continue Reading

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Times Have Changed’: New Plan For a Century-Old U.S. Steel Mill (US)

23-02-2014

Category : Strategy

US Steel

U. S. Steel’s sprawling Fairfield Works west of Birmingham, Ala., includes both flat-rolled and tubular steelmaking and finishing facilities. Fairfield Tubular Operations, the facility’s seamless pipe mill, can produce more than 750,000 tons of seamless tubular products every year, primarily for OCTG markets. Pipe produced at the facility ranges in size from 4-1/2” to 9-7/8” outside diameter. (Credit Photo @ US Steel)

U.S. Steel Corp.X -0.44% CEO Mario Longhi, who is under the gun after having to announce Monday that his Pittsburgh-based firm lost $2.1 billion in 2013, is starting to make real moves. On Tuesday — the day before he welcomes President Obama at a plant in Pittsburgh — Mr. Longhi said that the company would apply for permits to replace its blast furnace at a plant in Fairfield, AL with an Continue Reading

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VSMPO to supply Snecma with forgings for a thousand of aircraft engines (US)

22-02-2014

Category : Strategy

VSMPO TITANIUM

(Credit Photo @ Rostec)

In 2014, the VSMPO-AVISMA Corporation, OJSC plans to ship more than one thousand titanium billets for aircraft engine rotors to the Snecma aerospace company. The corporation’s press office told RusBusinessNews that a delegation from Snecma has visited VSMPO-AVISMA’s business in Verkhnyaya Salda. Foreign experts have studied the technology of producing titanium products Continue Reading

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Forgiatura Marcora to build a new 60 M$ plant in Brasil for Oil & Gas Market (US)

12-01-2014

Category : Strategy

Forgiatura Marcora

Forging Processes at Forgiatura Marcora  ; The forging process starts as soon as the correct workable temperature get to 900°C and 110°C. Through a process of reduction ( for crushing) we can get the most various shaps. It is the reduction of the material that really increase the quality of a forged product. (Credit Photo @ Forgiatura Marcora )

(Portugese)

Um projeto entre as italianas Forgiatura Marcora e Fomec com a brasileira Gaia Partners instalará em Seropédica, Região Metropolitana do Rio, uma unidade fabricante de aços especiais para a cadeia da indústria do petróleo e gás do Rio de Janeiro. A parceria prevê investimento de R$ 120 milhões e criação de 100 postos de trabalho. A Companhia de Desenvolvimento Industrial (Codin) negociou a vinda da forjaria para o Rio e já prevê a instalação de uma unidade de outro grupo estrangeiro no setor. “O interesse no setor de forjaria tem a ver com a cadeia de petróleo e gás, que continuará crescendo muito. São empresas que atraem fabricantes de partes e peças. Com isso, aumenta a oferta de conteúdo nacional”, disse a presidente da Codin, Conceição Ribeiro. A unidade de Seropédica entrará em operação em 2015 e fornecerá até 40 mil toneladas/ano em aços especiais para utilização em equipamentos de exploração em condições submarinas. Para o secretário de Desenvolvimento Econômico, Julio Bueno, o investimento se enquadra nos esforços que vêm sendo feitos com foco no mercado subsea.  “A instalação de uma forjaria adensa ainda mais a cadeia produtiva disponível para a indústria de óleo e gás. O investimento é fruto da política de atração do Governo”, explicou Bueno. O Estado dispõe de mecanismos para a atração de novos empreendimentos, como concessão de incentivos, infraestrutura e financiamento. Estima-se que, até 2020, serão investidos US$ 100 bilhões em equipamentos submarinos. Para atrair fornecedores do segundo e do terceiro elo da cadeia, a secretaria está desenvolvendo o polo fluminense de subsea.

(US)

Forjaria Marcora do Brasil (Marcora Forgery), a specialty steel maker, has announced its plans to build a new production facility in the Seropédica region, state of Rio de Janeiro in southeastern Brazil. The investment of approximately US$ 60 million is said to create one hundred jobs. Production foreacasts call for an output of 40 thousand tons per year of specialty steel, to be used in subsea equipment manufacturing. The project results from a partnership between Italian players Forgiatura Marcora and FOMEC and Brazilian investment firm Gaia Partners. Marocra currently supply its production to Brazil from its mabufacturing facility in Milan, Italy. ”Setting up a new facility in Rio de Janeiro is a reward Continue Reading

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Innovation is key to manufacturing revival: Baba Kalyani, chairman Bharat Forge Group

30-12-2013

Category : Strategy

Baba-Kalyani

India needs to focus on innovation and not just production to succeed, says Baba Kalyani, chairman of Bharat Forge Group. The vision to increase the share of manufacturing in national GDP from 15% to 25% and create 100 million jobs in the next 10 years can be achieved by putting in place an enabling framework and implementation mechanisms, he tells ET.

Can you suggest ways to stimulate manufacturing in India?

The priority must be to create a strong domestic manufacturing base which will give an impetus to investment, employment and exports. Our strategy should be based on indigenisation and import substitution. The government must provide opportunities for domestic companies to participate in sectors in which the country continues to depend on imports. Ironically, in all these industries, there are several Indian companies with skills, capabilities and technologies to meet the country’s requirements. Some of our companies are world leaders in their respective businesses but unfortunately are denied a level-playing field to compete in our own market. On the other hand, foreign companies are using opportunities in India to strengthen their businesses and their country’s economies.

Should Indian manufacturing be benchmarked against global standards?

Over the past decade, a large number of Indian manufacturing companies have globalised their businesses. Some of them have emerged as global leaders because of which India has gained recognition as a global manufacturing power and a key player in the new knowledge age. The emphasis on innovation and technology in our companies has resulted in a few of them establishing global benchmarks in product design and development, manufacturing practices and human resource capabilities. However, there is no room for complacency.

Should Indian companies look at more exports and value addition?

Indian companies’ performance over the past year shows that the significant exporters are relatively less impacted by the domestic slowdown. From an operational perspective, exports challenge companies to design, develop, manufacture and supply products to discerning customers in global markets. This in turn motivates companies to scale up the value chain, which results in higher realisations.

What are the challenges to the sector’s revival?

