mba report

1. 1
SUMMER TRAINING REPORT
Operational Management
At
SourcingatSundram Fasteners Ltd.
Maharishi Dayanand University, Rohtak
UNDER SUPERVISION OF: SUBMITTED BY:
MS KOMAL VERMA NAVNEET
ASSISTANT PROFESSOR Reg.No.1612252679
WORLD COLLEGE OF TECHNOLOGY AND MANAGEMENT
SESSION: 2022-2024

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WORLD COLLEGE OF TECHNOLOGY AND MANAGEMENT
CERTIFICATE OF HOD
MR. NAVNEET , Reg. No.1612252679 a Bonafide student of Masters of Business Administration, World
College of Technology & Management, Gurugram, an affiliated Institute of Maharshi Dayanand University,
Rohtak has carried out the “Summer Training Report on OPERATION MANAGEMENT & BUSINESS
ANALYTICS at Sundaram Fasteners ltd.” in partial fulfillment of the requirements for the Degree of
Master of Business Administration under my supervision and guidance.
I certify that this project report is a record of the work done by the candidate herself and that to the best of my
knowledge the contents of this project did not form a basis of award of any previous degree of anybody else.
Dr Himani Avasthi
HOD of BUSINESS
ADMINISTRATION
WCTM, GURUGRAM

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WORLD COLLEGE OF TECHNOLOGY AND MANAGEMENT
CERTIFICATE BY GUIDE
MR.NAVNEET , Reg. No. 1612252679 a student of Master of Business Administration,
World College of Technology & Management. Gurugram an affiliated Institute of Maharshi Dayanand
University, Rohtak has carried out the Project Report on “A STUDY REPORT ON OPERATION
MANAGEMENT & BUSINESS ANALYTICS” in partial fulfilment of the requirements for the Degree of
Master of Business Administration under my supervision and guidance.
I certify that this project report is a record of the work done by the candidate herself and that to
the best of my knowledge the contents of this project did not form a basis of award of any
previous degree of anybody else.
MS Komal Verma
Assistant Professor
ADMINSTRATION
WCTM, GURGAON

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STUDENTS DECLARATION
I hereby declare that the Summer Training Report entitled "An analysis of day to day operations activities at
Sundram Fasteners Ltd.” is an authentic record of my own work as requirement of 3 months Summer Internship
during the period from 07th July 2023 to 14th October 2023, for the award of degree of MBA (“MASTER IN
BUSINESS ADMINISTRATION”), World College of Technology & Management, Farrukhnagar, Gurugram,
under the guidance of Mr.LaxmanSingh, Senior Manager, Gurgaon, Sundram Fasteners Ltd and Ms Komal
Verma , Assistant Proffesor of Business Administration, World College of Technology & Management.
Signature of Candidate
NAVNEET
Roll no. :
MBA 3rd
Semester

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Table of Contents
Contents Page No.
Chapter 1: Introduction
1.1 Background and Context
1.2 Objectives of the Study
1.3 Scope and Limitations
6-17
Chapter 2: Literature Review
2.1 Overview of Operations
Management
2.2 Key Concepts in
OrganizationalHierarchy
2.3 Material Management in Industrial
Settings
2.4 Strategic Objectives of the
Purchasing Department
18-21
Chapter 3: Conceptual Discussion
3.1 Key Aspects of
OperationsManagement
3.1.1 Capacity Planning
3.1.2 Quality Management
3.1.3 Inventory Management
3.1.4 Supply
ChainManagement
3.1.5 Scheduling and Routing
3.1.6 Risk Management
3.1.7 Performance
Measurement
3.1.8 Technology and
Automation
3.2 Organizational Hierarchy
3.3 Material Management
3.4 Strategic Objectives of the
Purchasing Department
22-33
Chapter 4: Activity Report
4.1 Overview of Internship
4.2 My Learnings from Internship Tasks
34-42
Chapter 5: Bibliography 43-46

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Chapter 6: APPENDICES
6.1 Balance sheet
6.2 Cash flow
6.3 Financial Statements
Profit & loss
6.4 Rating Rationale
6.5 Restructure International Operations
6.6 Fastenersreportsgrowthinrevenuesand
recordshigherprofitinQ3despitespikeinraw
materialprices
6.7 AwardsandHonours
6.8 Factsheet
47-70

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Chapter 1
Introduction

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1.1 Introduction to the Fasteners Industry
The fasteners industry, often relegated to the background yet fundamentally essential,
assumes a pivotal role in various sectors of the economy. It serves as the unsung hero,
diligently holding together the intricate tapestry of everything from automobiles to towering
skyscrapers. Fasteners, an expansive category encompassing screws, nuts, bolts, rivets, and
an array of specialized components, stand as indispensable hardware devices designed to join
or secure two or more objects. This industry, with its diverse product range,emerges as a
linchpin in both the manufacturing and construction ecosystems.
Importance of Fasteners in Modern Industries
Described aptly as the backbone of manufacturing and construction, the fasteners industry
forms the bedrock upon which the assembly of products and structures across a multitude of
sectors relies. Whether engaged in the construction of a high-rise building, the manufacturing
of an automobile, or the intricate creation of consumer electronics, fasteners assume the role
of unassuming components ensuring the steadfast integrity and enduring durability of the
final product. The gravity of their significance cannot be overstated, given their irreplaceable
role in ensuring safety, quality, and optimal performance.
Key Industries and Applications:
The fasteners industry, with its versatility, caters to a diverse range of sectors, including:
• Automotive: Beyond the mere nuts and bolts, fasteners emerge as
indispensable components in assembling vehicles, guaranteeing not only
structural integrity but also safety and optimal performance. From engines to
interiors, a myriad of fasteners discreetly secures every element of an
automobile.

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• Construction: In the dynamic realm of construction, fasteners play a critical
role in the secure fastening of structural components, roofing materials, and
facades, thereby ensuring the stability and longevity of edifices.
• Aerospace: The aerospace sector demands precision fasteners that can withstand
extreme conditions. These specialized components are instrumental in themeticulous
assembly of aircraft, playing a vital role in ensuring passenger safetyandthe robust
performance of the aircraft.
• Manufacturing: Across the vast landscape of manufacturing, fasteners emerge as
essential elements in the assembly of machinery and the production of consumer
electronics, serving as the unsung heroes that bring diverse products to life.
• Energy: In the energy sector, fasteners find application in power generation, with
wind turbines standing as a testament to their role in sustainable energy. Additionally,
they play a crucial role in the oil and gas industry, contributing to the infrastructure
and equipment necessary for efficient energy production.
• Electronics: Miniature fasteners, often overlooked in their significance, are
fundamental to the assembly of delicate electronic devices and appliances,
contributing to the intricate world of modern technology.
• Furniture: In the realm of furniture manufacturing, fasteners emerge as silent
guardians, ensuring the durability and stability of various pieces, from chairs and
tables to more complex structures.

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Global Fasteners Market
The global fasteners market stands as a vast and highly competitive arena, with numerous
companies vying for their share of the market pie. Influenced by factors such as
industrialization, urbanization, and continual technological advancements, the market was
valued at USD 82.56 billion in 2022. Projections indicate a robust growth trajectory, with an
estimated market value of USD 110.91 billion by 2029. This upward trend is fueled by the
increased demand for fasteners across various sectors and regions, including the dynamic
markets of Asia-Pacific, the established markets of North America, and the evolving
landscape of Europe.
In conclusion, the fasteners industry emerges not merely as a functional component butas
an indispensable and intricate part of modern manufacturing and construction. Itswide-
ranging applications across sectors underscore its versatility and crucial role in ensuring the
structural integrity, safety, and quality of diverse products and structures. Sundaram
Fasteners Ltd, positioned as a prominent player in this industry, goes beyond being a
contributor to the global fasteners market; it plays a pivotal and indispensable rolein various
sectors of the economy, contributing significantly to the intricate web that fasteners weavein
the modern industrial landscape.
1.2 TVS Sundram Fasteners Limited (Driving Excellence
in Fastener Manufacturing)
Early Years and Growth
Sundram Fasteners Limited (SFL)
embarked on its illustrious journey as a
modest manufacturing unit in thevibrant
city of Chennai, India. The company's
initial focus centered on the production of
fasteners tailored for the

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burgeoning automotive sector. It was in these early years that SFL's commitment to precision
engineering and unwavering dedication to quality quickly distinguished it in the market,
laying the foundation for its future success.
Expanding Horizons
The growth trajectory of SFL was nothing short of remarkable. As it solidified its positionin
the market, the company expanded its product portfolio to encompass a diverse range of
fasteners, including bolts, screws, and various automotive components. This strategic
diversification, coupled with an enduring commitment to maintaining high-quality standards,
propelled SFL to unprecedented heights within the industry.
Global Presence
Sundram Fasteners did not confine its ambitions to the boundaries of India. Instead, it
ventured into the global arena, establishing manufacturing facilities and distribution networks
in multiple countries. This expansive global presence positioned the company as a key player,
allowing it to cater to a wide spectrum of industries, including automotive, industrial, and
infrastructure, on a global scale.
Innovation and Technology
A cornerstone of SFL's success has undeniably been its relentless emphasis on innovation
and technology. The company made substantial investments in research and development,
perpetually enhancing its manufacturing processes and expanding its product offerings. This
commitment to innovation not only ensured the consistent deliveryof top-notch products but
also enabled SFL to maintain a competitive edge in a dynamic and evolving market.
Sundram Fasteners Limited, a flagship company of the esteemed TVS Group, stands as a
leading manufacturer of high-quality fasteners and components. Founded in 1962 by the

