ABSTARCT

Every organization has to move materials. Manufacturers have factories that collect
raw materials from suppliers and deliver finished goods to customers; retail shops have
deliveries from wholesalers; a television news service collects reports from around the world
and delivers them to viewers. Most of us live in towns and cities and eat food brought in from
the country. When you order books from a website, a courier delivers them to your door, and
when you buy a mobile phone it has probably travelled around the world to reach you. Every
time you buy, rent, lease, hire or borrow anything at all, someone has to collect it and deliver
it to your door. Logistics is the function responsible for this movement.
So far we have described the movement of materials through a single organization.
But no organization works in isolation, and each one acts as a customer when it buys
materials from its own suppliers, and then it acts as a supplier when it delivers materials to its
own customers. For instance, a wholesaler acts as a customer when buying goods from
manufacturers, and then as a supplier when selling goods to retailers. A manufacturer buys
raw materials from sup-pliers, assembles these into finished products, and sells them to
wholesalers. As a result, most products move through a series of organizations as they travel
between original suppliers and final customers. Milk moves through a farm, tanker collection,
dairy, bottling plant, distributor and supermarket before we buy it. A toothbrush starts its
journey with a company extracting crude oil, and then it passes through pipelines, refineries,
chemical works, plastics companies, manufacturers, importers, wholesalers and retailers
before finishing in your bath-room.
Annual granite exhibitions have a great importance in collecting new contacts in
granite business and could be used to find and establish long-term relations. The companies
large scale production in India, strong Euro and rising costs of sea freights are all great
challenges for KMB exporters. To be able to overcome these challenges KMB companies
should tailor and customize their materials and pricing to suit the local markets. KMB granite
companies need to prove to Indian customers that they came to stay.
Keywords:
Logistics, Supplier, Isolation, Distributor
CHAPTER-I
INTRODUCTION
Every product has its own unique supply chain, and this can be both long and
complicated. A supply chain in Cadbury starts with cocoa beans growing on farms and ends
when hungry customers buy bars of chocolate. A supply chain for Levi jeans starts with
someone growing a field of cotton and ends when you buy them in a shop. The supply chain
describes the total journey of materials as they move from dirt to dirt.4 Along this journey,
materials may move through farmers, miners, processors, raw materials suppliers, agents,
component makers, manufacturers, assemblers, finishers, packers, logistics centers,
warehouses, third party operators, transport companies, wholesalers, retailers, and a whole
range of other operations. Upstream in front of an organization and moving materials inwards
from original suppliers.
Downstream after an organization and moving materials outwards to final customers
The simplest view of a supply chain has a single product moving through a series of
organizations, each of which somehow adds value to the product. Taking one organizations
point of view, activities in front of it (moving materials inwards) are called upstream; those
after the organization (moving materials outwards) are called downstream.
The upstream activities are divided into tiers of suppliers .A supplier that sends materials
directly to the operations is a first-tier supplier; one that send materials to a first-tier supplier
is a second-tier supplier;
This view of a supply chain seems reasonable, but you soon meet problems with the
definition of boundaries. For instance, the supply chain for bread starts with wheat growing in
a field. But the grain farmer might buy seed from a merchant, who in turn buys electricity to
power their facilities and you could extend the chain backwards almost endlessly. In the
same way, there may not be a clear end to the chain, as logistics is increasingly seen as
extending beyond the final
customer to include the eventual disposal of products.
Whole system thinking takes a view of the companys production system and associated
costs as a whole, rather than by functional department. This new way of thinking empowers
factory managers to accept higher costs on low value items that may be associated with a
given functional department, to produce substantial overall cost savings throughout the
production cycle. Companies engaged in Lean Manufacturing are, fundamentally, utilizing
new financial decision-making (whole system) approaches and new powerful cost drivers
(e.g., reduced flow days) to eliminate waste. In other words, Lean strives to optimize the
entire system, with a focus on strategies that minimize overall production flow days. For
Boeing, one result of the whole system view is paying more for lower value components
within the system (e.g., raw materials) so that the high value products cost less overall.
Although it is cheaper to buy raw materials in large quantities, the costs associated with
having the larger quantities on hand increased the overall cost of the finished product.
A value chain represents the specific activities required to design, order, and provide a
specific product, from concept to launch, order to delivery, and raw materials into the hands
of the customer.

Evaluation of the value chain means performing systematic assessments of
production process steps. Focusing on a production process value stream can help identify
steps which create no value as perceived by the customer and can be eliminated, or steps
which create no value and need to therefore be reconstructed to reduce unnecessary waste


















I.2 INDUSTRY PROFILE
1.2.1 Introduction
Granite in the form of slabs and tiles has several attractive features, which, inter alia,
includes extra-fine mirror-polish, scratch-free glossy surface and durability. Granite can be
compared very well with other floor and wall application materials such as ceramics and
marble. Mining for granite is done manually. For drilling and channeling hand chisels and
hammers are used. There are very few quarries that have mining machinery, such as
compressors and drilling machines for drilling and blasting, cranes for lifting big blocks, and
dampers and trucks for transport. Operations that are involved in the processing of granite
are:
Dressing
Cutting/Sawing
Surface Grinding and Polishing
Edge-Cutting-Trimming
Granites are now mined in most of the Indian states for use as construction material and
road metal but production of dressed granite blocks and slabs from Andhra Pradesh,
Karnataka, Rajasthan and Tamil Nadu are highly priced. In India there are 43 granite
processing units of which 12 are in Andhra Pradesh, 13 in Karnataka, 3 in Rajasthan, 14 in
Tamil Nadu and 1 in Odisha. During the last five years exports have grown steadily by about
10% a year but this growth rate may increase even more in the near future. New companies
may not be entering the industry but many existing companies are steadily increasing their
production capacity to meet demand. New technology investments are being made with the
aim of increasing sales and reducing costs. In the last few years CNC machines have been
employed in many factories for making complicated designs. Usually the diamond tools and
other consumables are imported, to the extent of 80% of total demand, and amounting to
between 5 and 6 million US dollars per year.

