This project stands to evaluate the Value chain of MSSL and also its policies regarding the value chain. It also stands to depict the customer base and customer loyalty towards the products of MSSL.

1. TABLE OF CONTENTS
S. No. CHAPTERS PARTICULARS
1. Chapter 1 INTRODUCTION
1.1 Objectives of study
1.2 Research methodology
1.3 Limitations of study
2. Chapter 2 COMPANY PROFILE
2.1 History of the company
2.2 Business areas
2.3 Vision
2.4 Mission
2.5 Goals & Objectives
2.6 Focus
2.7 Aims
2.8 Code of conduct
2.9 Corporate Social Responsibility
2.10 Awards and recognition
2.11 Competitors
2.12 SWOT Analysis
3. Chapter 3 ANALYSIS & INTERPRETATION
4. Chapter 4 CONCLUSION & RECOMMENDATIONS
BIBLIOGRAPHY
ANNEXURE

2. CHAPTER 1
INTRODUCTION

3. CHAPTER 2
COMPANY PROFILE

4. CHAPTER 3
ANALYSIS
&
INTERPRETATION

5. CHAPTER – 4
CONCLUSION
&
RECOMMENDATIONS

6. BIBLIOGRAPHY
 Books :Pandey, I.M. ; Financial Management, Vikas Publishers, New Delhi; 2010.
 Articles : Gupta, K. ; Durables: On a fast track; Harvard Business Review, No. 11;
Vol. 8; pp 42-50.
 Websites : -http://www.motherson.com/motherson-sumi-systems-limited.html
-https://en.wikipedia.org/wiki/Motherson_Sumi_Systems
-https://www.indiainfoline.com/article/research-leader-speak/mr-v-c-
sehgal-chairman-samvardhana-motherson-group-vice-chairman-
motherson-sumi-systems-ltd-113111402075_1.html

7. ANNEXURE

8. QUESTIONNAIRE
1. NAME : _________________________________
2. AGE :_________________________________
3. COMPANY : _________________________________
4. POSITION HELD : _________________________________
5. WHICH COMPANY IS OFTEN APPROACHED FOR AUTOMOTIVE
PRODUCTS ?
Motherson Sumi Systems Ltd.
India Nippon Electricals Ltd.
Denso India Ltd.
PAE Ltd.
Others
6. FOR HOW MANY YEARS HAVE YOU BEEN USING MSSLPRODUCTS ?
Less than 1 year
!-3 years
3-5 years
More than 5 years
Can’t Say
7. HOW OFTEN DO YOU BUY MSSL PRODUCTS ?
Under 1 month
1 month to 6 months
More than 6 months
Can’t say
8. HOW MUCH SATISFIED ARE YOU WITH MSSLPRODUCTS ?
Excellent
Good
Average
Not up to the mark

9. 9. WILL YOU SHIFT TO ANOTHER COMPANY ?
Yes
No
Can’t Say
10. DO YOU THINK MSSL PRODUCTS ARE VALUE FOR MONEY ?
Yes
No
Can’t say
11. WHAT ACCORDING TO YOU IS THE FUTURE OF MSSL IN INDIA?
Very good
Good
Not so good
Do not have future in India
Cannot say

10. Buying of raw material and selling of the value added goods is the primary
function of any factory. Buyers and sellers play a crucial part in the functioning of any
factory. Every factory maintains a proper base of its buyers and sellers so that it can preserve
its present market rates and also its present market status. It is also very necessary to maintain
these factors for smoother functioning of the factory.
This report is focussing on the analysis of the questionnaire of Motherson Sumi
Systems Ltd. (MSSL), an Indian company. It also evaluates the policies regarding the Value
chain management of the factory. MSSL offers its customer a pallet of products. Its broad
business portfolio includes wiring harnesses, mirrors for passenger car, injection moulded
products, modules including dashboards, door trims, bumpers, blow moulded components,
liquid silicone rubber moulded components, injection moulding tools, extruded rubber
products, precision machined metal components and waste recycling systems. MSSL exports
its products to more than 35 countries worldwide and is among the top leading Indian Wire
Producing companies.
This project is an attempt to generate the Operations management of
MOTHERSON SUMI SYSTEMS Ltd. (MSSL) as a whole and with other companies and
brands.
This project stands to evaluate the Value chain of MSSL and also its policies
regarding the value chain. It also stands to depict the customer base and customer loyalty
towards the products of MSSL.

11. OBJECTIVES
The main objectives of this study are:
 To know the value chain of MSSL.
 To understand the policies of MSSL regarding its value chain.
 The purpose of this study is to explore the market of MSSL and analyse the buyers of
MSSL products.
 To collect their ideas about future purchasing of MSSL products.
 The main objective of study is to present conclusions and necessary suggestions
regarding policies relating to value chain of MSSL and also review its buyers.

12. RESEARCH METHODOLOGY
ResearchDesign:
 A research design is an arrangement of conditions for collection and analysis of data
in a manner that aims to combine relevance to the research purpose with economy in
procedure.
 For carrying out my research I would follow Exploratory-cum-Descriptive
research design.
Methods of Data Collection :
 Secondary data consists of data that is collected from some existing literature. It has
been already analysed by someone else earlier and is derived from that source.
Secondary data used in the study are :
 Websites
 Magazines
 Analysis pattern
 Statistical Tools – Graphs and charts.
The internal operations are closely observed for all these information. I visited bulk
buyers to assess the present market situation of the products of Motherson Sumi Systems Ltd.
(MSSL).

13. LIMITATIONS OF STUDY
This research was subjected to following limitations:
 The survey cannot be termed 100% accurate due to lack of time and cost.
 The scope of study is limited in terms of no. of respondent.
 The lack of candidness of respondent towards answering the questionnaire in few
cases may have reduced the accuracy of survey to some extent.
 Despite the unbiased opinion and efforts the possibility of technical exceptions cannot
be ruled out.
 The statistical analysis with various automated tools might have computational errors.

14. HISTORY OF THE COMPANY
Motherson Sumi Systems Limited (MSSL) is the flagship company of the Sumi
Motherson group. The Delhi-based Sehgal family initially promoted it as Motherson Auto
Private Limited in 1986 as a single product (wire harnesses) company, supplying mainly to
Japanese customers, namely Maruti Suzuki, Hero Honda, DCM Toyota etc. In 1986,
Sumitomo Wiring Systems (SWS), Japan, which was till then the technical collaborator,
picked up equity stake in MSSL along with Nissho Iwai Corporation, Japan. Thereafter the
company changed its strategy and tied up with other tier-1 suppliers to cater to the needs of
other OEM in India. MSSL became a public limited company in 1992.
The company is a pioneer in integrated wiring harnesses has over 50 per cent
share of the Indian automotive market. It enjoys a privileged status as the main supplier to a
large number of automotive and auto components industries in India. It offers its customers
the complete range of services from design concept to prototyping, mass production and
logistics.
First group company "Motherson" was established in 1975. However, Motherson
Sumi Systems did not come into existence till 1986 when Joint Venture with Sumitomo
Wiring Systems (of Japan) was formulated. Following are the key timelines.