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visionary Suresh Krishna, SFL has evolved into a global powerhouse, leaving an indelible
mark on the fastener industry.
Quality Assurance
Quality has been the bedrock of SFL's operations. The company implemented stringent
quality control measures at every stage of production, garnering numerous certifications and
accolades for its robust quality management systems. This dedication to quality assurance
solidified SFL's reputation as a trusted provider, ensuring that customers could rely on its
products for critical applications with confidence.
Corporate Responsibility
Beyond its business endeavors, SFL has actively embraced corporate responsibility by
contributing to social and environmental causes. Initiating various sustainability programs,
the company has taken significant strides in reducing its carbon footprint and promoting
responsible business practices. This commitment reflects SFL's holistic approach to corporate
citizenship, demonstrating its dedication to making a positive impact beyond therealms of
industry.
1.3 Products of the Organization
High Tensile Fasteners
Sundram Fasteners Limited (SFL) stands at the
forefront of manufacturing a comprehensive range of
high tensile fasteners, specifically engineered for
precision-driven sectors such as Automotive, Wind
Energy, Aviation, Aerospace, Farm Equipment, and
Infrastructure. These fasteners serve as critical

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components, ensuring the structural integrity and reliability of diverse applications across
industries.
Cold Extruded Parts
In addition to high tensile fasteners, SFL boasts expertise
in the production of cold extruded and precision forged
parts. These specialized components find application in
Two-wheelers, front-wheel drive vehicles, and internal
combustion engines. The precision engineering of these
parts contributes to the overall efficiency and
performance of the vehicles and machinery in which
they are utilized.
Hot Forged Parts
SFL's product lineup further extends to hot forged
parts, including the Bevel Gear & Pinion Family,
Hub and Gen 3 Bearing Hub Rings, RWD Clutch
Hub, Crankshaft Sprocket, and Stainless Steel
Turbocharger Parts. These components play a
crucial role in various automotive applications,
contributing to the functionality and durability of
powertrain systems.
Connecting Rods
Powertrain Components manufactured by SFLinclude
a diverse array of components such as Turbine Shafts,
Output Shafts, Clutch Hub, Sungear Shafts,
Crankshaft Sprockets, Slip Yoke, and more.

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These components are integral to the efficient and seamless operation of powertrain systems
in automotive and industrial applications.
Pumps & Assemblies
SFL's product portfolio extends to
Pumps & Assemblies, coveringWater
Pumps, Oil Pumps, Mechanical Fuel
Feed Pumps, Manual and Auto Belt
Tensioners, Rocker Assemblies, and
Radiator Caps. These components are
vital forthe proper functioning of
engines,
ensuring optimal fluid circulation, and contribute to the overall performance and reliabilityof
the vehicles in which they are incorporated.
Powder Metallurgy
The organization's expertise in Powder Metallurgy is
evident in the manufacturing of components such as
Rotors and Gears, Synchronizer Hubs, Shock
Absorber Components, Valve Train Components,
Bushes, and Structural Parts. These components,
produced through advanced powder metallurgy
techniques, exhibit enhanced strength, durability, and
precision.

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Iron Powder Unit
SFL operates an Iron Powder Unit, producing
Powders for Press & Sinter Applications. The
range includes Plain Iron Powders and
Diffusion Bonded Powders. These high-
quality powders find application in the
automotive and industrial sectors, contributing
to the production of
components with superior metallurgical properties.
1.4 Competitive Landscape of the Industry
The competitive landscape of Sundram Fasteners Ltd. is intricately shaped by numerous
factors that exert influence on the dynamics of the fasteners and automotive components
sector. These factors encompass the nuanced interplay between demand and supply,
technological innovations, quality standards, raw material pricing and availability,regulatory
frameworks, environmental policies, and the strategic maneuvers adopted by competitors.
In both domestic and international markets, Sundram Fasteners Ltd. contends with
formidable competitors, each with its unique strengths and offerings. Some prominent
contenders include:
Bharat Forge Ltd.: A global forging powerhouse, Bharat Forge Ltd. boasts a diversified
portfolio catering to sectors such as automotive, power, oil and gas, aerospace, defense,
railways, and marine. With manufacturing facilities spanning India, Germany, Sweden,
France, the USA, China, and Japan, Bharat Forge has established itself as a major player on
the world stage.

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Endurance Technologies Ltd.: Positioned as a leading manufacturer, Endurance
Technologies specializes in aluminum die-casting products, suspension products,
transmission components, and brake systems for two-wheelers and three-wheelers. Its
operational footprint extends across India and Europe.
Alicon Castalloy Ltd.: Renowned for manufacturing aluminum alloy castings, Alicon
Castalloy serves various applications, including engine components, structural parts, brake
systems, and chassis components. Its manufacturing plants are strategically located in India
and Slovakia.
Igarashi Motors India Ltd.: A significant player in the automotive sector, Igarashi
Motors is a leading manufacturer of small electric motors for applications like power
windows, sunroofs, seat adjusters, fuel pumps, and cooling fans. The company operates
manufacturing facilities in both India and China.
JX Nippon Mining & Metals: A key player in the non-ferrous metals and electronic
materials industry, JX Nippon Mining & Metals caters to diverse sectors, including
automotive, electronics, energy, and the environment. The company has a robust presencein
Japan and international markets.
Hebei Electric Motor: Recognized for manufacturing electric motors for various
applications such as pumps, fans, compressors, and generators, Hebei Electric Motor operates
manufacturing plants in China and Vietnam.
Akribis Systems: A leading manufacturer in precision motion control applications,
Akribis Systems specializes in linear motors, rotary motors, voice coil motors, and stages. Its
operations span across Singapore, China, Korea, and Japan.
While these competitors offer similar or substitute products and services in the fasteners and
automotive components industry, Sundram Fasteners Ltd. maintains a robust competitive
advantage. This advantage is driven by the company's unwavering commitmentto quality, a
culture of innovation, a focus on customer satisfaction, and operationalexcellence.

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Notably, Sundram Fasteners Ltd. has received numerous awards and recognitions for its
outstanding performance and achievements within the industry, further solidifying its
standing as a leader in the competitive landscape. These accolades underscore the company's
commitment to excellence and serve as a testament to its continuous pursuit of industry-
leading standards.
1.4 SWOT Analysis of Sundram Fasteners Ltd.
Strengths:
1. Market Leadership: Strong market leadership in the fasteners and automotive
components industry.
2. Diversified Portfolio: Well-diversified portfolio catering to various sectors and
customers.
3. Global Presence: Operations in India, China, Germany, UK, USA, and
Brazil,providing access to diverse markets.
4. Commitment to Excellence: Focus on quality, innovation, customer satisfaction,
and operational excellence.
5. Financial Strength: Low debt ratio and robust financial position, enabling
investments in new projects and technologies.
Weaknesses:
1. Profit Decline: Decline in quarterly net profit and profit margin on a year-on-year
basis.

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2. High PE Ratio: Market perceives the company as overvalued, potential
correction in the future.
3. Non-Core Income Trend: Increasing trend in non-core income, indicating
potential weakness in core business operations.
Opportunities:
1. Leverage Brand Recognition: Utilize established brand recognition to enter new
segments and markets.
2. Venture into Emerging Industries: Explore opportunities in electric vehicles,
aerospace, defense, and renewable energy.
3. Invest in Research and Development: Introduce new products and technologies
for a competitive advantage.
4. Benefit from Government Support: Leverage favorable government policies
supporting automotive sector development.
Threats:
1. Intense Competition: Facing competition from domestic and international players
offering similar or substitute products.
2. Regulatory Compliance Challenges: Navigating regulatory and environmental
norms and standards.
3. Raw Material Price Fluctuations: Exposure to fluctuations in the price and
availability of raw materials, impacting production costs and profitability.
In conclusion, Sundram Fasteners Ltd. stands at a critical juncture, possessing strengths to
leverage, weaknesses to address, opportunities to explore, and threats to navigate. A strategic
understanding of these factors is essential for sustained success in the fasteners and
automotive components industry.

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Chapter 2
Task Assigned and
Work Plan

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2.1 Major Tasks Assigned
1. Collecting and Organizing Data:
• Task Description: Gathering data on inventory inflow and outflow, primarily
in the form of bills or invoices.
• Additional Information: This task involves meticulous data collection to
ensure accuracy in tracking inventory movements within the organization.
2. Updating and Maintaining Inventory Records:
• Task Description: Regularly updating the Excel sheet with details of inventory
inflow and outflow.
• Additional Information: This responsibility is crucial for maintaining a real-
time record of inventory, facilitating effective decision-making regardingstock
levels.
3. Communicating and Coordinating:
• Task Description: Establishing communication with the warehouse in Delhi
for inventory updates and coordinating with transporters.
• Additional Information: Effective communication is essential to ensure a
seamless flow of goods, and timely updates from suppliers and transporters
play a key role in operational efficiency.
4. Participating in Daily Meetings:
• Task Description: Attending daily meetings, providing verbal reports to the
supervisor, and occasionally assisting in managerial meetings with report
generation and presentations.

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• Additional Information: Regular participation in meetings not only involves
reporting daily activities but also contributes to managerial tasks, showcasinga
holistic involvement in the organizational processes.
2.2 Time, Duration, Geographical Area
• Organization Details:
• Name: TVS Sundram Fasteners Ltd.
• Time:
• Office Timings: 9:00 AM - 5:00 PM with a 1-hour lunch break.
• Duration:
• Internship Period: 6 weeks (1st July 2023 - 16th August 2023).
• Learning Focus: Practical exposure to Operation Management.
• Geographical Area:
• Location: Corporate office of SFL in Sector-17, Gurugram.
• Additional Visits: Occasionally visited the company's warehouse for quality
checkups.
2.3 Work Plans
In establishing an effective work plan during my internship at TVS Sundram Fasteners Ltd.,
a structured approach was adopted to ensure optimal task execution and contribute
meaningfully to the organization's objectives.
• Weekly Work Calendar Management:
• Prioritize obtaining the weekly work calendar from the supervisor,
meticulously assessing and internalizing the outlined tasks to align personal
objectives with organizational priorities.