There are challenges at the policy as well as operational level. From the policy perspective, we need to accelerate our efforts Continue Reading

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Universal Stainless to Provide VIM Capacity to Haynes International (US)

23-12-2013

Category : Strategy

Universal stianless

Employees of Universal Stainless work in the melt shop of the company’s Bridgeville plant. Profit sharing is one perk of working for the company. (Credit Photo @ Keith Hodan/Pittsburgh Tribune-Review )

BRIDGEVILLE, Pa., Oct. 29, 2013 — Universal Stainless & Alloy Products, Inc. (Nasdaq:USAP) announced today that it has entered into a long-term agreement with Haynes International, Inc. (Nasdaq:HAYN) whereby Universal Stainless will provide Haynes with vacuum induction melting (VIM) capacity as well as with forging services on a conversion basis. In turn, Haynes will provide Universal Stainless with technology expertise for producing advanced nickel-based alloys. Dennis Oates, Chairman, President and CEO of Universal Stainless, commented: “This agreement with Haynes advances our plan to leverage the capabilities of our North Jackson facility, namely its VIM melting capacity and radial forge, while enabling us to benefit from Haynes well-established expertise in producing technologically advanced alloys, in line with our plan for North Jackson and for Universal overall. For Continue Reading

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Forgemasters unveils its new Development Strategy (US)

19-12-2013

Category : Strategy

Sheffield_Forgemasters
White heat of technology: it’s a far cry from basic “metal bashing” at Sheffield Forgemasters  (Credit Photo @ The Telegraph)

Sheffield Forgemasters’ steel and engineering business has a proud past, but now technology is the flame attracting new customers

Sheffield Forgemasters sounds like a relic from Britain’s industrial past, perhaps where the characters in The Full Monty worked before they had to resort to stripping. But, quite simply, it isn’t. The steel foundry and engineering business makes advanced components for blue-chip companies including Royal Dutch Shell, Rolls-Royce and BAE Systems, and gets 80pc of its £110m revenue from exports. The company certainly has an illustrious past. It has been in Sheffield since the 19th century, when the South Yorkshire city made more than half of the world’s steel, and made engine parts for Spitfires and Lancasters during the Second World War. Chief executive Graham Honeyman pays a respectful nod to this weighty heritage, and then leaves it firmly in the past. “I’m not a history man, I have to be honest,” he says. “We have a completely different vision for the company now, even from 10 or 15 years ago. We’ve invested in technology and that’s how we survived. I like the heritage but I don’t rely on it to take us forward.” Sheffield Forgemasters still produces rolled steel and castings, but it is all a far cry Continue Reading

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Midhani expects upcoming facility to open exports (US)

01-12-2013

Category : Strategy

Midhani 002

By next year November, the company expects its capacity to more than double from the existing 6,000 tonne with the new plant up and ready

Mishra Dhatu Nigam Ltd (Midhani), working under the aegis of Defence ministry, expects its upcoming Rs 200-crore manufacturing facility here to open export opportunities in the areas of ferro alloys, advanced ultra-super critical alloys in the power generation. “By next year November, with the commissioning of the new plant, our capacity will more than double from the existing 6,000 tonne. The fresh capacity allows us to do a business of Rs 1,500 crore. Consequently, it opens a window of opportunity for exports,” said M Narayana Rao, chairman and managing director, Midhani. The company clocked sales of around Rs 550 crore last year with a capacity utilisation of 40-55 per cent. For the current financial year, it expects this to touch Rs 600 crore. Its customers include space sector, defence, atomic sector and civilian needs. “We are in the process of strengthening the research and Continue Reading

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Metal Ravne Invests in a new 45/60 T VD/VOD Secondary Steelmaking Unit (US)

03-09-2013

Category : Strategy

Metal Ravne SMS VOD

From left: Alberto Bregante, Chief Executive Officer, SMS INNSE; Tibor Šimonka, President of the Board of Directors of the SIJ Group – Slovenian Steel Group; Michael Thiehofe, Managing Director, SMS Mevac (Credit Photo @  Metal Ravne)

 

30.07.2013  -SIJ Group – The Slovenian Steel Group and its subsidiary Metal Ravne signed a 12.5 mio EUR agreement with the SMS Group to finish the investment into the new ladle furnace and a new vacuum station (VD/VOD) in the Steel Plant of Metal Ravne‘s  secondary metallurgical centre. 

Ljubljana, Monday, 29 July 2013 The SIJ Group – Slovenian Steel Group and its subsidiary Metal Ravne signed at the end of last week an agreement with companies from the SMS Group – the Italian SMS INNSE and the German SMS MEVAC which binds them to finish the investment into the new ladle furnace and a new vacuum station (VD/VOD) in the Steel Plant of Metal Ravne ‘s  secondary metallurgical center within the agreed time schedule till the first quarter of 2015. Contract value is 12.5 mio. EUR and it represents the major part of an 18.2 mio. EUR investment project. With the new investment, Metal Ravne, SIJ Group –  The Slovenian Steel Group plans to increase its annual production of highly demanding special steels by 10,000 ton finished products. This will allow them to restructure their production program with focus on products for the demanding segment of steels with high added value. Nevertheless, tool steels remain the core of Metal Ravne production and sales program. Investment into VD/VOD technology complements perfectly the last major investment at Metal Ravne – the electroslag remelting plant (ESR). This investment brings us again closer to our aim to become a more visible global player in the segment of construction Continue Reading

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Forgerossi & Siderforge Agree to Merge (Italian)

29-07-2013

Category : Strategy

Forgerossi & Siderforge

Forgerossi President Luciano Giacomelli with  Siderforge President Ginapetro Canale agree to merge from January 2014 (Credit Photo @ Gionale Di Vicenza)

(US)

Italian Forgemasters continue to consolidate their activities By Mergers & Acquisitions operations. One year after   the creation of the M&M forgings a JV between 2 Forgemasters:  Mamé & Monchieri, 2 others Italian forging companies  Forgerossi & Siderforge agree to merge from January 2014.

  The new group

  • The name of the new group: Siderforgerossi Group
  • The Turnover of the new group will be more than 200 million euro.
  • The merger operation was conducted with the support of Deloitte Consulting.
  • The industrial plan will be presented from October, 15, 2013.
  • The new group will be start from January 2014.
  • The shares of the new group will be  held by 5 persons.
  • The new group  employees will  be  500 in Italy and  600 abroad

Forgerossi :

  • President : Luciano Giacomelli
  • Turnover 2013 :  90 Million Euro
  • Founded in  1908
  • Products  : Carbon Steels, Special Steels , Stainless Steels
  • Dimensions  up to   2400 mm
  • R&D : collaboration with  Vicenza  University  to develop high performances alloys  

Siderforge :

  • President : Ginapetro Canale
  • Turnover 2013 :  120  Millions Euro
  • Founded in 1981
  • Production : 75.000 tons/year on  2 facilities
  • Acquisition :  Siderforge acquire  in March, 2013 the  majority stakes of the Indian  AMW-MGM
  • Products : Carbon Steels , Special Steels, Stainless Steels,  Superallloys

AA 

(Italian)

Siderforgerossi Nasce la newco della metallurgia

  • L’OPERAZIONE. Il progetto presentato ieri a Palazzo Bonin Longare.
  • La nuova società fonde la Forgerossi di Arsiero e Metallurgica Siderforge di Cogollo del Cengio

Quante volte, in questi mesi di crisi che non accenna a mollare la presa sul nostro tessuto economico-industriale, si è continuato a ripetere come l’unica via percorribile per cominciare a intravedere la ripresa fosse l’aggregazione tra imprese dello stesso settore e magari persino concorrenti? Ora a Vicenza dalle parole si è passati ai fatti come dimostra il progetto di aggregazione concluso ieri tra la Forgerossi di Arsiero e la Metallurgica Siderforge di Cogollo del Cengio. Due eccellenze vicentine nel comparto metallurgico a livello Continue Reading

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Philippe Clergue : ” On veut conforter le statut d’AREVA leader mondial”

22-07-2013

Category : Strategy

Areva Creusot

Philippe Clergue, directeur exécutif  de la Business Unit  Equipement Chez AREVA (Credit Photo @ Creusot-Infos)

A combien désormais se montent les investissements d’AREVA au Creusot ?

