ORGANIZATION STUDY WORK REPORT ON

“AN ORGANIZATIONAL STUDY REPORT ABOUT SMRC AUTOMOTIVE

PRODUCTS INDIA LIMITED”

BY
D. ANIL KUMAR
(1HK20BA005)
SUBMITTED TO

VISVESVARYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF THE
DEGREE OF “MASTER OF BUSINESS ADMINISTRATION”

UNDER THE GUIDENCE OF:

INTERNAL GUIDE: EXTERNAL GUIDE:

Prof. Chethan Raj K Mr. Naresh Kumar
Asst. prof., Finance and Accounting executive
Dept. of MBA SMRC Automotive Products India
HKBKCE, Bengaluru. Limited , chennai

HKBK COLLEGE OF ENGINEERING

DEPARTMENT OF MANAGEMENT STUDIES
BENGALURU-560045
Dept. of MBA HKBKCE

OCTOBER- 2021

SMRC Automotive Products India Limited

Plot G34, Survey No. ISPT 116PT
SIPCOT Industrial Complex, Vadagal Village,
Sriperumpudur Taluk, Kancheepuram,
Chennai, Tamil Nadu • 602105, India

TO WHOM SO IT MAY CONCERN

Date: 15-11-2021

This is to certify that Mr. Devulacheruvu Anil Kumar. a student of MBA

(Major in Finance), HKBK College of Engineering, Bangalore, has
successfully completed I month (From 27-09-2021 to 30-10-2021) Internship
programme at SMRC AUTOMATIVE PRODUCTS INDIA LIMITED, During
the period of his Internship programme with us, he was found punctual,
hardworking and inquisitive.

We wish him all the best for his future endeavours.

Dept. of MBA HKBKCE

DECLARATION

I DEVULACHERU ANIL KUMAR, hear by declares that the organization study

report titled “A STUDY OF THE ORGANATION WITH REFERENCE TO SMRC

AUTOMATIVE PRODUCTS INDIA LIMITED” SIPCOT Industrial Complex,

Chennai was prepared by me for partial fulfilment of the requirements for the award of the
degree of MBA (MASTER OF BUSINESS ASMINISTARTION) under VISVESVARAYA
TECHNOLOGICAL UNIVERSITY, BELAGAVI.

I declare that this organization study report was done by me under the guidance of
project internal guide Prof. Chethan Raj k, Asst. Prof., MBA Department, HKBK college of
engineering and external guide Mr. Naresh kumar, Finance and accounting executive,
SMRC automative products india limited sipcot industrial complex, chennai. The
organization study report was prepared based on 4-weeks of organizational study as per
university requirement.

I also hear by declare that this report is based on the original study undertaken by me
and has not been submitted for the award of any degree/diploma from any other
University/Institution.

Place : Bangalore

Date : Signature of the student

Dept. of MBA HKBKCE

ACKNOWLEDGEMENT

I would like to express my special thanks of gratitude to the founder and chairman of
HKBK College of engineering, Sri C.M IBRAHIM, former union minister, and also to the
director of the college Mr. C.M FAIZ MOHAMMED for providing me with facilities to do
my Organizational study.

I am highly indebted to the principal Prof. Hussain Ahmed for his continuous
support and guidance in completing my organization study.

I am thankful to Dr. Jerry John, HOD, Department of management studies, HKBK

college of engineering, for her valuable advice and cooperation for carrying out the
Organization study.

I owe my deep gratitude to my faculty and internal project guide Prof.Chethan Raj
K, Department of management studies for her guidance till the completion of the
Organization study.

I respect and thank Mr. Naresh kumar, Finance and Accounting executive, SMRC
automotive products india limited for providing me an opportunity to do organization study
in the SMRC AUTOMATIVE PRODUCTS INDIA LIMITED and giving all support and
guidance, which made me complete the organization study duly. I am extremely thankful to
him for providing such a nice support and guidance, although he had busy schedule managing
the corporate affairs.

I am thankful to and fortunate enough to get constant encouragement, support and

guidance from all MBA faculties which helped me in successfully completing the
organization study.

At least but not the least I would to thank my family and friends for their continuous
help and support.

Place : Bangalore D. Anil Kumar

 Dept. of MBA HKBKCE

TABLE OF CONTENTS
S.NO TOPIC PAGE
NO.
1 CHAPTER-1
1-10
Introduction about the Organization study, Industry profile.

2 CHAPTER-2
Organization profile:
a) Background & Nature of the business. 11-20
b) Vision – Mission, Quality policy.
c) Product/Service profile.
d) Ownership pattern.
e) Future growth and Prospects.
3 CHAPTER-3
McKinsey’s 7s frame work and Porters five force model with special
21-34
reference to organization under study.

4 CHAPTER-4
35-39
SWOT analysis.

5 CHAPTER-5
40-46
Analysis of Financial statement.

6 CHAPTER-6
47-49
Learning experience.

7 BIBLIOGRAPHY
50-51
Annexure
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EXECUTIVE SUMMARY

SMRC Automotive Products India Private Limited incorporated with Ministry of Corporate

Affairs (MCA) on 28 May 2013. It is situated in SIPCOT Industrial Complex, Chennai.
This company is registered at Registrar of Companies (ROC), Chennai 

SMRC has full capability to design, develop and manufacture complete and functional
modular interior systems. Our expertise in manufacturing, materials, design and styling
allows us to provide innovate, cost-and-weight-efficient products.

The MISSION of SMRC is to provide innovative quality products to customers. This

mission is stronger than ever as SMRC aims to be the global automotive supplier of value-
added components and systems to vehicle manufacturers around the world.