1.2.2 History
India is one among the leading countries in mining and export of granite and is rich in
granite reserves. Geologically, the southern and eastern belts of the Nation are abundant in
granite deposits. Different shades of granites are available in abundance in Tamil Nadu,
Andhra Pradesh, Karnataka, Maharashtra, Assam, Bihar, Rajasthan, Odisha, Meghalaya and
Madhya Pradesh. Indian Granite Granite has become the most sought-after and extensively
used granite material in building construction and massive structural works throughout the
world, and it is well known in the International market, not only for its elegance and aesthetic
quality, but also for its durability. The Granite Industry has received a wider publicity and
corporate importance in the last few years. The industry is emerging now as a thrust-export-
area with several corporate houses, supported by expert professionals trained in all aspects,
entering the sector with sophisticated world-class machinery and making it an organized one.
Many overseas buyers, including the Japanese, are the regular importers of the Jet Black
Material, which is considered to be the world's best variety and is found in abundance in
TamilNadu, Andhra Pradesh and Karnataka. Bu they have, of late, lost confidence in the
supply of materials owing to its interrupted schedule. This was because of inconsistent
policies of the Governments towards the industry, together with political interference in
mining lease and other procedures.

India is one of the leading nations in the production and export of Granite and other
granites. Granite is a very hard crystalline, igneous or metamorphic rock primarily composed
of feldspar, quartz and lesser amounts of dark minerals. India has vast resources of granite
with about 110 varieties of different colours and textures such as black, grey, pink, multi
coloured, etc. These varieties are used to produce monuments, building slabs, titles, surface
plates etc. However, popular varieties are mainly found in South India.

1.2.3 Domestic and Export Share
Granite importing countries such as the US, China, Italy have reduced their
requirements. India's granite and natural granite exports could be down by 15-20 per cent per
year according to CAPEXIL (formerly Chemicals & Allied Products Export Promotion
Council).

1.2.4 Latest developments
India has one of the largest reserves of granite in the world and exported Rs 2,600
crore (Rs 26 billion) worth of the granite in the past years. Granite exports this fiscal
are expected to touch Rs 2,800 crore (Rs 28 billion) and nearly one-fourth of these
exports is accounted for by monument granites.
About 85-90 % of the total granite production in the country is for exports. So after
the recession period is over the industry will again regain its demand .This is the best
time for an entrepreneur to venture into this sector.
Last fiscal, the total exports of granite and marble from India had crossed the Rs
4,000 crore marks with the US accounting for the bulk of the consumption (40%).
The All India Granite and Granites Association (AIGSA), which estimated a 10 %
increase in overseas sales for 2007-08, found the export market no more lucrative.
The granite industry in Rajasthan has been growing at 50% annually. But this growth
has serious social and environmental costs. As the water sources are being depleted,
forcing farmers to become laborers in the granite industry.
Rajasthan Granite mining is an approximately Rs 800 crore industry today; it forms
95% of Indias dimension granite exports.
Fortune Rocks Swati Granites KDM Exports
Kaushalya Granites Nazims Continental Exporters & Importers The Supreme Granites
Jos Granite Works Murugan Granites Sri Jem Granite
Universal Granites Classic Granites Jain Marbles
Goyal Enterprises P R P Exports United Granites (P) Limited
Trimurthi Exports MNR Exports
India is one among the leading countries in mining and export of granite and is rich in
granite reserves. Geologically, the southern and eastern belts of the Nation are abundant in
granite deposits. Different shades of granites are available in abundance in Tamil Nadu,
Andhra Pradesh, Karnataka, Maharashtra, Assam, Bihar, Rajasthan, Odisha, Meghalaya and
Madhya Pradesh. Indian Granite Granite has become the most sought-after and extensively
used granite material in building construction and massive structural works throughout the
world, and it is well known in the International market, not only for its elegance and aesthetic
quality, but also for its durability. The Granite Industry has received a wider publicity and
corporate importance in the last few years. The industry is emerging now as a thrust-export-
area with several corporate houses, supported by expert professionals trained in all aspects,
entering the sector with sophisticated world-class machinery and making it an organized one.
Many overseas buyers, including the Japanese, are the regular importers of the Jet Black
Material, which is considered to be the world's best variety and is found in abundance in
Tamil Nadu, Andhra Pradesh and Karnataka. Bu they have, of late, lost confidence in the
supply of materials owing to its interrupted schedule. This was because of inconsistent
policies of the Governments towards the industry, together with political interference in
mining lease and other procedures.

India is one of the leading nations in the production and export of Granite and other
granites. Granite is a very hard crystalline, igneous or metamorphic rock primarily composed
of feldspar, quartz and lesser amounts of dark minerals. India has vast resources of granite
with about 110 varieties of different colours and textures such as black, grey, pink, multi
coloured, etc. These varieties are used to produce monuments, building slabs, titles, surface
plates etc. However, popular varieties are mainly found in South India.

Granite in the form of slabs and tiles has several attractive features, which, inter alia,
includes extra-fine mirror-polish, scratch-free glossy surface and durability. Granite can be
compared very well with other floor and wall application materials such as ceramics and
marble. Mining for granite is done manually. For drilling and channeling hand chisels and
hammers are used. There are very few quarries that have mining machinery, such as
compressors and drilling machines for drilling and blasting, cranes for lifting big blocks, and
dampers and trucks for transport. Operations that are involved in the processing of granite
are:
Dressing
Cutting/Sawing
Surface Grinding and Polishing
Edge-Cutting-Trimming
Granites are now mined in most of the Indian states for use as construction material and
road metal but production of dressed granite blocks and slabs from Andhra Pradesh,
Karnataka, Rajasthan and Tamil Nadu are highly priced. In India there are 43 granite
processing units of which 12 are in Andhra Pradesh, 13 in Karnataka, 3 in Rajasthan, 14 in
Tamil Nadu and 1 in Odisha. During the last five years exports have grown steadily by about
10% a year but this growth rate may increase even more in the near future. New companies
may not be entering the industry but many existing companies are steadily increasing their
production capacity to meet demand. New technology investments are being made with the
aim of increasing sales and reducing costs. In the last few years CNC machines have been
employed in many factories for making complicated designs. Usually the diamond tools and
other consumables are imported, to the extent of 80% of total demand, and amounting to
between 5 and 6 million US dollars per year.

1.2.5 Size of the industry
There are 100 manufacturers in India for Granites and there are also a few trading
companies. In the last 5 years the capacity of these companies has increased by about 10%
annually, suggesting a certain stability and sustainability. Big companies are considered to be
those that have the capacity of manufacturing seven or more containers per month- and there
are about 20 such companies. On an average about 75 workers are employed in a company.
Total the direct employment in the Indian Granite industry is about 10000 people. Indirect
employment comes to another 10000 people. About 80% of the manufacturers are located in
the state of TamilNadu while the rest are located in the neighboring states of Karnataka and
Andhra Pradesh. The entire gravegranite industry is located in the south of the country which
is where most of the granite quarries are to be found.

