ORGANISATIONAL STUDY AT SUPRAJIT ENGINEERING LIMITED

CHAPTER – 1
1.1 INTRODUCTION ABOUT ORGANIZATION

Fig 1.1

CONTACT

Address- 25,26A (part), KIADB Industrial Area, Doddaballapur Main Rd, Industrial Estate,
Bengaluru, Karnataka 561203
E-mail- info@suprajit.com
Ph. No- 080-43421100
Website- http://www.suprajit.com

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An organization involves the grouping of activities necessary to accomplish organization goals

and plans and the assignment of these activities to appropriate departments and the provision for
authority delegation and coordination. Organization is viewed as a group of persons formed to
seek certain goals.

Organization may be studied from two perspectives viz. micro and macro. In micro perspective,
the focus of study is on the individual human being. It concerns itself with each individual’s
psychological makeup, his interaction with other individuals and groups, variables that determine
how a person is likely to react in a given situation. The macro view considers organization as the
unit of analysis in piece an individual. It is concerned with organization goals, organizational
structure, technology used in organization.

Suprajit Engineering Limited Incorporated as a Private Limited Company in 24.5.1985. Suprajit

Engineering Limited is an India-based company engaged in offering automotive cables,
speedometers and automotive components/parts. The Company is engaged in the business of
manufacturing of auto components consisting mainly control cables, Speedometer, fuel gauges,
linear cables and other components for automobiles. The Company's plants are located at
Bangalore, Karnataka, Manesar, Haryana, Chakan, Maharashtra, Vapi, Gujarat, Pantnagar,
Uttarakhand, Haridwar, Uttarakhand, Gujarat, Pathredi, Rajasthan, and Chennai, Tamil Nadu.
SEL has achieved phenomenal growth and has cemented itself as India’s largest manufacturer
of linear cables and speedometers manufacturing company. supplier to a wide range of global and
domestic automotive customers including Tata Motors, BMW, General Motors (India),
Volkswagen, Ford India Limited, Suzuki, Mahindra & Mahindra, Jaguar, Land Rover, Piaggio,
Nissan, Lear Corporation, Eicher Motors, Swaraj Mazda, SAAB, TVS Motor Company, Hero
Motors, Bajaj Auto, Honda Motorcycle & Scooter India, Yamaha Motor India, Suzuki Motor.
Dura, Ficosa, Samyong, Ning, BoPangio, Hi-Flex are the competitors of SEL.

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1.2 INTRODUCTION ABOUT THE INDUSTRY PROFILE

Fig 1.2

Industrial development is used as a yardstick for measuring the level of economic development.
All developed countries of the world have highly developed and diversified industrial sector.
India possesses all necessary conditions for industrial development. Along with vast and
diversified natural resource endowments, its large population size provides cheap labor and huge
market for manufactured goods. India was an industrially developed country before the advent of
industrial revolution in Europe.

The growth of industries manufacturing intermediate goods, like coking coal, cement, steel, non-
ferrous metals, chemicals, was slow and capital goods industries were also lagging considerably
behind. The 1948 Industrial Policy Resolution defined the broad contours of the industrial policy
and delineated the role of the State in industrial development both as an entrepreneur and as an
authority. The process of industrialization started with the launching of the First Five Year Plan
and continued through successive Plan periods. New Industrial Policy of 1991 announced several
liberalization measures and the subsequent Eighth Five Year Plan (1992-1997) emphasized
privatization, globalization and liberalization for industrial growth. Major liberalization measures
removed entry barriers to investment, opened trade, provided free access to foreign technology in

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some sectors, opened up foreign direct investment and removed barriers inhibiting access to
capital markets. This made the entry of speedometer and its spares, linear cable manufacturing,
automotive and non- automotive cable industry into India.

As our organization belongs to the automobile industries, where manufacturing of two-wheeler

and The Indian auto industry became the 4 th largest in the world with sales increasing 9.5 per cent
year-on-year to 4.02 million units (excluding two wheelers) in 2017. It was the 7th largest
manufacturer of commercial vehicles in 2018.

The Two Wheelers segment dominates the market in terms of volume owing to a growing middle
class and a young population. Moreover, the growing interest of the companies in exploring the
rural markets further aided the growth of the sector.

India is also a prominent auto exporter and has strong export growth expectations for the near
future. Automobile exports grew 14.5 percent during FY 2019. It is expected to grow at a CAGR
of 3.05 per cent during 2016-2026. In addition, several initiatives by the Government of India and
the major automobile players in the Indian market are expected to make India a leader in the two-
wheeler and four-wheeler market in the world by 2020.

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CHAPTER -02
ORGANIZATION PROFILE
2.1 BACKGROUND

SEL was incorporated on 24.5.1985 as a Private Limited company and on 15.06.1995 it was
converted private limited company into Public Limited Company. The headquarters of SEL is at
plot No.100, Bommasandra Industrial Area, Anekal Taluk Bangalore - 562 158, Karnataka, And
Unit-3 plant was established on 1996, in #27A, KIADB, Industrial area, Doddballapur,
Bangalore- 561203. It was promoted by K Ajith Kumar Rai.

The Company established a small-scale industrial unit in 1987 for manufacture of speedometer
and its spares, cables for the Japanese automobile manufacturers in India with financial assistance
from Karnataka State Financial Corporation (KSFC), Bangalore and in technical collaboration
with Toh Fon Machine Company Limited (TFMCL), Taiwan, SEL is the largest suppliers of
cables to original equipment manufacturers such as Kawasaki, Suzuki, Yamaha, Honda, Royal
Enfield, TVS Etc.

