個案總覽

This case describes the execution of an urban public transportation project through a public private partnership (PPP). Delhi Metro Rail Corporation (DMRC) was a corporate body created by the Indian government and the government of National Capital Territory of Delhi for implementing a mass rapid transit system (MRTS) in Delhi. DMRC successfully completed phase I of the MRTS in 2006 and the government mandated that DMRC implement phase II of the MRTS project. The Japanese Bank of International Cooperation (JBIC) provided soft loans for both phases of the project. Meanwhile, the city of Delhi got the mandate to host the XIX Commonwealth Games 2010. As part of the preparations for these games, linking New Delhi Railway Station with Indira Gandhi International Airport through a metro system — Airport Express Metro Link (AEML) — became necessary for easing traffic congestion in the city. The timeline available for the AEML project was less than three years. At the same time, JBIC financial assistance was not available for this project. <br><br><br><br>Dr. Sreedharan, managing director of DMRC, was thus facing the challenges of project financing and its timely delivery. In the past in India, the PPP model of infrastructure development had emerged as dominant. The case discusses various options available to DMRC for project financing and timely completion of the AEML project under the PPP mode.

AWARD-WINNING CASE: Adjudged winner of the ISB Case Competition 2010 held in partnership with the Richard Ivey School of Business and the Association of Indian Management Schools and sponsored by the Chartered Institute of Management Accountants.<br><br><br><br>BASIX was a microfinance company with livelihood promotion as its key agenda. It had a strong presence in the poverty-ridden state of Jharkhand, India, where farmers were struggling to make ends meet. In 2005, PepsiCo India Holdings Pvt. Ltd (Pepsi) entered into an agreement with BASIX for promoting contract farming of potatoes in Jharkhand. As per the agreement, Pepsi was to supply seeds and get an assured supply of quality potatoes. BASIX was to provide microfinance to the farmers and render training and consultancy for package of practices (POP). Farmers were to get assured buyback of the produce and also an opportunity to learn modern farming practices. The collaboration was successful in the first year and the project witnessed very high growth in the second year. The second-year results, however, were not as encouraging. The case is set at this juncture, where the project manager has to present his view on how to move ahead with the agreement.

AWARD WINNING CASE: Adjudged best case at the ISB Case Competition 2010 held in partnership with the Richard Ivey School of Business and the Association of Indian Management Schools and sponsored by the Chartered Institute of Management Accountants. BASIX was a microfinance company with livelihood promotion as its key agenda. It had a strong presence in the poverty-ridden state of Jharkhand, India, where marginal farmers were struggling to make ends meet. In 2005, PepsiCo India Holdings Pvt. Ltd (Pepsi) entered an agreement with BASIX for promoting contract farming of potatoes in Jharkhand. As per the agreement, Pepsi was to supply seeds and get an assured supply of chip-grade quality potatoes. BASIX was to provide micro-finance to the farmers and render training and consultancy for package of practices (POP). Farmers were to get assured buyback of the produce and also an opportunity to learn modern farming practices. The collaboration was successful in the first year and the project witnessed a very high growth in the second year. The second year results, however, were not as encouraging as the first year. The case is poised at this juncture, where the project manager has to present his view on how to move ahead with the agreement.