PHILIPPE CLERGUE : «Nous avons dépassé les 150 millions d’euros d’investissements sur les dernières années. Dont 40 millions pour l’installation de la nouvelle presse dans les ateliers de Creusot Forge».

Qu’attendez-vous de ce nouvel investissement ?

«Il s’agissait d’assurer et de conforter le socle de la structure Creusot Forge dans le schéma d’AREVA. Il s’agit pour nous d’assurer, en France, nos productions de pièces forgées pour les marchés les plus stratégiques. On avait besoin de moderniser. Cela se fait au travers de la presse de 9000 tonnes. Mais aussi d’un investissement dans un manipulateur qui offrira plus de performance, plus d’efficacité, plus de précision. Cela doit nous permettre de conforter notre statut de référent et de numéro un mondial».

Quels nouveaux marchés visez-vous ?

«Parmi les perspectives de développement, on trouve les conteneurs de stockage pour les combustibles usés. C’est une Continue Reading

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Titanium Fills Vital Role for Boeing and Russia (US)

08-07-2013

Category : Strategy

VSMPO titanium boeing

Titanium rolls at the Avisma foundry in Verkhnaya Salda, Russia. The plant was once a secret producer of nuclear missile parts. (Credit Photo @ Olga Kravets for The New York Times)

VERKHNAYA SALDA, Russia — Boeing needs to make its airliners lighter, and for that it needs titanium. And for that ightweight and strong metal, the American aircraft maker comes to this small city in the Ural Mountains. At the Avisma titanium foundry, a once-secret factory that made nuclear missile parts during the cold war, titanium ribs for Boeing airplanes are stacked in piles like lumber. In an annex, a Boeing and Avisma joint venture called Ural Boeing  Manufacturing grinds forged parts destined for America. A third of all Boeing jet landing gear assemblies are made with titanium beams from Russia. The Russians make titanium parts that are unseen but no less important on planes like the new 787 Dreamliner and the workaday commuter airplane, the 737. Boeing buys so much titanium from Russia — the airplane maker plans $18 billion in purchases over the coming decades — that it now researches new alloys with the Russians. In Moscow, a thousand miles to the west, a team of 1,400 aerospace engineers designs airframes and wings, in part using Russian titanium components. That titanium is taking off is a bright spot for Russia’s struggling aerospace industry. It is as welcome for Boeing. With the new Dreamliner airplane, Boeing took a leap into new technologies and a wider global network of suppliers. The strategy went spectacularly astray with a new lithium-ion battery made in Japan. The risk of battery fires forced Boeing to ground the entire fleet for months. But the Russian titanium strategy is paying off. Reliance on Russian titanium, thought it comes with geopolitical risks given tensions between the United States and Russia, is making the lightweight metal more economical, so Boeing uses more. Reducing the weight of planes makes them more economical to operate and thus more attractive to the airlines. The Avisma factory, deep in a pine forest, makes 35 percent of all titanium for Boeing civilian airplanes. “There are parts that only we make. Nobody else,” Mikhail V. Voevodin, the factory director and a part owner, said. Titanium parts are devilishly difficult to make. In the foundry’s forge, gigantic circular furnaces rise along the walls of the main smelting hall, like the pipes of some volcanic organ in a cathedral from hell, six stories high. Electricity melts the metal in these vacuum tubes. Gigantic struts, poles Continue Reading

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Strategic repositioning by the SCHMOLZ+BICKENBACH (US)

17-06-2013

Category : Strategy

NONN S-C

Johannes Nonn, CEO of SCHMOLZ + BICKENBACH AG (Credit Photo @ S+C)

  •      Strengthening production as a core competence
  •  Divisions to be controlled by new management holding company
  •  Measures defined to improve EBITDA by around EUR 230 million
  •  Review of strategic options for Distribution Germany

As part of a strategy review supported by Roland Berger Strategy Consultants, the SCHMOLZ+ BICKENBACH Group has decided to focus its future business model more strongly on its production units (DEW, Finkl, Sorel, Ugitech, Swiss Steel, Steeltec and Blankstahl) in order to strengthen its leading position in the core tool steel, corrosion, acid and heat-resistant steels and engineering steel markets. Production is supported by the Sales & Services unit, which underpins this strategy with a strong focus on selling the company’s own products. Sales & Services brings together under central management the activities that were previously located in the Germany, Europe and International Distribution units. The group will in future be managed as an integrated entity by a management holding company in order to realize synergies between the units. The aim of the SCHMOLZ+BICKENBACH Group’s repositioning is to bring the company’s core production competencies further to the fore, and to exploit the advantages of an integrated business model in a more targeted fashion. In particular, the company wants to realize synergies in sales, market/product segmentation, research & development and knowledge transfer. This focus on the new strategy will also involve an evaluation of the SCHMOLZ+BICKENBACH Group’s various activities. From the current perspective, the strategic options for Distribution Germany need further precision and examination. In order to improve operational earnings power and the capital structure, the new Executive Board has drawn up a comprehensive growth and results improvement programme that covers all areas of the business. The total impact on the operating result (EBITDA) comes to around EUR 230 Continue Reading

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Vallourec inaugurates new plant in China for the manufacturing of nuclear power plant tubes (US)

10-06-2013

Category : Strategy

Vallourec China

Key dates of Vallourec history in China

  • 1904 :  First tube delivered to the water network of Shanghai city by Mannesmann
  • 1954 : First contract for boiler tubes and pipes
  • 1997 : First plant in Changzhou (Changzhou Valinox Great Wall Welded Tube
  • 2006 : Creation of V & M Changzhou (finishing facility, power generation)
  • 2007 : Creation of VAM Changzhou (threading facility, oil & gas)
  •  2010 : Decision to extend V & M Changzhou capacity (production of power generation tubes)
  • 2010 : Acquisition of 19.5% of Tianda Oil Pipe, a Chinese pipe
  • manufacturer for Oil & Gas applications
  • 2010: New investment project of Valinox Nucléaire in Nansha: facility for steam generator tubes dedicated to the Chinese nuclear power industry
  • 2011  First stone laid of Valinox Nucléaire in Nansha 
  • 2012 :  Extension of V & M Changzhou (production and finishing of power generation tubes)
  • 2013 : Inauguration of Valinox Nucléaire new plant in Nansha

