netrashetty
Netra Shetty
. A commodity bull run has helped Bucyrus's surface mining division increase sales at an annual rate of 22.36% over the past five years[1].
In order to protect its revenue stream from the cyclicality of Commodities Prices and economic cycles, Bucyrus has expanded its "aftermarket sales" - service and support of existing equipment, including new parts - since re-emerging as a public company in 1996 (Bucyrus went bankrupt in 1994 due to rising debt interest payments and a slowdown in sales).[2] These recurring revenue streams, often as part of a long-term contract, make swings in revenue less extreme.[3].
Although the company is multinational, its portfolio is heavily concentrated in coal equipment.[4] The large emphasis on coal, makes Bucyrus vulnerable to fluctuations in coal production. While high oil and natural gas prices have promoted the use of coal, a shift away from its consumption and towards cleaner energy sources will have significant impact on Bucyrus's profits.
Business Overview
Contents
1 Business Overview
1.1 Business Segments[6]
1.1.1 Surface Mining (56.6% of total revenue)
1.1.1.1 Types of Surface Mining Equipment
1.1.2 Underground Mining (43.4% of total revenue)
1.1.2.1 Types of Underground Mining Equipment
2 Key Trends & Forces
3 Competition
4 References
Prior to acquiring DBT on May 4, 2007, Bucyrus only manufactured surface mining equipment and sold related aftermarket services. By purchasing DBT from RAG Coal International for $731 million, Bucyrus added manufacturing capabilities of producing underground mining equipment systems[5]. In December 2009 Bucyrus International(BUCY) agreeded to acquire the mining equipment business of Terex Corporation for 1.3 billion US dollars. This transaction further diversified Bucyrus International's already extensive portfolio of mining equipment by adding the world's largest hydraulic excavators, off-the-road haul trucks, highwall mining systems, and additional drilling machines and conveyor belt systems.
Business Segments[6]
Surface Mining (56.6% of total revenue)
The Surface Mining division of Bucyrus manufactures draglines, electric mining shovels, and rotary blasthole drills. This equipment is used for extraction of coal (53% of segment's revenue), copper (23%), oil sands (12%), gold (7%), iron ore (3%), and other minerals (2%)[7]. Of its customers, the largest, BHP Billiton (BHP), accounted for 9% of surface mining revenue, while the second through fifth largest customers were responsible for an additional 18%[8].
Types of Surface Mining Equipment
Draglines are large crane shovels used to remove rocks and soil the cover coal. The expected life is 40 years, which makes obtaining aftermarket service even more important for generating future profits[9].
Electric Mining Shovels help miners load material onto trucks. This equipment moves larger loads than its hydraulic counterparts, but is less maneuverable. Bucyrus places its expected life at 15 years[10].
Rotary Blasthole Drills are used to drill holes for explosive placement, therefore, miners purchase this equipment when there is a need to break up rocks. The expected life of these drills is 15 years[11].
Underground Mining (43.4% of total revenue)
Using 27 sales and service centers, Bucyrus markets hydraulic roof supports, armored face conveyors, longwall shearers, and continuous miners to underground coal miners[12].
Types of Underground Mining Equipment
Hydraulic Roof Supports help support mine roofs during coal extraction and have an expected life of 10 years[13].
Longwall Shearer are used by miners to cut coal from walls. This equipment's expected life is 8-10 years[14].
Armored Face Conveyors complement longwall shearers by removing material cut by this piece of equipment. Bucyrus reports an average life of 8-10 years for armored face conveyors[15].
Continuous Miners last approximately 8-15 years and simultaneously cut material and load it onto conveyor belt systems[16].
Key Trends & Forces
Commodities Prices impact the demand for mining equipment. When commodities prices increase (usually during periods of strong economic growth when economic and domestic infrastructures are expanding and demanding more raw materials), mining companies expand operations due to the higher profit margins. Over the past six years, commodities performed well; Copper prices more than quadrupled[17]and oil traded at $18 per barrel in 2002 but reached $100 in 2008[18] Bucyrus faces specific commodity price risk (and reward) in coal, copper, and oil, because the equipment manufacturer sells mainly to mining companies extracting these three commodities.
Coal is key to BUCY's revenues. Production of coal shifts with economic and political factors. As oil prices rise, alternative energy forms become more attractive. Coal power substitutes natural gas and oil consumption in some instances, and therefore, the coal price tends to move higher also. But political actions can adversely effect the demand for coal, because politicians, in response to rising carbon emissions and acid rain, can impose taxes to curb its use or provide subsidies to other alternative energy that is cleaner.
