Cyient DLM: A Defence, Aerospace Business Supported By Strong Tailwinds
Cyient DLM: A Defence, Aerospace Business
Supported By Strong Tailwinds
Cyient DLM is a leading electronics
system design and manufacturing player and in the business from last 30 years.
It provides system design, integration, testing, and manufacturing of
electronic components and subsystems for original equipment manufacturers
(OEMs) in the aerospace and defence sectors and other high-tech engineering
segments. The company has three state of art manufacturing facilities in
Hyderabad, Bengaluru and Mysore. The company boasts of a vast customer base not
only in India but also in Europe, North America, China and Japan.
Financial Snapshot:
Before going in details, let us have a glance Cyient DLM ‘s various financial
parameters:
Current Price |
Rs 677 |
Market Cap |
Rs 5,369 Cr |
PE |
87.7 |
PEG |
0.63 |
Debt to Equity |
0.21 |
Operating Profit
Margin |
9.31% |
Order Book |
262 cr |
Promoter Shareholding |
66.7% |
DII Holding |
12.6% |
FII Holding |
7.04% |
Recent Results: Cyient DLM has posted excellent results and when we have a look at the results, EBITDA margins stands at 10.5%. Management has given a guidance of EBITDA growth at 30% CAGR for the next 2-3 years. Profit after tax (PAT) stands at INR 227 million, with an impressive 80.7% YoY growth. Let’s have a look at the numbers on the YoY basis:
Item |
YOY |
Mar-24 |
Dec-23 |
Mar-23 |
Sales |
⇡ 30% |
362 |
321 |
277 |
EBIDT |
⇡ 19% |
38 |
29.4 |
31.9 |
Net
profit |
⇡ 81% |
22.7 |
18.4 |
12.6 |
EPS |
⇡ 21% |
₹ 2.87 |
₹ 2.33 |
₹ 2.38 |
⇡ :Indicates increase
Future Plans and Growth Strategy: As per the company concall here are the few notable points which builds confidence in the impressive future prospects of the company:
1.
Focus on large deals with high-value segments.
2.
Build-to-specification
services to drive growth.
3. Inorganic strategy in progress, aiming for
acquisitions in the range of $40-100 million.
4. Continued focus on aerospace, defence, medical, and
industrial sectors.
5. Expectation of solid updates in order intake from
existing clients in the next quarter.
6. Focus on
expanding into medical and industrial sectors while maintaining a strong
presence in aerospace and defense.
7. Aspiration to
achieve a more balanced revenue mix across different sectors in the next two to
three years.
Management and Industry Outlook:
Rajendra Velagapudi is the Managing
Director at Cyient DLM. He has extensive operations experience in engineering
and manufacturing, having championed numerous continuous improvement processes
and supply chain initiatives to improve operational performance and margins. The management is of the
opinion that due to the strong tailwinds in the global supply chain and
solutions industry and positive growth outlook in the aerospace and defence
sectors presents a huge opportunity for the company and company is well poised
to be benefitted from all these macroeconomic factors.
Challenges
ahead:
The management
aspiration to improve margins and achieve a return on capital employed of 15%
initially and 25% in the long term can be a herculean task considering the geopolitical
tensions. Also with the increase in competition and emergence of new players
can further make the task difficult. The decrease in order book to 262 Cr from
the last quarter is also another hurdle in their journey of meeting their
goals.
Multibagger takeaway:
Due to the positive sentiment towards growth opportunities and strategic
initiatives in the pipeline, Cyient DLM can be a great wealth creator in future.
Also Defence, Aerospace are the sectors which enjoys the government push and
policy support. Considering their impressive run in the past, investors can bet
on the company as many positives outweighs the very negatives in the favour of
investing in this company.
Disclaimer:
We are not a SEBI registered analyst, please do your own research and consult your financial advisor before taking any investment decision. The prices and data may vary according to the market forces at the time of reading this article.
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