15. Year Events
1975 Motherson founded
1977 First Cable factory started
1983 Technical agreement with Sumitomo Wiring Systems, Japan for Wiring Harness
1986 JV with Sumitomo Wiring Systems, Japan
1992 Cutting Tool Manufacturing
1999 First Overseas office established (Austria)
2002 Established wiring harness manufacturing at Sharjah and design centre at Ireland
2004 European Headquarters established in Germany
2005 Established fabrication units in Germany
2006 Established fabrication units in UK
2007 Established fabrication units in Australia
2009 Takeover of Visiocorp
2011 Takeover of Peguform
2014 Takeover of Stoneridge Wiring Division
2014 New Plant Start in Noida of Injection Moulding (MAE_ NOIDA)

16. PARTNERSHIPS
Over the years Samvardhana Motherson Group has forged long term partnerships and
collaborations with global technology leaders, facilitating access to cutting-edge technology.
Today, the Group has 24 joint venture partners. These partners are industry and technology
leaders in their respective markets, and their technological capabilities and global reach give
significant advantages and benefits to the Group across its businesses.
The Group’s association with its business partners has only enhanced its focus on innovation
and continuous efficiency improvements. SMG has consistently leveraged the combination of
its partners’ technologies with its own existing know-how and manufacturing capabilities to
provide high quality automotive components to its customers.
Partners:
 Anest Iwata Corporation
 Automotive Engineering Services Co. Ltd.
 Bergstrom Inc.
 Blanos Partners S.L.
 Calsonic Kansei Corp.
 Changshu Automobile Interior Decoration Co., Ltd
 Dremotech GmbH & Co. Kg. (ORCA)
 Ecompost Pty. Ltd.
 Eissmann Automotive Slovenskos.r.o
 Fritzmeier Systems GmbH & Co.
 Hefei Jianghuai Automobile Co., Ltd.
 Jiangsu Huakai Wire Harness Co., Ltd.
 Kyungshin Corporation
 MagnetiMarelli Holding S.P.A.
 Matsui Mfg. CO. Ltd.
 Ningbo HuaXiang Electric Co. Ltd.
 Nissin Electric Co. Ltd.
 Reterra Inc.
 Sintermetal S.A.
 Sojitz Corporation
 Spheros GmbH
 Sumitomo Electric Hardmetal Corp.
 Sumitomo Wiring Systems Ltd.
 Vacuform 2000 (PTY) Limited

17. BUSINESS AREAS
SMG is a global solutions provider offering end-to-end design and manufacturing solutions to
its customers, including product concept and product design, engineering, prototyping and
tool manufacturing product, manufacturing, assembly and the production of integrated
modules.
The Group’s business portfolio covers multiple areas of the automotive value chain as well as
several non-automotive industries. The product range includes:
 PLASTIC MOULDING
The Samvardhana Motherson Group specializes in developing and manufacturing a wide
range of plastic products and integrated modules for both vehicle exteriors as well as
interiors. SMG is a global Tier I supplier to all the leading automobile OEMs for polymer
components and modules.
The Group is one of the largest manufacturers of IP modules, door trims and bumpers in
Europe and is also one of the largest manufacturers of plastic components and modules in
India.
SMG’s range of polymer products include plastic components and modules for vehicle
interiors, such as cockpit modules, door trim modules, centre consoles and pillar trims, as
well as vehicle exteriors, such as bumper modules and front end modules. This division also
produces high precision components, aesthetic and assembled parts. The Group offers
tailored solutions for manufacturing plastic parts as per the diverse requirements of the
customers.The Group manufactures resin moulded parts like interior trims, cowl grilles,
engine covers etc. it also has special facilities for manufacturing thermo (vacuum) formed
polyethylene components and blow moulded components like wheel arch flares, inner fender
liners, shrouds, consoles, under covers etc. SMG also specialises in thermoplastic
compounding. The product range includes polymer compounding in polyolefin and styrene.
The Group produces products for multiple market segments, providing solutions such as cost
optimized moulding technologies, high quality leather surfaces, real stitching in polymer
surfaces, soft painted and metalised surfaces. SMG’s expertise in multiple polymer
processing technologies gives it the optimal foundation to develop numerous innovative
solutions to substitute metal with lighter, cost effective and environment friendly polymer in
the automotive industry.

18.  MODULES AND SYSTEMS
Combining synergies of its diversified product range and amalgamation of technologies,
SMG provides an extensive range of higher level assemblies, modules and integrated systems
for a range of application in automotive and other industries.
With the focused approach to provide integrated solutions to its customers, the Group
manufactures a wide range of specialized modules and systems. Collaborating with various
technology leaders, the group continuously introduces new technologies and solutions to
serve customers in diverse industry segments.
SMR is one of the largest manufacturers of external rearview mirrors for passenger cars in
the world. SMR has a market share of approximately 22.0% of total global exterior rear view
vision systems sales.
SMG’s rear view vision systems product line comprises both exterior and interior rear view
vision systems, which it supplies to the performance and premium segments, medium
segments and the cost-driven, high-volume segments of the automotive OEM market.
Specialised ventures for systems and modules are in the areas of:
 HVAC Systems / Vehicle Air Conditioning Systems
 Lighting Systems, Air Intake Manifolds, Pedal Assemblies & Shock Absorbers
 Cabins for Off-highway Vehicles
 Waste Recycling Systems

19.  TOOLING
Mould design and manufacturing capabilities of the Group are a key to its ability to provide
full systems solutions.
The tool rooms specialise in high precision multi- cavity injection moulding tools ranging
from small and medium size to large size tools up to 3200 tons. Mould design and analysis on
latest software supported by Rapid Prototyping, Touch Probe Scanning, Point Cloud
Generation, 3D Surfacing and MoldFlow Analysis constitute a comprehensive design set up.
Tool manufacturing is done on state-of-the-art CNC machines. In-house proving &tryout
facilities on injection moulding machines are in tandem with tool manufacturing facilities.
The Group provides complete solutions right from concept design to complete manufacturing
of precision tools. The complete range of services from tool design to tool manufacturing and
injection moulding under one roof makes the Group a total tooling solutions provider.
The product range consists of medium to large sized moulds developed for automobile
industry like moulds for interior and exterior parts, pillar trims, door trims etc. Facilities are
dedicated to manufacture plastic injection moulds, blow moulds and checking fixtures. The
commercial tool rooms of SMG specialise in small to medium sized tools for a wide range of
applications from high precision wiring harness components and complicated automobile
parts to parts for white good , medical and electrical equipment industries.
SMG has tool rooms in India and UAE.

