OOO Namangan Sement

The performance of a company depends heavily on its suppliers. Therefore, a reliable network of partners (suppliers, dealers and manufacturers) is elementary. In bills of lading, a total of 21 international suppliers of OOO Namangan Sement could be identified on which the company is relying. One of the suppliers is, for example, the company Taizou Easons Imp. & Exp. Co., Ltd., which delivered 7 shipments.

Get an overview of OOO Namangan Sement’s international procurement and its 21 suppliers with Company Transparency

Generally you can differentiate the supply chain or supply network of OOO Namangan Sement by two perspectives:

• The supplier side (a so-called Tier-1-supplier is a direct supplier, Tier-2 is a supplier of the Tier-1 supplier, Tier-n is a supplier at any level in the OOO Namangan Sement supply network).
• The buyer side (a so-called Tier-1 buyer is a direct buyer, Tier-2 is a buyer of the Tier-1 buyer, Tier-n is a buyer at any level in the OOO Namangan Sement distribution network).

To ensure business stability and continuity, a supply chain or supply network must be constructed in such a way that external influences can cause as little damage as possible to OOO Namangan Sement. This applies both in the area of procurement (the loss of a supplier must be covered by an alternative supplier) as in the area of sales (the loss of a buyer must be covered by an alternative buyer).

Risks can generally be considered as the non-availability of goods, through cutback or complete halt of production, or the potential loss of business partners, violating compliance rules (e.g. protection of the environment, labor legislation) and thus drop out of the supply network.

This risk should not necessarily be limited to the direct business partner (Tier 1), it involves the entire supply chain, unless sufficient alternative suppliers and buyers have been put in place.

Get an overview of the international supply chain of OOO Namangan Sement (upstream/procurement and downstream/sales) from Tier-1 to Tier-n

E.G.: Tier 1 supplier Taizou Easons Imp. & Exp. Co., Ltd.Tier-1 Buyer Осoo Нур Дом Строй

ABRAMS world trade wiki not only shows direct suppliers and customers of the first tier (Tier-1). With just one click in our tool Supply Chain Intelligence you get a comprehensive insight into the supply network with multiple tiers (Tier-n) beyond the first tier.

Each tier in the supply chain or supply network on the supplier side of OOO Namangan Sement involves a single risk. The more tiers, the more difficult it is to analyze and monitor the business partners. Suppliers of suppliers are generally unknown, so there is already an increasing risk at the second (Tier 2) level.

If e.g. a first Tier supplier is not adding any value, the supply chain can be shortened and the risk of failure can be minimized by skipping this supplier. A previous Tier-2 supplier now turns into a Tier-1 supplier, which we call "go-direct". In our tool Supply Chain Intelligence as far as international suppliers are concerned, this analysis can be done with one click:

Analyze the potential of shortening and therefore stabilizing the supply chain of OOO Namangan Sement

Based on the analysis of international bills of lading (bill of lading/ bills of lading/ BOL), a total of 126 different product categories that have been purchased by OOO Namangan Sement, can be identified.

These are classified by means of HS codes (HTS codes or customs tariff numbers).

For example, HS code 270112 classifies the following products:

„Bituminous coal, whether or not pulverised, non-agglomerated". This HS code was sighted 89 times in total.

From the product descriptions of the analyzed bills of lading (bill of lading/ bills of lading/ BOL), the following purchased products from various suppliers can be identified as examples:

Get an overview of internationally purchased products by OOO Namangan Sement with Company Transparency

Each tier in the supply chain or supply network of OOO Namangan Sement is adding value and therefore costs. The more tiers, the more expensive the product gets. Supply chains are normally not very transparent, trade secrets are part of the survival tactics in each stage of the value chain, especially for trading companies.

If e.g. a Tier-1 supplier from OOO Namangan Sement that primarily trades a product and doesn’t add any value (only fulfills the distributor function) it is possible to shorten the supply chain and reduce purchasing costs. A previous Tier-2 supplier now turns into a Tier-1 supplier, which we call "go-direct". In our tool Supply Chain Intelligence as far as international suppliers are concerned, this analysis can be done with one click:

Analyze the potential of shortening the supply chain of OOO Namangan Sement and saving costs on the procurement side.