The VISION of SMRC in-depth local market consumer perceived quality research
capability enables it to provide valuable insights in developing consumer-appealing solutions
to help its customers differentiate their vehicles.

This report is divided into six chapters. The first chapter of this study deals with introduction
of the organization study and industry profile. This chapter help to understand the
significance of organization study and also to understand the industry on which the study is
carried out. The second chapter of the study delas with theoretical concept about
organizational profile. The third chapter is about Mckinsey’s 7S framework with reference to
SMRC automotive products India limited. The fourth chapter is about the SWOT analysis of
the organization. The fifth chapter consists of financial analysis of financial statement of the
SMRC automotive products India limited. The sixth chapter highlights on my learning
experience in the organization.
Dept. of MBA HKBKCE

CHAPTER-1
INTRODUCTION ABOUT THE
ORGANIZATION STUDY
&
INDUSTRY PROFILE
 CHAPTER - 1
INTRODUCTION ABOUT THE ORGANIZATION STUDY &
INDUSTRY PROFILE

1.1 Introduction about the Organization Study:

The Organization Study titled “A STUDY OF ORGANIZATION WITH REFERENCE

TO SMRC AUTOMOTIVE PRODUCTS INDIA LIMITED” SIPCOT Industrial
Complex, Chennai is a report for partial fulfilment for the award of MBA degree under
VISVESVARYA TECHNOLOGICAL UNIVERSITY, Belagavi.

The duration of the Organization Study is four weeks from 27-09-2021 to 30-10-2021. The
objective of the Organization Study is to study the organization.

The Mckinsey 7S framework, the management model was used to study the organization.
This study focused on the structure, strategies, and systems of a company to understand the
influence of the management. The study was made on less tangible viz. shared values, skills,
style and staff, which is more influenced by culture. The study focused on the alignment
issues of 7S and its contribution to organization success.

Using SWOT analysis, the technique is used to understand the organization’s strength,
weakness which relates to internal factors. It also identifies opportunities and threats which is
external factors that have greater impact on organization performance. The internal factors
and external factors determine company’s current and future performance.

The industry profile highlights on dominance role of industry and its impact on the company
while organization profile highlights on industry’s benchmark activities for organization
success.

The experimental learning is about acquired knowledge and skill through Organization Study.
The learning experience is focused on one’s learning. These experience results in positive
influence on one’s professionalism and career.
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1.2 Industry profile:

In 2020, India was the fifth-largest auto market, with ~3.49 million units combined sold in
the passenger and commercial vehicles categories. It was the seventh-largest manufacturer of
commercial vehicles in 2019.

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. In addition, several initiatives by the Government of India and major automobile
players in the Indian market is expected to make India a leader in the two-wheeler and four-
wheeler market in the world by 2020.

1.3 Market size:

Domestic automobiles production increased at 2.36% CAGR between FY16-20 with 26.36
million vehicles being manufactured in the country in FY20. Overall, domestic automobiles
sales increased at 1.29% CAGR between FY16-FY20 with 21.55 million vehicles being sold
in FY20.

In FY21, the total passenger vehicles production reached 22,652,108.

In August 2021, the total production volume of passenger vehicles (except for BMW,
Mercedes, Tata Motors & Volvo Auto), three wheelers, two wheelers and quadricycles
reached 1,984,676 units.

Two wheelers and passenger vehicles dominate the domestic Indian auto market. Passenger
car sales are dominated by small and mid-sized cars. Two wheelers and passenger cars
accounted for 80.8% and 12.9% market share, respectively, accounting for a combined sale
of over 20.1 million vehicles in FY20. In August 2021, sales volume of two-wheelers stood at
1,271,455 units.
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In August 2021, sales volume of passenger vehicles stood at 232,224 units.

Overall, automobile export reached 4.77 million vehicles in FY20, growing at a CAGR of
6.94% during FY16-FY20. Two wheelers made up 73.9% of the vehicles exported, followed
by passenger vehicles at 14.2%, three wheelers at 10.5% and commercial vehicles at 1.3%.

Indian automobile exports stood at 1,419,430 units from April 2021 to June 2021 as
compared to 436,500 units in April 2020 to June 2020.

EV sales, excluding E-rickshaws, in India witnessed a growth of 20% and reached 1.56 lakh
units in FY20 driven by two wheelers. According to NITI Aayog and Rocky Mountain
Institute (RMI) India's EV finance industry is likely to reach Rs. 3.7 lakh crore (US$ 50
billion) in 2030. A report by India Energy Storage Alliance estimated that EV market in India
is likely to increase at a CAGR of 36% until 2026. In addition, projection for EV battery
market is forecast to expand at a CAGR of 30% during the same period.

 Premium motorbike sales in India recorded seven-fold jump in domestic sales,

reaching 13,982 units during April-September 2019. The luxury car market is
expected to register sales of 28,000-33,000 units in 2021, up from 20,000-21,000
units sold in 2020. The entry of new manufacturers and new launches is likely to
propel this market in 2021.

 
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Government Initiatives:

The Government of India encourages foreign investment in the automobile sector and has
allowed 100% foreign direct investment (FDI) under the automatic route.

Some of the recent initiatives taken by the Government of India are -

 In September 2021, the Indian government issued notification regarding a PLI scheme
for automobile and auto components worth Rs. 25,938 crore (US$ 3.49 billion). This
scheme is expected to bring investments of over Rs. 42,500 (US$ 5.74 billion) by
2026.

 The Indian government has planned ~US$ 3.5 billion in incentives over a five-year
period until 2026 under a revamped scheme to encourage production and export of
clean technology vehicles.