20.  METAL WORKING
SMG has expertise in providing complete solutions in metal working right from
manufacturing and marketing a wide range of standard and customised cutting tools to
machining of high precision metal components. The Group also provides advanced thin film
coating services.
By acquiring technologies from global technology leaders and coupling them with in-house
design and development expertise, SMG is capable of providing highly customised cutting
solutions. By expanding its range in the metal machining services, SMG has become an
integrated solution provider in metal cutting.
SMG undertakes metal working and the manufacture of various forms of cutting tools,
including Cubic Boron Nitride (CNC) and Polycrystalline Diamond (PD) cutting tools and
drills, high precision machined metal components and assemblies, heat-sinks and sub-
assemblies, bimetal band saw blades, manufacturing and re-sharpening of broaches, high
speed steel gear cutting tools and advanced thin film coating services.
 Cutting Tools
 Gear Cutting Tools
 Sintered Metal Parts
 Precision Machined Parts
 Thin Film Coating Metals
 Aluminium Die Casted Parts

21.  ELASTOMER PROCESSING
Samvardhana Motherson Group provides a wide range of solutions in elastomer processing
ranging from rubber compounding to injection moulded rubber parts, bonded parts, moulded
liquid silicon parts and extruded rubber components for a spectrum of industries.
The Group manufactures extruded rubber components and has inhouse rubber mixing
facilities. It has a non tyre related rubber mixing plant in Australia having extensive technical
capabilities in formulation and development of rubber compounds with over 1900 formulae
to cover a wide range of applications.
Injection Moulded Rubber Components
The rubber injection moulding facilities of the Group support the automotive and other
industries with a wide range of rubber components such as: grommets, boots, bellows,
gaskets, seals, water strike back valves, damper rings, nozzels, rubber to plastic & rubber to
metal products. The facilities are supported with cryogenic de-flashing, in-house tool
maintenance and complete in-house testing facilities.
Bonded Components
 Suspension Bushes
 Engine & Transmission Variants
 Bump Stops
 Large Engine Gaskets
Extruded Rubber Profiles
 Weather Strips
 Glass Run
 Boot and Hood Seals
 Tank Straps
 Rubber Flares

22.  WIRING HARNESS
The wiring harness business of the Group is done by Motherson Sumi Systems Ltd.,
the flagship company of SMG. MSSL was established as a joint venture partnership with
Sumitomo Wiring Systems, Japan for wiring harnesses manufacturing. Today, it
manufactures Wiring Harnesses, High tension cords, battery cables and high level assemblies.
The Group provides complete solutions including design from basic vehicle
schematic, development, prototyping, validation and manufacturing of wiring harnesses for
passenger cars, commercial vehicles, two & three wheelers, multi utility vehicles, farm &
material handling equipment and off-road vehicles. MSSL also manufactures specialized
wiring harnesses for white goods, office automation equipment, medical diagnostic
equipment and other electrical and electronic equipment.
The complete vertical integration for manufacturing critical wiring harness
components like wires, connectors, terminals, grommets, junction boxes, relay boxes,
protectors etc., enables MSSL to provide quality products with reduced time to market. The
capability of designing and manufacturing of jigs, fixtures, applicators, circuit checking &
assembly boards, supported by state of the art facilities for wiring harness & component
testing, makes the company a full system solutions provider.
In order to provide services to the global customer base of the Group, facilities have
been established in close proximity to the customers MSSL serves. The facilities are spread
across India, Mexico, Sri Lanka, UAE, Thailand, USA, UK, Japan, Italy, Germany, Ireland
and Korea.

23. VISION
At Motherson Sumi Systems Ltd. (MSSL), they believe in being in control of their
destiny. They set ambitious targets and believe in stretching themselves to outperform them.
Therefore, one of the leadership position in the Indian market notwithstanding, MSSL is now
set to look oversees for new challenges. Nearly all initiatives being taken at this point of time
are geared to fuel this ambition. At home and abroad, MSSL is looking not only consolidate
its leadership positioning various segments through newer, high technology products but also
through consistent organic and inorganic growth opportunities, in wires and allied products.
Becoming a leader in automotive segment is a priority. If the company continues to grow at
the current pace, MSSL is expected to reach U.S. $ 5 billion worth in less than 5 years.
Continuous focus on cost and operating efficiency remains the hallmark of the company.
Adding to all this is the fact that radicalisation in India is throwing up fresh
opportunities, as is the boom in road infrastructure and the completion of the Golden
Quadrilateral and the North-South-East-West corridor. Therefore the future is optimistic with
promises of a virtuous cycle of growth. MSSL has three automotive manufacturing facilities
and one unit for the production of tubes and flaps in four locations based in West and South
India. MSSL endeavour has been to have the widest spread of sales and regional offices,
along with stock points at locations which allow for maximum customer research and
efficient supply of chain management.
MSSL dealers or business partners are also chosen with great care. MRF’s products
are sold through a combination of outlets ranging from exclusive dealerships to multi-brand
and branded retail outlets. The continuous upgradation of dealer knowledge is in MSSL’s
interest and therefore their training is undertaken by the company. With a dedicated field
production, technical and commercial force, we feel that we are best positioned to meet the
customer specific needs.

24. MISSION
The mission of MSSL are its future hypothetical goals it wants to achieve in its long term
tenure. The mission of MSSL includes :
 Be a Customer Obsessed Company - Customer First 24x7
 No.1 Wire Harness Brand in India
 Most profitable Wiring Company in India
 Motivated and Committed team for excellence in performance.
 Deliver Enhanced Value to all stakeholders
 Enhance global presence through Acquisition / JV / Strategic Partnerships
GOALS AND OBJECTIVES
GOALS
The main goal is to optimistic and continue to make investment in our existing plants to
increase overall revenue. Their product continue to be the preferred choice of the customer
even though many options are available in the market. They are the first Indian company to,
joining the league of select global companies who has the expertise to manufacture these
Wiring harnesses.Operations continue to be profitable and plans are offered to increase its
revenue further.
OBJECTIVES
The main quality objective of the company is to, “Attain global standard through the
continuous improvement in the quality of products and services and also to maintain market
leadership.