Guangzhou, China and Boulogne-Billancourt, 6 June 2013 -Vallourec, world leader in premium tubular.  solutions, today announces the inauguration of its plant dedicated to the manufacturing of tubes for steam.  generators located in Nansha, a district of Guangzhou, in southeastern China. This new plant of Valinox.  Nucléaire, a Vallourec subsidiary specializing in the production of tubes for nuclear power plants, represents.  an investment of €55 million and will eventually employ 200 people. The commissioning of the plant is planned.  for the third quarter of 2013, enabling Vallourec to accompany the large rise in the number of Chinese nuclear.  power plants, whose capacity is expected to increase from 15 GW in 2013 to 58 GW in operation in 2020, with  an additional 25 GW under construction at that date.  In the presence of Ding Hongdu, permanent member of PCC’s committee for Guangzhou city and Bernard Bigot, General Administrator of the French Atomic Energy Commission (CEA), Philippe Crouzet, Chairman of the Vallourec Management Board, said at the inauguration ceremony:  “After having invested in new factories in China in order to serve the premium local markets for oil and gas and conventional power generation, we are pleased to be continuing our expansion here in the area of nuclear energy. Indeed, with  this new facility, we will be able to locally support the extensive development program of Chinese nuclear  power. Vallourec is proud to serve this ambition with its technological expertise in the area of tubes for steam  generators suited to the latest generation of nuclear power plants.” Complementing the 2011 extension of Valinox Nucléaire’s French plant in Montbard, the new Nansha facility  Continue Reading

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India want to develop it’s future superalloys needs (US)

27-05-2013

Category : Strategy

Vikram

VSSC  at Thiruvananthapuram is the major center of ISRO, where the design and        development activities of satellite launch vehicles and sounding rockets are        carried out and made ready for launch operations. The centre pursues research       launch vehicle design, propellants, solid propulsion technology, aerodynamics, aero structural  and aero thermal aspects, avionics, polymers and composites, guidance, control, and simulation, computer and information, mechanical engineering, aerospace mechanisms, vehicle integration and testing, space ordnance, chemicals and  materials.

Research and development in the area of high temperature materials is very much relevant today with the nation embarking upon more ambitious programmes in areas including space technology and the aerospace industry, Vikram Sarabhai Space Centre (VSSC) director S Ramakrishnan said on Monday.  Ramakrishnan was speaking after inaugurating the ‘Prof Brahm Prakash Birth Centenary Workshop on High Temperature Materials and Hot Structures’ which opened at Kovalam here. The event is being organised by the Indian Institute of Metals (IIM), Thiruvananthapuram chapter.  As far as the Indian Space Research Organisation (ISRO) is concerned, the development of super alloys and metals that can withstand extremely high temperatures was critical for upcoming ISRO projects, including the development of the Reusable Launch Vehicle (RLV) technology, he said. VSSC director (research and development), who presided over the function, said that more industries should become involved in the area of advanced Continue Reading

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Tata Steel says no assets up for sale in Europe (US)

27-05-2013

Category : Strategy

Tata Steel   koushik

(Reuters) – Tata Steel Ltd(TISC.NS) said it expected to take no further charges in Europe and has put no European assets up for sale, following a $1.6 billion writedown for the region in the past financial year due to weak demand. The company reported its third straight quarterly loss on Thursday, which could lead to pressure for further cost cuts and closures, especially in its older plants in Britain. Two-thirds of Tata Steel’s 27 million tonne annual capacity is in Europe, where demand has fallen by almost a third since 2007. Various media reports have said it is exploring a sale of some of the assets. “At this time, we have no business which is on the table,” Chief Financial Officer Koushik Chatterjee told reporters.

 ”At this time, we have no business which is on the table,”

Chief Financial Officer Koushik Chatterjee

“But if there are opportunities or our strategy is different, it can happen.” “Severely depressed” conditions in Europe are expected to continue over the short to medium term, the company said in an earlier statement. Its January-March net loss was 65.29 billion rupees, compared with a 4.33 billion rupee profit a year earlier. Net sales rose about 1 percent to 341.8 billion rupees for the fourth quarter. Analysts had expected profit of 3.64 billion rupees on sales of Continue Reading

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Le souci de rester à la pointe de la technologie

27-05-2013

Category : Strategy

Blessing Saarstahl

Karlheinz Blessing, président du directoire de Saarstahl et de Dillinger Hütte : « Nos gains sont réinvestis dans le savoir-faire ». (Credit @ Photo Dillinger Hütte )

Karlheinz Blessing, président du directoire de Saarstahl et Dillinger Hütte, explique la réussite de l’acier sarrois. Les sociétés continuent d’investir pour conserver leur leadership.

Que fait la sidérurgie sarroise pour résister à la crise ?

Karlheinz BLESSING, président du directoire Saarstahl et Dillinger Hütte : « Les deux grandes sociétés sidérurgiques sarroises, Saarstahl et Dillinger Hütte, poursuivent depuis de nombreuses années une stratégie qui est orientée vers la production de produits de haute qualité dans “un segment premium”, donc vers des produits répondant à des exigences de plus en plus complexes. Le but stratégique est de se positionner ainsi comme leaders technologiques dans cette catégorie d’aciers. »

Est-ce que vous continuez à investir ?

« A Dillingen, nous sommes en train d’achever la nouvelle coulée continue CC6. Elle correspond à un investissement total de 300 millions d’euros. Les moyens financiers nécessaires pour faire ces investissements proviennent des bénéfices et gains réalisés par nos deux sociétés ces dernières années. La structure de l’actionnariat de la sidérurgie sarroise est spécifique. Elle a, à sa tête, une fondation industrielle privée, Montan-Stiftung-Saar. Celle-ci a pour principe et objectif central de par ses statuts de promouvoir et de renforcer la sidérurgie sarroise, et d’assurer les emplois en Sarre. Les gains réalisés par les sociétés sont réinvestis dans les installations, la technique et le savoir-faire afin de rester à la pointe de la technologie. Mais, c’est valable pour Saarstahl comme pour Dillinger Hütte, nous ne sommes pas invulnérables et nous devons répondre quotidiennement aux challenges et défis que nous posent les marchés internationaux. Ils nous obligent à continuer à évoluer et à nous développer en permanence. Ce qui signifie de fournir un effort constant en termes de qualité et de service aux clients, afin de répondre à leurs exigences actuelles et futures. »

Quel regard portez-vous sur les problèmes de la sidérurgie lorraine, notamment à Florange ?