The company is one of the major suppliers to the original equipment manufacturers viz. TVS
Motors Ltd, Hero Honda Motors Ltd, Escorts Automotives Ltd, Kinetic Honda Motors Ltd, RHW
India Ltd and Whirlpool Washing Machines Ltd. SEL's products are very well established with
confirming to their quality standards. To meet the continued increased requirement of the
customers, the company increased the capacity from 5 lakh linear cables and speedometers to 15
lakh linear cables, the cost of which was met by contribution from the promoters and their group.
To set up a separate unit for manufacture of instruments such as speedometers, odometers,
tachometers, fuel gauges etc. Dura, Ficosa, Samyong, Ning, BoPangio, Hi-Flex are the
competitors of Suprajit engineering ltd. SEL has a large product line, good financial position &
TQM, experienced R& D, D&D department, OEM capability. It is a Public limited Company;
they allow public for subscription of shares. Company chairman and director Ajith Rai,
understanding of global market condition is unmatched and the organization has reaped huge
benefit from the same. Our excellent infrastructural facility in Bangalore caters to our entire
business needs in efficient manner. We have provisioned sufficient place for all the departments
to facilitate their functioning, these departments have all the amenities which provide enormous
support. Our manufacturing plant is huge and has capacity to carry out bulk production with

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complete comfort. We believe in carrying out our business tasks in a very organized manner and
thus have a very organized warehousing system where in all our manufactured products are kept
in a systematic manner till the time, they get dispatched to clients. We are very particular about
quality and will never compromise on it at any cost. We make sure the products reach the
doorstep on time through our efficient distribution network. Suprajit Engineering is the only large
automotive cable manufacturer and speedometers and gauges manufacturing company listed on
the exchange and hence, we believe once recognized by the market participants, it will continue
to get the scarcity premium.

Founding Purpose and objectives

The primary purpose behind the establishment of Suprajit Engineering was to address the needs
of the automotive industry in India and globally, by producing high-quality, durable, and
technologically advanced automotive control cables and related products. The company was also
founded to support the expanding domestic automotive market and to eventually build a global
presence.

Objectives:
1. High-Quality Manufacturing: To produce world-class products that meet the highest industry
standards, ensuring reliability, durability, and safety.
2. Innovation: To continuously innovate and adapt to new automotive technologies and market
demands, enhancing product offerings.
3. Global Expansion: To establish a strong global footprint, with manufacturing plants and markets
across multiple countries, making Suprajit a preferred supplier for automotive companies
worldwide.
4. Customer Focus: To build long-term relationships with customers by meeting their specific
needs and exceeding their expectations in terms of quality.
5. Sustainability: To adopt sustainable practices in its operations, promoting environmental
responsibility and social well-being.
6. Employee Welfare: To provide a safe and rewarding work environment, fostering growth and
development for employees.

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Context Behind Its Formation

Suprajit Engineering Ltd. is a leading manufacturer of control cables and other
automotive components, primarily focusing on providing solutions to the automotive, industrial,
and other sectors. The company was formed to meet the growing demand for high-quality
automotive parts in India and international markets.

Evolution and Expansion of Suprajit Engineering Ltd

 1985: Founded in India, focused on manufacturing control cables.

 2000s: Expanded product range and established a presence in international markets.
 2005: Acquisition of TRW’s control cables business, marking a major expansion.
 2010s: Continued global expansion, with plants in Europe, North America, and Asia.

 Present: A global leader in automotive components, focused on sustainability and the future of
electric and autonomous vehicles.

2.2 Nature of the Organization

Industry and Market Focus:

Suprajit Engineering is primarily a manufacturer of automotive components, with a strong
emphasis on control cables and related products. The company operates in the automotive
industry, providing essential parts for a variety of vehicles, including two-wheelers, passenger
cars, and commercial vehicles. Its offerings extend to electrical harness assemblies, chassis
components, and other precision-engineered parts used in vehicles.

Key Markets:

1. Automotive: Suprajit supplies essential components like cables and control systems to major
global automotive manufacturers, supporting the growing demand for advanced, reliable
automotive solutions.
2. Industrial: The company provides products for industrial applications such as machinery,

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equipment, and automation systems, catering to sectors like construction, mining, and
manufacturing.
3. Consumer Electronics: Suprajit produces specialized cables and control systems used in a
variety of consumer electronics, enhancing product functionality and reliability.
4. Healthcare: Suprajit delivers critical components for medical devices and equipment, ensuring
precision, safety, and quality in healthcare applications.
5. Electric Vehicles (EVs): With the rising demand for electric vehicles, Suprajit is focusing on
supplying cables and systems that are integral to EVs' electrical and control systems.

Business Performance and Financial Growth

Suprajit Engineering's business performance reflects its ability to adapt to market demands,
maintain strong operational efficiency, and achieve consistent revenue and profit growth. Its
global expansion, innovative products, and focus on sustainability position it well for future
success.
 Suprajit has consistently demonstrated strong revenue growth, driven by its diversified product
offerings (control cables, wire harnesses, etc.) and expansion into global markets.
 Net Profit has shown a consistent upward trend, driven by increased demand from automotive
OEMs and strategic acquisitions
 Suprajit has seen strong growth in its EBITDA (Earnings Before Interest, Taxes, Depreciation,
and Amortization), reflecting improved operational performance and cost control measures.
 Suprajit’s stock has performed well in the market, with a strong valuation based on its consistent
financial performance, growth prospects, and market.

Investments and Infrastructure

1. Manufacturing Infrastructure:
Global factories in India, Europe, and North America to meet global demand.
Investments in automation and robotics to improve efficiency and reduce costs.
2. Research and Development (R&D):
Heavy investment in R&D to innovate and improve products, especially for electric vehicles
(EVs) and smart systems.

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Focus on developing durable, sustainable automotive components.

3. Technological Investments:
Implementation of advanced IT systems for supply chain management and data analysis.
Use of smart manufacturing with technologies like IoT and big data to improve production
efficiency.
Energy-efficient technologies to reduce costs and environmental impact.
4. Strategic Acquisitions:
Acquired TRW’s control cable business to expand product range.
Acquired Saimoto to enhance presence in the Japanese market and improve technology.
5. Sustainability Investments:
Focus on eco-friendly manufacturing processes and renewable energy use.
Invested in electric vehicle (EV) components to align with sustainability trends.
6. Employee Development:
Investments in employee training programs to improve skills in manufacturing, quality control,
and innovation.
Programs to ensure employee welfare and support.
7. Supply Chain and Logistics:
Strong supply chain network for efficient material handling and delivery.
in logistics infrastructure like warehouses and transport systems to optimize distribution.
Investments
8. Financial Investments:
Continual investment in expanding plants, upgrading technologies, and launching new products.

COMPETITORS FOR SEL

 FICOSA
 SAMYONG
 NING
 BOPANGIO

 HI-FLEX

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2.3 VISION, MISSION AND QUALITY POLICY

“To become a successful firm in automobile industry by delighting the customers and give
quality products, working together to effectively win today’s battle while being prepared to meet
the challenges of the future”.

2.3.1 MISSION

 To make good brand images.

 To make a trusted brand committed to deliver quality products.

 To ensure quality and greater satisfaction.