1.2.6 Total contribution to the economy/ sales
Total Granite production in the Indian industry is estimated to be about 350 to 400
containers a month. (A curious unit - when referring to blocks the normal term used is cubic
metres, in slabs, the measurement unit is square metres or square feet, while in the
gravegranites the reference point tends to be containers). As mentioned before, the entire
production is exported. Presently about 180 to 200 containers are exported to Europe,
approximately 50 containers a month are exported to United States, 40 containers to Japan
while the rest are sent to Australia, New Zealand, South Africa and other countries. The
months of November, December and most of January are considered to be the low season
when monthly production drops to about half. An average container has a price of US$ 18000
to US$ 24000, depending on the materials used and the complexity of the designs, thus the
total industry size is estimated to be approximately US $ 85 million.

1.2.7 Domestic and Export Share
Granite importing countries such as the US, China, Italy have reduced their
requirements. India's granite and natural granite exports could be down by 15-20 per cent per
year according to CAPEXIL (formerly Chemicals & Allied Products Export Promotion
Council).


1.2.8 Latest developments
India has one of the largest reserves of granite in the world and exported Rs 2,600 crore
(Rs 26 billion) worth of the granite in the past years. Granite exports this fiscal are
expected to touch Rs 2,800 crore (Rs 28 billion) and nearly one-fourth of these exports is
accounted for by monument granites.
About 85-90 % of the total granite production in the country is for exports. So after the
recession period is over the industry will again regain its demand .This is the best time for
an entrepreneur to venture into this sector.
Last fiscal, the total exports of granite and marble from India had crossed the Rs 4,000
crore marks with the US accounting for the bulk of the consumption (40%).
The All India Granite and Granites Association (AIGSA), which estimated a 10 %
increase in overseas sales for 2007-08, found the export market no more lucrative.
The granite industry in Rajasthan has been growing at 50% annually. But this growth has
serious social and environmental costs. As the water sources are being depleted, forcing
farmers to become laborers in the granite industry.
Rajasthan Granite mining is an approximately Rs 800 crore industry today; it forms 95%
of Indias dimension granite exports.

1.2.9 Resources
India is endowed with abundant resource of a wide variety of granite. As on 1.4.2005,
resources of granite dimensions granites of all types are estimated at 37,426 million cubic
meters. Of these resources (about 3 %) fall in reserves category while remaining 36,296
million cubic meters or about 97% fall in resources category. Grand wise classification
reveals that about 8% resources fall under black granite while 91% under cultured granite.
About 1% reserves and resources are of unclassified grade. Under reserve category, about 23
million cubic meters of all grades fall under proved category while 1,162 million cubic
meters fall under probable category.
Statewide breakup of resources reveals that Karnataka with about 25% resources is leading
followed by Jharkand (24%) , Rajasthan (23%), Andhra Pradesh (6%), Madhya Pradesh(5%),
and Orissa(5%) which together accounted for 88% resources. With regards to reserves, about
93% reserves are located in Madhya Pradesh (86%) and Orissa (7%)


1.2.10 The Market Prospects
Granite called as King of granites because of its inherent characteristics such as
extra fine mirror polish, scratch free glossy surface and durability. Indian granite has become
the most sought after and extensively used granite material in building constructions and
massive structural works throughout the world and is well known in the international market
not only for its elegance and aesthetic quality but also for its durability. The usage of granite
tiles and slabs is increasing as the construction activity is growing up. There is huge market
potential for granite monuments in overseas. Slabs of fine finish are also being exported from
our district. As there are large resources in our district, the cutting and polishing activity
becomes good investment decision.










I.3 COMPANY PROFILE
1.3.1 Introduction
KMB Group of Companies - Estd. 1975, which is multi dimensional and diversified
organization being proud of legacy of continued growth and success. The group has built an
enviable reputation for its quality, service and cost effective technological capability and
maintained it through farsighted-ness and sheer professionalism. Headquartered in Salem,
Tamil Nadu, India, the Group network encompasses many branches and associate offices
distributed all throughout the globe. KMB Granites is one of the worlds leading granite
quarry owners and processors. The Groups track record of performance and growth exceeds
the most stringent criteria it has set for itself. KMB boasts a wide range of Rough Blocks,
Slabs (Gang saw/ Vertical) Tiles and Monuments over 23 vibrant shades of Granites.

Granite is ageless.always contemporary. To days leading architects, knowing its
unique qualities are using it more extensively than before. And keeping pace with the
architectural progress. Technological developments and changing the demands in the granite
industry, is Granite Products Corporation. Choosing a Memorial is a very important, Delicate
and indeed a difficult experience. Every decision can be another way to help the person we
wish to remember. At Granite Products Corporation, we know that purchasing a monument is
not the same as purchasing a granite.

1.3.2 Monumental progress
Set up as a wholesaler quarried / fabricator of monuments in 1991 at Salem, the hub
of industrial and commercial enterprise in the Indian state of TamilNadu, Granite Products
Corporation is a 100 % export oriented unit that stands rock-solid in its commitment
towards quality, dependability, and deadlines. The companys state-of-the-art plant has an
inbuilt capacity to produce up to 20 containers of monuments per month in all premium
Indian colors. The customers receive polished granite of flawless, international quality. In a
short period of time the companys total quality orientation has gained the reputation, as a
truly dependable supplier of superior granites of every possible description. Today Granite
Products Corporation is regarded as the No.1 monument specialist in the global monument
market. In the uncompromising expectations of its beloved customers or constantly fulfilled
in each and every aspect. The management's strong will coupled with a constant endeavor to
produce nothing but the best has made it possible. Monuments are currently exported to
Belgium Germany North America
France Netherlands South America
Oceania Western Europe Norway
Austria

It has scaled a new high of exporting more than 450 containers a year. This
noteworthy development can be attributed to the complete satisfaction and faith the
customers have in the quality of products and the services offered. Production is scheduled in
such a way that it exactly meets the delivery schedules fixed by the customers. People at
Granite products corporation work in shifts operating round-the-clock. In fact sunsets and
sunrises are never felt inside the factory premises. The work goes on in shifts all towards
realizing the on- time- delivery plan.