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• Task Understanding and Clarification:
• Engage in thorough discussions with the supervisor to gain a comprehensive
understanding of assigned tasks, seeking clarification on any nuances or
intricacies.
• Checklist Preparation for Systematic Execution:
• Develop a detailed checklist for each assigned task, serving as a systematic
guide to ensure no aspect is overlooked, and tasks are completed in astructured
manner.
• Acquisition of Theoretical Knowledge:
• Prioritize the acquisition of theoretical knowledge pertinent to each task before
its initiation, ensuring a solid foundation and understanding of the underlying
principles.
• Daily Reporting and Transparent Communication:
• Cultivate a practice of delivering detailed daily reports to the supervisor during
evening meetings, fostering transparent communication regarding task
progress, challenges encountered, and proposed resolutions.
• Consistency, Integrity, and Timely Completion:
• Uphold a commitment to consistency, integrity, and the timely completion of
all tasks, adhering to deadlines with unwavering dedication.
By strategically implementing these work plans, the intention was not only to fulfill assigned
responsibilities but to contribute proactively to the organizational workflow, ensuring
alignment with overarching goals and demonstrating a commitment to professional
excellence.

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Chapter 3
Conceptual Discussion

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Operation Management: Orchestrating Organizational
Excellence
In the intricate tapestry of organizational dynamics, operations management emerges as a
linchpin, intricately weaving together the design, execution, and control of processes and
systems that culminate in the creation of goods and the delivery of services. Its role, spanning
from meticulous planning to flawless execution, is indispensable in ensuring optimal resource
utilization and the production of high-quality products, underscored by effective service
delivery.
3.1 Key Aspects of Operations Management:
1. Capacity Planning:
• Strategic Prowess: Capacity planning goes beyond mere numerical
assessments. It involves strategic decision-making, contemplating thecurrent
production demands and foreseeing the future requirements. The dynamic
nature of this process demands continuous evaluation to ascertain whether to
expand or contract capacity, responding adeptly to the ebb and flow of market
demands.
2. Quality Management:
• Continuous Improvement: Quality management is the lodestar guiding
operations towards excellence. Rigorous quality control mechanisms and
methodologies such as Total Quality Management (TQM) form the backbone,
ensuring not only adherence to predefined quality standards but also fostering
a culture of continuous improvement.
3. Inventory Management:
• Balancing Act: The ballet of inventory management requires a delicate
balance. Operations managers must navigate the fine line betweenmaintaining
sufficient inventory to meet demand and minimizing carrying costs. It is a
constant juggling act that demands astute forecasting, efficient

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planning, and proactive risk management to prevent overstocking or
stockouts.
4. Supply Chain Management:
• Interconnected Coordination: The purview of operations management extends
beyond organizational boundaries. The coordination required with suppliers
and distributors to maintain a seamless flow of materials and information
throughout the supply chain is paramount. This holistic approach ensures
optimized efficiency and responsiveness to market dynamics.
5. Scheduling and Routing:
• Strategic Resource Deployment: Scheduling and routing are strategic tools for
optimizing resource deployment. Operations managers delve into
comprehensive planning, ensuring that resources, both human and machinery,
are allocated efficiently. Routing further adds a layer of optimization by
determining the most efficient pathways for material movement and service
provision.
6. Risk Management:
• Navigating Uncertainty: Operations managers act as navigators through the
unpredictable seas of risk. Proactively identifying and mitigating risks,
whether stemming from supply chain disruptions, equipment failures, or labor
strikes, is paramount. A comprehensive risk management strategy ensures
organizational resilience in the face of uncertainties.
7. Performance Measurement:
• Data-Driven Decision-Making: Key performance indicators (KPIs) form the
bedrock of data-driven decision-making in operations management.
Monitoring and measuring these indicators provide critical insights into the

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efficiency and effectiveness of operations. This data-centric approach not only
facilitates informed decision-making but also serves as a springboard for
continuous improvement initiatives.
8. Technology and Automation:
• Innovative Efficiency: In the era of technological advancements, embracing
technology and automation emerges as a catalyst for operational efficiency.
Automation reduces the margin for human error, streamlining various
operational processes. This technological integration fosters a culture of
innovation, positioning organizations at the vanguard of efficiency.
In summation, operations management is the heartbeat of organizational functionality.
Through a comprehensive exploration of these key aspects, organizations can navigate the
complexities of modern business environments, delivering high-quality products and services
with a strategic edge. The orchestration of these elements underscores the significance of
operations management in achieving organizational excellence.
3.2 Organisational Hierarchy: Unraveling the Layers of
Organizational Dynamics
The organizational hierarchy serves as the structural backbone of an organization, defining
the intricate levels of authority and responsibility that shape its operational landscape. This
hierarchical framework is pivotal in delineating roles, responsibilities, and reporting
relationships, forming the bedrock upon which the organizational culture thrives. Let's delve
deeper into the key concepts and terminologies associated with organizational hierarchy:
1. Chain of Command:
• Formal Reporting Dynamics: The chain of command delineates the formal
reporting relationships within an organization. It establishes a structured flow
of authority from senior management at the pinnacle to front-line

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employees. This formal structure ensures clarity in roles and
responsibilities, enhancing organizational efficiency.
2. Levels of Hierarchy:
• Hierarchical Strata: Organizations exhibit multiple levels of hierarchy,
contingent on their size and complexity.
• Top Management: At the zenith, top management includes the CEO,
president, board of directors, and senior executives charting the
strategic course of the organization.
• Middle Management: Comprising department heads and division
managers, middle management oversees specific organizational areas,
bridging the strategic vision with day-to-day operations.
• Front-Line Supervisors: Responsible for the hands-on management of
daily activities within teams or departments, front-linesupervisors play
a crucial role in translating organizational goals into actionable tasks.
• Employees/Staff: The foundation of the hierarchy, employees execute
core tasks and functions, reporting to front-line supervisors or mid-
level managers.
3. Span of Control:
• Supervisory Dynamics: The span of control signifies the number of
subordinates directly overseen by a manager or supervisor. A wide span
suggests overseeing many employees, while a narrow span indicates
supervision of fewer individuals. The appropriate span of control hinges on
factors such as task complexity and managerial efficacy.
4. Delegation:
• Efficient Work Distribution: Delegation is the process of entrusting authority
and responsibility from a manager to a subordinate. This strategic process

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facilitates efficient work distribution and decision-making, ensuring tasks
are handled by individuals possessing the requisite skills and knowledge.
5. Unity of Command:
• Clarity in Reporting: The unity of command principle underscores the
importance of each employee reporting to a single supervisor. This practice
minimizes conflicting directives, fostering clarity in communication and
accountability.
6. Hierarchical Levels vs. Flat Organizations:
• Structural Choices: Organizations can opt for either tall or flat hierarchies. Tall
hierarchies feature multiple management levels, while flat structures minimize
levels and broaden spans of control. The decision between the twois influenced
by organizational goals, culture, and the nature of the work undertaken.
7. Matrix Organizations:
• Cross-Functional Collaboration: Some organizations adopt matrix structures
where employees report to multiple managers simultaneously. Common in
project-based or cross-functional teams, this structure enhances flexibility and
collaboration, albeit introducing complexities in reporting relationships.
8. Organizational Chart:
• Visual Representation: An organizational chart visually depicts an
organization's hierarchy, utilizing shapes and lines to illustrate relationships
between different levels and positions. This tool serves as a valuable reference
for employees to understand the organizational structure.
9. Scalar Principle:
• Uninterrupted Authority Flow: The scalar principle underscores the necessity
for a clear and unbroken line of authority from the organizational apex to its
base. This ensures seamless communication and decision- making, preventing
disruptions in the hierarchical flow.

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10.Hierarchy and Decision-Making:
• Influence on Decision Dynamics: The organizational hierarchy profoundly influences
decision-making processes. Higher-level managers typically engage in strategic
decision-making, while lower-level managers and employees handle tactical and
operational decisions. This stratified approach aligns decision-making with the
expertise and purview of each hierarchical level.
In the intricate tapestry of organizational hierarchy, each concept and principle weaves
together to form a comprehensive framework that dictates the organization's functioning. This
exploration goes beyond the surface, unraveling the layers that contribute to the dynamic and
evolving nature of organizational dynamics. As organizations navigate the complexities of
their structures, understanding and optimizing their hierarchical foundations become
essential for sustained success and adaptability.
3.3 Material Management: Navigating the Nexus of
Efficiency and Cost Reduction
Materials management, a cornerstone function in industrial endeavors, orchestrates an
integrated approach towards material handling across all stages of an undertaking. Rooted in
the core objective of cost reduction and the seamless handling of materials, this multifaceted
function encompasses various critical aspects such as purchasing, storage, inventory control,
material handling, and standardization. A comprehensive exploration of the scope of material
management reveals its expansive nature, providing a holistic framework for optimal material
utilization.
Scope of Material Management: Unveiling the Dimensions
Materials management, as defined, embodies the coordination of planning, sourcing,
purchasing, moving, storing, and controlling materials in an optimal manner, ultimately
delivering a pre-determined service to the customer at minimal cost. This definition unveils
the broad scope of materials management, categorized into several vital functions:

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1. Material Planning and Control:
• Strategic Blueprint: Aligned with sales forecasts and production plans,
materials planning and control emerge as the strategic architects of the
materials management realm. This involves estimating individual part
requirements, formulating materials budgets, forecasting inventory levels,
scheduling orders, and vigilant monitoring of performance in relation to
production and sales.
2. Purchasing:
• Strategic Sourcing: Purchasing, a pivotal facet, involves the judicious
selection of sources of supply, finalization of purchase terms, placement of
purchase orders, meticulous follow-up, establishment and maintenance of
amicable relations with suppliers, approval of payments, and ongoing
evaluation and rating of suppliers.
3. Stores Management:
• Physical Guardianship: Stores management is the physical custodian of
materials, tasked with preserving stock, minimizing obsolescence and damage
through timely disposal and efficient handling, meticulous maintenance of
stores records, and strategic location and stocking. The storeplays a pivotal role
in the operational dynamics of a company, ensuringthe smooth flow of
materials.
4. Inventory Control or Management:
• Striking the Balance: Inventory control, an integral aspect of material
management, pertains to the management of materials in stock, often referred
to as the idle resource of an enterprise. Inventories, spanning itemsstocked for
sale, those in the manufacturing process, and materials yet to beutilized, act as
a crucial buffer between supply and demand. Effective controlof inventory is
imperative for the uninterrupted and efficient operation of the production
cycle.