 As of June 2021, Rs. 871 crore (US$ 117 million) has been spent under the FAME-II
scheme, 87,659 electric vehicles have been supported through incentives and 6,265
electric buses have been sanctioned to various state/city transportation undertakings.

 In July 2021, India inaugurated the national automotive test tracks (NATRAX), which
is Asia’s longest high-speed track to facilitate automotive testing.

 In Union Budget 2021-22, the government introduced the voluntary vehicle scrappage
policy, which is likely to boost demand for new vehicles after removing old unfit
vehicles currently plying on the Indian roads.

 In February 2021, the Delhi government started the process to set up 100 vehicle
battery charging points across the state to push adoption of electric vehicles.

 The Union Cabinet outlaid Rs. 57,042 crore (US$ 7.81 billion) for automobiles &
auto components sector in production-linked incentive (PLI) scheme under the
Department of Heavy Industries.

 The Government aims to develop India as a global manufacturing centre and a

Research and Development (R&D) hub.

 the Government of India is planning to set up R&D centres at a total cost of US$
388.5 million to enable the industry to be on par with global standards.
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 The Ministry of Heavy Industries, Government of India has shortlisted 11 cities in the
country for introduction of EVs in their public transport systems under the FAME
(Faster Adoption and Manufacturing of (Hybrid) and Electric Vehicles in India)
scheme. The Government will also set up incubation centre for start-ups working in
the EVs space.

 In February 2019, the Government of India approved FAME-II scheme with a fund
requirement of Rs. 10,000 crore (US$ 1.39 billion) for FY20-22.

1.4 Contribution to India’s GDP:

The government looks to increase the contribution of the automobile sector to India's GDP to
12 per cent from the present 7.1 per cent and grow employment generation to 50 million from
the current 37 million.

Addressing the SIAM's annual convention virtually, Gadkari further said the automobile
industry is a vital player in India's vision to become a USD 5 trillion economy.

"The Automotive Mission Plan of the Government of India is to set a goal to raise the
contribution of the automobile sector towards nation GDP to 12 per cent and generate about
50 million new jobs," he said.

The road transport and highways minister said the Indian automotive industry is a key driver
of economic growth in the country.

The contribution of the automobile sector to the overall GDP of India stands at 7.1 per cent
and 49 per cent of the manufacturing GDP, with an annual turnover of Rs 7.5 lakh crores and
export of Rs 3.5 lakh crores.

According to Gadkari, it is estimated that 37 million jobs, directly and indirectly, are
supported by the industry.

The minister said the government is working towards making the country the Number 1
global automobile manufacturing hub in the coming years.
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Importance of Manufacturing Sector for the Indian economy:

The automobile industry, and the auto components industry, is one of the core industries in
India. A well developed transportation system its plays the important role in the development
of an economy . Automobile is one of the largest industry in the global market. Automobile
Sector occupies a special place in the fabric of Indian Economy. Automobile sector is leader
in product domestic automobile industry is believed and manufacturing sector. It has been
recognized as economic growth and the to be the barometer of the economy. Economies the
automobile industry’s performance is the reflection the economy’s health. This sector has
increased in the Indian economy. The auto sector accounts for 4 per cent of the total FDI
Inflows (in terms

The automobile industry is one of the key drivers that boosts the economic growth of the
country. Indian automobile sector has come a long way. Austria based motorcycle
manufacturer KTM, the established makers of Harley Davidson from the US and Mahindra &
Mahindra have set up manufacturing bases in India. Furthermore, according to internal
projections by Mercedes Benz Cars, India is set to become Mercedes Benz’s fastest-growing
market worldwide ahead of China, the US and Europe. As per the data published by
Department of Industrial Policy and Promotion (DIPP), Ministry of Commerce, Government
of India, the cumulative FDI inflows into the Indian automobile industry during April 2000 to
October 2013 was noted to be US$ 9,079 million, which amounted to 4% of the total FDI
inflows in terms of US $. The production of compact superbikes can take place in India. The
country has the production of base 16 million two-wheelers and the several global as well as
Indian bike makers are looking forward to use it as an advantage to roll out sports bikes in the
250 cc

Accordingly, two-wheeler service sector should have generated revenue amounting to INR
100,000 million per year, but in reality, this has not been realised in the organised in service
sector.
Dept. of MBA HKBKCE

Biswajit Mahanty and Virupaxi Bagodi (2008) It is an era of customer delight for the two
wheeler industry and the conventional measures implemented by the service organizations
tend to be inadequate to attract customers

1.5 Scenario in Chennai:

Chennai, the capital city of the state of Tamil Nadu, India, is the largest industrial and
commercial center of South India. Recent estimates of the economy of the Chennai
Metropolitan Area is around US$78.6-86 billion (over $200 billion with industrial
zones; PPP GDP), ranking it from fourth-fifth most productive metro area of India, and
the third highest by GDP per capita. The metropolitan area doesn't include the nearby
industrial zones of Siruseri and Sriperumbudur, due to which these regions' economy doesn't
get included in the total economy of Chennai. If these regions are included, the economy of
chennai would be somewhere over $200 billion.

Chennai has an economic base anchored by the automobile, software services, medical

tourism, hardware manufacturing and financial services. Other important industries include
petrochemicals, textiles and apparels. The Chennai Port and Ennore Port contribute greatly to
its importance. The city had a fully computerised stock exchange called the Madras Stock
Exchange.