« Je pense naturellement au fait que le site des hauts fourneaux de Florange représente une longue tradition qui s’achève maintenant. Plus généralement, il faut remarquer que la sidérurgie en Europe doit faire face à une situation de plus en plus difficile. Le marché de l’acier connaît une demande en nette baisse et subit une concurrence mondiale qui s’accentue. En même temps, elle est exposée à une augmentation des coûts et à de mesures politiques dirigistes. Les charges liées au négoce des émissions de CO² et les coûts élevés de l’énergie exercent une forte pression sur les sites sidérurgiques européens, menaçant ainsi leur compétitivité. »

La politique énergétique en Allemagne vous inquiète sur le long terme. Pourquoi ?

« Certes, nous soutenons la protection de l’environnement et la transition énergétique qui est en cours en Allemagne. Cela dit, il faut qu’on nous donne comme entrepreneurs les moyens d’investir et d’agir à long terme et ne pas nous confronter sans cesse à une accumulation croissante de charges liées à l’énergie. Les coûts énergétiques en Allemagne pour l’électricité sont trois fois plus élevés que ceux de nos concurrents, aux États-Unis par exemple. L’industrie allemande, dont la sidérurgie a une importance de premier ordre, doit être préservée. C’est grâce à son industrie que l’Allemagne a bien surmonté la crise. »

 

Source : Le Républicain Lorrain –  Bernard KRATZ

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Outokumpu conducts a strategic review of its VDM high performance alloys business

21-05-2013

Category : Strategy

Mika Seitovirta, Outokumpu CEO

VDM serves a wide range of customers in the aerospace, energy, chemical and other industries. In 2012, VDM had sales of EUR 1.3 billion and approximately 2.000 employees.  During the review, the VDM unit will continue to operate within Outokumpu. The strategic review is expected to be finalized before the end of the year.  Mika Seitovirta, Outokumpu CEO (Credit Photo @ Fs.fi)

May 13, 2013 -Outokumpu has started a strategic review of its high performance alloys or VDM business unit. During this review, Outokumpu will evaluate strategic options for VDM and consider how best to drive continued growth and profitability for the business, within or outside of Outokumpu.  Says Outokumpu CEO Mika Seitovirta: “Given the challenging economic and market environment, we want to investigate strategic options for the VDM business unit with the aim of improving our profitability and strengthening our balance sheet while ensuring the realization of at least EUR 200 million of synergy savings enabled by the Inoxum acquisition.”

“Given the challenging economic and market environment, we want to investigate strategic options for the VDM business unit with the aim of improving our profitability and strengthening our balance sheet while ensuring the realization of at least EUR 200 million of synergy savings enabled by the Inoxum acquisition.”

Mika Seitovirta, Outokumpu CEO

Outokumpu acquired VDM as part of Inoxum in 2012. VDM is a global leader in the market for corrosion and heat resistant high-performance materials, such as nickel, titanium and zirconium alloys. VDM serves a wide range of customers in the aerospace, energy, chemical Continue Reading

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Timken announces the completion of $85 million Strategic investment (US)

23-04-2013

Category : Strategy

Timken
 
The in-line forge press at the Faircrest Steel Plant delivers 6,000 psi of force to compress heated ingots in to shape for large-bar rolling. The open-die press helps the steelmaker improve the “center soundness” of its SBQ steel. (Credit Photo @ The Timken Company)
 
Specialty steelmaker brings in-line forge press, intermediate finishing line, and heat-treat investments on line
 
  • The Timken Company announced the completion of three previously announced capital investment projects totaling US$85 million. The Steel business investments include an open-die in-line forge press at the Faircrest Steel Plant in Canton, Ohio, and an intermediate finishing line and a second induction thermal treatment line at the Gambrinus Steel Plant, also in Canton.  
  • The 3,300-ton forge press offers Timken and its customers sound-center engineered steel bars that can unlock new market opportunities and operating efficiencies. The forge press uses an innovative large-bar forged-rolled process, which Timken developed and installed to enhance center soundness of a larger cross-section of Timken® special bar quality steel. Combined with the company’s recent investment in an ultrasonic test large-bar inspection line, the new forging capabilities reinforce the company’s position as a premier provider of sound-center large bars of up to 16 inches in diameter.

After nearly two years of capital investment projected to top $500 million, the rewards are beginning to show for The Timken Company. The specialty steelmaker and producer of friction management and power transmission devices has brought on-line three projects intended to expand capacity and improve product quality for important markets, in particular oil-and-gas and industrial applications. Timken v.p.-steel manufacturing Tom Moline said the long list of projects, some still in progress, support an overall effort to increase steel output for the Faircrest Steel plant in Canton, OH, which shipped 1 million tons in 2012. He indicated the new capacity and production efficiencies would add about 15% to Faircrest’s potential output. The most notable new installation is a 3,300-ton forge press line. The automated open-die press is the only operation of its kind in North America, conceived as a sizing stage in Timken’s bar rolling process. It was designed by Mitsubishi Nagasaki Continue Reading

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SAIL inks MoU for titanium sponge unit (US)

08-04-2013

Category : Strategy

SAIL titanium

Chief Minister Oommen Chandy and Industries Minister P.K. Kunhalikutty with SAIL chairman C.S .Verma at a function to sign an MoU for a titanium sponge production unit in Thiruvananthapuram on Thursday. (Credit Photo @  S. Mahinsha )

The proposed titanium sponge production unit will ensure faster economic growth of the State and overall development of the region, Chief Minister Oommen Chandy has said. Inaugurating a function held here on Thursday for signing a Memorandum of Understanding between the Steel Authority of India (SAIL) and the Kerala State Industrial Development Corporation (KSIDC) and Kerala Minerals and Metals Limited (KMML) for setting up a titanium sponge production unit with an investment of Rs.2,500 crore, Mr. Chandy said this was one of the dream projects of the State. The State was unable to exploit its mineral resources of world-class standards. This was a failure of the State. The State was manufacturing titanium sponge only in a limited quantity, but once the project with SAIL materialised, it would pave the way for a major development in this regard. The steps for setting up the unit were initiated once the government assumed office and it became more clear with the conduct of the Emerging Kerala summit in Kochi. Minister for Industries P.K. Kunhalikuty said that more investments would be brought to the State by joining hands with the Central PSUs. This would create more job opportunities too, he said. The project has been planned in a phased manner. In the first phase, setting up of a titanium sponge and metal Continue Reading
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Voestalpine strengthens it’s position in the Special Steel Market (US)

25-03-2013

Category : Strategy

EIffel
 
Mitarbeiter von Eifeler, fotografiert beim 25. Geburtstag der Firma im Jahr 2008. Das Unternehmen ist auf Beschichtungen spezialisiert. (Credit Photo @ Matzerath, Ralph )

 (US)