33. 30
Purchasing: A Critical Dimension of Materials Management
Purchasing stands out as a vital and nuanced dimension within the expansive domain of
materials management. In the intricate fabric of any industry, the act of purchasing involves
the acquisition of equipment, materials, tools, and parts essential for the industry's operations.
The significance ofthe purchasing function varies based on the nature and scaleof the industry,
underscoring its critical role in ensuring a seamless flow of inputs for uninterrupted
production cycles.
In essence, materials management, with its multifaceted dimensions, emerges not just asa
function but as a strategic imperative. As industries navigate the dynamic landscapes of
production and consumption, a robust materials management strategy becomes pivotalfor
achieving operational efficiency and sustaining cost-effective endeavors.
3.4 Strategic Objectives of the Purchasing Department: Nurturing
Efficiency, Relations, and Holistic Integration
The strategic objectives meticulously laid out for the purchasing department transcend mere
directives, forming a comprehensive framework that intricately contributes to the
multifaceted success of the organization. Let's embark on a more detailed exploration of the
multifaceted objectives that underscore the pivotal role of the purchasing department,delving
deeper into each strategic imperative:
1. Cost Optimization: Driving Profitability Through Precision
• Minimizing Inputs Costs: At the heart of the purchasing department's strategic
endeavors lies the commitment to acquiring materials, suppliers, and
equipment at costs that stand at the nexus of efficiency and quality. The
emphasis on cost minimization isn't just a fiscal strategy; it's a pathway to
enhanced productivity and, ultimately, heightened profitability. The
meticulous negotiation, sourcing, and procurement strategies employed by

34. 31
the purchasing department contribute directly to the bottom line,positioning
the organization for sustained success.
2. Uninterrupted Production Flow: Sustaining Operational Momentum
• Continuous Supply Chain Management: Beyond merely procuring raw
materials, the purchasing department shoulders the critical responsibility of
ensuring an unbroken flow of production. This entails not only the seamless
supply of materials and components but extends to the meticulous
coordination of tools, repair services, and maintenance provisions. By
effectively managing the entire supply chain, the department becomes the
linchpin for sustaining operational momentum, ensuring that the production
engine never falters.
3. Asset Turnover Enhancement: Maximizing Efficiency in Resource
Utilization
• Optimizing Inventory Investment: The strategic vision of the purchasing
department extends to optimizing asset turnover. A key objective here is to
minimize the investment in inventories relative to sales volume. This
deliberate effort is not just about financial prudence; it's a calculated move to
enhance the efficiency of asset utilization. By striking the right balance in
inventory management, the department contributes significantly to the
organization's financial health, driving up profitability through resource
optimization.
4. Diversification of Supply Sources: Building Resilience and Flexibility
• Exploration of Alternative Supply Channels: To future-proof the organization,
the purchasing department actively engages in exploring alternative sourcesof
supply. This isn't merely a risk mitigation strategy; it's a proactive move to
fortify the organization against unforeseen disruptions. The ability to pivot to
alternative suppliers enhances the bargaining power of the buyer, minimizes
costs, and fortifies the organization's ability tonavigate emergencies with
resilience and flexibility.

35. 32
5. Vendor Relationship Management: Fostering Long-term
Partnerships for Mutual Benefit
• Beyond Transactions: Building Partnerships: Establishing and nurturing
positive relations with suppliers isn't just a functional requirement; it's a
strategic imperative. The purchasing department recognizes the broader
implications of strong vendor relationships, contributing to the organization's
favorable image in business circles. These relationships go beyond
transactional exchanges, offering benefits such as negotiating reasonable
prices, securing preferential allocations during material shortages, and
fostering an environment of mutual cooperation.
6. Departmental Integration: Bridging Silos for Holistic Collaboration
• Synergies Across Departments: The purchasing function isn't an isolated silo;
it's intricately woven into the fabric of various organizational departments.
Collaboration with the production department ensures alignment with
specifications and material flow. Engagement with the engineering department
for tools and equipment procurement speaks to the cross- functional nature of
the purchasing role. Coordination with the marketing department involves
understanding sales forecasts and their impact on material procurement.
Interaction with the financial department is essentialfor maintaining optimal
material levels and estimating the working capital required. The personnel
department's involvement ensures the developmentand effective management
of the personnel within the purchasing department. This holistic integration
ensures that the purchasing department isn't just a functional unit but a key
player in the orchestration of organizational success.
7. Personnel Training and Development: Fostering a Culture of
Excellence
• Nurturing Skills and Creativity: Acknowledging the diverse skill sets within the
purchasing department, the company places a strategic emphasis on personnel
training and development. The goal extends beyond mere skill

36. 33
enhancement; it's about fostering an imaginative and agile workforce. By
investing in continuous learning initiatives, the purchasing department
becomes not just a conduit for materials but a hub of creativity and strategic
thinking.
8. Efficient Record Keeping and Reporting: Transparency for Informed
Decision-Making
• Streamlining Operational Processes: Given the inherent reliance on paper
processing, the purchasing department places a premium on standardization.
This isn't merely a procedural consideration; it's a strategic move to facilitate
efficient record-keeping. Standardized processes not only streamline day-to-
day operations but also serve as the backbone for transparent reporting.
Regular reporting to the management about purchasing activities isn't just a
bureaucratic formality; it's a proactive communication strategy that justifies
the independent existence of the department. Transparent reporting showcases
the department's impactful contributions, enabling informed decision-making
at the organizational level.
In essence, the strategic objectives of the purchasing department aren't just a set of directives;
they represent a roadmap for organizational success. As the department navigates the intricate
landscape of procurement, it does so with a strategic vision that goesbeyond transactional
efficiency, fostering relationships, driving innovation, and positioningthe organization for
sustained excellence.

37. 34
Chapter 4
Activity Report

38. 35

39. 36

40. 37

41. 38
4.2 My Learnings from Internship Tasks
1. Induction (01-07-2023):
• Understanding Organizational Dynamics: Delving into the nuances of the
company's structure, culture, and dynamics during the induction process laid
the foundation for comprehending how various departments collaborate.
• Policy Familiarization: Gaining insights into the organizational policies, which
ranged from codes of conduct to procedural guidelines, provided a
comprehensive understanding of the work environment.
• Stakeholder Roles: Identifying key stakeholders and understanding their
respective rolesclarified the interconnectedness ofdifferent functions withinthe
organization.
2. Initial Training (03-07-2023 to 10-07-2023):
• Foundational Concepts in Materials Management: The initial training sessions
focused on instilling fundamental concepts in materials management, covering
essential aspects such as procurement, storage, and inventory control.
• Organizational Processes: Acquiring knowledge about the organization's
specific processes and systems, including the use of any proprietary softwareor
tools, was a crucial component of the training period.
• Team Collaboration: Learning the importance of collaborative efforts within a
team setting, as emphasized during the training, provided insights into the
dynamics of teamwork.
3. Data Entry in Excel (11-07-2023 to 15-07-2023):
• Proficiency Enhancement: The practical aspect of entering data into Excel
enhanced proficiency, fostering a deeper understanding of spreadsheet
functionalities.

42. 39
• Data Organization: Learning how to effectively organize and structure data
within Excel for efficient analysis and retrieval was a key skill developed
during this period.
• Quality Data Input: Emphasis on accuracy and attention to detail in data entry
underscored the importance of maintaining data integrity.
4. Warehouse Inspection (17-07-2023 to 18-07-2023, 01-08-2023 to 02-
08-2023):
• Inventory Management Insights: On-site observations during warehouse
inspections provided valuable insights into inventory management practices,
including storage, handling, and quality control measures.
• Quality Assurance: Understanding the significance of quality checks in the
warehouse reinforced the importance of delivering high-quality products to
customers.
• Real-world Application: The practical exposure to warehouse operations
served as a bridge between theoretical knowledge and real-world application.
5. Doubt Session (19-07-2023 to 20-07-2023, 05-08-2023):
• Proactive Inquiry: The doubt sessions fostered a proactive approach to
learning by encouraging interns to seek clarification on concepts that were not
fully understood.
• Communication Skills Development: Articulating doubts effectively during
these sessions contributed to the development of effective communication
skills.
• Open Forum for Discussion: The doubt sessions created a collaborative and
open forum for interns to engage in discussions, promoting knowledge
sharing.