1.3.3 Factory Location
The factory is situated in a strategic and pleasant hilly area SALEM in the southern
part of India , about 375kms from Chennai and 160kms from Bangalore . The area is
surrounded by villages which supply the required labour force for the company. The factory
is linked to the port by a well laid metal road for carrying containers of finished products for
shipment. The easy access of the company both from Chennai and Bangalore and its pleasant
environment are of great comfort to the visiting foreign buyers who intend visiting the factory
premises directly.

1.3.4 Hospitality
In confirming with the traditional Indian hospitality, the management takes care of the
visiting foreign buyers with utmost warmth and comfort. For this purpose well furnished
guest suites have been built and are being maintained as per global corporate standards.

1.3.5 Exhibitions
With a view to augmenting the business further and further, the company participates
in exhibitions held in various parts of the world every now and then. Recent Exhibitions that
were attended by us were: IMMA 2003, Trade Centre Chennai, Stona 2004-Bangalore.


1.3.6 The K.M.B comprises of three units:
K.M.B granites rough block quarry (Thannithotti, Salem(Dt))
K.M.B granites limited (Yelagiri hills, Vellore (Dt), Tamil Nadu, India)
Granite products Bharathi street, Swarnapuri, Salem

1.3.7 Values
Zeal to excel and zest for change.
Integrity and fairness in all matters.
Respect for dignity and potential for individuals.
Strict adherence to communities.
Ensure speed of response.
Foster learning creativity and team work.
Loyalty and price in the company.

1.3.8 Objectives
Growth: to ensure a steady growth by enhancing the competitive edges of in existing
business, new related and semi related areas and international cooperation.
Profitability: to provide a reasonable and adequate return on capital employed, primarily
through improvements in operational efficiency, capacity, utilization and productivity and
generates adequate internal resources to finance the companys growth.
Customer focus: to build a high degree of customer confidence by providing increased value
for his money through international standards of products quality, performance and superior
customer service.
People orientation: to enable each employee to achieve his potential, improve his
capabilities, perceive his role and responsibilities participate and contribute positively to the
growth and success of the company to invest human resources continuously and to their need.
Technology: to achieve technological excellence in operation by development of indigenous
technologies, efficient absorption and adaptation of imported technologies to suit business
needs and properties and provide a competitive advantage to the company.
Images: To fulfill the expectations which owners, employees, and the country at large lave
from KMB Granites
Product range: The products manufactured by K.M.B, Salem find wide applications in the
industries such as dimensional block, slabs, monuments, sculptures, blue metals etc.

1.3.9 Plant produces machine details:
100 tone capacity gantry crane.
Block cutting machines -4 nos
Wire saw machine
Auto polish machine-2 nos
Edge cutting -3 nos
Arm polish machines-20 nos
Grinding machines-30 nos
Flex machines -30 nos
Milling machine-2 nos
Drilling machine -2 nos
Hammer drilling machine -2 nos
Forklifts-2 nos
Escorts
E.O.T crane -2 nos
Pressure vessel -2 nos
Sand blasting machine
Gas cutting machine
Welding machine
Wood shaper machine
Wood cutter machine
Generators -2 nos
Plotter

1.3.10 Human resource
The corporation is presently having total manpower of 300 and the annual budget
towards salary, wages, overtime, elf & bonus is about rs.1.1crores. Positive work culture and
participate style of management have engendered development of a committed and motivated
workforce leading to enhance productive higher level of quality.

1.3.11 HR Policy
To induct best people to meet the organization need, retain them by implementing of
appropriate motivational and welfare schemes prove growth opportunities to people through
scientific performance management approach, adopt a transparent communication system,
follower participative style of management to maintain harmonious and cordial industrial
relations and provide a conductive climate for achieving the goals of the organization.

1.3.12 HR Strategy
Review recruitment internal selection process and refine it to ensure selection if related
people for the available post.
Conduct a study to find out the impact of the existing measures to motivate people and
initiate action motivation schemes.
Examine the existing program implemented for the benefit of employees to find out
their schemes are meeting their needs and aspirations and thereby enhance their level of
satisfaction.
Ensure smooth and proper implementation of the new performance management system
evolved and being implemented in phase.
The prevailing communication channel and method sharing information and receiving
feedback shall be analyzed and steps undertaken to improve the same, with a vie to here
an open an transparent communication system.
To take appropriate steps for strengthening the existing participative forms.

1.3.13 K.M.BS Contribution To Social Responsibility:
K.M.Bs contributions towards helping to tsunami affected people, every year
donated to madhuraatharavarrorillam & vizhiilandor children, ban on child labor,
employment for ex-serviceman, pollution checking camps, plantation of million of trees,
energy saving and conservation of natural through environmental management.

K.M.Bs Contribution To Employees
K.M.B shares the growing concern on issues related to environment and occupational
health & safety (OHS), and is committed to protecting environmental in and around its own
establishment, and to providing safe and healthy environment to all its employees. For
fulfilling these obligations, a health safety & environment policy has been formulated and
implemented through management system.

1.3.14 Total Quality Management:
International quality and level quality structure enables requisite planning, control and
implementation of company-wide quality policy and objectives which are linked to the
companys vision statement. Corporate quality derives strength from direct reporting to
proprietor and managing director of the company. Other than traditional quality functions,
today the focus is on-
Propagating quality management systems and total quality management.
Investigations and preventive actions on critical quality issues.

1.3.15 CAPEXIL Export Award
Managing director of the concern receiving the CAPEXIL export award from 1994 up
to the coming financial year regularly

1.3.16 Processing Unit






























1.3.17 Organizational Structure





The KMB Supply Chain
7
Physical
Distribution
Management
Transportation
Corporation Suppliers Customers
Domestic/Import
Sourcing
Domestic/Export
Distribution
Throughflow
Inbound
Materials
Outbound
Materials
Forward and Reverse Flow of Information, Products, and Funds
Physical
Distribution
Management
Transportation
Transportation
Transportation
Order
Processing
Order
Processing
Order
Processing
Order
Placement
Inventory
Management
Materials
Management
Customer
Service
Storage Storage Storage
Inventory
Management
Inventory
Management
Costumer-Firm
Interface
Supplier-Firm
Interface






CHAPTER-II
2.1 RESEARCH METHODOLOGY
The Research methodology, which is used in the study, is a mix of sampling and
Descriptive Method of study. The required data for the study were collected by way of
primary and secondary resources. Primary data was collected by way personnel interviews
with the concerned departmental head and other employees coming under them and the
secondary data were needed were collected by way of books, internet, magazines etc A good
research work requires a clear scientific methodology only through the application of correct
methodology in selection of sampling techniques, appropriate tools of data collection etc; so
that well founded conclusion can be drawn on the phenomenon under consideration. The
validity of a research depends upon the method of collecting the data and analyzing the same.
In the present study, extensive use of both primary and secondary data was collected
systematically.