Copper also affects BUCY's balance sheet. Copper miners are Bucyrus's second largest customer (13%).[19] People use copper in electronics, cookware, fixtures, plumbing, and a variety of other items. The strong rise in copper prices boosted extraction of the material by miners, benefiting Bucyrus as it increased demand for equipment.
International markets are the key to Bucyrus's revenue growth. Bucyrus's international operations already account for more than 50% of the company's revenues.[20] High infrastructure growth contributes to commodity demand in Russia, China, and other Emerging Markets. With the increasing demand, supply comes on board. Bucyrus continues to expand operations in these markets by constructing new manufacturing facilities and service centers.
Bucyrus has expanded its aftermarket services division. The volatility of new equipment influenced Bucyrus to promote maintenance, repair, assembly, and diagnostic testing for mining equipment[21]. This move increased margins and decreased the cyclical nature of demand for new equipment, because mining companies need equipment serviced even during flat production growth. Bucyrus can therefore benefit from growing demand in two ways - equipment sales, and new service contracts for this equipment. Mining equipment breaks down over time, and repair parts and maintenance are necessary. Further, large mining producers are increasing their reliance on outsourcing maintenance. Contracts typically cover 3-5 years and have renewable and early termination clauses.[22]
Competition
[23]
Bucyrus competes with other large international equipment manufacturers, such as Joy Global (JOYG), Terex (TEX), and Caterpillar (CAT). These companies compete for business not only on price, but on quality and reliability. Due to the large fixed cost of buying mining machinery (a dragline can cost $130 million[24]), Bucyrus's customers will pay extra upfront to avoid costly downtime. Furthermore, these mining companies find local equipment service centers appealing, so that any necessary repairs can be made quickly. As a result, customers prefer to buy from equipment manufacturers with service centers not too distant from their mining operations. Bucyrus also helps customers avoid downtime by using a system of on-board monitoring controls that communicate with Bucyrus's service centers and help with troubleshooting.
In addition to competing with large global manufacturers, Bucyrus faces pressure from emerging local companies. The competitive pressure from small companies tends to be more for repair service and replacement units than new equipment[25]. These companies, referred to as will-fitters, replicate Bucyrus's replacement products and sell them to mining companies at a discount. Bucyrus believes its superior quality, warranty agreements, and retention programs should maintain demand for its replacement equipment
In order to protect its revenue stream from the cyclicality of Commodities Prices and economic cycles, Bucyrus has expanded its "aftermarket sales" - service and support of existing equipment, including new parts - since re-emerging as a public company in 1996 (Bucyrus went bankrupt in 1994 due to rising debt interest payments and a slowdown in sales).[2] These recurring revenue streams, often as part of a long-term contract, make swings in revenue less extreme.[3].
Although the company is multinational, its portfolio is heavily concentrated in coal equipment.[4] The large emphasis on coal, makes Bucyrus vulnerable to fluctuations in coal production. While high oil and natural gas prices have promoted the use of coal, a shift away from its consumption and towards cleaner energy sources will have significant impact on Bucyrus's profits.
Business Overview
Contents
1 Business Overview
1.1 Business Segments[6]
1.1.1 Surface Mining (56.6% of total revenue)
1.1.1.1 Types of Surface Mining Equipment
1.1.2 Underground Mining (43.4% of total revenue)
1.1.2.1 Types of Underground Mining Equipment
2 Key Trends & Forces
3 Competition
4 References
Prior to acquiring DBT on May 4, 2007, Bucyrus only manufactured surface mining equipment and sold related aftermarket services. By purchasing DBT from RAG Coal International for $731 million, Bucyrus added manufacturing capabilities of producing underground mining equipment systems[5]. In December 2009 Bucyrus International(BUCY) agreeded to acquire the mining equipment business of Terex Corporation for 1.3 billion US dollars. This transaction further diversified Bucyrus International's already extensive portfolio of mining equipment by adding the world's largest hydraulic excavators, off-the-road haul trucks, highwall mining systems, and additional drilling machines and conveyor belt systems.
Business Segments[6]
Surface Mining (56.6% of total revenue)
The Surface Mining division of Bucyrus manufactures draglines, electric mining shovels, and rotary blasthole drills. This equipment is used for extraction of coal (53% of segment's revenue), copper (23%), oil sands (12%), gold (7%), iron ore (3%), and other minerals (2%)[7]. Of its customers, the largest, BHP Billiton (BHP), accounted for 9% of surface mining revenue, while the second through fifth largest customers were responsible for an additional 18%[8].