43. 40
6. Assisting Supervisor in Meetings (21-07-2023 to 24-07-2023, 03-08-
2023 to 04-08-2023):
• Meeting Etiquettes: Observing and participating in supervisor meetings
provided exposure to professional meeting etiquettes and decorum.
• Strategic Involvement: Understanding the role of the purchasingdepartmentin
strategic discussions highlighted its importance in decision- making processes.
• Practical Application of Concepts: Assisting in meetings allowed interns to
witness the practical application of theoretical concepts within the
organizational context.
7. Contacting Transporter and Supplier (25-07-2023):
• External Stakeholder Interaction: Contacting transporters and suppliers
enhanced skills in external stakeholder communication, an essential aspect of
materials management.
• Timely Coordination: The experience underscored the importance of timely
updates and coordination with external partners to ensure smooth operations.
• Problem-Solving: Addressing issues related to transportation and supplier
communication provided opportunities for problem-solving.
8. Data Entry for New Arrivals (26-07-2023 to 31-07-2023):
• Real-time Data Management: The task of entering data for new arrivals
emphasized the importance of real-time data for decision-making and analysis.
• Efficiency in Handling Large Datasets: Dealing with substantial amounts of
data honed skills in efficiently handling and processing large datasets.
• Adaptability: The dynamic nature of data entry for new arrivals demanded
adaptability to changing information and scenarios.

44. 41
9. Collecting Data and Excel Entry (07-08-2023 to 12-08-2023):
• Refining Data Collection Methods: The task of collecting data necessitated the
development of efficient methods for gathering accurate and relevant
information.
• Streamlining Data Entry Processes: Continuous data entry activities
contributed to streamlining processes, resulting in increased efficiency.
• Collaborative Data Management: Collaborating with team members for data-
related tasks showcased the importance of teamwork in managing information.
10.Warehouse Visit (13-08-2023):
• Practical Application of Inventory Control: The visit reinforced theoretical
knowledge by showcasing the practical application of inventory control
measures.
• Logistical Understanding: Observing the logistical aspects of the warehouse
visit provided insights into supply chain management and coordination.
• Quality Assurance Implementation: Witnessing quality assurance measures in
action highlighted the importance of maintaining product qualitythroughout
the supply chain.
11.Attending Final Meeting (14-08-2023):
• Summarizing Internship Experience: The final meeting provided an
opportunity to summarize key learnings and experiences gained during the
internship period.
• Reflective Analysis: Interns engaged in reflective analysis, discussing
challenges faced, solutions implemented, and the overall impact of their
contributions.

45. 42
• Feedback and Evaluation: Feedback from supervisors during the final meeting
contributed to individual growth and provided insights for future professional
development.
12.Collecting Certificate (16-08-2023):
• Acknowledging Achievements: Collecting the certificate served as formal
acknowledgment of the intern's successful completion of the internship
program.
• Documenting Professional Growth: The certificate represents documented
evidence of the intern's professional growth and achievements during the
internship.
• Career Development: Certificates serve as valuable additions to resumes,
contributing to future career development and job applications.

46. 43
Chapter 5
Bibliography

47. 44
Bibliography
1. Sundram Fasteners Ltd. Official Website
• URL: https://www.sundram.com
• Description: The official website of Sundram Fasteners Ltd. served as apivotal
and primary source for comprehensive information related to the company's
background, mission, vision, core values, and other official documents. The
website also provided real-time updates on news, events, and key
announcements, offering a direct insight into the company's strategic
initiatives.
2. Moneycontrol
• URL: https://www.moneycontrol.com
• Description: Moneycontrol, a leading financial news and information
platform, played a crucial role in providing in-depth financial insights, stock
market data, and relevant news about Sundram Fasteners Ltd. The platform
facilitated a detailed analysis of the company's financial health, stock
performance, and market positioning.
3. Economic Times
• URL: economictimes.indiatimes.com
• Description: The Economic Times, a reputable financial publication,
contributed significantly to the internship by offering comprehensive industry-
related news, market trends, and economic factors influencing Sundram
Fasteners Ltd. This resource played a vital role in understanding external
influences impacting the company's operations.
4. Craft.co
• URL: craft.co
• Description: Craft.co emerged as a valuable resource for acquiring detailed
insights into Sundram Fasteners Ltd.'s market positioning, competitors, and

48. 45
industry trends. The data obtained from this source was instrumental in
conducting a thorough competitive analysis, identifying key players, and
understanding market dynamics.
5. IndiaMART
• URL: indiamart.com
• Description: IndiaMART, a prominent online marketplace, provided essential
information on suppliers, products, and broader industry trends. This source
enriched the understanding of the overall ecosystem in which Sundram
Fasteners Ltd. operates, including key suppliers and industry dynamics.
6. Oakspring University
• URL: oakspringuniversity.com
• Description: Oakspring University served as a valuable theoretical resource,
complementing the practical experiences gained during the internship. The
institution's online materials management resources offered theoretical
insights, best practices, and industry standards, enhancing the intern's
understanding of materials management principles.
7. Trendlyne
• URL: trendlyne.com
• Description: Trendlyne, a data-driven analytics platform, provided valuable
insights and trends related to Sundram Fasteners Ltd.'s stock performance.
This source significantly contributed to the analysis of the company's stock
market dynamics, aiding in making informed decisions based on historical
data and market trends.
8. LinkedIn
• URL: https://www.linkedin.com

49. 46
• Description: LinkedIn, a professional networking platform, facilitated
connections with industry professionals and provided access to company
profiles, job postings, and industry discussions. Engaging with professionals
on LinkedIn broadened the intern's industry network and provided additional
perspectives on Sundram Fasteners Ltd. and its operations.
9. Glassdoor
• URL: https://www.glassdoor.com
• Description: Glassdoor offered insights into employee reviews, company
culture, and salary information, contributing to a holistic understanding of
Sundram Fasteners Ltd.'s workplace environment. This resource provided
valuable perspectives on the company's organizational culture and employee
satisfaction.
10.Business Today
• URL: https://www.businesstoday.in
• Description: Business Today, a leading business magazine, served as a
supplementary resource for industry news, analyses, and features related to
Sundram Fasteners Ltd. The magazine's articles offered a broader perspective
on market trends, challenges, and opportunities in the fastenersand automotive
components industry.

50. 47
Chapter 6
APPENDICS

51. 48
1. BALANCE SHEET OF SUNDRAM FASTENERS (in Rs. Cr.)
Sundram Fasteners Previous Years »
Standalone Balance Sheet
------------------- in
Rs. Cr. ---------------
----
Mar 23 Mar-22 Mar-21 Mar-20 Mar-19
12 mths 12 mths 12 mths 12 mths 12 mths
EQUITIES AND LIABILITIES
SHAREHOLDER'S FUNDS
Equity Share Capital 21.01 21.01 21.01 21.01 21.01
Total Share Capital 21.01 21.01 21.01 21.01 21.01
Reserves and Surplus 2,888.02 2,524.26 2,312.03 1,995.93 1,887.42
Total Reserves and Surplus 2,888.02 2,524.26 2,312.03 1,995.93 1,887.42
Total Shareholders Funds 2,909.03 2,545.27 2,333.04 2,016.94 1,908.43
NON-CURRENT LIABILITIES
Long Term Borrowings 41.09 113.7 182.8 226.17 207.48
Deferred Tax Liabilities [Net] 126.56 118.01 115.02 106.6 144.07
Other Long Term Liabilities 13.41 9.01 12 16.74 7.88

52. 49
Long Term Provisions 6.56 6.66 6.9 6.92 8.78
Total Non-Current Liabilities 187.62 247.38 316.72 356.43 368.21
CURRENT LIABILITIES
Short Term Borrowings 395.01 347.34 236.67 466.58 593.49
Trade Payables 427.17 472.33 453.54 295.79 381.06
Other Current Liabilities 118.72 123.99 128.51 74.68 125.28
Short Term Provisions 22.07 20.58 21.68 21.1 19.88
Total Current Liabilities 962.97 964.24 840.4 858.15 1,119.71
Total Capital And Liabilities 4,059.62 3,756.89 3,490.16 3,231.52 3,396.35
ASSETS
NON-CURRENT ASSETS
Tangible Assets 1,650.35 1,554.78 1,560.56 1,566.58 1,342.27
Intangible Assets 1.93 2.67 3.05 3.78 4.51
Capital Work-In-Progress 45.9 100.22 104.82 87.38 83.42
Other Assets 0.17 0.19 0.39 0.41 0.44
Fixed Assets 1,698.35 1,657.86 1,668.82 1,658.15 1,430.64
Non-Current Investments 346.82 322.71 337.16 310.19 350.12
Long Term Loans And Advances 13.61 11.01 7.78 7.4 7.34
Other Non-Current Assets 169.55 136.69 132.05 133.58 168.44

53. 50
Total Non-Current Assets 2,228.33 2,128.27 2,145.81 2,109.32 1,956.54
CURRENT ASSETS
Inventories 782.12 691.39 558.8 492.92 560.42
Trade Receivables 944.84 838.71 715.06 539.64 762.44
Cash And Cash Equivalents 35.2 31.76 16.89 16.41 11.34
Short Term Loans And Advances 6.15 6.1 6.11 6.09 6.81
OtherCurrentAssets 62.98 60.66 47.49 67.14 98.8
Total Current Assets 1,831.29 1,628.62 1,344.35 1,122.20 1,439.81
Total Assets 4,059.62 3,756.89 3,490.16 3,231.52 3,396.35
OTHER ADDITIONAL INFORMATION
CONTINGENT LIABILITIES, COMMITMENTS
Contingent Liabilities 275.44 277.88 304.18 378.72 444.37
CIF VALUE OF IMPORTS
EXPENDITURE IN FOREIGN EXCHANGE
Expenditure In Foreign Currency 378.11 335.73 262.3 346.91 518.53
REMITTANCES IN FOREIGN CURRENCIES
FORDIVIDENDS
Dividend Remittance In Foreign
Currency
- - - - -
EARNINGS IN FOREIGN EXCHANGE