Research Design
Research design constitutes the blue print of collection of information on various
departmental activities, measuring their performance in reference to functions and
responsibility. In specific terms, a research design is the arrangement of conditions and
analysis of data in a manner that aims to combine relevance to the research purpose with
economy in procedure. Here in this study, the researcher used Descriptive Research Design
and studies concerned with specific predictions, with narration of facts and characteristics
concerning of various aspects of organization are all examples of descriptive research studies.










2.1.1 Sources of Data
2.1.1. Primary Data
Primary data refers to the first hand information that is collected from personal
interviews, telephone survey ,observation and experiments.
In this study the primary data collection have been used to collect data. The required
primary data was collected through a study and observation of the existing morale and
personal interviews was conducted to the respondent.

2.1.2.2 Secondary Data
The data collected from the published sources. It is not originally collected for the
first time Secondary data is collected from company records and other journals.

2.1.2 Period of study
Period of study is limited to three months February to April



















2.2 Review of literature
Golhar, DamodarY.Banerjee, Snehamay(2013)
1

The rapid pace of new product introduction and global sourcing of raw materials and
manufacturing facilities have created a complex and fragmented supply chain. retailers in
many consumer product industries are relying on third-party supply-chain managers (scms)
to manage the global supply chain cost-effectively with short production lead times. to meet
delivery requirements, the sum must start the production process before receiving a firm
order from retailers. we assume a two-stage production process where, in stage 1, a base
product is produced. in stage 2, the base product is customized.
Jing, Chan(2012)
2

This project describes the impact of collaborative transportation management (CTM)
on the performance of manufacturing supply chains using a multi-agent approach.
Two supply chain models (with and without CTM) are proposed to show how it realizes the
real operational interactions between different supply chain partners under demand
disruption. Simulation results of the proposed models reveal the evolution of the CTM
supply chain with demand disruption. The dynamic delivery ability and order point which
are caused by demand disruption in the CTM supply chain are investigated. The results
indicate that CTM can significantly reduce costs and improve the flexibility of companies in
handling demand disruption problems.






1
Golhar, DamodarY.Banerjee, Snehamay(2013):
1
International Journal of Production Research. May2013,
Vol. 51 Issue 10, p2969-2980. 12p. 1 Diagram, 2 Charts.An optimal ordering strategy for a third-party
managed supply chain.
2
Li, Jing,Chan, Felix T.S.International Journal of Production Research. Oct2012, Vol. 50 Issue 19, p5635-5650.
16p. 3 Diagrams, 3 Charts, 14 Graphs.
Yang, Jie (2013)
3

This study aims to investigate how different knowledge-management processes (i.e.
knowledge acquisition and dissemination) affect the manufacturers performance in
collaborative economic exchanges with their suppliers. Drawing upon the knowledge based
view and transaction cost economics, this study proposes that knowledge-
management processes are positively related to the performance of the manufacturers in a
collaborative buyersupplier relationship. It also posits that this link is stronger when the
levels of supply-chain integration and relational stability are higher rather than lower.

Blanchard, David (2011)
4
Supply Chains 211 eco-consciousness, but weve reached that stage where almost any
reduction in labor, highway miles logged, fuel consumed, packaging materials used, or excess
weight in shipments can be considered not just good supply chain management but
green supply chain management. Although it has to be noted that these authors did not use
the term Reverse Logistics, a parallelism can be easily drawn from the mention of the
activities included within the scope of PRM and the direction followed by the recovered
items in the figure. Another conclusion to highlight from their work it is that what they define
as Direct reuse/resale or Incineration or Land filling is kept out from the PRM coverage even
if some backwards trip is also implied by them.








3
Yang, Jie: International Journal of Production Research. Apr2013, Vol. 51 Issue 7, p1984-1991. 8p. 2 Charts.
4
Blanchard, David:International Journal of Production Research. Oct2011, Vol. 50 Issue 19, p5635-5650. 16p.
3 Diagrams, 3 Charts, 14 Graphs.
Tilokavichai, Varanya(2012)
5
The aim of this research is to analyze logistics performance management of retail
firms in Thailand. We explore how the relationships between information systems usage
and logistics performance management that are measured by logistics performance
indicators. In addition, the study also examines correlation analysis to find what factors that
have influence on logistics performance management. We conducted a survey of 103 retail
firms in Thailand. The empirical results indicate that the information systems usage
in logistics activities as a significant impact on the firm'slogistics performance management.

Li, Jing(2012)
6

this paper describes the impact of collaborative transportation management (ctm) on
the performance of manufacturing supply chains using a multi-agent approach.
two supply chain models (with and without ctm) are proposed to show how it realises the
real operational interactions between different supply chain partners under demand
disruption. simulation results of the proposed models reveal the evolution of the
ctmsupply chain with demand disruption. the dynamic delivery ability and order point which
are caused by demand disruption in the ctm supplychain are investigated. the results indicate
that ctm can significantly reduce costs and improve the flexibility of companies in handling
demand disruption problems. it is suggested that ctm is an efficient mechanism to
manage supply chains, especially under a demand disruption environment.




5
.Tilokavichai, Varanya:International Journal of Production Research. Oct2012, Vol. 50 Issue 19, p5635-5650.
16p. 3 Diagrams, 3 Charts, 14 Graphs.
6.
Li, Jing(2012)International Journal of Production Research. Oct2012, Vol. 50 Issue 19, p5635-5650. 16p. 3
Diagrams, 3 Charts, 14 Graphs.



Chu, Zhaofang(2013)
7

As third-party logistics (3PL) plays an increasingly important role in businesses,
managing dependences between 3PL providers and users has become critical for business
success. Drawing on the resource dependency theory (RDT), we propose that logistics
integration and interorganisational relationships are two effective approaches for 3PL users to
cope with their dependence on 3PL providers and to achieve better financial performance.
The model was empirically tested using data collected from 134 3PL users in China. The
results show that both inter-organisational relationships and integration and their interplay
effectively carry the positive influence of dependence on financial performance. We also find
that while both interorganisational relationships and integration are effective for Chinese-
controlled 3PL users to leverage their dependence on 3PL providers for financial
performance improvement, foreign-controlled 3PL users rely solely on interorganisational
relationships to manage their dependence.