 The global steelmaking, technology, and industrial goods Group voestalpine is continuing to expand its leadership in the global Special Steel segment. The Special Steel Division, headed by Franz Rotter, has acquired a majority stake in the Düsseldorf-based Eifeler Group, with annual revenues of around EUR 50 million and 330 employees. The division has also acquired two companies in China, Rieckermann Steeltech in Shanghai, and P.M.Technology in Shenzehn, with around 100 employees. The Special Steel Division’s revenue target is EUR 5 billion by 2020. It was only at the end of December that voestalpine had defined its ambitious goals up to 2020. Important measures are already being undertaken across all four divisions to promote internationalization and acquire new companies. A start has been made by voestalpine’s Special Steel Division (formerly Böhler Uddeholm), currently active at 60 sites in 50 countries, which is continuing to strengthen its international presence by taking over nine companies belonging to the German coating specialist Eifeler, as well as two production and servicing sites belonging to the Rieckermann group in China. With this move the Special Steel Division (including tool steel, high-speed steel, special steels, alloys, and special forged components for the aviation industry, heavy vehicle construction, and the energy sector), with its current staff of 12,400 employees, has laid the foundation for its target of increasing revenue from EUR 3 billion to over EUR 5 billion by 2020. The division is intensively pursuing global growth and is focusing on the promising mobility and energy markets.

Greater added value brings growth in the mobility and energy segments

These acquisitions enable us to achieve significant growth of our market share for premium products and sophisticated special materials in the mobility sector

Franz Rotter,  head of the voestalpine  Special Steel Division

“This will make it possible for us to not only increase and improve distribution but to significantly extend the customer-specific value chain in the high-end segment of the energy and mobility sectors, the industries where we see enormous growth,” said Rotter. The Group intends to increase its processing activities to around 75%, compared to the conventional steel sector, and this development is being realized by the division headed by Rotter. “Up to 2020, we will spare no efforts in continuing to extend our leadership position in terms of market, technology, quality, and results,” stressed Rotter.

High quality coating technologies – dramatic expansion of the service sector

The Special Steel Division has acquired nine companies from the Düsseldorf-based Eifeler Continue Reading

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We are not a steel company,” says ThyssenKrupp’s CEO (US)

25-02-2013

Category : Strategy

Heinrich Hiesinger

German giant lightens reliance on heavy metal and goes techno

While most steel companies seek to benefit from China’s large-scale infrastructure construction projects, one company has decided to capitalize on the country’s development by reducing its dependence on steelmaking. “We are not a steel company,” says Heinrich Hiesinger, CEO of Thyssen- Krupp AG, an industrial giant with a long history of working in China. I want people to consider us as a technology company rather than a steel producer.”

“We are not a steel company,”  I want people to consider us as a technology company rather than a steel producer.”

Heinrich Hiesinger, CEO of Thyssen- Krupp AG

Although the company has adopted new ways to expand its businesses in more technological areas, the name Thyssen- Krupp is still associated in China with the German arms manufacturer of the 19th century. But after developing into an international steel maker over the past century, the company is now reorganizing itself into a technology-driven group. And China plays a big role in that transformation. In October ThyssenKrupp announced it would sell Tailored Blanks, one of its automotive-steel manufacturing units, to Wuhan Iron and Steel Group Co, the fourth largest steel maker in China. Wuhan Steel was planning to expand by moving from the upstream production of crude steel to the more refined downstream manufacturing sectors to increase its high-end products share. Tailored Blanks makes lightweight steel sheets for the automotive industry. The company accounts for 40 percent of the global market for such products. Its annual sales in 2011 were 700 million euros, the company says. “It’s a very clear path that we are following, to become a technology-based corporation and an industrial solution provider,” Hiesinger told China Daily during an innovation and technology event near the company’s headquarters in Duesseldorf. At the event, up to 4,000 ThyssenKrupp engineers demonstrated the company’s work in science and technology to visitors. Asked the reason for his company’s transition from heavy to light and less steel, Hiesinger says huge overcapacity in the global steel industry makes it very difficult to be profitable in the business. “Ten years ago the steel industry started to see the overcapacity problem, so we changed to the stainless steel business, which brought us profits in the following years. However, the same problem now is happening to the stainless steel industry too, including in the Chinese market.”

“Ten years ago the steel industry started to see the overcapacity problem, so we changed to the stainless steel business, which brought us profits in the following years. However, the same problem now is happening to the stainless steel industry too, including in the Chinese market.”

Heinrich Hiesinger, CEO of Thyssen- Krupp AG

In late January 2012, ThyssenKrupp announced the sale of Inoxum, the company’s stainless steel business, to Outokumpu Oyj, a Finnish stainless steel producer. The transaction agreement valued Inoxum at about 2.7 billion euros, German media reports said. “By selling the stainless steel business, we can spare more resources to other sectors with good potential,” Hiesinger says. “The investment should go to sectors which can create bigger value. The growth rate, profitability and capital efficiency are three main standards for our business assessment.”

“The investment should go to sectors which can create bigger value. The growth rate, profitability and capital efficiency are three main standards for our business assessment.”

Heinrich Hiesinger, CEO of Thyssen- Krupp AG

ThyssenKrupp is now considering selling its other steel factories in Brazil and the US, and is in talks with more than 10 companies. The company has decided to maintain the scale of its steel business in Europe because it is still profitable, especially in high-end products such as automotive-steel plates. “Our management philosophy is to Continue Reading

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China’s steelmaking giants seek new strategies after huge slump (US)

25-02-2013

Category : Strategy

China Steel industry

Looking for relief from an industry downturn, Chinese steel makers have become more active in international markets. (Credit Photo@  DtNews)

Chinese steel makers are anxiously pursuing ways to reinforce their dominant global position in the industry after a year in which their profits dived and European tariffs on their products and raw material prices rose sharply. Total profits of 1.58 billion yuan ($254 million; 190 million euros) recorded by China’s steel giants last year was down a thumping 98.2 percent from 2011, the China Iron and Steel Association says. The association’s vice-chairman, Shen Wenrong, says the industry was going through “the toughest period since we were founded in 1975″. Most steel companies in China reported decline in profits or losses mainly due to falling demand and the rise in raw material costs. Anshan Iron and Steel Group Corporation, one of the country’s top steel producers, reported a 1.19 billion yuan loss in the third quarter, a daily loss of more than 13 million yuan. In the corresponding period in 2011, the company had a net profit of 239 million yuan. CISA says the major large and medium-scale steel companies in China reported total losses of 5.53 billion yuan in the first three quarters, the worst since 2000. China’s steel industry now has problems with overcapacity and a limited range in mostly upstream, crude-steel products as required by the country’s continuing infrastructure construction, and there is a shortage of advanced products with high added-value, says Xu Xiangchun, senior analyst at Mysteel.com, a Shanghai-based industrial information provider. Also, because of rising iron ore prices in recent years, many Chinese steel companies decided to expand their business in mining operations overseas, aiming to improve competitiveness and save on raw material costs. But this has not been as effective as hoped. So China’s steel producers are collectively showing their mettle through consolidation and other new strategies designed to maintain, if not reclaim their edge. Kim Yong-min, president of Zhangjiagang Pohang Stainless Steel Co Ltd – a joint venture set up in 1999 by the Korean company POSCO and Jiangsu Shagang Group, China’s largest private steel maker – says it used to be that whatever they produced would sell because of the huge domestic demand. “But now the situation has changed and the producers have taken measures, such as moving up the value chain to combat the bleak market.” As well as trying to expand the overseas market, Chinese steel makers are focusing more on producing steel products for use in vehicles and on developing steel-related industries. CISA secretary-general Zhang Changfu says at an annual industry conference last month in Beijing that steel prices were low for much of last year due to sluggish economic growth. He predicted raw material costs would Continue Reading