Chennai was recently rated as having the highest quality of life among Indian cities ahead of
the other three metros and Bangalore, based on the "Location Ranking Survey" conducted by
ECA International. Chennai has improved its global ranking to 138 in 2006–07 from 179 in
2002–03. It is now ranked at 26th position in Asia in terms of livability, up from 31st rank in
2002–03. According to a 2007 worldwide quality of life survey done by Mercer, Chennai
received the second highest rating in India, with New Delhi scoring the highest, and came in
at a relatively low 157th worldwide. The reason was attributed to poor health and sanitation,
and the increasing air pollution. It has the distinction of being called as the Detroit of Asia.

As of 2012, the city has about 34,260 identified companies in its 15 zones. Of these, 5,196
companies has a paid-up capital of over ₹ 5 million, about 16,459 companies are in the paid
up capital range of ₹ 100,000 to ₹ 200,000, and 2,304 companies have a paid-up capital of
less than ₹ 100,000.
Dept. of MBA HKBKCE

1.6Big players: Manufacturing companies in Chennai.

1. Ashok Leyland Ltd.

Ashok Leyland is an Indian automobile manufacturing company. It is headquartered

in Chennai, Tamil Nadu, India. It is owned by the Hinduja Group. It was founded in the year
1948.  It is the largest commercial vehicle manufacturer in India. Ashok Leyland is a major
manufacturer of buses and trucks globally. It is also involved in making spare parts and
engines for Industrial and Marine Applications. It is one of the Top 10 manufacturing
companies in Chennai.

2. Chennai Petroleum Corp. Ltd.

It is one of the Top 10 manufacturing companies in Chennai. It was founded in the year 1965.
Chennai Petroleum Corp Ltd’s product range
includes Diesel, Kerosene, LPG, Petrochemicals, Petrol, etc. With Fundoodata paid plans you
Dept. of MBA HKBKCE

can get access to more information about the company like the number of employees,
turnover, decision-makers details, and more.

3. Indian Potash Ltd.

Indian Potash Ltd was founded in the year 1955. It is headquartered in Chennai, India. The
Company provides potash, fertilizers, insecticides, and animal feed products, as well as offers
import-handling, promotion, and marketing services. It sells fertilizers such as Muriate of
Potash, Triple Super Phosphate, Monoammonium Phosphate, and Sulfate of Potash. The
company was formerly known as Indian Potash Supply Agency and changed its name to
Indian Potash Limited in 1970.

4. Madras Rubber Factory Limited (MRF)

Madras Rubber Factory Limited, commonly known by the abbreviation MRF, is an

Indian multinational and the largest manufacturer of tires in India. It is headquartered
in Chennai, India. The company manufactures rubber products including treads, tubes and
Dept. of MBA HKBKCE

conveyor belts, paints, and toys. Tyre manufactures various tyres for passenger cars, buses,
two-wheelers, tractors, trucks, light commercial vehicles, and off–the–road tires.

5. Tractors And Farm Equipment Ltd (TAFE)

The agriculture and manufacturing company was founded in the year 1960. It is
headquartered in Chennai, Tamil Nadu, India. Its product range includes

 TAFE, Massey Ferguson, and Eicher Tractors

 Farm Machinery
 Diesel Engines and Gensets
 Batteries
 Gears & Transmission Components
 Engineering Plastics
 Hydraulic Pumps & Cylinders
 Vehicle Franchises and Plantations.
Dept. of MBA HKBKCE

CHAPTER - 2
ORGANIZATION PROFILE
Dept. of MBA HKBKCE

CHAPTER – 2
ORGANIZATION PROFILE

SMRC AUTOMATIVE PRODUCTS INDIA LIMITED

Company Name: SMRC AUTOMATIVE PRODUCTS INDIA LIMITED

Address : Plot G34, Survey No. ISPT 116PT

SIPCOT Industrial Complex, Vadagal Village,

Sriperumpudur Taluk, Kancheepuram,

Chennai,Tamil Nadu, 602105, India

Dept. of MBA HKBKCE

2.1 Background

Samvardhana Motherson Reydel Companies (SMRC), a member of Motherson Group, is a

leading global developer and supplier of interior components to the global automotive
manufacturers.

SMRC has full capabilities to design, develop and manufacture complete and functional
modular interior systems. The company’s expertise lies in manufacturing, materials, design
and styling which allows it to provide innovative, cost-and-weight-efficient products.

SMRC has 16 manufacturing facilities, three just-in-time assembly sites and eight technical
centers located in Europe, South America and Asia. Global engineering centers with R&D
teams have the capability to develop new products or adapt existing products to local
markets.

Additionally, SMRC’s in-depth local market consumer perceived quality research capability
enables it to provide valuable insights in developing consumer-appealing solutions to help its
customers differentiate their vehicles.

2.2 Nature of business:

SMRC Automotive Products India Limited the Company was incorporated on May 28, 2013
and is now a wholly owned subsidiary of SMRC Automotive B. V. Netherlands, The
registered office of the Company is Plot no G-34, SIPCOT Industrial Park SF no 15FT 1 6F,
Vallam Vadagal A village, Sriperumbudur, Kancheepuram,Tamilnadu 602105, India

The Company is engaged in manufacturing and selling of instrument panel, door trims, and
exteriors for passenger cars. The Company has manufacturing facilities at Andhra Pradesh
and Chennai.

The Company has changed its legal status from a "Private limited" to "Public Limited" under
Sec 18 of the Companies Act, 2013 with effect from May 4, 2020.
Dept. of MBA HKBKCE

2.3 Vision, Mission & Quality policy:

Vision:

The VISION of SMRC in-depth local market consumer perceived quality research
capability enables it to provide valuable insights in developing consumer-appealing solutions
to help its customers differentiate their vehicles.

Mission:

The MISSION of SMRC is to provide innovative quality products to customers. This mission

is stronger than ever as SMRC aims to be the global automotive supplier of value-added
components and systems to vehicle manufacturers around the world.

