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Pak Suzuki Motor Company Faces Production Halt and Sales Decline Amidst Parts Shortage and Financing Constraints


Pak Suzuki Motor Company Faces Manufacturing Disruption and Slumping Sales Amid Parts Shortage and Financing Woes

 Pak Suzuki Motor Company Ltd, a leading automobile manufacturer in Pakistan, has recently announced the closure of its motorcycle and four-wheeler plants from June 22 to July 8. The production suspension is a result of a shortage of parts and accessories caused by a new mechanism introduced by the State Bank of Pakistan in May 2022. The company had already experienced an extended shutdown of its four-wheeler plant, leading to significant sales declines.

Production Suspension and Parts Shortage

Pak Suzuki Motor Company's decision to halt production is driven by a shortage of parts and accessories, which has adversely affected their inventory levels. In May 2023, the company sold 2,958 vehicles, indicating a slight recovery compared to the 1,474 units sold in April. However, sales in the 11 months of FY23 recorded a significant decline of 54% to 62-354 units compared to 134-270 units during the same period in the previous fiscal year.

The shortage of parts and accessories can be attributed to the new mechanism introduced by the State Bank of Pakistan, which requires prior approval for the import of completely knocked-down kits. This mechanism has slowed down the clearance of consignments, causing disruptions in the supply chain and affecting inventory levels for local assemblers like Pak Suzuki.

Impact on Auto Financing

The State Bank of Pakistan's measures to control the auto sector have had a significant impact on auto financing and consumer demand for vehicles. The amount of outstanding auto loans has been decreasing consistently for the past 11 months, with a 2.8% decline from Rs309 billion in April to Rs300 billion in May. Since June, the total decline in auto financing has reached Rs68 billion, reflecting the effectiveness of the measures taken by the central bank.

The rise in interest rates from 7% to 21% in March, coupled with restrictions imposed by the SBP, such as an upper limit of Rs3 million on auto loans and a reduction in the loan repayment tenor, have significantly curtailed auto financing. Currently, auto financing accounts for only 1-2% of total car sales, a stark contrast to the 25-30% observed during times of high demand and lower prices.

Challenges for the Automobile Industry and Outlook

The combination of high-interest rates, rising prices, and production suspensions have taken a toll on the auto industry in Pakistan. Car assemblers have resorted to plant shutdowns due to shrinking sales, resulting in significant job losses, both directly and indirectly, especially in the vending units. The challenges faced by the industry have created an environment of uncertainty and economic hardship.

The revival of auto financing activities in the country is contingent upon resolving issues such as political stability and the alleviation of the dollar crisis. Additionally, the approval of an International Monetary Fund (IMF) loan is expected to play a crucial role in the recovery of the sector.

In the short term, car sales through bank financing are anticipated to remain depressed for the next six months due to the absence of new auto loans and the limited financing cap of Rs 3 million. As a result, the automobile industry is likely to experience continued challenges, including reduced production, declining sales, and limited job opportunities.

Pak Suzuki Motor Company's decision to suspend production reflects the significant challenges faced by the automobile industry in Pakistan. A shortage of parts and accessories, caused by a mechanism introduced by the State Bank of Pakistan, along with constraints on auto financing, has hampered the industry's growth. The revival of the sector depends on resolving political stability, alleviating the dollar crisis, and obtaining an IMF loan. However, in the short term, the industry is likely to face ongoing difficulties and reduced sales.

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