54. 51
FOB Value Of Goods - - - - -
Other Earnings 1,419.14 1,270.37 935.97 1,197.28 1,382.99
BONUS DETAILS
Bonus Equity Share Capital 18.46 18.46 18.46 18.46 18.46
NON-CURRENT INVESTMENTS
Non-Current Investments Quoted
Market Value
20.6 18.76 19.19 12.51 15.44
Non-Current Investments Unquoted
Book Value
326.22 303.95 317.97 297.68 334.68
CURRENT INVESTMENTS
Current Investments Quoted Market
Value
- - - - -
Current Investments Unquoted
Book Value
- - - - -

55. 52
2. Cash Flow
Rs (in Crores)
Particulars Mar'23 Mar'22 Mar'21 Mar'20 Mar'19
Profit Before Tax 615.93 555.96 438.11 376.40 619.69
Net Cash Flow from Operating Activity 394.09 366.42 413.93 660.18 408.45
Net Cash Used in Investing Activity -206.15 -141.11 -129.04 -303.89 -494.12
Net Cash Used in Financing Activity -170.99 -224.15 -284.00 -351.98 82.24
Net Inc/Dec In Cash and Cash Equivalent 16.95 1.16 .89 4.31 -3.43
Cash and Cash Equivalent - Beginning of the Year 14.01 12.85 11.96 7.65 11.08
Cash and Cash Equivalent - End of the Year 30.96 14.01 12.85 11.96 7.65
Rs (in Crores)

56. 53
3. NOTES TO STANDALONE FINANCIAL STATEMENTS
1. Corporate information Sundram Fasteners Limited (“the Company”) is domiciled in India, with its registered
offi ce situated at No. 98-A, VII Floor, Dr. Radhakrishnan Salai, Mylapore, Chennai 600004. The Company
hasbeen incorporated under the provisions of the Companies Act, 1956 and its equity shares are listed on the
National Stock Exchange (‘NSE’) and the Bombay Stock Exchange (‘BSE’) in India. The Company is primarily
engaged in manufacture and sale of bolts and nuts, water pumps, sintered products, cold extruded components,
hot and warm forged parts, radiator caps and other parts which have applications mainly in automobile industry.
2. Basis of preparation 2.1 Statement of compliance These standalone financial statements of the Company
have been prepared in accordance with Indian Accounting Standards (Ind AS) asper the Companies (Indian
Accounting Standards) Rules, 2015 notifi ed under Section 133 of Companies Act,2013, (the ‘Act’) and other
relevant provisions of the Act. Accounting policies have been consistently appliedexcept where a newly issued
accounting standard is initially adopted or a revision to an existing accounting standard requires a change in
the accounting policy hitherto in use. The standalone fi nancial statements forthe year ended March 31, 2021
(including comparatives) are authorised by the Board on May 06, 2021. Detailsof the Company’s accounting
policies are included in notes 3 and 4. 2.2 Functional and presentation currencyThese standalone fi nancial
statements are presented in Indian Rupees which is also the Company’s functionalcurrency. All amounts have
been presented in crores of Indian Rupees (`), except share data and as otherwise stated. 2.3 Basis of
measurement The standalone financial statements have been prepared on the historical cost basis except for the
following items; Items Measurement basis Certain fi nancial assets and liabilities Fairvalue Net defi ned benefi
t asset/ liability Fair value of plan assets less present value of defi ned benefi t obligations 2.4 Use of estimates
and judgments In preparing these standalone fi nancial statements, management has made judgements,
estimates and assumptions that affect the application of accounting policies and the reported amounts of assets,
liabilities, income and expenses. Actual results may differ from these estimates. Estimates and underlying
assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised prospectively.
The Company has considered the possible effects that may result from the pandemic relating to COVID-19 on
the carrying amounts of assets including trade receivables, inventories and other current / non current assets. In
developing the assumptions relating to thepossible future uncertainties in the global economic conditions
because of this pandemic, the Company has used internal and external sources of information on the expected
future performance of the Company. TheCompany has performed sensitivity analysis (wherever applicable) on
the assumptions used and based on current estimates expects that the carrying amount of these assets will be
recovered. The Company will continue to closely monitor any material changes to future economic conditions.
Judgements Information

57. 54
about judgements made in applying accounting policies that have the most signifi cant effects on the amounts
recognised in the standalone fi nancial statements is included in the following notes: - Note 3(7) and 38: Leases
- whether an arrangement contains a lease; - Note 3(5), 3(8) and 34: Investment in subsidiaries and Financial
instruments: Classifi cation and measurement Assumptions and estimation uncertainty Information about
estimates and assumptions that have the most signifi cant effect on recognition and measurement of assets,
liabilities, income and expenses is mentioned below. Actual results may be different from these estimates. -
Note 3(2), 3(3) and 3(4): Useful lives of property, plant and equipment, intangible assets and investment
property - Note 3(8) and 3(9): Impairment test on fi nancial and non-financial assets; key assumptions
underlying recoverable amounts; - Note 3(10), 3(12), 17, 18 and 35: recognition and measurement of provisions
and contingencies: key assumptions about the likelihood and

58. 55
4. Profit & Loss -Rs (in Crores)
Mar'23 Mar'22 Mar'21 Mar'20 Mar'19
12Months 12Months 12Months 12Months 12Months
INCOME:
Sales Turnover 4919.43 4172.57 3065.03 3124.57 3990.22
Excise Duty .00 .00 .00 .00 .00
NET SALES 4919.43 4172.57 3065.03 3124.57 3990.22
Other Income 29.9800 25.6100 16.5700 20.4400 29.6700
TOTAL INCOME 4949.41 4198.18 3081.60 3145.01 4019.89
EXPENDITURE:
Manufacturing Expenses 210.31 178.47 138.78 141.66 162.63
Material Consumed 2747.38 2215.54 1544.34 1599.55 2046.11
Personal Expenses 333.98 311.73 271.44 302.47 352.54
Selling Expenses .00 .00 .00 .00 .00
Administrative Expenses 860.16 740.26 528.19 533.26 689.66
Expenses Capitalised .00 .00 .00 .00 .00
Provisions Made .00 .00 .00 .00 .00
TOTAL EXPENDITURE 4151.83 3446.00 2482.75 2576.94 3250.94
Operating Profit 767.60 726.57 582.28 547.63 739.28
EBITDA 797.58 752.18 598.85 568.07 768.95
Depreciation 157.02 152.83 146.58 136.51 110.30
Other Write-offs .00 .00 .00 .00 .00
EBIT 640.56 599.35 452.27 431.56 658.65
Interest 24.63 13.39 14.16 43.86 38.96
EBT 615.93 585.96 438.11 387.70 619.69
Taxes 151.53 148.50 109.97 62.36 183.50
Profit and Loss for the Year 464.40 437.46 328.14 325.34 436.19
Non Recurring Items -.06 -30.00 .00 -11.30 .00
Other Non Cash Adjustments .00 .00 .00 .00 .00

59. 56
Other Adjustments .06 .00 .00 .00 .00
REPORTED PAT 464.40 407.46 328.14 314.04 436.19
KEY ITEMS
Preference Dividend .00 .00 .00 .00 .00
Equity Dividend 117.12 206.98 27.32 122.55 78.12
Equity Dividend (%) 557.45 985.15 130.03 583.29 371.82
Shares in Issue (Lakhs) 2101.28 2101.28 2101.28 2101.28 2101.28
EPS - Annualised (Rs) 22.10 19.39 15.62 14.95 20.76
Rs (in Crores)