25. FOCUS
R&D efforts are taken to develop automotive parts for various new cars introduced
by the multinational car companies for the Indian market. Efforts are also on to develop
plastic panels for high end cars with stringent performance requirements such as lower
resistance, superior traction, higher speed capabilities, lower noise levels and of course a
good design for the moulds.
AIMS
MSSL has set itself the ambitious target of becoming a billion-dollar company by 2010.
According to the company's Chairman, “By 2010, we envisage that 60 per cent of our
consolidated turnover will cater to the requirements of customers outside India. We would
continue to work with our customers and increase our value content per car. We are also
continuously looking for new products and segments to expand our portfolio”. The company
also expects its dependence on any particular customer or market to reduce in the coming
years as the scope and scale of work increases. It is expected that by 2010 contribution from
any individual customer in the company's turnover shall not be more than 20 per cent.
Going forward the company expects to make capital investments to the tune of US$ 23-28
million for setting up new facilities for manufacture of wire harnesses as well as plastic
moulding and expansion of current capacities at Sharjah, Noida and Sri Lanka. The Chairman
emphasises, “While investments are being made for capacity expansion, we continue to
remain a lean and flexible organisation in line with the business needs of an ever changing
environment. Besides expansion of existing businesses, we are actively looking at mergers
and acquisitions, particularly in the European markets that are in line with our vision and hold
good potential”.

26. CODE OF CONDUCT
CODE OF CONDUCT FOR PRINCIPAL EXECUTIVE AND SENIOR FINANCIAL
OFFICERS INTRODUCTION
Motherson Sumi Systems Limited (MSSL) is committed to conduct its business with highest
standards of business ethics. This code is intended to provide guidance and help in
recognizing and dealing with ethical issues, provide mechanisms to report unethical conduct
and to help foster a culture of honesty and accountability. The matters covered in this Code
are of the utmost importance to the Company, our shareholders and our business partners.
Further, these are essential so that we can conduct our business in accordance with our stated
values.
Our Company is committed to conduct its business affairs in accordance with the economic
development, objectives of the Government and foreign policies of our country and in the
countries in which we operate.
The Code is applicable to the following persons, referred to as Officer(s)
i) Directors of the Company
ii) Senior Management (Senior Management means Chief Operating Officer(s), Chief
Financial Officer)
In addition, this Code is also applicable to :
a) Employees of the Company designated at Manager and above
b) CEO/COOs/CFO of Subsidiaries and Joint Ventures Company
c) Employees of the subsidiaries and joint venture company designated at Manager
and above
d) Employees at the level of Manager and above working at Corporate Office, in
Motherson Auto Limited and Samvardhana Motherson International Limited
Officers are expected to read and understand this Code, uphold these standards
in day-today activities, and comply with all applicable laws, rules and regulations
and all applicable policies and procedures adopted by the Company.
The Officers can contact Mr. G.N. Gauba, CFO & Company Secretary of the Company if
they have any questions regarding this Code.
Nothing in this Code, in any Company policies and procedures, or in other related
communications (verbal or written), creates or implies an employment contract or term of
employment.
Code of Independent Directors is attached as Annexure 1.
Officers should sign the acknowledgment form at the end of this Code and return the form to
the HR department indicating that they have received, read and understood, and agree to
comply with the Code. The signed acknowledgment form will be located in each Officer's
personnel files. Each year, as part of their annual review, Officers will be asked to sign an
acknowledgment indicating their continued understanding of the Code.

27. HONEST AND ETHICAL CONDUCT
We expect all Officers to act in accordance with the highest standards of personal and
professional integrity, honesty and ethical conduct, while working on the Company's
premises, at offsite locations where the Company's business is being conducted, at Company
sponsored business and social events, or at any other place where Officers are representing
the Company. We consider honest conduct to be conduct that is free from fraud or deception.
We consider ethical conduct to be conduct conforming to the accepted professional standards
of conduct. Ethical conduct includes the ethical handling of actual or apparent conflicts of
interest between personal and professional relationships.
CONFLICTS OF INTEREST
An Officer's duty to the Company demands that he or she avoids and discloses actual and
apparent conflicts of interest. A conflict of interest exists where the interests or benefits of
one person or entity conflict with the interests or benefits of the Company. Some of the
examples are cited below :
A. Employment / Outside employment : In consideration of employment with the
Company, Officers are expected to devote their full attention to the business
interests of the Company. Officers are prohibited from engaging in any activity that
interferes with their performance or responsibilities to the Company, or is otherwise
in conflict with or prejudicial to the Company. Our policies prohibit Officers from
accepting employment or similar assignment with suppliers, customers, developers
or competitors of the Company, or from taking part in any activity that enhances or
supports a competitor's position for a period of 3 years after leaving the company.
Additionally, Officers must disclose to the Company's audit committee, any interest
that they have that may conflict with the business of the Company.
B. Outside directorships. It is a conflict of interest to serve as a director of any other
company outside group. Officers must first obtain approval from the Company's audit
committee before accepting a directorship.
C. Business Interests. If an Officer is considering investing in any customer, supplier, joint
venture partner, developer or competitor of the Company, he or she must first take care to
ensure that these investments do not compromise on their
responsibilities to the Company. Our policy requires that Officers first obtain
approval from the Company's audit committee before making such an investment.
Many factors should be considered in determining whether a conflict exists,
including the size and nature of the investment; the Officer's ability to influence the
Company's decisions; his or her access to confidential information of the Company
or of the other company; and the nature of the relationship between the Company
and the other company.
D. Relatedparties. As a general rule, Officers should avoid conducting Company
business with a relative, or with a business in which a relative is associated in any
significant role. Relatives include spouse, siblings, children, parents, grandparents,
grandchildren, aunts, uncles, nieces, nephews, cousins, step relationships, and inlaws. The
Company discourages the employment of relatives of Officers in positions or assignments
within the same department/ organisation. Further, the Company prohibits the employment of
such individuals in positions that have a financial dependence or influence (e.g., an auditing
or control relationship, or a supervisor / subordinate relationship).
E. Payments or gifts from others. Under no circumstances may Officers accept any offer,
payment, promise to pay, or authorization to pay any money, gift, or anything of value from
customers, vendors, consultants, etc., that is perceived as intended, directly or indirectly, to