Carter and Ellram, (1998)
8

The term Reverse Logistics is used to refer to the role of logistics in product returns,
source reduction, recycling, material substitution, reuse of materials, waste disposal, and
refurbishing, repair and remanufacturing. Although the majority of possible focuses,
mentioned in the definition, have their correspondent translation in Thierry s terms, Stock
(like Kroon and Vrijens and unlike Thierry et al.) also stresses on waste disposal. Source
reduction will be commented a bit.





7
Chu, Zhaofang(2013):International Journal of Production Research. May2013, Vol. 51 Issue 10, p3037-3054.
18p. 3 Diagrams, 6 Charts.
8
Carter and Ellram JM. Critical evaluation of research in physical rehabilitation: toward
evidence-based practice. W.B. Saunders Co.; Philadelphia: 1998. VOL.49,pp. 109124


Ritchie et and Kivinen (2000)
9
That logistics does not stop with the delivery of goods to customers, but also offers
the opportunity for stocks to be returned to suppliers via a feedback loop. He points out, for
instance, the increasingly frequent occurrence that product recalls appear to have in the last
years in private sector (as his article examine the Reverse Logistics process within the
Manchester Royal Infirmary Pharmacy; in this pharmaceutical arena, the efficacy in
withdrawing expeditiously the drugs from market, in case of need, result critical). His
perspective drives the attention again on the suppliers as final destination of returned
products and thus, endorsing the backwards direction of goods flows.

De Brito and Dekker, (2004)
10


The process of planning, implementing and controlling backward flows of raw
materials, in-process inventory, packaging and finished goods, from a manufacturing,
distribution or use point, to a point of recovery or point of proper disposal The RL Executive
Council : RL is the process of moving goods from their typical final destination to another
point, for the purpose of capturing value otherwise unavailable, or for the proper disposal of
the products.








9
Ritchie et and Kivinen The pocket guide to critical appraisal. BMJ Publishing Group;
London: 2000. VOL.16,pp. 2329. 5662.
10
De Brito and Dekker Evidence-based health care: how to make health policy and
management decisions.Churchill Livingstone; NY: 2004.VOL-38 pp. 7277.

2.4 Research Gap

It is very important to consider the factors that force companies to develop a build-to-
order supply chain. Research gap is a systematic approach to find out the uncovered area in
the present study. The literature review is mainly focus on the effectiveness of production
By using the logistics and supply chain concept. The view aims at ascertaining the
effectiveness of the production and its functions. The researcher observed the basic goal of an
production is to know about increasing the production through the production promotion
techniques.

The researcher from the review of literature found the Marketers use multiple
promotion programs to entire customers to buy products and services force promotion
program to increase the overall production.

From the review ,the uncovered areas related to importance of logistics and supply
chain of the production management.




















.



2.4 Statement of the Problem
Supply chain management is not exclusively for those companies who manufacture
products, but by businesses who want to streamline their processes by eliminating waste and
non-value added activities.KMB have a number of areas in their supply chain where waste
can be identified as time, costs or inventory. To create a leaner supply chain KMB must
examine each area of the supply chain. KMB that practice lean supply chain management
reduce their procurement function. Businesses are looking to new technologies to assist them
in improving procurement processes..
Companies that use a two-way match, which is payment on receipt rather than
payment on invoice, will reduce resources in their purchasing department as well as improve
supplier relationships. supply chain management gained popularity in the manufacturing area
as this is where significant improvement can be achieved. Manufacturing processes can be
improved to reduce waste and resources while maintaining operational performance.

















Objective of the study
1. To ensure a system of regular availability and adequacy of labour, machines, and
raw materials for production through the preparation of work and materials
schedule thus allowing smooth and continuous production runs with reduced
possibilities of disruptions and fewer stocking of raw materials.

2. To ensure that orders are met and that production targets and schedules.

3. To facilitate the co-ordination of production with other functions of business and
ensure harmony with other sectional policies and the corporate objectives of the
company.

4. To provide a basis for the maintenance of material and stock records

5. To ensure conformity of output with quality standards by maintaining constant
touch between the design and the sales sections and the actual production department.










Scope of the study

1. This study based on the field of production management began to develop. This attempt to
find the steps concentrated to control labour cost, since at that time the labour costs
constituted most of the production cost.

2.K.M.B Granite With the factory system the situation changed and the problem to organize,
layout facilities, control quality and meet schedules had to be tackled with.

3.This study taking the responsibility to analyze the coordination between the production
with other functions .The facility design, location, layout, quality control and inventory
control take on new significance.
4.This study is maintain the material and stock records of the K.M.B Granite

5. This study helps With the continuing development of factory system, the trend towards
mechanization and automation developed.











Limitation of the study

Here the K.M.B granite may face problems when substitute products are available.
It happens many times that K.M.B granite fail to predict the future take into account
the challenge of substitutes.
The quality may become an issue if it begins to decline.

The co-ordination is lacking due to their busy work schedule.

Stock records is limited in information because it does not show all of the products,
inventory and products-in-process on the stock record.

The entire system is limited by the mechanism what already used in K.M.B granite.
so the factory system has been developed by using latest development technologies.











CHAPTER-III ANALYSIS AND INTERPRETATION
KMB Granites Private Limited, A leading manufacturer and exporter of Granite finished
products , offer an ample range of colors and sizes for its appealing supply of Granite
Gangsaw & Vertical Slabs, Tiles, Monuments, Garden furnitures, Counter Tops, Kitchen
tops and household bespoke items.
Financial Aspects
A. Fixed capital
1. Land & building
a. Land:
I. Cost of land (10 Acres) : Rs. 82,00,000
II. Site Development : Rs.4,50,000

b. Buildings:
S.No Description Size Unitrate Amount in Rs.
I Main Factory shed 60 Ft X 75 Ft (3000Sq. ft.) Rs.850 per Sq. ft. 25,50,000/-
Auxiliary structures
II Office unit 15 X 18 (270 Sq. ft.) Rs.450 per Sq. ft. 1,21,500/-

III Bore well and water
connections and
compound wall
-- -- 1,50,000/-
IV Sanitary and
plumbing charges
-- -- 30,000/-
Total Civil Construction Cost 18,01,500/-








2. Machinery & Equipment

S.No Description Nos Rate(Rs) Amount in Rs.
I Automatic vertical Block cutting
machine
1 9,50,000 9,50,000