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Bharat Forge, Elbit establish JV for artillery systems in India (US)

11-02-2013

Category : Strategy

Elbit Systems

Bezhalel (Butzi) Machlis (50), currently an Executive Vice President of Elbit Systems, joined the Company in 1991. He has served in several managerial positions relating to Elbit Systems’ land and C4I  activities, and for the last eight years has led the Elbit Systems Land and C4I Division as its General Manager. During his tenure, Elbit Systems’ land and C4I operations have grown significantly and recorded numerous achievements both in Israel and abroad. (Credit Photo @ Aviation Pros)

The Strategic Cooperation between Elbit Systems and Bharat Forge and specifically the JVC will address Indian defence requirements .  

Bharat Forge Limited, the flagship company, of the Kalyani Group, and Elbit Systems Land and C4I Ltd., a wholly-owned subsidiary of Elbit Systems Ltd.,today announced a strategic co-operation in India through the establishment of a new Joint Venture Company (JVC), to address the Indian Ministry of Defence and other potential Indian government customers’ requirements for the most advanced artillery and mortars systems solutions-Subject to requisite government & regulatory approvals, the JVC will offer solutions in the Artillery Guns & Mortars segment based on Elbit Systems’ cutting edge technologically advanced products operationally used worldwide, such as the ATHOS 155/52 Towed Gun System, the ATMOS 155/52 Mounted Gun System and the upgraded 130 mm M46 Gun to a 155/45 Gun (KARAN).

“We are proud to combine Bharat Forge’s systems integration and manufacturing expertise with Elbit Systems’ proven technology. We believe that offering innovative solutions, based on our combined vast operational experience and technological capabilities will position the JVC as a leading supplier to the Indian Ministry of Defence and other potential Indian government customers

Bezhalel (Butzi) Machlis, Elbit Systems’ Executive Vice President

The JVC will also role out a range of futuristic products like the Advanced Indian Gun System. The JVC will bring together Elbit Systems’ cutting-edge technology and system Continue Reading

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PCC is considering to invest 5$ billion in M&A operations by 2016 (US)

04-02-2013

Category : Strategy

Mark Donegan

Mark Donegan told financial analysts that the PCC, best known as a producer of  investment castings, forgings and aircraft fasteners, expects to have about $5 billion in available cash to “deploy” through March 2016, with mergers and  acquisitions getting top priority. (Credit Photo @  trialx)

Focus :

  • Mergers and  Acquisitions  is PCC  top priority
  • PCC expects $5 billion available cash for M&A operations by march 2016
  • PCC seems to focus  M&A Strategy on aerostructures  market

This week Mark Donegan, chairman and chief executive officer of Precision Castparts Corp. will discuss current business conditions at the 34th Cowen Aerospace/Defense Conference in New York City on Thursday, February 7, 2013, at 8:55am ET.  read more

AA

LOS ANGELES — Precision Castparts Corp. (PCC), fresh off its $2.9-million takeover of Titanium Metals Corp. (Timet), has turned its eye back to  aerostructures acquisitions following a profitable fiscal third quarter. PCC chairman and chief executive officer Mark Donegan told financial analysts  this week that the Portland, Ore.-based company, best known as a producer of  investment castings, forgings and aircraft fasteners, expects to have about $5 billion in available cash to “deploy” through March 2016, with mergers and  acquisitions getting top priority.  PCC acquired Dallas-based titanium producer Timet, which is now part of Continue Reading

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Kobe Steel President Pledges to Restore Profit by Cutting Costs (US)

04-02-2013

Category : Strategy

KOBE STEEL Sato

TOKYO, February 1, 2013 – Kobe Steel, Ltd. announces that its board of directors decided today to appoint President and CEO Hiroshi Sato as Chairman and CEO of the company effective April 1, 2013. At the same time, Senior Managing Director Hiroya Kawasaki will be appointed President and COO.

February 01, 2013  – Japan’s third- biggest steelmaker, will return to profit in the next fiscal year by cutting costs, incoming President Hiroya Kawasaki said. “We are in a very tough business environment, which reflects the company’s earnings released today,” Kawasaki said today at a press conference in Tokyo, where he was appointed to succeed Hiroshi Sato.

“We are in a very tough business environment, which reflects the company’s earnings released today,”

Hiroya Kawasaki will be appointed President and COO

Kawasaki, 58, pledged to scale back labor expenses, including executive compensation, as well as procurement costs. The company, based in Kobe, swung to a pretax loss from operations last quarter, and kept its October estimate of a 25 billion-yen ($271 million) annual loss. It scrapped a full-year dividend. A slowing global economy and a supply glut caused by capacity expansion in China and South Korea has hurt earnings at Asian steelmakers. Posco, South Korea’s biggest steelmaker, said this week an “unprecedented slump” in the industry cut prices and hit profits last year.  Kobe Steel may consider alliances with other companies in steel and other operations to fend off increased competition, Kawasaki said.

Kobe Steel may consider alliances with other companies in steel and other operations to fend off increased competition

Hiroya Kawasaki will be appointed President and COO

Nippon Steel Corp. (5401) combined with Sumitomo Metal Industries Ltd. last year to form Nippon Steel & Sumitomo Metal Corp. The merger, which created the second-biggest Continue Reading

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Alcoa Fastening Systems Enters Strategic Partnership with COMAC (US)

30-01-2013

Category : Strategy

Alcoa COMAC

Weiguo Shen (L), COMAC GM of Technology and Quality & President of Shanghai Aircraft Manufacturing Company with Vitaliy Rusakov, AFS President, at the technology and commercial cooperation agreement signing ceremony at COMAC headquarters in Shanghai, China on January 11, 2013. Also present at the ceremony (L-R): Kecen Han, SADRI VP, Chief Design Engineer for C919; Ms. Qixia Tang, COMAC Deputy General Legal Counsel; Wenfeng Yuan, COMAC Deputy General Manager of Program Management; Zhihui Tao, COMAC VP International Cooperation Program Management; Mr. Jianzhong Shi, COMAC VP; Craig Brown, VP of Global Aerospace Customers and Markets; Bill Miley, VP and GM of AFS China Operations; Cyril Blavet, Director of Marketing and Sales of Europe/Asia and GM of AFS Shanghai; Hai-Tao Wang, Manager of Product Engineering and Quality of AFS Suzhou/Shanghai and AFS Liaison Officer of the AFS-COMAC cooperation program; and Kevin Peng, Marketing Manager of AFS Aerospace Products in China. (Credit Photo @ Alcoa)