28. influence any business decision, any act or failure to act, any commitment of fraud, or
opportunity for the commitment of any fraud. Inexpensive gifts, infrequent business meals,
celebratory events and entertainment, provided that they are not excessive do not violate this
policy. Gifts given by the Company to suppliers or customers, or received from suppliers or
customers, should be appropriate to the circumstances and should never be of a kind that
could create an appearance of impropriety. The nature and cost must always be accurately
recorded in the Company's books and records. Please follow the Company's Gift Policy in
this regard i.e. all employees are advised to abstain from accepting any kind of gifts from any
supplier, vendor or contractor having any business link with the organization. In case, any
supplier, vendor or contractor offers any kind of gift to any employee of the Company, the
same may kindly be kept informed to the undersigned and the Gift may be deposited to
MSSL HRM at C-14.
F. Corporate opportunities. Officers may not exploit for their own personal gain,
opportunities that are discovered through the use of corporate property, information
or position,
G. Other situations. The Officers should avoid other conflicts of interest also that may arise.
COMPLIANCE WITH GOVERNMENTAL LAWS, RULES AND REGULATIONS
Officers must comply with all applicable governmental laws, rules and regulations. Officers
must acquire appropriate knowledge of the legal requirements relating to their duties
sufficient to enable them to recognize potential dangers, and to know when to seek advice
from the finance department. Violations of applicable governmental laws, rules and
regulations may subject Officers to individual criminal or civil liability, as well as to
disciplinary action by the Company. Such individual violations may also subject the
Company to civil or criminal liability or the loss of business.
DISCLOSURE TO THE PUBLIC
Our policy is to provide full, fair, accurate, timely, and understandable disclosure in reports
and documents that we file with, or submit to the Stock Exchange’s, SEBI and various other
authorities and in our other public communications. Accordingly, our Officers must ensure
that they and others in the Company comply with our disclosure controls and procedures, and
our internal controls for financial reporting.
NON-DISCLOSURE OF COMPANY INFORMATION
All officers are must not disclose any Unpublished Price Sensitive Information which means
any information which is material and unpublished i.e., generally not known or published by
the Company for general information
As an employee of the Company all officers are considered to be insiders, Insider is a person
in possession of unpublished price sensitive information. As an insider an officer should not
disclose Unpublished Price Sensitive Information to friends, relatives, colleagues &
customers etc. Such information includes financial results, issue of securities, amalgamations,
mergers and takeovers, disposal of the whole or substantially the whole of the undertaking,
major expansion plans or execution of new projects, any change in policy, plans or operations
of the Company likely to affect earnings of the Company Officers should not disclose price
sensitive information and information relating to customers, customers’ business, New
Models & designs of upcoming models, irrespective of whether Non-Disclosure Agreement
has been signed or not with that customer. Officers should also not disclose information
about movement of senior officials within or outside the group companies and exercise a
disciplined approach to information interchange on a “Need to Know” basis within the
organisation. One should seek only that much information which is required for his scope of

29. work. Similarly while providing information one should provide only the relevant
information and not superfluous information. Officers should avoid using personal e-mail ids
for official mails and official e-mail ids for personal mails. Officers should not disclose any
information to press or other media. In case any query is received from press or any outside
agency, the officer should politely request them to contact Mr.PankajMital
(pankaj@mssl.motherson.com) and alternately in case of his non availability Mr. G.N. Gauba
(gngauba@mssl.motherson.com). Please also inform Mr.Mital / Mr.Gauba separately about
such queries.
VIOLATIONS OF THE CODE
All the Officers as part of their job have to ensure that this Code is adhered to both in letter
and spirit. Officers should be alert to possible violations and report this to the HR department
or the finance department. Officers must cooperate in any internal or external investigations
of possible violations. Reprisal, threat, retribution or retaliation against any person who has,
in good faith, reported a violation or a suspected violation of law, this Code or other
Company policies, or against any person who is assisting in any investigation or process with
respect to such a violation, is prohibited. Actual violations of law, this Code, or other
Company policies or procedures, should be promptly reported to the HR department or the
finance department. The Company will take appropriate action against any Officer whose
actions are found to violate the Code or any other policy of the Company. Disciplinary
actions may include immediate termination of employment at the Company's sole discretion.
Where the Company has suffered a loss, it may pursue its remedies against the individuals or
entities responsible. Where laws have been violated, the Company will cooperate fully with
the appropriate authorities.
WAIVERS AND AMENDMENTS OF THE CODE
We are committed to continuously reviewing and updating our policies and procedures.
Therefore, this Code is subject to modification. Any amendment or waiver of any provision
of this Code must be approved in writing by the Company's Board of directors and promptly
disclosed on the Company's website and in applicable regulatory filings pursuant to
applicable laws and regulations, together with details about the nature of the amendment or
waiver.
CODE FOR INDEPENDENT DIRECTORS
The Code is a guide to professional conduct for independent directors of Motherson Sumi
Systems Limited (MSSL). MSSL believes that adherence to these standards by independent
directors and fulfilment of their responsibilities in a professional and faithful manner will
promote confidence of the investment community, particularly minority shareholders,
regulators and companies in the institution of independent directors.

30. I. Guidelines of professional conduct:
An independent director shall:
(1) uphold ethical standards of integrity and probity;
(2) act objectively and constructively while exercising his duties;
(3) exercise his responsibilities in a bona fide manner in the interest of the company;
(4) devote sufficient time and attention to his professional obligations for informed
and balanced decision making;
(5) not allow any extraneous considerations that will vitiate his exercise of objective
independent judgment in the paramount interest of the company as a whole,
while concurring in or dissenting from the collective judgment of the Board in its
decision making;
(6) not abuse his position to the detriment of the company or its shareholders or for
The purpose of gaining direct or indirect personal advantage or advantage for
any associated person;
(7) refrain from any action that would lead to loss of his independence;
(8) where circumstances arise which make an independent director lose his
independence,
the independent director must immediately inform the Board accordingly;
(9) assist the company in implementing the best corporate governance practices.
II. Role and functions:
The independent directors shall:
(1) help in bringing an independent judgment to bear on the Board’s deliberations
Especially on issues of strategy, performance, risk management, resources, key
appointments and standards of conduct;
(2) bring an objective view in the evaluation of the performance of board and
management;
(3) scrutinise the performance of management in meeting agreed goals and
objectives and monitor the reporting of performance;
(4) satisfy themselves on the integrity of financial information and that financial
controls and the systems of risk management are robust and defensible;
(5) safeguard the interests of all stakeholders, particularly the minority shareholders;
(6) balance the conflicting interest of the stakeholders;
(7) determine appropriate levels of remuneration of executive directors, key
managerial personnel and senior management and have a prime role in
appointing and where necessary recommend removal of executive directors, key
managerial personnel and senior management;
(8) moderate and arbitrate in the interest of the company as a whole, in situations of
conflict between management and shareholder’s interest.