60. 57
5. Rating Rationale
May 09, 2023 | Mumbai
Sundram Fasteners Limited
Rating reaffirmed at 'CRISIL A1+'
Rating Action
Rs.25 Crore Short Term Debt CRISIL A1+ (Reaffirmed)
Rs.100 Crore Commercial Paper CRISIL A1+ (Reaffirmed)
Note: None of the Directors on CRISIL Ratings Limited’s Board are members of rating committee and thus do not participate in discussion or assignment of any ratings.
The Board of Directors also does not discuss any ratings at its meetings.
1 crore = 10 million
Refer to Annexure for Details of Instruments & Bank Facilities
Detailed Rationale
CRISIL Ratings has reaffirmed its 'CRISIL A1+' rating on the short-term debt and commercial paper programme of Sundram
Fasteners Limited (SFL).
SFL’s consolidated revenues grew by ~16% in fiscal 2023, supported by strong demand from domestic original equipment
manufacturers (OEMs), steady aftermarket and export sales. This comes after a 35% growth in revenues in fiscal 2022. SFL’s
operating profitability moderated to ~15% in fiscal 2023 compared to 16.7% in fiscal 2022 mainly due to higher cost of raw
material, which are being passed on with a lag, higher power costs, and moderation in performance of its Chinese subsidiary.
The company has also received a long-term contract for export of sub-assemblies for electric vehicle (EV) aggregating USD
250 million from one major automobile OEM based in the US. Increasing share of contribution from new products, as well as
higher supplies to EV OEMs, and non-automotive customers (currently ~30% of revenues), besides steady demand from
existing and export customers is expected to lead to 8-10% growth over the medium term for SFL, while operating profitability
is expected to settle at ~15%-16%.
The company is expected to incur capex of Rs.1000 crores between fiscals 2023-2025, to add capacity across existing
business lines, for wind energy equipment related fasteners and the new US based EV OEM in the US. SFL is expected to
generate accruals of over Rs.500 crores annually, which will suffice to meet annual debt obligations of ~Rs.100-168 crore and
majority of capex needs. Debt metrics which are already at robust levels, with gearing at less than 0.3 times, and interest
cover ratio of over 22 times, will continue to remain at comfortable levels over the medium term, in the absence of material
debt addition.
The ratings continue to reflect SFL's leading market position in the fasteners industry, revenue diversity, healthy operating
efficiency, and strong financial risk profile. These rating strengths are partially offset by working capital-intensive operations,
and moderate profitability of overseas subsidiaries.
Analytical Approach
For arriving at its rating, CRISIL has combined the business and financial risk profiles of SFL and its subsidiaries held directly
or indirectly, as the entities share a common management, and operate with significant operational and financial linkages.
Please refer Annexure - List of Entities Consolidated, which captures the list of entities considered and their analytical treatment of consolidation
Key Rating Drivers & Detailed Description
Strengths:
Leading market position in the fasteners segment, diverse product portfolio, and wide geographical
reach: SFL continue to dominate the domestic fasteners market accounting for a sizeable market share. Revenue mix is
healthy, with domestic sales (including OEMs and aftermarket) accounting for ~70% in fiscal 2023, and exports bringing in
~30% (including subsidiary operations). Product portfolio broadly comprises fasteners, sintered metal products, cold extruded
parts, radiator caps, and automotive pumps and assemblies. Established relationship across commercial vehicles (CVs),
passenger vehicles (PVs), tractors and two-wheeler OEMs’ lends stability to revenues. Supplies to CV and PV OEMs account

61. 58
for ~65-70% of standalone OE sales, with the balance being contributed by tractor, two-wheeler and wind energy equipment
manufacturers. SFL is also gradually diversifying its customer base by enhancing manufacturing of industrial fasteners,
including for wind equipment, to reduce dependence on the cyclical automotive sector.
Healthy operating efficiency:
SFL has maintained strong focus on processes, quality improvement, and cost reduction, apart from continuously improving
productivity. Implementation of industry-wide best practices, such as Total Quality Management, other internal automation
measures, and improve operating efficiencies help products meet the rigorous standards of the clients. Having manufacturing
units abroad, and established supply chain logistics enables the company to cater to customers on 'just-in-time' basis.
Operating margins have averaged between 16% to 18% over fiscals 2018-2021, and have moderated to ~15% in fiscal 2023,
as costs have risen sharply. Additionally, the shift in product mix towards more profitable products like hubs & shafts and EV
components, compared with traditional fasteners, and improving contribution from subsidiaries is expected to keep operating
profitability at ~15% to 16% over the medium term.
Strong financial risk profile:
SFL’s financial risk profile has remained strong supported by healthy cash accrual and prudent funding of capex, even as
working capital intensity remains high. Net-worth is expected to surpass Rs 3000 cr in fiscal 2023 with gearing of less than
0.3 times, and healthy interest coverage ratio of over 22 times.
Capex of ~Rs.300 cr in fiscal 2023 was funded mainly through internal accruals. SFL is expected to incur capex of ~Rs.750
crores in fiscals 2024 and 2025 as the company plans to invest more on new product development especially on the EV
technology side, add capacity across existing lines, and for wind equipment fasteners as well. Some of these products are
expected to further improve diversity in revenues and lend more stability to profitability. With healthy annual cash accruals of
over Rs.500 crores, capex needs are expected to be largely funded from accruals, while incremental debt is expected on
account of incremental working capital needs. Debt metrics will hence continue to remain at comfortable levels. Any sizeable
debt funded expansion plan, materially impacting debt metrics, will however, be a monitorable.
Weaknesses:
Working capital-intensive operations
Due to the large number and different sizes of products manufactured, inventory levels are higher, relative to its peers in the
automotive component space. Besides, raw material imports and increasing export (longer lead time) also contribute to high
working capital needs. Consequently, gross current assets expected to be between 130-140 days as on March 31, 2023 and
are expected to continue at the same levels over the medium term.
Modest, albeit improving, performance of subsidiaries:
Even as SFL's standalone performance had been continuously improving since fiscal 2019 except for the intermittent impact
on account of economic slowdown and COVID pandemic, its overall performance was partially tempered by modest
contribution of its subsidiaries, especially those overseas. The subsidiaries expected to contribute 12-13% to the consolidated
revenues in fiscal 2023; however, the contribution to the consolidated profitability is expected be at ~6-7%.
Performance in the Chinese subsidiary was under pressure in the first six months of the fiscal 2023 due to severe covid
lockdown in its key operating areas. However, with the lifting of the covid measures in China from the third quarter, operations
have ramped up and are expected to witness strong recovery in fiscal 2024. Performance of the UK subsidiary, Cramlington
Precision Forge Limited, is expected to be stable with strong demand from the automobile segment, especially
CVs. Performance in TVS Upasana, the domestic subsidiary is also expected to be stable in fiscal 2023, and improve further
in fiscal 2024. Contribution from the other smaller subsidiaries is expected to negligible in fiscal 2023.
Liquidity: Strong
SFL has strong liquidity with accruals of over Rs 500 crore over the medium term which shall be sufficient to meet repayment
obligations of ~Rs 100-168 crore through fiscal 2025. Major portion of the capex plans in the next two fiscal (2024-25) is
expected to be met through internal accruals. The company also has adequate cushion in bank limits of around Rs 1800
crore, utilized to the tune of ~15%, on an average over the 12 months ended March 31, 2023. The company’s cash surpluses
were moderate ranging from Rs.70-100 crores.
Rating Sensitivity factors
Downward Factors

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 Decline in revenues on a sustained basis along with deterioration in operating profitability to below 11-12%, also
impacting cash generation
 Large debt-funded capex/acquisition or steep elongation in working capital cycle, impacting the financial risk profile and
debt metrics
ESG Profile of SFL:
CRISIL Ratings believes that Sundram Fasteners Limited’s (SFL) Environment, Social, and Governance (ESG) profile
supports its already strong credit risk profile.
The auto component sector has a moderate impact on the environment owing to moderate emissions, water consumption
and waste generation. The sector’s social impact is also moderate considering the impact of operational activities on the
company’s own employees.
The company is focusing on mitigating environmental and social risks.
Key ESG highlights:
The Company has a continuous focus on conservation of energy. Targets in terms of sourcing mix and cost are set every
year and action plans are drawn.
Share of energy from renewal sources was about 40% in FY22 which was comparatively better than the industry average.
Further addition to solar power roof top capacity is planned in the financial year 2022-2023.
During the year, no fatal accidents were observed by the company which is a representation of company’s focus
on employee health and safety.
The company encourages local sourcing wherever possible and procures ~90% of the raw materials from local suppliers
The governance structure is characterised by 50% of its board comprising independent directors. Position of the chairman
and CEO are split. It has a committee at the Board level to address investor grievances and also put out extensive
disclosures.
There is growing importance of ESG among investors and lenders. The commitment of SFL to ESG principles will play a key
role in enhancing stakeholder confidence, given high share of market borrowing in its overall debt and access to both domestic
and foreign capital markets
About the Company
SFL led by Mr Suresh Krishna, is a leading automotive component supplier with seven manufacturing facilities in Tamil Nadu,
one in Puducherry, one at Sri City in Andhra Pradesh and one each at Medak in Telangana and Pantnagar in Uttarakhand.
The company has key operating subsidiaries in India, in China and the UK. The company’s product range comprises fasteners,
power train components, sintered metal products, iron powder, cold extruded parts, radiator caps, water pumps, oil pumps
and wind energy components. Key export customers include USA, Germany, UK, Brazil, Italy and France.
As on March 31, 2023, promoter and promoter held investment companies held 48.51% stake in SFL, mutual funds 13.69%,
insurance companies 4.82%, foreign portfolio investors 11.50%, with the balance held by public and others.
Key Financial Indicators (consolidated)
As on / for the period ended March 31 2023 2022
Revenue Rs crore 5663 4902
PAT Rs crore 500 462
PAT margin % 8.8 9.4
Adjusted debt/adjusted net worth Times 0.26 0.29
Interest coverage Times 22.47 29.26
Any other information: Not applicable