2.3.2 QUALITY POLICY

 Consistent policy

 Competitive cost

 On time delivery

 Development of bench marked products

2.4 WORKFLOW MODEL

MANUFACTURING PROCESS

Suprajit uses fully integrated manufacturing facilities. Finally finished speedometers and gauges
are manufactured from the basic raw material, completely in house. The company utilizes its
extensive industry knowledge to tightly control all processes involved in speedometers
manufacturing. Suprajit adopts the latest quality systems and has in depth process knowledge to
manufacture speedometers to any exacting customer specifications.

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Plastic powder mixing

Injection Moulding

Moulding Assembly

Cluster Assembly

Sleeves Extrusion

Dial Assembly

Speedo movement assembly Fuel gauge assembly

Finished goods (FG)

Quality Assurance

Storage

After Market

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PROCESS LIST

 Plastic powder mixing: the first process of moulding is plastic powder and other chemical raw
materials mixing.
 Injection Moulding: Suprajit In-house plastic Injection Moulding for speedometers, where they
mould the plastic plates for speedometers, they will manufacture the available spares for
moulding of speedometers. they will manufacture upper case and lower case of all two-wheeler
vehicles
 Moulding Assembly: where moulded spares will be assembled and also printing of fuel and
other stickers on spares related to cars and also checking of moulded spares.
 Cluster Assembly: where speedometer spares will be manufactures and also assembled in this
cluster assembly different two-wheeler speedometers will be manufactured there.
 Sleeves Extrusion: Cable sleeve extrusion at Suprajit, where they manufacture cables sleeve for
two wheelers and it was the raw material for automotive industry, and also manufacture cables
for BMW and other cars

 Speedo Movement Assembly: TVS speedometers injection moulded spares will be added
with the meters and other spares for speedometers

TVS XL 100 ES Speedometer

 Speedo dial and movement fixing

 Pointer fixing

 Adjust ‘0’ position

 Calibration

 Movement fixing in inner cover

 Anti fog application on upper cover bezels

 Anti-static air applying

 Upper cover and inner cover fixing

 Illumination checking

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ROYAL ENFIELD SPEEDOMETERS

 Date punching

 Tell Talle housing fixing

 Spin rolling (RE)

 Casing line (RE)

 Final Testing.

OWNERSHIP PATTERN

Ownership / Shareholding Pattern - Suprajit Engineering Ltd.

Holder's Name No of Shares % Share

Holding
Promoters 62243257 44.5%
General Public 33757393 24.13%
Others 19947390 14.26%

Foreign Institutions 16757033 11.98%

Nationalized Banks Mutual Funds 5219985 3.73%

Financial Institutions 1947415 1.39%

BOARD OF DIRECTORS OF SEL

NAME TITLE
Kula Ajith Kumar Rai Chairman of Suprajit company
Mohan Nagamangala Srinivasan CEO & Managing Director
Narayan Shankar Chief Operating Officer
Medappa J. Gowda CFO, Secretary & Compliance Officer
Mundaje Jayarama Shetty Independent Non-Executive Director
Babu gouda Sanganagow Patil Independent Non-Executive Director
Ian Williamson Independent Non-Executive Director
Diwakar Sanku Shetty Independent Non-Executive Director

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Suresh Shetty Independent Non-Executive Director

Supriya A. Rai, PhD Non-Independent Non-Executive Director
Akhilesh Rai Chief Strategy Officer
Ashutosh Rai Head
B S Patil Director
Bharati Rao Independent Woman Director
M Lakshminarayan Independent Director

ACHIEVEMENTS AND AWARDS ACHIEVEMENTS

1985 - Incorporated as a Private Limited.

1996 - Public issue of Equity Shares at premium.

2002 - India’s largest cable Manufacturer.

2003 - Listing of Shares at the Stock Exchange, Mumbai (BSE).

2005 - Listing of Shares at the National Stock Exchange of India Ltd, Mumbai (NSE).
2006 - Successfully implemented Oracle ERP across all units.

2009 - Commercial Production at 100% EOU in Bangalore - Unit -9.

2011 - Formation of Suprajit Foundation, a Trust for CSR activities.

AWARDS

1997 - “Enterprise of the State” award by KSFC by B.S. Yeddyurappa to Ajith Rai, MD.
2006 - Twin Awards by CNBC / ICICI Bank / CRISIL: SME & Auto Ancillary of the Year.
2007 - Best IT User Award -2006 in Automotive Sector by NASSCOM.

2010 - Awarded by KSFC as “Best Enterprise of the State”.

TVS Kaizen Award for Suprajit.

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Kaizan Award: Pantnagar Chapter.

Multiple Bajaj Quality Awards.

Emerging India Award in the “Auto, Ancillaries and Engineering” Category.

CERTIFICATES
 IATF 16949 – All Units.

 ISO/TS 16949 – All Units.

 ISO 14000/18000 – Selected Unit.

LIST OF PRODUCTS MANUFACTURED BY SEL

 TVS Star Deluxe Upper Case

 TVS Star Deluxe Inner Case

 TVS Star Deluxe Lower Case

 TVS Star Deluxe Sport Upper Case

 TVS Star Deluxe Sport Lower Case

 TVS Star Deluxe Sport Decorative Plate

 TVS Scotty Pep Plus Upper Case

 TVS Scotty Pep Plus Lower Case

 John Deere Parts

 SAL Cable Parts

 Re Pilot Lamp Lens

 HUSQVRANA Parts

 Tafe Knob

 Tafe Manual Accelerator Assembly Parts

 John Deere Throttle Cable Assembly

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 TVS Star City U140

 TVS Star City with Fuel Gauge

 TVS Samurai

 TVS Star Deluxe

 TVS Max 100C

 RE Classic 350 Old

 RE Bullet

 RE Electra Silver

 RE Electra Gold

 RE Classic 350 New

 RE Pilot Lamp Assly

 TVS Jupiter

 TVS XL100ES

 TVS U350 With USB

 TVS Star Sport with Fuel Gauge New

FUTURE GROWTH AND PROSPECTS

 In 2025 Suprajit engineering wants to become automotive to electronics.

 It focuses on Environmental protection and eco-friendly.

 Suprajit wants to be the leading manufacturer of cables and speedometer in India.

 SEL wants to be in the list of top five manufacturers of cables and speedometer in the world.
 Is has 12 manufacturing units, the company is in consideration of expanding its
manufacturing units across the Globe.
 Suprajit is at its innovation stage, innovation of new ideas for diversification of business.
 Suprajit is concentrating more on two wheelers then four wheelers and also, they are

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concentrating on export-oriented products than domestic products.