31. III. Duties :
The independent directors shall—
(1) undertake appropriate induction and regularly update and refresh their skills,
knowledge and familiarity with the company;
(2) seek appropriate clarification or amplification of information and, where
necessary, take and follow appropriate professional advice and opinion of
outside experts at the expense of the company;
(3) strive to attend all meetings of the Board of Directors and of the Board
committees of which he is a member;
(4) participate constructively and actively in the committees of the Board in which
they are chairpersons or members;
(5) strive to attend the general meetings of the company;
(6) where they have concerns about the running of the company or a proposed
action, ensure that these are addressed by the Board and, to the extent that they
are not resolved, insist that their concerns are recorded in the minutes of the
Board meeting;
(7) keep themselves well informed about the company and the external
environment in which it operates;
(8) not to unfairly obstruct the functioning of an otherwise proper Board or
committee of the Board;
(9) pay sufficient attention and ensure that adequate deliberations are held before
approving related party transactions and assure themselves that the same are
in the interest of the company;
(10) ascertain and ensure that the company has an adequate and functional
vigil mechanism and to ensure that the interests of a person who uses such
mechanism are not prejudicially affected on account of such use;
(11) report concerns about unethical behavior, actual or suspected fraud or
violation of the company’s code of conduct or ethics policy;
(12) acting within his authority, assist in protecting the legitimate
(13) interests of the company, shareholders and its employees;
not disclose confidential information, including commercial secrets,
technologies, advertising and sales promotion plans, unpublished price
sensitive information, unless such disclosure is expressly approved by the
Board or required by law.

32. CORPORATE SOCIAL POLICY
1. About Motherson Sumi Systems Limited
Motherson Sumi Systems Limited (MSSL) is the flagship company of the Samvardhana
Motherson Group and was established in 1986. It is a joint venture between Samvardhana
Motherson Group and Sumitomo Wiring Systems (Japan). MSSL is a focused, dynamic and
progressive company providing customers with innovative and value-added products,
services and solutions.
2. Preamble
At MSSL, our Corporate Vision is to create a more inclusive and sustainable environment.
Our commitment to CSR emanates from the business mission that guides us to set new
standards in good corporate citizenship. Therefore, our CSR programs shall be structured to
be made sustainable, measurable, replicable, and scalable which will enable us carve out a
reputation for being one of the most socially and environmentally responsible companies.
Our CSR initiatives will help in fulfilling aspirations of society to become sustainable and
resilient.
3. Purpose
The purpose of our CSR Policy is to laydown guidelines and mechanisms for undertaking
CSR programs in alignment with the Companies Act, 2013 and to make known to all
stakeholders our approach to CSR. The Policy outlines our intentions to contribute to social
development of local and national priorities. This Policy shall function as CSR Policy of the
Company for the purpose of Section 135 of the Act and CSR Rules.
4. Stakeholder Engagement
The Policy applies to all relevant internal and external stakeholders of the Company for CSR.
The Company shall engage with the following set of stakeholders to involve them in all
stages of meeting its CSR commitments and discharging responsibilities, from policy
formulation to practices.

33. 5. CSR @ MSSL
We at MSSL are committed to create long-term socio-economic values for communities in
the geographies where we operate. Under our CSR commitments, we shall address those
social issues and causes which are of local relevance and national importance by portraying
deep symbiotic relationship with Schedule VII of the Companies Act 2013. Therefore our
CSR will include specific programs for wellbeing of the vulnerable and underprivileged
communities. Our CSR response therefore shall entail the following principles while
addressing the large-scale societal problems:
 High performance standards
 Delivering on our promises
 Openness and flexibility
 Learning from others
 Mutual interdependence
 Sharing success
5.1 Thrust Areas
MSSL, in alignment with Schedule VII of the CSR Rules, shall identify and undertake all its
CSR programs/projects/activities under the following broader thrust areas of CSR:
 Skill Development and Vocation based education
 Livelihood enhancement
 Waste management and Sanitation
 Environmental sustainability
 Women and youth empowerment
 Disaster relief
 National Missions
Further, the CSR Activities shall not include any activity undertaken by the Company in
pursuance of normal course of business of the Company.
The CSR activities that benefit only the employees of the Company and their families will
not be considered as CSR activities. Also, contribution to any political party under section
182 of the Companies Act, 2013 will not be considered as CSR activity.
In our approach to meeting CSR commitments, we shall avoid undertaking one-off activity
and events based charitable contributions or donations, and therefore undertake only project
based CSR programs/activities that inevitably comply with section 135 of the Act. We shall
structure our approach in a way which will make CSR deliverables sustainable, measurable,
replicable and scalable.
5.2 Geographies
The Company's intent is to make a positive contributions to the society in which the
Company lives and operates. Therefore, for implementation of CSR activities, the Company
shall focus primarily in and around its Plant locations in India. However, it does not limit the
Company to undertake CSR projects anywhere in the country.
6. Governance
The Board of Directors shall set up a Board level CSR committee to ensure the deployment
of the Policy. Towards ensuring the effective execution of the CSR commitments, the Board
and the CSR Committee shall respectively assume specific roles and responsibilities as per
following:

34. Board of Directors
• Constitute a CSR Committee at Board level
• Approve CSR policy and bring amendments in the policy as & when required;
• Approve thrust areas under CSR that the company proposes to support, annual action plan,
modalities of operations;
• Ensure that activities included by the company in its Corporate Social Responsibility Policy
are in accordance with the activities listed in Schedule VII of the Act;
• Make certain that the activities included in Corporate Social Responsibility Policy of the
company are undertaken by the company;
• Ensure that the company spends, in every financial year, at least two per cent of the average
net profits of the company made during the three preceding financial years, in pursuance of
this policy;
• If the company fails to spend such amount, then it will disclose the reasons for not spending
the amount in its annual report mentioned above.
• The Board's Report issued under clause (o) of sub-section (3) of section 134 shall include an
annual report on CSR containing particulars specified in Annexure to the CSR Rules;
• The Board of Directors on its own and/or as per the recommendations of the CSR
Committee can amend this policy, as and when required as deemed fit. Any or all provisions
of the CSR Policy would be subject to revision/amendment in accordance with the
Regulations on the subject as may be issued from the relevant statutory authorities, from time
to time
Board Level CSR Committee:
• Develop CSR Policy for the company and recommend the same to the Board of Directors
for approval;
• Develop and approve a CSR Action Plan for the year;
• Recommend the Budget to the Board of Directors for approval, in pursuance of the Act;
• Be accountable for the spend of the allocated CSR budget;
• Accord approval for undertaking CSR activities in partnership/collaboration with other
companies/institutions/NGOs etc.;
• Create transparent monitoring mechanisms for implementation of CSR initiatives;
• Submit reports to the Board in respect of CSR initiatives undertaken by the Company
• Nominate executives of the Company to attend the internal Committee Meetings and CSR
workshops/seminars/events being held externally.
• Monitor the CSR Policy from time to time and recommend for the amendments in the
Policy, when required;
• Monitor charter of MoUs of the partnerships and implementation of activities under
partnerships
7. CSR planning and processes
7.1 Annual CSR plan
As per section 135 of the Companies Act, we shall develop a list of CSR programs/projects/
activities to be undertaken during the year. The CSR Committee shall send the list of CSR
programs/projects/ activities with its recommendations to the Board of Directors of the
Company for approval.