Quality policy:

We partner with our customers to design and manufacture the world’s best vehicle interiors
by combining innovation with operational excellence in safety, quality, efficiency and
services.

We empower our teams to provide high quality solutions for our customers and build a
network of sustainable and mutually beneficial business relationships.

Our commitment to our clients’ satisfaction, to continuous improvement and to applicable

requirements is evidenced through our action and operating systems and processes’
effectiveness.

We also ensure that our suppliers and partners comply with our quality philosophy and
company policies.

2.4 Product/Service profile:

SMRC provides innovative quality products to its customers. The company aims to be the
global automotive supplier of value-added components and systems to vehicle manufacturers
around the world.
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The product portfolio of the company includes:

• Cockpit modules

A cockpit
module i ncludes an
instrument
panel an d one or more
of the following:
 wire harness,
 audio,
 instrument
cluster,
 climate control head,
 finish panels, steering, etc.
Cockpit Modules designed and manufactured by REYDEL Teams extend beyond the
physical and functional elements that comprise a system to include a solution designed and
engineered with a consumer focus in mind.
Using this approach and working seamlessly within the customers development cycle
allows SMRC to deliver an end product with improved craftsmanship, style, safety and
security, comfort and convenience.

• Instrument panels
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Our Instrument Panels have been engineered by our research and development teams to meet
our customers’ needs of consumer perceived quality.
An instrument panel is an assembly that consists of:
 a structure,
 substrate
 and the optional assembly of
o the glove box,
o AC ducts,
o demisters (with associated ducts) and
o registers.
SMRC’s Instrument Panel is a finished integrated assembly that provides additional value to
the customer by offering flexible and cost-efficient solutions, such as variable air speed
ventilation and electronic glove box actuation.
SMRC’s Instrument Panel can incorporate a variety of technologies (materials and processes)
to create cost-efficient product differentiation. As an example, SMRC is able to develop a
basic instrument panel infrastructure (structure, ducting, electronics, etc.) and deliver
differentiation across platforms by applying one substrate for a lower-end segment and
another for higher-end segments; or by applying different grain/texture Visteon can create a
specific look/feel to bring about differentiation.

• Door panels
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SMRC’s door trim portfolio is the result of a wide range of manufacturing techniques and

material options that supports an array of technologies focused on differentiation.

 Results from materials and manufacturing techniques and processes

 Incorporates various hard and soft materials such as: cloth, leather, natural fibers,
wood stock, etc.

 Enables a full range of products designed to meet quality targets and satisfies
consumer demand for product differentiation

• Console modules
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Floor consoles

SMRC’s Floor Consoles are remarkable storage systems, integrating electronic options and
cup holder systems. Through proprietary consumer research, SMRC ensures all floor
consoles meet the demand of vehicle manufacturers and end consumers regarding their
functional storage needs in the interior.
Designed with expert engineering and a rigorous product development process, each floor
console is delivered to the vehicle manufacturer with the highest level of craftsmanship and
performance.

Moving Consoles

SMRC’s innovative moving console provides a flexible and unique storage solution to the
end consumer. This console system moves forward and backward to provide storage
solutions for both the front and rear passengers. By simple actuation of the electronic release
button, the console effortlessly moves on a track system 230 mm. The amount of travel
distance is segment dependent, based on available space. In addition, this console system
incorporates a split armrest, accommodating both passenger and driver comfort needs and
includes a lighted front and rear storage and removable cup

• Decorative parts
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Our expertise in decorative parts allows us to design decorations in all kinds of materials and
supports using combinations and colors.

SMRC teams use different technologies to create decorative parts integrated into the
instrument panel itself and into the door panels and trims.

Product Development

We have the ability and skills to design innovative products and provide valuable insights to

develop consumer-appealing solutions.

Our engineers and Research & Development teams are able to adapt to your specific needs

and develop complete customized projects.

 We anticipate market trends to serve you better

 We put our expertise in design and styling at your service

 We create innovative and weight efficient products

 We adapt to your needs and work closely with your teams

 We customize developments to match your objectives

2.5 Ownership pattern:

Dept. of MBA HKBKCE

The company has 5 directors and 3 reported key management personnel.

The longest serving directors currently on board are Sanjay Mehta and Amit Bhakri who
were appointed on 12 December, 2018. The most recently appointed director is Eric Auzepy,
who was appointed on 11 November, 2020.

Sanjay Mehta has the largest number of other directorships with a seat at a total of 17
companies. In total, the company is connected to 29 other companies through its directors.

Board Of Directors
1.  Madhu Bhaskar

2. Sanjay Kalia

3. Eric Auzepy

4. Sanjay Mehta

5. Amit Bhakri 

2.5 Future growth & prospects:

The future plans of the company in the next 5 years are:

Strengthen our foundation and apply our existing competencies to serve customers in new
industries. We will continue to build SMRC Automotive Products India Limited for the long
term. The targets set are USD 36 billion revenues with 40% ROCE. 25% of revenues to come
from new divisions that SMRC Automotive Products India Limited has entered into. The
company has realigned its diversification strategy to 3CX10 meaning that exposure to any
country, component or customer should not be more than 10% of our total turnover by 2025.
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CHAPTER - 3
McKINSEY 7’S FRAMEWORK

&

PORTERS FIVE FORCE MODEL

(WITH SPECIAL REFERENCE TO SMRC AUTOMATIVE PRODUCTS
INDIA LIMITED)
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CHAPTER – 3

McKinsey’s 7S framework with special reference to organization under

study.