 Suprajit is planning its business for four-wheeler companies also Suprajit looks towards the
future with the ranks of the world’s leaders.

 To design the products as per the requirement of the customers with change in technology and
generation.
 To increase its profit growth with the firm value.

 Providing the best services to the customers and maintaining the long-term relationship with
its customers.
 To increase the Employment opportunity to the society.

 To provide the best quality products and services to its customers.

 To be leading position in the market for its quality with the consideration of the cost and
technology.

CHAPTER 03

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MCKENSY’S 7S FRAMEWORK & MICHAEL PORTER’S FIVE FORCE

MODEL

3.1 MCKENSY’S 7S FRAMEWORK

The 7-S Framework was developed by the consultants at the Mckensy’s Company, a very well-
known management consistency firm to diagnose the cause of organizational problems and to
formulate programs for improvement developed the 7- s framework. The model starts on the
premise that an organization is not just
Structure, but consists of seven elements.

The Hard’s

1. Strategy

2. Structure

3. Systems

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The Soft’s

1. Skill

2. Staff

3. Style

4. Shared Values

STRATEGY OF SEL

The plan devised to build and maintain competitive advantage on competitors and successfully
compete in the market. Strategy is one that is clearly long term helps to achieve competitive
advantage and is reinforced by vision, mission, and values. It is the plan to allocation of a firm’s
resource, and to identified goals, environment, competition, customers.

Strategy of SEL

 Satisfy its customers by providing better products and giving service to its customers.
 Benefits t h e employees in order to increase the productivity, quality, efficiency and also to
increase moral of the employees.
 Act as problem solvers and benefits providers for customers and markets.

 Faster and better than the competition.

 Long term relationship with suppliers based on the partnership.

 To adopt advance technology to compete with its competitors and to produce the product of
expected range.
 Use wide range of available natural resource with cheaper rate.

 Pricing will be based on the demand for the product.

 Employee retention by providing other recreational facilities and other facilities to

employees.
 Monetary and non-monetary awards and rewards for employee.

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 Hiring workers on contract basis with lower basic pay.

 Effective designs were copied from competitors.

 They incorporated their company as public company and subscription of shares for public,
improve the additional capital.

 Advanced and modernized equipment’s are used to compete with the competitors

STRUCTURE OF SEL

Suprajit Engineering Ltd., a leading provider of automotive solutions, particularly in the field of
automotive cables and assemblies, operates with a structured organizational setup to ensure
efficient functioning. While specifics may evolve over time, the general structure of Suprajit
Engineering includes the following key components:

Source: http://www.suprajit.com

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 PRODUCTION DEPARTMENT

Production Planning & Control (PPC)

Production Planning and Control department Schedules the orders for production. First a
monthly schedule is prepared, and then from the monthly schedule a weekly schedule is
prepared in consultation with Internal Sales. Once the weekly schedule is confirmed the daily
Production schedule is prepared Shift Wise. PPC plans, coordinates and controls the
complete planning of products required to be produced.

Production planning and control function essentially consist of planning production in a

manufacturing organization before actual production activities start and exercising control
activities to ensure that the planned production is realized in terms of quantity, quality,
delivery schedule and the cost of production.

PRODUCTION DEPARTMENT STURCTURE

Production Management

Speedometer Cluster Plastic Cable sleeve, Independent

movement injection extrusion and aftermarket
assembly Assembly
moulding coating

Source: http://www.suprajit.com

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 SALES AND MARKETING DEPARTMENT

SEL has its Marketing Offices in major cities of India: There are four regional managers
handling the Marketing activities in their respective regions – East, West, North and South.
Sales engineers are present at the branches and they generate orders by meeting potential
customers directly, they cater mainly to Key Accounts. There are about 10 distributors who
cater to the small volume customers.

Responsibilities Of Sales Engineers

 Co-ordination and control of sales

 Managing exports

 Formulation of marketing strategy

 Sales activities and recovery.

 Co-ordination of marketing and production department.

 Managing of sales promotion activities.

 Meeting customers and communicating with them.

 Managing show room sales and transactions.

SALES AND MARKETING DEPARTMENT STRUCTURE

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Source: http://www.suprajit.com

Promotional activities of Sales and Marketing Department

 Conducting engineers and architect’s technical meet.

 Improving advertisements and increasing the channels of advertisements like websites,

and other Medias and managing them.

 FINANCE DEPARTMENT

Function and Responsibilities of Finance Department

 Collection of accounts from all the sections and departments

 Preparing the books of accounts of the company

 Bill payment activities

 Payment to establishment

 Costing and cost audit

 Preparation of financial statements on date

 Internal audit

FINANCE DEPARTMENT STRUCTURE

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Source: http://www.suprajit.com
 HUMAN RESOURCE AND ADMINISTRATION

DEPARTMENT(HRD)

Personnel management concerned with the human resource of the enterprise. Before we
define personnel management, it is appropriate to understand the meaning of the term
Personnel. The term is used in the broader sense as a human factor in the enterprise. It is not
merely restricted to the operative workers. Human Resource Management is a management
function that helps managers to recruit, select, train and develop the required members for an
organization.

HUMAN RESOURCE ORGANIZATION STRUCTURE

MANAGING DIRECTOR

GENERAL MANAGER

SR. HR MANAGER

Sr. Asst. Asst Manager

Manager
Executive (SAP, time admin
HR (OD, & mgt)
HR L&D, EMP)
Generalist

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Source: http://www.suprajit.com
 QUALITY ASSURANCE

An auto part manufactures work under the measurement standards developed by

international organization for standardization (ISO), which ensures that universal guidelines
between gauge manufactures are used. In house quality assurance teams develop
specification for each new product before it moves to the assembly line, and the same team’s
later report whether those guidelines are adhered to on the factory floor. Gradual levels of
assembly also involve inspection by factory personnel to make sure that the automation is
working smoothly.

SYSTEM OF SEL

System refers to the way the organization divides the activities, integration and co-
ordination mechanisms that is the way in which the organization units relate to each other.
Various departments coordinate activities and communicate with other members. The
various activities performed by members are all the part of organization structure

1. SEL PRODUCTION SYSTEM

SEL has started working and developing a new production system called SEL
Production System, here teamwork plays the core roll in this production system
 Speedometer Movement Assembly

 Cluster Assembly

 Casing Line

 Movement Line

 Fuel Gauge Assembly

 Plastic Injection Moulding

 Automotive Cable Sleeves, Extrusion & coating

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 Independent Aftermarket

 The maintenance section.