35. 7.2 Budget
CSR Activities will be funded during the financial year with an aim to contribute to CSR
commitments. The total amount (“CSR Fund”) allocated for the expenditure on CSR
programs/projects/activities for each financial year shall include the following:
 2% (two percent) of the average net profits of three immediately preceding financial
years;
 any surplus arising and/or additional revenue generated out of CSR activities
undertaken by the Company
Up to 5% (five percent) of the CSR commitment shall be spent towards capacity building,
administrative costs, personnel costs and other CSR costs.
7.3 Implementation and monitoring
The CSR team will undertake execution of the selected projects either directly or in alliance
with NGOs as recommended by the CSR committee and subsequently approved by the
Board. The following may be considered in finalizing the modalities of project execution:
 The Company may establish a legal entity registered as a Trust, Society or Section 8
Company to manage the CSR programmes and channelize resources from group
companies.
 The CSR Committee may decide to engage NGOs for implementation of identified
CSR programs/projects/activities. The Company shall ensure that such implementing
partner has an established three year track record in undertaking similar CSR
projects.
 The CSR team shall conduct due diligence on the NGO’s and thereafter make
appropriate recommendations to the Committee and the Board for consideration of
the concerned NGO’s for undertaking CSR Projects. The due diligence can also be
undertaken by consultants, social enterprises and academic institutions.
 The Company shall enter into a Memorandum of Understanding (MoU) with the
identified implementing partner(s), the MoU shall address the terms of the funding
and disbursement.
The CSR Committee shall establish a transparent monitoring mechanism for implementation
of the CSR activities or programs undertaken by the Company. Routine reviews shall be
undertaken by the Corporate CSR Team and NGO partners by using the MIS as an integral
tool for monitoring. The CSR Team shall also review the progress every three month and
place a progress report before the CSR Committee. The report should cover the following:
 Progress of each program vis-à-vis the timeline and budget
 Beneficiaries covered
 Performance of the external partners
 Problems encountered and solutions, if implemented
 Estimated amount that will be spent till the end of the year
The CSR committee will review the progress with regard to implementation and results of
CSR initiatives. The Board shall take a final review and accordingly pass advisories.

36. 8. Annual CSR report
MSSL shall develop and publish an annual report on CSR containing required particulars
specified in the prescribed format for the annual report in the Companies Act 2013. Reporting
will constitute an integral part of our CSR initiative as we remain committed to be transparent
and accountable to our stakeholders. CSR program details will be widely communicated and
displayed on the Company’s website.
9. Review and Amendments to the Policy
The CSR Policy may/shall be amended by the CSR Committee, as and when required, only
with the approval of the Board of the Company.

37. AWARDS AND RECOGNITION

39. COMPETITORS
Some of the major competitors of Motherson Sumi Systems Ltd. (MSSL) in the India market
are :
 Denso India Ltd.
 Design Auto System Ltd.
 Hella India Lighting Ltd.
 India Nippon Electricals Ltd.
 Minda Industries Ltd.
 PAE Ltd.
 Others
MARKET SHARE
NAME MARKET SHARE (%)
Motherson Sumi Systems Ltd. 62
Denso India Ltd. 7
Design Auto Systems Ltd. 5
Hella India Lighting Ltd 4
India Nippon Electricals Ltd. 11
Minda Industries Ltd. 2
PAE Ltd. 5
OTHERS 4
MARKET SHARE (%)
Motherson Sumi Systems Ltd.
Denso India Ltd.
Design Auto Systems Ltd.
Hella India Lighting Ltd
India Nippon Electricals Ltd.
Minda Industries Ltd.
PAE Ltd.
OTHERS

40. SWOT ANALYSIS
The SWOT analysis has revealed the strength, weakness, opportunities and threats of the
company. It has been detailed below :
STRENGTHS
 Market leader in the industry.
 Unique and high brand image.
 Major raw material (natural rubber) locally available.
 Strong channels of distribution (wide range of sales office for each zone).
 Optimum capacity utilization of plants.
 Strict quality measures.
 Use of modern technologies and concepts.
 Harmonious and cordial employer-employee relationship.
 Great reserves and surpluses.
 Good infrastructure.
 Computerised system.
 Environment certification (ISO 14001)
 Quality product (ISO 9000 certification)
 Highly evolved Research and Development wing.
 Training to all the employees.
 Experienced work force.
 Widespread recognition.
 Strong financial support
WEAKNESSES
 High operational cost due to the use of modern and costly machinery for production.
 Company is highly capital intensive.
 High rate of absenteeism.
 Strong trade union activities sometimes create problems among employees and also
disturbs the smooth functioning of the plant.
 Lack of marketing department at the plants. It is a corporate office.
 Lack of individual initiative.
 Less interaction between manufacturing and marketing department.

41. OPPORTUNITIES
 Growth in the economy, especially automobile industry.
 Fast growing automobile sector provides good opportunities for MSSL, as it is the
leading wire and automotive parts manufacturer in the sub-continent.
 Increased access to global source for raw material at competitive prices as a result of
various trade agreements by the country.
 World class products.
 Joint ventures or tie-up with foreign automotive companies.
 More opportunities for diversification.
 Global standards and competition.
 Improvement in market share both in India and outside.
 Availability of latest technology.
THREATS
 Continious rise in price of natural rubber and other raw material.
 Steady competition from other leading wire manufacturers.
 Changing technology.
 Threat of cheap import of wires, especially from China.
 Market risks.
 Rupee depreciation resulting in lower export realization.
 Entrance of new players.
 Increasing transportation costs.