The performance of a company depends fundamentally on its buyers. Therefore, a largest possible base of stable buyers is crucial. A total of 15 international buyers of OOO Namangan Sement could be identified in bills of lading. For example, one of the buyers is the company Осoo Нур Дом Строй, which has received 3 shipments.

Get an overview of the international sales and its 15 buyers of OOO Namangan Sement with Company Transparency.

Based on the analysis of international bills of lading (bill of lading/ bills of lading/ BOL), a total of 3 different product categories sold by OOO Namangan Sement, can be identified.

These are classified by means of HS codes (HTS codes or customs tariff numbers).

For example, HS code 252329 classifies the following products:

„Portland cement (excl. white, whether or not artificially coloured)". This HS code was sighted 38 times in total.

Get an overview of internationally sold products by OOO Namangan Sement with Company Transparency

Each tier in the buyer side of the supply chain or supply network of OOO Namangan Sement is adding value and therefore costs. The more tiers, the more expensive the product gets. Supply chains are normally not very transparent, trade secrets are part of the survival tactics in each stage of the value chain, especially for trading companies.

If e.g. a Tier-1 buyer from OOO Namangan Sement that primarily trades products and doesn’t add any value (only fulfills the distributor function) it is possible to shorten the supply chain downstream giving a potential to optimize profit margins for OOO Namangan Sement. A previous Tier-2 buyer now turns into a Tier-1 buyer, which we call "go-direct". In our tool Supply chain Intelligence as far as international buyers are concerned, this analysis can be done with one click:

Analyze the potential to shorten the supply chain and optimize the profit margins on the sales side of OOO Namangan Sement

Each company contributes significantly minimizing risks for its buyers, through its own stability. Internal risks (endogenous factors) can be e.g. financially (financial ratios, free cash flow, balance sheets) or operationally (production, lead times). Since 2021, external risks have increased due to worldwide shortages and are an important factor as to whether a supplier such as OOO Namangan Sement can itself reliably deliver due to external dependencies (exogenous factors).

To assess this, data analysis should be conducted to get practical answers:

How is the supply chain or supply network structured on the supplier side of OOO Namangan Sement? Are there suppliers or products in the supply chain that are reported as critical, e.g. in international media?

The more constant outgoing shipments of a company’s, the easier it is to assess potential problems for a supplier like OOO Namangan Sement

Operational aspects like a stable supply chain, an in-house production and reliable logistics define sustainable performance.

Since 2021, global supply shortages have increasingly added external factors as to whether a supplier like OOO Namangan Sement can deliver reliably itself through dependencies.

Based on the statistical trend of shipments (in terms of the number of shipments and respectively the quantity of goods) the current supply and performance capacity can be indirectly analyzed.

The more constant incoming shipments, the better one can determine possible procurement problems of a company like OOO Namangan Sement

Since 2021, there are increasingly external factors due to global supply shortages, whether a company, no matter manufacturer or distributor, can reliably deliver through dependencies.

Based on the statistical trend of shipments (in terms of the number of shipments and respectively the quantity of goods) it is possible to analyze current procurement stability and thus ultimately also to derive an indication of the company’s delivery and performance capability.

Generally you can differentiate the competition of OOO Namangan Sement by the purchase and sales perspective.

• Start the competitive analysis on the purchase side.
• Start the competitive analysis on the sales side.

Competitors of OOO Namangan Sement on the purchase side (procurement of raw materials and components for production or distribution) are exposed on ABRAMs wiki under Competitive Intelligence, purchased products, classified by HS-Codes (e.g. 270112, 401120) or by top product terms.

Competitors on the sales side of OOO Namangan Sement (selling raw materials or components for production or distribution) are exposed on ABRAMS wiki under Competitive Intelligence, sold products classified by HS-Codes (e.g. 252329, 251710) or by top product terms.