 This production system helps in the improvement of quality, productivity, on time delivery
and service etc
 This is hence proved my various analyses, which was taken before and after the
implementation of SEL Production System.

1. Achievement orientation

 Quality orientated performance of figures.

 Reacting to deviations and problem solving.

 Quality records, deviation monitoring and tracking as well as control loop

monitoring.
 Work / assignments performed on schedule with due adherence to the program.

2. Productivity & costs

 Reduction of scrap and rework.

 Economic use of materials and energy.

 Competent handling of operating material.

 Implementing CIP and cost-saving measures.

 Maximum capacity utilization per job-site.

3. Material

 Optimize shelves and other intermediate storage means.

 Punctual provision of material

 Suggestions for container optimization.

 Material to be provisioned as close as possible to the job-site.

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 Minimizing in-transit inventory.

4. Machines & installations

 Assure/optimize capacity utilization.

 Perform maintenance work required by the team on schedule.

 Assure maintenance measures.

 Assure trouble-shooting and temporary measures.

 Compliance with order and cleanliness standards.

5. Product

 Highlighting non-compliance/flaws.

 Make suggestions for product optimization.

6. Process

 Optimizing the processes.

 Optimizing the individual operation sequences.

 Feedback of defects and complaints to the competent internal customers and/or suppliers.

7. Work organization

 Optimizing the job-site layout.

 Implementation and compliance with the work standards (RPS elements).

 Inter-team and inter-shift co-ordination of improvements.

 Maximum implementation of the measures agreed in team meetings.

8. Qualifications (on-the-job)

 Raising team member’s flexibility.

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 Assume indirect activities e.g. maintenance (TPM), quality, logistics, etc.

 Each team member is to uphold/manage the team’s main tasks.

9. On-the-job safety

 Adherence to established regulations and guidelines.

 Initiate/implement correction procedures of safety hazards.

 Proper collection/separation of waste and recycling material.

2. INVENTORY CONTROL SYSTEM

Inventory is the goods or materials available for use by a business. It could be in various
forms viz., raw materials, compounds, supplies, consumables, work-in- progress (or semi-
finished goods), finished goods, spare parts, etc., Whatever is the form, inventory, constitutes
a valuable although idle resource which must be minimized. Since inventories cause
inventory carrying costs, if not controlled, inventories could mean the difference between
profit and loss. Inventory service several purposes, one as a cushion against shortage of
Materials, which may cause stoppage of production and the consequent losses, the other
purposes of inventory are: permitting relative independence of operation between to work
centers, to allow for filling of customer order quickly (i.e., reducing the time interval
between receipt of customers order for a product and supplied to the customer)
Inventory control techniques are categorized as follows:

 The Economic Order Quantity (EOQ) inventory control method

 Selective Inventory Control such as ABC analysis

 Just in Time (JIT) Inventory, which is the most modern inventory control technique.

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STYLE OF SEL

Style refers to the leadership approach of top managers and the organization’s overall
operating approach also the way in which the organization’s employees present themselves
to the outside world, to suppliers and customers.
STYLE is one of the 7 levels, which the top management can use to bring about
organizational change. Organizations differ from each other in their style of working. The
style of an organization according to the McKinsey framework becomes evident through the
patterns of action taken by the members of the top management team over a period.
The company employees share a common way of thinking and behaving. Leaders establish
unity of purpose and direction of the organization. They create and maintain the internal
environment in which people become fully involved in achieving the organizations
objectives.
The total pattern of explicit or implicit an action of leaders has seen by employees is referred
to as Leadership Style. It represents a consistent combination of philosophy, skills, traits and
attitudes that are exhibited in a person’s behavior. Each leadership reflects, implicitly or
explicitly, a manager’s belief about the capabilities of his subordinates. Employee
perceptions of leadership style are all that really matters to them. Leadership is truly in the
eyes of the followers. Leadership Styles differ on the basis of motivation, power or
orientation towards tasks and people.

Leadership style at SEL

 Forecasting of sustaining organizational values.

 Empowering with responsibility and accountability at all levels.

 Visionary.

 Courage, credibility – compassion and visibility.

 Communication, information sharing and consultation.

 The style of the organization is to look towards the employee’s requirement and provide
other additional welfare and safety facilities to improve develop the individual i.e. the

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employees and also for the development of the company.

STAFF OF SEL

Staff refers to how the people of the company are developed, trained, socialized, integrated,
motivated and how their carriers are managed and how company improves its employees and
shapes the basic values. The company has hired people, trained them well and assigned them
to the right jobs for which they are best suited according to their qualifications, skills,
knowledge and experience.
Staff is one where employees work together under the control and direction of one
department head that guide them in their routine work. An enterprise may have a
comprehensive business plan, a sound organization structure, but it cannot accomplish results
as per plan without effective staff in the company. SEL maintained good staff relation among
the employees and also among officers and employees by directing and providing all
guidance and inspiration to people to work to carry out their assigned duties and
responsibilities. In this way the company achieves its objectives.

PARTICULARS SL.NO MEN WOMEN TOTAL

STAFF 01 90 10 100
EMPLOYEES 02 250 50 300
TOTAL 340 60 400

Source: https://suprajit.com/suprajit-group/

SKILL’S OF SEL

Skill refers to the distinctive capabilities and competencies that reside in the organization.
The term “skills” include those characteristics which most people use to describe a company.

Classification of skills at Suprajit Engineering

Conceptual Skills The ability to co-ordinate all of the organization’s interests and activities,
the ability to comprehend abstract or general ideas and apply them to specific situations.

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Human Skills The ability to work with, understand, mentor and motivate others, both
individually and in groups, the ability to understand, motivate and get along with other
people.

Technical Skills The ability to use the tools, procedures and techniques of a specialized
field, the ability to use specific knowledge, methods and techniques performing work.
Managers of each department are responsible for the overall growth of the company by
attaining the organizational objectives. They are the main keys who direct their departments
in attaining the goal.

Other Skills SEL are

Analytical Skills Ability to analyse and understand the information so as to diagnose the
real problem

Decision Making Skills Ability to take correct decision. Managers are evaluated
primarily on the results of their decisions.