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Note on complexity levels of the rated instrument:
CRISIL Ratings` complexity levels are assigned to various types of financial instruments and are included (where applicable)
in the 'Annexure - Details of Instrument' in this Rating Rationale.
CRISIL Ratings will disclose complexity level for all securities - including those that are yet to be placed - based on available
information. The complexity level for instruments may be updated, where required, in the rating rationale published
subsequent to the issuance of the instrument when details on such features are available.
For more details on the CRISIL Ratings` complexity levels please visit www.crisilratings.com. Users may also call the
Customer Service Helpdesk with queries on specific instruments.
Annexure - Details of Instrument(s)
ISIN Name of instrument
Date of
allotment
Coupon
rate (%)
Maturity
date
Issue size
(Rs crore)
Complexity
levels
Rating assigned
with outlook
NA Short Term Debt NA NA 7-365 days 100 Simple CRISIL A1+
NA Commercial Paper NA NA 7-365 days 25 Simple CRISIL A1+
Annexure – List of entities consolidated
Names of entities consolidated
Extent of
consolidation
Rationale for consolidation
Sundram Fasteners Investments Ltd, Chennai Full
Subsidiary; business linkages and common
management
TVS Upasana Ltd, Chennai Full
Subsidiary; business linkages and common
management
Sundram Non-Conventional Energy Systems
Ltd, Chennai
Full
Subsidiary; business linkages and common
management
TVS Next Ltd Full
Subsidiary; business linkages and common
management
TVS Engineering Limited Full
Subsidiary; business linkages and common
management
Cramlington Precision Forge Ltd,
Northumberland, United Kingdom
Full
Subsidiary; business linkages and common
management
Sundram Fasteners (Zhejiang) Ltd, Zhejiang
Peoples Republic of China
Full
Subsidiary; business linkages and common
management
Sundram International Inc, USA Full
Subsidiary; business linkages and common
management
TVS Next Inc. (subsidiary of TVS Next Ltd) Full
Subsidiary; business linkages and common
management
Sundram International Ltd, United Kingdom Full
Subsidiary; business linkages and common
management
Sunfast TVS Limited Full
Subsidiary; business linkages and common
management
Annexure - Rating History for last 3 Years
Current 2023 (History) 2022 2021 2020
Start of
2020
Instrument Type
Outstanding
Amount
Rating Date Rating Date Rating Date Rating Date Rating Rating
Commercial
Paper
ST 100.0 CRISIL A1+ -- 10-05-22 CRISIL A1+ 28-05-21 CRISIL A1+ 05-05-20 CRISIL A1+ CRISIL A1+
-- -- -- -- 22-04-20 CRISIL A1+ --
Short Term Debt ST 25.0 CRISIL A1+ -- 10-05-22 CRISIL A1+ 28-05-21 CRISIL A1+ 05-05-20 CRISIL A1+ CRISIL A1+

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-- -- -- -- 22-04-20 CRISIL A1+ --
All amounts are in Rs.Cr.
Criteria Details
Links to related criteria
CRISILs Approach to Financial Ratios
Rating criteria for manufaturing and service sector companies
Rating Criteria for Auto Component Suppliers
CRISILs Criteria for rating short term debt
CRISILs Criteria for Consolidation
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ratingsinvestordesk@crisil.com

65. 62
6. Sundram Fasteners restructures international operations
 Sundram Fasteners, a flagship company of TVS Group, has restructured its international operations in order
to maximise the revenue potential and shareholders’ value. It has created a new subsidiary called Sundram
International (SIL), based out of the United Kingdom.
 Post setting up of the new arm, the Chinese company Sundram Fasteners (Zhejiang) and the UK subsidiary
Cramlington Precision Forge have become subsidiaries of SIL.
 “Both these companies are profitable and have been paying consistent dividends to the parent
company. The new company, Sundram International will be used as a vehicle, as and when the
opportunity arises, to acquire technology companies abroad,” the company said in a statement.
 As part of the rejig, Sundram Fasteners has decided to divest its German subsidiary Peinner Umformtechnik
and its affiliates. Germany has been impacted adversely since the recession of 2008 and has not been
performing to the expectation of Sundram Fasteners. Sundram Fasteners’ management, after a detailed
review, has then decided to divest the company to a German investor.
 “We are confident that the divestiture of the German subsidiary will go a long way in strengthening the
balance sheet of Sundram Fasteners and improving shareholders’ value,” the company further said. Sundram
Fasteners had reported a sales and operating income of R613.90 crore for the third quarter ended December
31, 2015 as against R588.62 crore in the same period in the previous year.

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Consolidated Financials
 Revenue from Operations at Rs. 1,403.03 crores
 Profit before Tax (PBT) at Rs. 156.50 crores
 Profit after Tax (PAT) at Rs. 118.07 crores
The Board of Directors of Sundram Fasteners Limited announced the unaudited Financial Results for the
quarter and nine months ended December 31, 2022.
Highlights: Quarter ended December 31, 2022: FY 2022-2023
 Standalone Financials
 The revenue from operations was at Rs. 1,226.87 crores for the quarter ended December 31, 2022 as against Rs.
1,024.25 crores during the same period in the previous year, registering a growth of 19.8%.
 The domestic sales for the quarter ended December 31, 2022 were at Rs. 813.38 crores as against Rs. 658.37
crores during the previous year, posting a robust growth of 23.5%.
 The export sales for the quarter ended December 31, 2022 were at Rs. 364.64 crores as against Rs. 335.95 crores,
posting an increase of 8.5%.
 The company has sustained earnings before interest, depreciation and taxes (EBITDA) for the quarter ended
December 31, 2022 at Rs. 188.19 crores as against Rs. 180.04 crores during the same period in the previous year.
The margins have been under pressure during the period ended December 31, 2022 due to the increase in prices
of raw materials.
7. SundramFastenersreportsgrowthinrevenuesandrecordshigherprofitin
Q3despitespikeinrawmaterialprices

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 The Profit before Tax (PBT) for the quarter ended December 31, 2022 was at Rs. 142.05 crores as against Rs.
138.48 crores during the same period in the previous year. The net profit for the quarter ended December 31,
2022 was at Rs. 106.13 crores as against net profit of Rs. 103.34 Crores during the same period in the previous
year.
 Earnings per share for the quarter ended December 31, 2022 amounted to Rs. 5.05 and was Rs. 4.91 in the
corresponding period last year.
 Consolidated Financials
 The company’s Domestic and Overseas subsidiaries have registered a good performance during the nine months
period ended December 31, 2022.
 The company’s consolidated revenue from operations posted for the quarter ended December 31, 2022 was at Rs.
1,403.03 crores as against Rs. 1,207.53 crores during the same period in the previous year, an increase of 16.2%.
 The consolidated net profit for the quarter ended December 31, 2022 was at Rs. 118.07 crores as against net
profit of Rs. 110.00 crores during the same period in the previous year.
 The consolidated earnings per share (EPS) for the quarter ended December 31, 2022 amounted to Rs. 5.57 and
was Rs. 5.15 in the corresponding period last year.
 Highlights: Nine months period ended December 31, 2022: FY 2022-2023
 Standalone Financials
 The revenue from operations was at Rs. 3,684.70 crores for the nine months period ended December 31, 2022 as
against Rs. 3,026.13 crores during the same period in the previous year, a significant increase of 21.8% supported
by an increase in demand from the major OEMs.
 The net profit for the nine months period ended December 31, 2022 was at Rs. 347.99 crores as against net profit
of Rs. 336.05 crores during the same period in the previous year.

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 Consolidated Financials
 The company’s consolidated revenue from operations posted for the nine months period ended December 31,
2022 was at Rs. 4,214.80 crores as against Rs. 3,562.22 crores during the same period in the previous year,
recording a growth of 18.3% augmented by an uptick in demand from the global customers.
 The consolidated net profit for the nine months period ended December 31, 2022 was at Rs. 372.88 crores as
against net profit of Rs. 354.40 crores during the same period in the previous year.
 Commenting on the results, Ms. Arathi Krishna, Managing Director, Sundram Fasteners Limited, said: “We have
progressed well despite the ongoing macroeconomic challenges. We thank our employees, suppliers and
customers for the continued trust and will strive to deliver continued performance.”

69. 66
8. Awards And Honours:
The Government, Business and Industry bodies have recognized Suresh Krishna's contributions.
Year State Government Recognition
1992-
93
Appointed as Sheriff of Madras
National Honour
2006
The Government of India conferred the "Padma Shri" Award on Suresh Krishna for his contribution to Industry[11]
Suresh Krishna receiving Padma Shri from President APJ Abdul Kalam at Rashtrapathi Bhavan on 29.3.2006
Industry Honours
1991
Suresh Krishna was awarded the "Sir Jehangir Ghandy Medal for Industrial Peace"
by XLRI.
1995 The Business India Magazine selected him as the "Businessman of the Year"
1997
He was awarded the "Qimpro Platinum Standard" for being a role model for Quality Leadership
for Corporate India
1998 Suresh Krishna was awarded the "Juran Quality Medal"]
by the Indian Merchants Chamber, Mumbai
2000
The Asian Productivity Organization, Japan conferred the Nation Award (for India) on Suresh Krishna
for his outstanding contribution towards productivity improvement in the country during the last five years
2000 The All India Management Association gave the prestigious "JRD Tata Corporate Leadership Award" to Suresh Krishna
2001 Krishna was the recipient of the "Entrepreneur of the Year" Award from Ernst & Young
2017 Life Time Achievement Award by the Nanayam Vikatan for his contribution to Industry

70. 67
2019 Life Time Achievement Award - The Economic Times Awards - Tamil Nadu by Times Group
2019
India's Suresh Krishna receiving First Quality Ratna AwardIndia's First "Quality Ratna" Award conferred by
Confederation of Indian Industry (CII)

71. 68
Sundram Fasteners Limited
Sundram Fasteners Limited is a part of the US $5 billion TVS Group, headquartered in Chennai, India.
The Company has established a track record of leadership over 40 years. With a diversified product line, world-
class facilities in 4 countries and motivated team of talented people, Sundram Fasteners has becomea
supplier of choice to leading customers in the automotive and industrial segments worldwide.
The product range consists of high-tensile fasteners, powder metal components, cold extruded parts, hot
forged components, radiator caps, automotive pumps, gear shifters, gears and couplings, hubs and shafts,
tappets and iron powder. Over the years, the Company has acquired cutting-edge technological
competencies in forging, metal forming, close-tolerance machining, heat treatment, surface finishing and
assembly.

72. 69
Factsheet
Basic Information
Nature of Business Manufacturer
Additional Business Trader
Legal Status of Firm Limited Company (Ltd./Pvt.Ltd.)
Annual Turnover Rs. 1000 - 5000 Crore
Statutory Profile
GST No. 33AAACS8779D1Z7
CIN No. L35999TN1962PLC004943