NEW YORK & TORRANCE, Calif.–(BUSINESS WIRE)–Alcoa Fastening Systems (AFS), a unit of Alcoa (NYSE: AA), today announced it has signed a strategic technology and commercial cooperation agreement with Commercial Aircraft of China, Ltd (COMAC). This agreement deepens Alcoa’s existing partnership with COMAC, the main manufacturer of large passenger aircraft programs in China, and reinforces Alcoa’s presence in one of the world’s fastest growing aerospace markets. “This agreement establishes Alcoa Fastening Systems as a key partner with COMAC in the development and production of its commercial C919 aircraft,” said AFS President Vitaliy Rusakov. “Since 2005, with the inception of our manufacturing operations in Suzhou and our distribution facility in Waigaoqiao, we have anticipated and supported the needs of the growing Chinese aerospace market. We value our relationship and look forward to developing our long-term partnership with COMAC.” AFS will provide COMAC with technical assistance in fastener and assembly tooling selection, joint design Continue Reading

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Global steel director for Brazil’s Vale quits amid division reshuffle (US)

21-01-2013

Category : Strategy

Aristides Corbellini

With the restructuring, the president of Vale, Murilo Ferreira, will fulfill the promise made when he took office in 2011 to focus efforts on mining (Credit  Photo @ YBBRO)

Brazil’s mining giant Vale (NYSE:VALE) has lost its global steel director, Aristides Corbellini (pictured), as part of a downsizing process in the company’s steel division, reported local paper Exame.com (in Portuguese). With Corbellini’s resignation, the global steel director’s position will no longer exist, says the article. From now on the responsibility for Vale’s steel investments will be divided among the executive Continue Reading

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VSMPO’s CEO: “Timet, Aubert & Duval and Wyman-Gordon, our main competitors” (Russian)

07-01-2013

Category : Strategy

” We estimate our Market share of about 30%. The main competitor is  TIMET, a number of Japanese and American manufacturers. From the point of view of “Smiths” – a French manufacturer stampings Aubert & Duval and American Wyman Gordon. The Carve-up of the market is made by our customers – Boeing, Airbus, which distribute their orders between major producing competitors. Here, on the one hand, the price factors play a role, and the other – political. ” Mikhaïl Voïevodine, VSMPO-AVISMA CEO (Credit Photo @ Beriki)

  • We have decided to consider the “Titanium Valley” as a place to build new production facilities with partners.
  • Tax benefits to residents’ Titanium Valley “, will allow us to compete with other countries and attract foreign investors.
  • We plan to build a new plant for metal working. This is advantageous, since we do not pay taxes.
  • There is a study of the project of another plant with a foreign partner, construction could begin as early as next year.
  • In order to begin construction, we need to make sure that the ‘Titanium Valley “will have the necessary infrastructure, this require significant investments in water supply, electricity, etc. so we need  necessary funds from the budget of the Russian Federation.
  • Company valuation and negotiations with banks were not conducted for the IPO.
  • For us, this year, a record for all indicators. At the end of 2012 the volume of production of titanium is more than 31,000 tons. despite the fact that the maximum production of VSMPO in the 90′s did not exceed 27,000 tons. Revenue this year will be more than 39.5 billion rubles, net profit more than 7 billion.
  • The average salary rose to 28,000 rubles.
  • Our investment program reaches a record this year – we have invested around 8 billion. Among the major projects of the construction of two skull furnaces for 2.5 billion rubles, which will be completed next year.   It will be also completed by an installation of a new forging press – the project has invested more than 2 billions rubles. We buy and build a new complex for the production of rolled rings, parallel processing is the mechanization drive and coils. The project cost 2.5 billion rubles was launched in this year and should end in 2016. This will increase our capacity by a factor of 3 for rings, the machining drives for 1.5 times , and  coil for 2.2 times. Next year will continue investments in all sectors – in rolling, forging and machining of production. Investments for the next year are expected to reach 6 billion rubles.
  • Civil aircraft industry are starting to build composite aircraft – like Boeing-787, Airbus A350. The more aircraft composite materials, the more you need titanium, as composite materials are incompatible with the steel and aluminum – corrosion occurs. If the use of titanium aluminum plane was up to 5% by weight, the composition up to 20%.
  • We are working with Boeing to develop new titanium alloys, which will cost less. The most common alloy in aviation is 6-4, but in some parts of the aircraft we do not need the features that it offers. For example, for the manufacturing of the chassis needs very important strength, fracture toughness and strength. However, for the titanium Continue Reading
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SMC to play a Strategic Role in PCC’s Titanium Growth (US)

02-01-2013

Category : Strategy

One of SMC’s assets that could prove particularly valuable to Timet is its 110-inch mill in Huntington, which could be used to convert Timet melted product into aerospace alloy titanium plate.  On photo SMC’s Huntington Plant (Credit Photo @ Observer-Dispatch)

Focus :

  • Timet makes different products than SMC but its role within PCC will be similar to SMC’s “in terms of being able to supply PCC internal needs.
  • Timet has at least two outsourcing agreements with Haynes International and Carpenter Technology.
  • In 2006 Haynes signed a 20-year deal with Timet , in exchange to a commitment to produce 10 million pounds of flat products per year guaranteed for TIMET in exchange it will be receive 50$ million of fees.
  • In 2007 Timet signed a minimum 12-year agreement with Carpenter under which Carpenter will provide forgings to Timet and TIMET will provide melting capacity to Carpenter. The deal could be extended to 20 years maximum.
  • Haynes & Carpenter said this week that their agreements with Timet remain in effect

AA

SMC key in growing Timet’s role in Precision Castparts

LOS ANGELES — Precision Castparts Corp. will use its existing specialty alloys operations to extend the downstream product role of Titanium Metals Corp. under Timet’s future ownership by PCC. PCC chairman and chief executive officer Mark Donegan said last week that PCC plans to utilize the assets of Huntington, W.Va.-based nickel and cobalt alloys producer Special Metals Corp. to stretch Timet’s product range within its new parent company. “Where SMC was a fully integrated mill (when it was acquired by PCC in 2006),” Timet is a “fully integrated melter—they’re not a mill,” Donegan told financial analysts at a meeting in New York.

 ”Where SMC was a fully integrated mill (when it was acquired by PCC in 2006),” Timet is a “fully integrated melter—they’re not a mill,”

Mark Donegan, PCC President CEO & President

 However, PCC can “match” SMC’s down stream assets with Timet’s melt capabilities and “create a fully integrated mill” out of the Continue Reading

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