Communicating Skills Ability to transfer information, ideas, understandings or feeling

among people. Communication based inter-personal skills include ability to speak
effectively, active listening, and providing feedback, delegating, managing conflicts and
negotiating.
Motivating Skills Ability Skills to motivate people to put forth their best efforts in pursuit
of organizations goals.

Co-coordinating Skills Ability to ensure that persons who perform interdependent activities
work together in a way that contributes to overall objective attainment.

Leadership Skills Ability of managers to lead their subordinates, that is, the ability to
influence the subordinates and make them do what the manager or leader wants them to do.

SHARED VALUES OF SEL

Shared values are originally called as superordinated goals, the guiding concepts and
principles of the organization – values and aspirations, often underwritten that go beyond the
conventional statements of corporate objectives, the fundamental ideas around which a

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business is built, the things that influence a group to work together for a common aim.
Shared values refer to company held beliefs, mindsets, and assumptions that shape the
organization and its corporate culture. They may be explicit or implicit and are key
ingredients to the culture of the business and what ultimately binds all those in the
organization together. It is important that values of organization are shared that everyone
knows what to expect and what is expected from them.

Core Values of SEL

 The capability and cooperation of our staff harnessed to their goal focused motivation is a
key asset of our company.
 We recognize the correlation between skills and knowledge development, motivation and
company success. To that end, we encourage and sponsor our staff in training and further
education and to share in the overall company success.
 We view our customers as partners who determine the success of the company:

 We must satisfy our customers’ wishes and help to solve their problems for they are the
guarantors of our future.

 Our products and services must offer clear benefits to our customers in particular with regard
to quality, technical capability, range and availability.
 We must be quicker and better than the competition, and we must prove this to our customers
on a daily basis.

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3.2 PORTERS FIVE FORCE MODEL

POTENTIAL

ENTRANTS

COMPETITIVE
SUPPLIERS BUYERS
RIVALRY

SUBSTITUTE

Source: http://www.suprajit.com

To analyze the structure of Suprajit’s and its corporate strategy, Porter’s five force models is
used. In this model, five forces have been identified which play an important part in shaping
the market and industry. These forces are used to measure competition intensity and
profitability of an industry and market.
Porter’s five force model

These forces refer to micro environment and the company ability to serve its customers and
make a profit. These five forces include three forces from horizontal competition and two

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forces from vertical competition. The five forces are discussed below.

THREAT OF NEW ENTRY

As the SEL have high profits, many new entrants will try to enter into the market.
However, the new entrants will eventually cause decrease in overall industry profits.
Therefore, it is necessary to block the new entrants in the industry. Factors that describing
the level of threat to new entrants are;
 Barriers to entry may include copy rights and patents.

 High capital requirement for SEL.

 Government made restricted policies.

 Switching cost & Access to suppliers and distributions.

THREAT OF SUBSTITUTES

This describes the threat to SEL. If the goods and services are not up to the standard,
consumers can use substitutes and alternatives that do not need any extra effort and do not
make a major difference. The potential factors that made customer shift to substitutes are as
follows:
 Price performance of substitute

 Switching costs of buyer

 Products substitute available in the market

 Reduction of quality

 Close substitution is available

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DEGREE OF INDUSTRY RIVALRY

The lesser money and resources are required to enter into any industry, the higher there will
be new competitors and be an effective competitor. It will also weaken the company’s
position. Following are the potential factors that will influence the company’s competition:
 SEL has a competitive advantage

 Continuous innovation

 Sustainable position in competitive advantage

 Level of advertising

 Competitive strategy

BARGAINING POWER OF BUYERS

It deals with the ability of customers to take down the prices. It mainly consists the
importance of a customer and the level of cost if a customer will switch from one product to
another. The buyer power is high if there are too many alternatives available. And the buyer
power is low if there are lesser options of alternatives and switching. Following factors will
influence the buying power of customers:
 Bargaining leverage

 Switching cost of a buyer

 Buyer price sensitivity

 Competitive advantage of company’s product.

BARGAINING POWER OF SUPPLIERS

This refers to the supplier’s ability of increasing and decreasing prices. If there are few
alternatives o supplier available, this will threat the company and it would have to purchase

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its raw material in supplier’s terms. However, if there are many suppliers’ alternative,
suppliers have low bargaining power and companies do not have to face high switching cost.
The potential factors that affect bargaining power of suppliers are the following:
 Input differentiation

 Impact of cost on differentiation

 Strength of distribution centres

 Input substitute’s availability.

CHAPTER-04
SWOT ANALYSIS OF SUPRAJIT ENGINEERING LIMITED

Strengths are the firm's capabilities and resources that it can use to design, develop, and
sustain competitive advantage in the marketplace.

STRENGTHS

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 Suprajit Engineering has a strong market leadership position in the Innovation.

 Wide geographic presence Suprajit Engineering has extensive dealer network and
associate’s network.
 Track record of innovation.

 Success of new product mix Suprajit Engineering provides exhaustive product

mix options to its customer.
 Talent management at Suprajit Engineering and skill development of the
employees.
 First mover advantage in the increasingly crowded market place, Brand Image.

 Very highest Quality standards.

 More demand

 High morale with skilled labour.

 Proper utilization of Manpower resource.

 Huge demand.

 On time delivery.

 Insulation from strong competitive pressures.

WEAKNESSES

Weaknesses in Suprajit Engineering Limited can either be absence of strengths or resources

of capabilities that are required but at present the organization doesn't have. Managers have
to be certain if the weakness is present because of lack of strategic planning or as a result of
strategic choice.
 Declining market share of Suprajit Engineering with increasing revenues

 Niche markets and local monopolies that company’s like Suprajit Engineering Limited
 Loyalty among suppliers is low

 Lack of products knowledge.

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 lack of innovation is complacency

 lack of awareness

 Distribution network is limited

 Shortage of resources.

 Lack of training.

 Communication gap between employees and higher authorities.

OPPORTUNITIES

Opportunities are potential areas where the firm can identify potential for - growth, profits,
and market share.
 Local Collaboration.
 Customer preferences are fast changing.
 Opportunities in Online Space.
 Accelerated technological innovations and advances are improving industrial productivity.
 Rapid Expansion of Economy.
 Expanding the business national level market.
 Attracting the new customers within the state.
 New products innovation.
 Employment generation.
 Penetration of rural market.
 Demand.
 Provide the best solutions to the automobile industry.
 Maintain the long- t e r m relationship with the customers.
 Design the products as per the changing preference of the consumers.
 Provide the best quality of products among competitors.