Types of Surface Mining Equipment
Draglines are large crane shovels used to remove rocks and soil the cover coal. The expected life is 40 years, which makes obtaining aftermarket service even more important for generating future profits[9].
Electric Mining Shovels help miners load material onto trucks. This equipment moves larger loads than its hydraulic counterparts, but is less maneuverable. Bucyrus places its expected life at 15 years[10].
Rotary Blasthole Drills are used to drill holes for explosive placement, therefore, miners purchase this equipment when there is a need to break up rocks. The expected life of these drills is 15 years[11].
Underground Mining (43.4% of total revenue)
Using 27 sales and service centers, Bucyrus markets hydraulic roof supports, armored face conveyors, longwall shearers, and continuous miners to underground coal miners[12].
Types of Underground Mining Equipment
Hydraulic Roof Supports help support mine roofs during coal extraction and have an expected life of 10 years[13].
Longwall Shearer are used by miners to cut coal from walls. This equipment's expected life is 8-10 years[14].
Armored Face Conveyors complement longwall shearers by removing material cut by this piece of equipment. Bucyrus reports an average life of 8-10 years for armored face conveyors[15].
Continuous Miners last approximately 8-15 years and simultaneously cut material and load it onto conveyor belt systems[16].
Key Trends & Forces
Commodities Prices impact the demand for mining equipment. When commodities prices increase (usually during periods of strong economic growth when economic and domestic infrastructures are expanding and demanding more raw materials), mining companies expand operations due to the higher profit margins. Over the past six years, commodities performed well; Copper prices more than quadrupled[17]and oil traded at $18 per barrel in 2002 but reached $100 in 2008[18] Bucyrus faces specific commodity price risk (and reward) in coal, copper, and oil, because the equipment manufacturer sells mainly to mining companies extracting these three commodities.
Coal is key to BUCY's revenues. Production of coal shifts with economic and political factors. As oil prices rise, alternative energy forms become more attractive. Coal power substitutes natural gas and oil consumption in some instances, and therefore, the coal price tends to move higher also. But political actions can adversely effect the demand for coal, because politicians, in response to rising carbon emissions and acid rain, can impose taxes to curb its use or provide subsidies to other alternative energy that is cleaner.
Copper also affects BUCY's balance sheet. Copper miners are Bucyrus's second largest customer (13%).[19] People use copper in electronics, cookware, fixtures, plumbing, and a variety of other items. The strong rise in copper prices boosted extraction of the material by miners, benefiting Bucyrus as it increased demand for equipment.
International markets are the key to Bucyrus's revenue growth. Bucyrus's international operations already account for more than 50% of the company's revenues.[20] High infrastructure growth contributes to commodity demand in Russia, China, and other Emerging Markets. With the increasing demand, supply comes on board. Bucyrus continues to expand operations in these markets by constructing new manufacturing facilities and service centers.
Bucyrus has expanded its aftermarket services division. The volatility of new equipment influenced Bucyrus to promote maintenance, repair, assembly, and diagnostic testing for mining equipment[21]. This move increased margins and decreased the cyclical nature of demand for new equipment, because mining companies need equipment serviced even during flat production growth. Bucyrus can therefore benefit from growing demand in two ways - equipment sales, and new service contracts for this equipment. Mining equipment breaks down over time, and repair parts and maintenance are necessary. Further, large mining producers are increasing their reliance on outsourcing maintenance. Contracts typically cover 3-5 years and have renewable and early termination clauses.[22]
Competition
[23]
Bucyrus competes with other large international equipment manufacturers, such as Joy Global (JOYG), Terex (TEX), and Caterpillar (CAT). These companies compete for business not only on price, but on quality and reliability. Due to the large fixed cost of buying mining machinery (a dragline can cost $130 million[24]), Bucyrus's customers will pay extra upfront to avoid costly downtime. Furthermore, these mining companies find local equipment service centers appealing, so that any necessary repairs can be made quickly. As a result, customers prefer to buy from equipment manufacturers with service centers not too distant from their mining operations. Bucyrus also helps customers avoid downtime by using a system of on-board monitoring controls that communicate with Bucyrus's service centers and help with troubleshooting.
In addition to competing with large global manufacturers, Bucyrus faces pressure from emerging local companies. The competitive pressure from small companies tends to be more for repair service and replacement units than new equipment[25]. These companies, referred to as will-fitters, replicate Bucyrus's replacement products and sell them to mining companies at a discount. Bucyrus believes its superior quality, warranty agreements, and retention programs should maintain demand for its replacement equipment