II
Automatic vertical Block cutting
machine
1 9,25,000 9,25,000
III Super saw edge cutting machine; 2 2,25,000 4,50,000
IV Bridge type auto polishing Machine 1 9,25,000 9,25,000
V Radial Hand polishing Machine 6 96,500 5,79,000
VI Gantry Crane 1 28,75,000 21,75,000
VII Granite Calibration Machine 1 1,50,000 1,50,000
VIII EOT Crane 1 2,00,000 3,75,000
Total 64,29,000
IX Excise Duty & Cass @ 10.3 % 6,62,187
X CST @ 2 % 1,28,580
XI Packaging & Forwarding Charges @ 2 % 1,28,580
XII Installation & Erection Charges @ 3 % 1,92,870
Total 75,41,217


3. Other Fixed Expenses
S.No Description Amount in Rs.
I Wooden Furniture for office 25,000
II Fire Fighting Equipment 75,000
III Dell Inspiron 560 Desktop Computer 55,000/-
IV Electrical equipment 3,50,000/-
V Preliminary & Pre-operative charges 50,000/-
Total 5,55,000/-




Total Fixed Capital Investment
4. Salary & Wages
S.No. Designation Nos Salary Total amount (in Rs.)
I Manager 2 Rs. 20,000 40,000
II Production Supervisor 6 Rs. 8,000 48,000
III Machine Operator 45 Rs. 6,000 2,70,000
IV Semi Skilled Worker 25 Rs. 4,500 1,12,500
V Accountant cum Store keeper 1 Rs. 5,000 5,000
VI Watchman 2 Rs. 3,500 7,000
Total 80 3,01,100

5. Utilities
S.No Description Unit Rate/unit Amount (in Rs.)
I Electricity
(motive power: 70 HP)
20888 Units
(70X0.746X16X25)
Rs. 4.25 88,774
Total 88,774


Our technical experts carefully identify colors conforming to the purchaser requirement. This
careful selection of the quality is complemented by the installation of the state of art,
environment friendly production equipment, imported from the world-renowned
manufacturer in Italy. Our staff are extensively trained and well equipped with all the
essential equipments to ensure on time delivery of quality products.
With the expertise gained and the worldwide reputation earned, KMB currently has a
production capacity exceeding 12, 00,000 square feet of processed granite annually. All the
processes are subjected to a strict 100% inspection system at all stages of manufacturing
process.


Granite Dimension


Supply chain managers balance total logistics cost factors against customer service
factors








In this study, the compressive strength and elastic modulus of concrete were used as
surrogate indicators of material durability. Sound concrete with no materials-related problems
is expected to gain strength and, to a lesser degree, modulus over time because of the
continuing hydration process. The onset of any materials durability-related distress such as
durability- (D-) cracking or ASR leads to the deterioration of concrete and results in the
development of cracks in the cement paste and the aggregates. This causes a drop in the
compressive strength and elastic modulus values. Therefore, by periodically monitoring the
rate of strength and modulus gain (or drop), any durability-related problems can be detected.
All of the compressive strength and elastic modulus tests were conducted after removing the
top and bottom portions of the 100-mm-diameter (4-inch-diameter) cores, to form 200-mm-
long (8-inch-long) specimens. The ends were capped with a sulfur-based capping compound
and tested to failure in compression in accordance with ASTM C 39 for compressive strength
and ASTM C 469 for elastic modulus. To represent their condition in the pavement more
accurately, the cores were not soaked before testing.






Total logistics cost varies with number of warehouses used in KMB
granite.













Traditionally you the customer would purchase your luxury granite
products from a specialist Granite showroom, which would in turn purchase
from a granite wholesaler, who would then purchase from a large granite
processing factory.



Advantages and disadvantages of five modes of transportation



CHAPTER-IV












We at KMB Granites are proud to boast that we co-own Quarries and
processing factory and have cut out all the above middle men, and deliver
luxury granite products at a truly affordable everyday price, whilst adhering to
strict quality control procedures thus enabling us to deliver to you our
customer a quality product which we are truly proud of.

SUMMARY OF FINDINGS, SUGGESTIONS & CONCLUSION
4.1 FINDINGS

1. Most of the respondents visiting GPC GRANITES are Business man and some are
employees.

2. most of the respondents are visiting fortnightly and some of them are visiting weekly and
monthly to GPC GRANITES

3. Most of the respondents prefer price of Rs.30-35, nearly 30% of the respondents prefer Rs
40-50, 18% of the respondents prefer Rs. 55-65, and a negligible percent of the
respondents prefer above 65 Rs.

4. Most of the respondents purchase granites from GPC GRANITES for further sale, and
only 37% of the respondents purchase for own use.

5. Most said friends influenced them to purchase, some others said family members and ads
influenced them and none were influenced by other dealers.

6. Customers were satisfied with the delivery of tiles at right time from GPC GRANITES.

7. We came to know that some of the customers were very impressed with the customer
relationship and said it was excellent, most of the respondents said that it was good and
only 16% of respondents said it is ok.

8. Customer satisfaction was achieved in respect of the quality granites as GPC GRANITES
produces size prescribed by the customers and at better price.

9. Some of the customers prefer Cats-eye, because it is costlier and used for decorative
purpose like moldings, borders and walls. 26% of the customers prefer Ruby red, because
it is a commercial material and is used in selected places in south, because it is used only
in houses. Most of the customers prefer Rajeshree, because it is also a commercial
product


10. GPC GRANITES provides credit facility 86% of the respondents said that GPC
GRANITES provides credit facility and 14% of the respondents said that it does not
provide credit facility.