THREATS

Threats are factors that can be potential dangers to the firm's business models because of
changes in macro-economic factors and changing consumer perceptions. Threats can be

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managed but not controlled.

 Commoditization of the product segment - increasing commoditization of the products in

Mergers & acquisitions, Risk management industry.
 Competitive pressures

 Growing technological expertise of local players in the export market.

 New competitor products entry.

CHAPTER 05
ANALYSIS OF FINANCIAL STATEMENT

5.1 BALANCESHEET OF SUPRAJIT ENGINEERING LIMITED

EQUITIES AND LIABILITIES Mar 24 Mar 23 Mar 22 Mar 21

SHAREHOLDER'S FUNDS
Equity Share Capital 1385 1384 1384 1399
Total Share Capital 1385 1384 1384 1399
Reserves and Surplus 128968 108601 92676 89754
Total Reserves and Surplus 128968 108601 92676 89754
Total Shareholders’ Funds 130352 109985 94060 91152
NON-CURRENT LIABILITIES
Long Term Borrowings 5250 6750 1058 2153
Deferred Tax Liabilities [Net] 2270 1797 1612 1566
Other Long-Term Liabilities 858 1000 930 686
Long Term Provisions 433 633 517 1135
Total Non-Current Liabilities 8811 10180 4117 5540
CURRENT LIABILITIES
Short Term Borrowings 21181 17670 20151 14475
Trade Payables 15278 14462 13662 17748
Other Current Liabilities 4516 4433 3730 4811
Short Term Provisions 940 813 801 726
Total Current Liabilities 41915 37377 38344 37760
Total Capital and Liabilities 181079 157543 136521 134452
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NON-CURRENT ASSETS
Tangible Assets 38405 32042 28689 27496
Intangible Assets 3939 372 119 128
Capital Work-In-Progress 456 2010 791 348
Other Assets 0 0 0 0
Fixed Assets 42799 34465 29677 28048
Non-Current Investments 26017 26243 19452 27246
Deferred Tax Assets [Net] 0 0 0 0
Long Term Loans and Advances 12506 4111 14403 475
Other Non-Current Assets 2115 1533 1755 557
Total Non-Current Assets 83438 66351 65287 56327
CURRENT ASSETS
Current Investments 43655 38692 21904 25802
Inventories 18834 19036 18552 18302
Trade Receivables 30047 27431 26432 27325
Cash And Cash Equivalents 3320 4846 2920 4983
Short Term Loans and Advances 127 118 134 161
Other Current Assets 1658 1070 1292 1553
Total Current Assets 97641 91192 71234 78125
Total Assets 181079 157543 136521 134452

Source: http://www.suprajit.com

Suprajit Engineering Limited has shown a strong upward trajectory in its financial position
over the past few years. Shareholder's funds have consistently increased, from ₹91,152 million
in Mar 21 to ₹130,352 million in Mar 24, largely driven by substantial growth in reserves and
surplus. This growth suggests that the company has been able to generate significant retained
earnings and reinvest them in the business. On the liabilities side, non-current liabilities have
decreased slightly, reflecting a reduction in long-term borrowings and provisions. However,
current liabilities have risen, particularly due to an increase in short-term borrowings and trade
payables, which could indicate some pressure on short-term liquidity. Non-current assets have
also expanded, primarily due to higher tangible assets, pointing to the company’s ongoing

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investments in long-term infrastructure. In terms of current assets, there has been a notable
increase in current investments and trade receivables, which enhances the company’s financial
flexibility. Overall, Suprajit Engineering’s financial health appears solid with growth in both
shareholder equity and asset base, though the rise in current liabilities warrants close attention
to maintain liquidity.

5.2 PROFIT AND LOSS ACCOUNT OF SUPRAJIT ENGINEERING

LIMITED
Particulars Mar 24 Mar 23 Mar 22 Mar 21

INCOME

14277
Revenue From Operations [Gross] 153328 126500 110904
1

Less: Excise/Service Tax/Other Levies 0 0 0 0

14277
Revenue From Operations [Net] 153328 126500 110904
1

14310
Total Operating Revenues 153674 127128 111228
2

Other Income 7155 4358 2969 3613

14746
Total Revenue 160829 130097 114841
0

EXPENSES

Cost Of Materials Consumed 94076 89521 80671 71698

Purchase Of Stock-In Trade 515 321 206 482

Operating And Direct Expenses 0 0 0 0

Changes In Inventories Of FG, WIP And

48 240 167 -2015
Stock-In Trade

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Employee Benefit Expenses 20750 18325 16621 15518

Finance Costs 2120 1622 959 1158

Depreciation And Amortisation Expenses 3593 2921 2653 2403

Other Expenses 10697 9742 8197 7486

12269
Total Expenses 131799 109473 96730
2

Profit/Loss Before Exceptional, Extraordinary

29030 24768 20624 18111
Items and Tax

Exceptional Items 0 0 -4133 0

Profit/Loss Before Tax 29030 24768 16491 18111

Tax Expenses-Continued Operations

Current Tax 6072 5898 5193 4106

Less: MAT Credit Entitlement 0 0 0 0

Deferred Tax 505 192 57 63

Tax For Earlier Years- -1146 0 0 150

Total Tax Expenses 5431 6090 5250 4319

Profit/Loss After Tax and Before

23599 18678 11242 13792
Extraordinary Items

Profit/Loss from Continuing Operations 23599 18678 11242 13792

Profit/Loss for The Period 23599 18678 11242 13792

Source: http://www.suprajit.com

RATIO ANALYSIS

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Ratio analysis is a financial analysis tool used to evaluate the financial health and
performance of a business. It involves the calculation and interpretation of various financial
ratios from a company's financial statements, such as the balance sheet, income statement,
and cash flow statement. These ratios provide valuable insights into aspects like profitability,
liquidity, solvency, and efficiency.

1.CURRENT RATIO
Current Assets / Current Liabilities

Yea Current Current Current

r Assets Liabilities Ratio

2018 464 319.34 1.45

2019 530.59 296.88 1.79

Interpretation: The current ratio measures the company's ability to cover its short-term
liabilities with its short-term assets. Both years have ratios above 1, indicating that the
company has more current assets than liabilities, which is a positive sign of liquidity. The
increase in the ratio from 1.45 to 1.79 in 2019 suggests improved financial health and better
ability to meet short-term obligations.