42. ANALYSIS
SUPPLY CHAIN
 The supply chain refers to that end of the company from where the supply of raw
material occurs.
 Motherson Sumi Systems Ltd. is a self-sufficing industry. It uses compounds like
Polyvinyl chloride (PVC), Vinyl chloride monomer (VCM), Plasticizers and
Additives for the manufacturing of PVC and Corrugated tubes (COT). MSSL
manufactures its own compounds for the daily working of the factory.
 On occasion of high demand, (if) the factory is unable to meet the demand of the
required material, then the compounds are transported from ‘Positive Plastic Pvt. Ltd.’
or ‘Aglow Engineers Private Ltd.’ . These companies being main source of required
compounds, whenever necessary.
DEMAND CHAIN
 Demand chain here refers to the main companies which demand the products of
MSSL.
 As it is and industrial company (manufacturer of wires and automotive parts), it does
not participate much in retail selling. Almost all the product is sold in bulk and to the
other automotive industries for further processing.
 Maruti is the company's largest customer accounting for 27 per cent of its
consolidated annual turnover. Other renowned customers include Ford, Honda Siel,
Toyota Kirloskar, DaimlerChrysler, Piaggio, Hero Honda and Honda Motor Cycle &
Scooters. In the non-automotive segment its key customers are Nacco Material
Handling Group (NMHG), MCFE, JCB, CLAAS and Hewlett Packard.

43. GLOBAL DEMAND OF MSSLPRODUCTS
The global demand of MSSL products is huge. It has major tie ups with most of the well
renowned automotive brands like :
 Audi
 Volkswagen
 BMW
 Seat
 Hyundai
 Renault Nissan
 Maruti Suzuki
 Ford
 Daimler
 GM
 Kia Motors
 Tata Motors
 Toyota Porsche
 Volvo
 M&M
 Fiat
 Others

44. FURTHER ANALYSIS OF QUESTIONNAIRE…..
The further analysis is based on the responses recorded from these 16 major
companies and other 4 minor customers of MSSL (in India).
As the company deals in Industrial goods, there are almost none of any retail buyers.
Almost all of the produced goods are sold in bulk to Companies for further processing of the
goods.
The analysis is based on the response of 20 companies.
The analysis of the questionnaire gives us the following results :-
1. COMPANY GENERALLY APPROACHED FOR
AUTOMOTIVE PARTS :
TYRE COMPANY NO. OF
RESPONSES
MSSL 12
INDIA NIPPON ELECTRICALS Ltd. 2
DENSO INDIA Ltd. 1
PAE Ltd. 2
OTHERS 3
INTERPRETATION
 MSSL is considered to have the majority of the market share.
PREFERENCEOF WIRE HARNESS
COMPANY
MSSL
INDIA NIPPON
ELECTRICALS Ltd.
DENSO INDIA Ltd.
PAE Ltd.

45. 2. YEARS USING MSSL PRODUCTS :
TIME PERIOD NO. OF RESPONSES
Less than 1 year 2
1-5 years 5
5-10 years 6
More than 10 years 4
Can’t say 3
INTERPRETATION
 MSSL has acquired the loyalty of customers earlier. Some customers have also joined
in the recent year.
YEARS USING MSSL PRODUCTS
Less than 1 year
1-5 years
5-10 years
More than 10 years
Can't say

46. 3. FREQUENCY OF BUYING MSSL PRODUCTS :
TIME PERIOD NO. OF RESPONSES
Under 1 month 4
1-6 months 10
More than 6 months 5
Can’t say 1
INTERPRETATION
 MSSL Products are industrial in nature so mostly companies purchase the product in
bulk and hence re-buying period of the products in generally 1-6 months or more than
6 months.
FREQUENCYOF BUYING MSSL PRODUCTS
Under 1 Month
1-6 months
More than 6 months
Can't say

47. CUSTOMER SATISFACTION LEVEL :
GRADE NO, OF RESPONSES
Excellent 12
Good 6
Average 2
Not up to the mark -
INTERPRETATION
 Customers are highly satisfied by the MSSL products. Also, majority of them don’t
want to shift to another brand.
CUSTOMER SATISFACTION LEVEL
Excellent
Good
Average
Not up to the mark

48. 4. SHIFT TO ANOTHER COMPANY :
PREFERENCE TO SHIFT NO. OF RESPONSES
YES -
NO 18
CAN’T SAY 2
INTERPRETATION
 The customers are very much satisfied by the product and do not want to shift to
another brand.
SHIFT TO ANOTHER COMPANY
Yes
No
Can't Say

49. 5. VALUE FOR MONEY
RESPONSE NO. OF RESPONSES
Yes 17
No 1
Can’t Say 2
INTERPRETATION
 MSSL Products are considered to be economical in the prevailing market.
VALUE FOR MONEY
Yes
No
Can't Say

50. 6. FUTURE OF MSSL IN INDIA :
SCOPE NO. OF RESPONSES
Very Good 12
Good 4
Not so good 1
Do not have future in India -
Cannot Say 3
INTERPRETATION
 Customers think that there is a good scope of MSSL prevailing in the Indian market.
FUTURE OF MSSL IN INDIA
Very Good
Good
Not so Good
Do not have a future in India
Cannot Say

51. CONCLUSION
 The supply of raw materials is very complex in nature and is also undertaken with
very rigid rules. The supply of raw material is met on “day plan” basis. If the supply
can be met then the factory produces the compounds by itself. But if the supply can’t
meet the demand of that day then the raw material is bought from only two already
selected suppliers. These suppliers charge a higher rate than the market price of the
raw material and the company also does not request for tenders for the same which
leads to increased manufacturing cost.
 The demand chain is very well lit off with many well known automotive brands. But
if the company focuses more on domestic automotive brands then there is a better
chance of increasing their domestic earnings.
 The main customers of MSSL who responded to the questionnaire were very
much satisfied by the goods provided by the company. They also considered MSSL to
be an important company for the procurement of required products. The companies
also considers that MSSL products are a value for their money and also has a good
scope in the Indian market in the future.
RECOMMENDATIONS
FROM SUPPLY SIDE :
 Due to company’s rigid policies regarding the supply of the required compounds for
the manufacturing of the products the company does not request for tenders. It has
only two external suppliers and the suppliers charge a higher price than what is
offered in the market.
FROM DEMAND SIDE :
 The company has no doubt acquired a good market share of automotive industry’s
demand but it has not targeted much of the Indian automotive sector. Most of the
automotive industries are those for which the product is exported outside India. If
Indian automotive manufacturing brands are targeted then the company could very
well increase their domestic earnings.