The McKinsey 7S framework is a management model developed by well-known business

consultants ROBERT K. WATERMAN, JR. & TOM PETERS (Who also developed the
MBWA – “Management by Walking Around” motif, and authored in search of excellence) in
the 1980’s. This was a strategy vision to include businesses, business units, and teams.

The model is based on the theory that, for an organization to perform well, these seven
elements need to be aligned and mutually reinforcing. So, the model can be used to help
identify what needs to be realigned to improve performance, or to maintain alignment (and
performance) during other types of change.
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The 3S’s across the top model are described as ‘HARD S’s’:

1. Strategy:
The direction and scope of the company over the long run.
2. Structure:
The basics organization of the company, its departments, reporting lines, areas of
expertise and responsibility (and how they interrelate).
3. Systems:
Formal and informal procedures that govern everyday activity, covering everything
from management information systems, through to the systems at the point of contact
with customer (retail systems, call centre systems, online system, etc.,).

The 4S’s across the bottom of the model are less tangible, more cultural in
nature and were termed ‘SOFT S’s’ by McKinsey:

1. Skills:
The capabilities and competencies that exist within the company.
2. Shared value:
The values and beliefs of the company. Ultimately, they guide employees towards
‘valued’ behaviour.
3. Staff:
The company’s people resources and hope they are developed, trained and motivated.
4. Style:
The leadership approach of the top management and the company’s overall operating
approach.
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3.1 McKinsey 7S framework on SMRC Automotive Products India

Limited:

3.1.1 Strategy:

Considering strategy to be one of the most significant aspects of any organisation, which
must be executed at all levels and departments.

SMRC Automotive Products India Limited ' key goal is to provide services at a low cost in
order to gain a competitive edge and profile through client satisfaction.

 Cost leadership strategy:

The company's corporate strategy is an overall cost leadership strategy, which argues
that a competitive advantage in the form of providing services to clients at cheaper
rates aids in gaining a larger market share.

 Customer relationship management (CRM):

By keeping track of its previous clients and other vendors, the company focuses more
on maintaining a healthy connection with its clients, and other stakeholders.

 Financial strategy:
The company capitalises on appropriate cash and bank resources to meet the
company's day-to-day operations, i.e. working capital. Company technique reduces
cost structure while delivering amazing high-quality results.

 Marketing strategy:
SMRC Automotive Products India Limited participates in numerous tenders as part of
their marketing strategy. They use a variety of promotional strategies such as print
media advertising, word of mouth, publicity, and so on.

 Hiring:

The company is mainly focused on recruiting only experienced staff with reasonable
experience for the jobs applied for.
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3.1.2 Structure:

An organisational structure is a system of explicit and tacit institutional norms and policies
that define how various job positions and duties are distributed, controlled, and coordinated.

The organisational structure also governs how information moves inside the corporation from
one level to the next.

Organizational chart of SMRC Automotive Products India Limited:

Various forms of team-based organizations have become prevalent in practically every

business over the previous several decades. Project teams are usually focused on a few goals
and disband at the end of a project. Similar to the Skunk Works approach, this team may
convene in a specific room or facility in order to improve communication and collaboration
while minimising distractions. Despite the fact that project teams are less hierarchical, they
nevertheless include a manager.

In general, a team is made up of people with complementary abilities who work together to
achieve a common goal. Organizations form teams by combining personnel in such a way
that a diverse range of knowledge is generated while addressing a specific operational
component of the firm. Cross-functional teams are groups that comprise members from
various functions.

Because early project teams were successful, the notion is that a team will be a more creative
and productive structure to address new issues. However, it is vital to note that every team is
a group, but not every group is a team. A team structure must be less hierarchical, more fluid,
and less hierarchical than traditional systems (such as functional or divisional).

Organization Structure of SMRC Automotive Products India Limited:

The SMRC Automotive Products India Limited follows the team based organizational
structure. It has a direct relationship with different teams. Team structures can minimise
managerial layers, allowing employees to make decisions without requiring several
approvals. This simplifies processes and reduces administrative costs. Motivating individuals
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in a team-based business, on the other hand, can be more difficult because team
accomplishments are acknowledged rather than individual achievements.

 Directors:
1 Madhu Bhaskar

2 Sanjay Kalia

3 Eric Auzepy

4 Sanjay Mehta

5 Amit Bhakri

3.1.3 Systems:

A system is a tool that is internally organised, with pieces that are so closely linked that they
act as one in respect to external conditions and other systems. An element can be described as
the smallest unit in the system that performs a specific function.

Finance system:

Accounting books and journals are kept in digital form by the finance department. It makes
use of a variety of high-end financial and accounting software.
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There are two parts to the financial accounting system. This division boosts productivity.
They are classified as having a primary system and a secondary system. Each of these
systems has distinct purposes that improve work efficiency.

 Primary system:

The primary system deals with Cash/Bank, Receipts/payments, Journal voucher and
general Ledger etc.

 Secondary system:

The secondary system is responsible for managing a team of qualified financial

personnel. These finance team members operate under the supervision of Mr. Naresh
kumar and are responsible for the seamless operation of all financial aspects of the
company.

Cash/Bank
Receipts/Payments
Primary Journal Voucher/General
ledger etc.

Financial team
Secondary
Manual team

Marketing system:

SMRC Automative Products India Limited is promoted using a promotional effort and viral
marketing (WORD OF MOUTH). To contact the public, they use print media.  It believes in
societal marketing, in which every marketing decision is made with the client's wishes, the
company's requirements, and society's long-term interests in mind.
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3.1.4 Skills:

The capabilities and competencies available within the organisation. Qualifications and
experience are used to reflect one's skills. Employees of SMRC Automotive Products India
Limited are highly qualified and experienced in their various domains and specialisations.