2.QUICK RATIO (ACID TEST RATIO)

(Current Assets - Inventory) / Current Liabilities)

Yea Current Current Quick

r Assets Liabilities Ratio

2018 464 319.34 0.86

2019 530.59 296.88 0.95

Interpretation: The quick ratio is a more stringent measure of liquidity because it excludes
inventory, which might not be as easily converted to cash. A ratio above 1 is considered

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healthy. Although still below 1 in both years, the ratio has improved from 0.86 to 0.95,
suggesting a slight improvement in liquidity, even though the company may still face
challenges in covering short-term liabilities without relying on inventory.

3.DEBT EQUITY RATIO

Total Debt / Shareholders' Equity

Tot
Yea al Shareholder Colum
r Deb s' Equity n4
t

201
800 1200 0.67
8

201 100
1500 0.67
9 0

Interpretation: This ratio measures the proportion of debt versus equity financing. A ratio of
0.67 in both years indicates the company is using a similar amount of debt to finance its
operations compared to equity. The constant ratio suggests a balanced capital structure with
no significant change in risk between the two years. A higher ratio indicates more risk, but
0.67 is generally considered manageable.

4.DEBT TO ASSET RATIO

Total Debt / Total Assets

Yea Total Total Debt-to-Assets

r Debt Assets Ratio

2018 800 2000 0.4

2019 1000 2500 0.4

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Interpretation: This ratio shows the proportion of a company's assets financed by debt. A
ratio of 0.40 means that 40% of the company’s assets are funded by debt. This ratio has
remained constant over the two years, suggesting consistent financial leverage and risk.

5.INVENTORY TURNOVER
Cost of Goods Sold / Average Inventory

Average
Yea Cost of Inventory
Inventor
r Goods Sold Turnover
y

2018 1000 200 5

2019 1200 225 5.33

Interpretation: The inventory turnover ratio measures how often the company sells and
replaces its inventory within a period. An increase from 5 to 5.33 indicates that the company
has become slightly more efficient in managing and selling its inventory, which is a positive
sign for operational efficiency.
6.ACCOUNTS RECEIVABLE TURN OVER
Net Credit Sales / Average Accounts Receivable

Net Average Accounts

Year Credit Accounts Receivable
Sales Receivable Turnover

2018 2000 150 13.33

2019 2500 200 12.5

Interpretation: This ratio measures how quickly the company collects payments from its
customers. A decrease from 13.33 to 12.5 suggests that it is taking slightly longer for the
company to collect its receivables in 2019 compared to 2018. While still a good turnover, the
decline may indicate a slight slowdown in cash collection efficiency.

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7.RETURN ON ASSETS(ROA)
Net Income / Total Assets

Net Return on
Year Total Assets
Income Assets (ROA)

2018 150 2000 0.075 or 7.5%

2019 200 2500 0.080 or 8.0%

Interpretation: ROA indicates how efficiently a company uses its assets to generate profit.
An increase from 7.5% to 8.0% shows the company has become slightly more efficient in
generating profits from its assets, which is a positive development for overall operational
performance.

8.RETURN ON EQUITY(ROE)
Net Income / Shareholders' Equity

Net Shareholders' Return on

Year
Income Equity Equity (ROE)

2018 150 1200 0.125 or 12.5%

2019 200 1500 0.133 or 13.3%

Interpretation: ROE measures the profitability for shareholders. The increase from 12.5%
to 13.3% indicates that the company has been able to provide slightly better returns to its
equity holders in 2019, suggesting a strong performance in terms of shareholder value.

9.GROSS PROFIT MARGIN

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Gross Profit / Net Sales

Gross Net
Year Gross Profit Margin
Profit Sales

2018 1000 2000 0.50 or 50%

2019 1300 2500 0.52 or 52%

Interpretation: Gross profit margin indicates how much profit the company makes on each
sale after deducting the cost of goods sold. The increase from 50% to 52% suggests that the
company has improved its profitability at the gross level, either by reducing costs or
increasing pricing power.

10.NET PROFIT MARGIN

Net Income / Net Sales

Net
Year Net Sales Net Profit Margin
Income

2018 150 2000 0.075 or 7.5%

2019 200 2500 0.080 or 8.0%

Interpretation: The net profit margin shows the overall profitability after all expenses are
accounted for. The increase from 7.5% to 8.0% indicates a slight improvement in the
company’s ability to convert sales into actual profit, which is a good sign for overall
financial health.

Overall Interpretation:

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 The company shows improvements in liquidity (current and quick ratios) and operational
efficiency (inventory turnover and ROA).
 It is maintaining a consistent debt-to-equity structure and asset leverage, which indicates
stability in its financial risk.
 Profitability is slightly improving, with better gross and net profit margins, and higher
returns on both assets and equity.

CHAPTER 06

LEARNING EXPERIENCE
The plant training is a 4 week of study of the organizational study. The main objective of this
internship is to better understanding of practical implementation of the conceptual learning
which we studied in the class room. The study was carried out 4 weeks to understand the
organization, its functional performance and overall functioning of the organization.
The study helps us to increase our confidence in our career direction and to have sense of
professionalism.
The overall study helped us to increase knowledge about work and also how to behave in the
organization with the co-workers
 It is observed that the organization hierarchy is professional.

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 The employees of the particular department are well-versed with their activities and
responsibilities.
 From in-depth observation it can be said that, in the organization every one work in a team
spirit and are self-motivated.
 Communication between the departments within the organization have strongly built the good
relationship and understanding between the employees, this has reduced their interpersonal
conflicts
 Time is the most dominant factor

 The employees are treated as assets of the company

 They use the latest machinery, so more quality can be achieved

 The employees feel that the management recognizes their performance

 Employees are satisfied working condition of company.

 The work flow structure is simple.

 The ideas can share the low to top level management.

 Well-disciplined manner inside the organization.

BIBLIOGRAPHY

https://www.suprajit.com
This site will provide you with the company's history, vision, mission, leadership, product
offerings, and much more.

https://www.bloomberg.com
You can search for Suprajit Engineering's financials, history, and corporate overview on
Bloomberg's website.

https://www.moneycontrol.com
A comprehensive financial and company overview with access to stock performance and news.

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https://www.suprajit.com/investors
For detailed annual reports quarterly reports, and financial statements from Suprajit
Engineering.

https://economictimes.indiatimes.com
Search for articles and press mentions about Suprajit Engineering, including financial updates,
partnerships, and more.

https://www.suprajit.com/sustainability
Learn about the sustainability initiatives and innovations Suprajit Engineering is involved in.

ANNEXTURE

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