11. All customers said that they wont face any problems while purchasing the granites.
































SUGGESTIONS
1) Every employee needs to be well aware that he is accountable for his actions and
decisions, and he can neither pass the buck or pass the blame to someone else.
2) Employers often set targets and feel their job is done.
3) It is well known that a large pool of employees does need to be managed, provided
direction and given assistance. But with this they must also be trusted, given freedom
to operate in their style and adopt measures which they think are the best to deliver
results.
4) The employer must ensure that on his part he always has words of encouragement for
his staff. Encouraging them helps them move forward and do even better, and makes
the worker feel happy. Innovative ways of motivating them spurs them even more.
For example, holidays or conferences paid for by the company have been found to
motivate employees immensely.
5) Display of inter personal skills in which the boss appears humane and one of them,
rather than a larger than life, distant figure, helps to have employees warm up to him
and feel happy working for him.
6) Employers need to set realistic goals that are within the limits of achievement. While
an aggressive employer may want his people to outstretch themselves to achieve
farfetched goals, it may also burn them out.
7) Team work always helps in increasing workplace productivity since there is more
input in the form of more ideas and minds at work.
8) The best performing employee is the happy employee, and the employer has to find
ways of making his people happy.
9) While employers assign tasks according to an employees core competence, even the
task they are best at, can make an employee bored and his work seem monotonous.
10) This monotony can be broken with rotation and giving people new tasks and exposure
to other divisions.
11) This adds their learning and helps them get a holistic view of the business.
12) Employees are delighted when they can enhance their skills and get additional
learning opportunities sponsored by the employer. This helps them learn, feel
indebted for the money being spent on them, which also adds to their resume, and are
obliged to perform better by applying all the knowledge gained in these courses.
13) The current trend to have more meetings and discussion rather than spending more
time working to achieve results, leads to precious productive time loss.
14) Meetings for reviews and sharing of ideas can be limited and kept short.
15) Employees should have more time to show results.




















4.3 CONCLUSION
There have been several surveys that indicate the growth speed and volume of KMB
Production in the following years. Despite the different predictions one thing is sure, the fact
that the production of KMB granite will continue to grow. The growth potential has raised
attention internationally and many foreign companies have started to allocate resources on
developing their position on the Indian markets. However, These problems might not show
in the short-term development, but in long-term those can develop even bigger threats in
economic growth.
Socially India can be best described using the word diversity. The diversity of
different religions, languages, ethnic groups etc. can be seen both as an opportunity and
huge challenge. The government and managers of companies need to consider diversity in
their decision making process. Education is generally seen as one of the best ways to improve
the quality of life and also increase wealth. Environmentally pollution is the greatest
challenge in India and in order to improve the quality of inhabitants life large scale
improvements need to be done also in future.
The SWOT-analysis evaluated the strengths, weaknesses, opportunities and threats in
Indian markets on more detailed level compared to the PESTE-analysis. The main strengths
are stable economy, huge consuming middle class and spoken English skills. A weakness, on
the other hand, is the heavy and bureaucratic political system. Although the economic reform
has opened the economy and had positive results such as decreasing poverty government is
still corrupted and decision-making processes are slow. India will invest more in future and
there will be many large scale investment projects in the following years. Threats are mainly
related to the governance of the multi ethnic and diverse population and cultural cocktail. The
income gap between rich and poor people and overpopulated land are maybe one of the most
challenging threats India is one of the biggest exporters of natural granite in the world. It
produces raw material for its own markets and exports further processed products to the
USA and other market areas. Based on the interviews it seems that high-quality both in
products and services are very important issues to Indian suppliers.
Good service means offering their customers all possible granite qualities existing in other
words having wide selection of different materials. The private sector in India has remarkable
volume and it explains why Indian suppliers put very much effort on satisfying their
customers demands. Natural granite has been utilized decades as building material in India
and the main reasons for long history are Indias own reserve and production. The granite
quarried in India is less expensive compared to foreign materials. The reason for this is that
sea freights increase the price of foreign materials, strong value of Euro and labor costs are
more expensive in the developed countries. These facts make the competitive environment
more challenging for foreign companies. Finnish granite companies export 90 per cent of
their production all over the world and especially China has been one of the biggest buyers in
volume. The industry relies strongly on exports and therefore changes in some key market
areas can be seen clearly. The study revealed that KMB granite companies and granite
qualities are not generally well-known in India. Even though India is not going to rise to the
same level as China in volume it is wise to spread risk in different market areas and as earlier
mentioned the volume of India is not small in any account compared to the rest of the world.
The research states that India has a lot of potential but at the same time large domestic
production creates challenges for KMB companies when trying to improve market position.
China imports natural granites from abroad because it does not have its own granite reserve.
India, on the other hand, has large production of its own and mainly uses its own production
on domestic markets. How can KMB granite companies gain better market position on
markets that have already large production of their own? And how can KMB granite
companies overcome challenges in exports such as the strong value of Euro and costs of sea
freights?










4.4 Future steps for KMB Companies
KMB granite qualities are unique and different compared to Indian granite qualities.
The appearance cannot be copied. Therefore KMB granite companies could raise awareness
of their materials. Marketing could highlight the uniqueness and different outlook and how
desirable it would be to have granite from Finland utilized in construction projects.
Uniqueness is a trend nowadays in many business branches. India has been using its own
granite for ages and therefore using foreign materials would be something new and different.
Granite exhibitions are one of the most effective channels to collect new contacts in the
industry and to gain more visibility.
However KMB granite companies have not been attending fairs actively in India. All
suppliers know that fairs are important especially in granite business. It seems that KMB
granite companies have not really decided if they should start promoting more in Indian
markets and therefore KMB granite remains relatively unknown to Indian suppliers. The
ultimate strategic decision needs to be done before any actions.
Success in expansion usually goes to those who are active and show their interest in
their customers. KMB companies need to prove to Indian customers that they came to stay.
The strong value of Euro makes European prices more expensive on comparison to
other countries that use Dollars. Sea freights on the other hand, depend much on the pricing
that shipping lines use. These issues are closely related to pricing and very difficult to
overcome. Companies should make long-term planning to be able to overcome short-term
losses. The prices that KMB companies offer are often too high for local buyers. In this case,
the company should tailor its material and pricing strategy to suit the local markets. In
granite business pricing is a very crucial part of successful business operations, because there
are only few possibilities to tailor granite blocks that usually go to further processing on
customers behalf. If possible companies could try to add value by increasing additional
services e.g. in distribution or communication.
Indian people have the entrepreneurial spirit and therefore in business they behave in
a very active and enthusiastic way. Many times Indian business partners start to negotiate
about pricing and contract terms again during the deal. It is important to understand the
cultural reasons behind this certain behavior. KMB granite companies need to establish
reliable long-term relations to be able to start selling more consistently. Indian business
partners require active communication and visits to India to maintain existing relations.
KMB granite companies need to decide when to start allocating more resources and
set goals for the future development in the market area. More research could be done on
what marketing strategies could be used in improving the knowledge of KMB granite
qualities and how companies could find reliable agents and business partners in Indian
markets.
Different marketing strategies are utilized in different market areas and therefore it is
important to plan carefully before entering new markets. Agents provide easier access to
markets that are new to foreign companies and in a challenging market environment as in
India it could be a wise way to start new business relations.













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