 Finance:
The finance team's skills include accounting and financial software knowledge,
fundamental accounting qualifications with extensive experience, and analytical
ability.

 Communication skills:

Communication skills are crucial for the senior site supervisor as well as the finance
department in the SMRC Automotive Products India Limited. Senior site supervisors
work all day with their team members, informing and working with them. The finance
department has to maintain communication with various clients and vendors on
various tasks in the day-to-day activities.

The majority of the team at SMRC Automotive Products India Limited speaks with
clients fluently in English, Tamil, and Hindi. SMRC office employees and workers
have gained confidence, empathy, humanity, respect, and thoroughness. They are also
well-versed in dealing with a wide range of clients and vendors.

3.1.5 Staff:

The total number of employees working under SMRC Automotive Products India Limited is
approximately 206 inclusive of all the people who are also on temporary employment.
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Headcount list:

S.NO. STAFF NO. OF

HEADCOUNT
1 Manager 2
2 Site engineers 12
3 Site supervisors 12
4 Office staff 5
5 Project designers 10
6 Welders 24
7 Fitters 25
8 Helpers 30
9 Labours 78
10 Other staff 8
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3.1.6 Shared values:

Shared values are often referred to as super-oriented goals. It is McKinsey's model's

interconnected centre. The purpose, objectives, and values of every organisation serve as the
basis and play a crucial part in harmonising all key elements to maintain an effective
organisational design.

The shared values of SMRC Automotive Products India Limited are the following:

 Client oriented:

SMRC Automotive Products India Limited treats every client with the highest respect
and courtesy. The organisation offers superior fire protection solutions to all of its
clients at a very low cost.

 Team spirit:

SMRC Automotive Products India Limited places a premium on teamwork. This

collaboration fosters a willingness among individuals and professionals to collaborate
in order to attain a common goal.

 Leading through learning:

The culture at SMR companies supports innovation and learning.

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PORTERS FIVE FORCE MODEL

Michael E Porter of Harvard Business School Created Porter's Five Forces of Competitive
Position Analysis in 1979 as a basic framework for assessing and evaluating a business
organization's competitive strength and position.

Porter's Five Forces is a model that identifies and analyses the five competitive forces that
shape any sector and aids in determining the industry's weaknesses and strengths. Five Forces
analysis is widely used to define corporate strategy by identifying an industry's structure.
Porter's approach can be applied to any sector of the economy to better analyse industry
competitiveness and increase a company's long-term profitability.

Porters five forces analysis is a strategy management tool for analysing industries and
understanding the underlying profitability levers in a certain business. The Porters Five
Factors model can be used by SMRC Automotive Products India Limited to understand how
the five competitive forces influence profitability and to design a strategy for increasing the
company's competitive edge and long-term profitability.
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What are Porters five forces?

Michael Porter discovered five forces that have a substantial impact on a firm's profitability
in its industry in his ground-breaking study "five forces that shape strategy." In today's
business world, this five forces analysis is also known as a Porter Five Force analysis.

According to Porter, there are five forces that reflect the primary sources of competitive
pressure inside a sector. They are

1. Threat of new entrants.

2. Bargaining power of suppliers.
3. Bargaining power of buyers.
4. Threat from substitute products.
5. Rivalry among the existing players.

3.2.1 Threats of new entrants:

New entrants into this area bring innovation and new methods of doing things, putting
pressure on SMRC firms to lower their pricing strategies, save costs, and provide new value
propositions to their clients. To maintain their competitive advantage, SMRC Automotive
Products India Limited must manage all of these problems and construct effective barriers.

How can SMRC Automotive Products India Limited tackle the threat of new entrants?

 By offering a low rate of Quotation than competitors.

 By providing a better-quality service than others.
 By finishing the project on time with efficiency and accuracy.
 By developing new technologies and services. New tactics not only bring in new
clients, but also provide existing clients a cause to return to SMRC Automotive
Products India Limited.

3.2.2 Bargaining power of suppliers:

Most of the companies in this industry get their raw materials from a variety of vendors.
Suppliers in dominating positions can reduce the market margins that SMRC Automotive
Products India Limited can receive. Powerful suppliers utilise their bargaining position to get
higher rates from companies in this industry. Higher supplier bargaining power has a negative
influence on the company's overall profitability.
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How can SMRC Automotive Products India Limited tackle the bargaining power of
their suppliers?

 by establishing an efficient and productive supply chain with multiple providers

 Maintaining alternate sources so that if one supplier raises their raw material prices,
the organisation can switch to another.
 By experimenting with alternative product designs and materials, the hospital will be
able to transition to a different raw material if the price of one rise.

3.2.3 Bargaining power of buyers:

The bargaining power of the buyer is fairly moderate. Buyers have the most impact on the
profitability of current companies in the market because of their power to lower costs and
requirements to deliver improved product or service quality.

 The seller's industry is made up of a huge number of small businesses.

 Consumers have minimal negotiating power and are unable to bargain pricing.
 Suppliers make forward integration easier, whereas purchasers struggle to merge or
integrate backward.
 The buyer buys a standardised product, and it is economically feasible to buy it from
several sellers at the same time.

3.2.4 Rivalry among the existing competitors:

If the competition among the existing companies in this market is fierce, it will drive down
prices and reduce the company's overall profitability. SMRC businesses compete fiercely in
their industry. This competition has an impact on the organization's overall long-term
profitability.
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How can SMRC Automotive Products India Limited deal with intense competition from
their existing competitors?

 By increasing its scale, it will be able to compete more effectively.

 working with competitors to enhance market size rather than battling for a small
market.
 By building a sustainable differentiation with competitors.

Implications of porter five forces on SMRC Automotive Products India

Limited:

Strategists can acquire a thorough view of what influences the profitability of SMRC
Automotive Products India Limited by examining all of their competitive dynamics. They
can spot game-changing developments early on and respond quickly to seize the opportunity.
SMRC Automotive Products India Limited may shape the Porter Five Forces in their favour
by thoroughly comprehending them.
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CHAPTER - 4
SWOT ANALYSIS
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CHAPTER – 4

SWOT Analysis

SWOT analysis (strengths, weaknesses, opportunities, and threats) is a framework for

evaluating a company's competitive position and developing strategic plans. SWOT analysis
evaluates internal and external elements, as well as present and possible future opportunities.

A SWOT analysis is intended to assist a realistic, fact-based, data-driven examination of an

organization's, initiative's, or industry's strengths and weaknesses. The organisation must
maintain the accuracy of the study by avoiding preconceived notions or grey regions and
instead concentrate on real-life scenarios. Companies should use it as a guideline rather than
a prescription.

SWOT analysis is a technique for evaluating a company's performance, competitiveness, risk,

and potential, as well as a specific section of the company, such as a product line or division,
an industry, or another organisation.

Using internal and external data, the technique can direct firms toward more likely-to-be-
successful strategies and away from those that have been or are likely to be less successful.
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SWOT Analysis of SMRC Automotive Products India Limited:

4.1 Strengths:

 Experienced employees and labours.

 Equipped with advanced technology.
 Providing quality work & services.
 Quoting affordable project rates, according to the projects and clients.
 well – educated and skilled labours.
 Completing the work on time.
 Maintaining good relationship with clients.
 Optimum capacity utilization of plants.
 Strict quality measures.
 Use of modern technologies and concepts.
 Good infrastructure.

4.2 Weaknesses:

 High operational cost due to the use of modern and costly machinery for production .
 Company is highly capital intensive.
 High rate of absenteeism.
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 Lack of marketing department at the plants. It is a corporate office.

 Lack of individual initiative.
 Less interaction between manufacturing and marketing department.

4.3Opportunities:

 Growth in the economy, especially automobile industry.

 Fast growing automobile sector provides good opportunities for MSSI, as it is the
leading wire and automotive parts manufacturer in the sub-continent.
 World class products.
 Joint ventures or tie-up with foreign automotive companies.
 More opportunities for diversification.
 Global standards and competition.
 Availability of latest technology.

4.4 Threats:

 Steady competition from other leading wire manufacturers.

 Changing technology.
 Market risks.
 Entrance of new players.
 Increasing transportation costs.
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Dept. of MBA HKBKCE

CHAPTER - 5
ANALYSIS OF FINANCIAL
STATEMENTS
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CHAPTER – 5

ANALYSIS OF FINANCIAL STATEMENTS

SMRC AUTOMOTIVE PRODUCTS INDIA LIMITED

COMPARATIVE BALANCE SHEET FOR THE YEAR ….

2018-19 & 2019-20.

(All amounts are in LAKHS of Indian Rupees, unless otherwise stated)

COMPARATIVE BALANCE SHEET FOR THE YEAR 2018-19 AND 2019-20

PARTICULARS YEARS INCREASE/DECREASE

Liabilities 2018-19 2019-20 Amount Percentage

         

Equity & Liabilities        

Shareholders' funds      

Share capital 5,563.21 5,563.21 NIL NIL

Reserves & Surplus 43,477.39 50,675.95 7,198.56 16.55

  49,040.60 56,239.16 7,198.56 14.67

Non-Current Liabilities

Long Term Borrowings 3,722.22 2,333.33 (1,388.89) 37.31

Deferred Tax Liabilities 912.92 946.18 33.26 3.64

Long Term Liabilities 432.07 513.48 81.41 18.84

Long Term Provisions 7,491.52 7,877.23 385.71 5.14

  12,558.73 11,670.22 (888.51) 7.07

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Current Liabilities

Short Term Borrowings 15,410.37 7,809.72 (7600.65) 49.32

Trade Payables 24,882.59 19,401.72 (5480.87) 22.02

Trade Payables to macro and small

310.35 289.63 (20.72) 6.67
enterprises

Other Current Liabilities 3,243.67 3,909.65 665.98 20.53

Short Term Provisions 406.45 916.84 510.39 125.57

  44253.43 32327.56 (11,925.87) 26.94

Total Liabilities 105852.76 100236.94 (5615.83) 5.30

Assets

Non-Current Assets

Fixed Assets

Tangible Assets 52055.52 51654.48 (401.04) 0.77

Intangible Assets - 51.10 51.10 0

Capital Work-in -progress 3191.91 2387.08 (804.83) 25.21

Non-Current Investment 510.00 513.25 3.25 0.64

Long Term loan & advances 2980.47 2537.49 (442.98) 14.86

58737.90 57143.40 (1594.50) 2.71

 
Current Assets

Current Investment - -

Inventories 19635.00 18186.86 1448.14 7.37

Trade Receivable 18117.32 18994.24 876.92 4.84

Cash & Bank balances 4348.41 1353.10 (2995.31) 68.88

Short term loans & advances 4528.77 3991.35 (537.42) 11.87

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Other Current Assets 485.36 567.99 82.63 17.02

  47114.86 43093.54 (4021.32) 8.53

Total Assets 105852.76 100236.94 (5615.82) 5.30

5.1 Interpretation of the financial data:

1. There are no significant changes in the company's equity shares as it is maintaining the

same for the year 2020.

2. The reserves have increased by 16.35% which means that the company have made

more accumulated profits instead of depending on external funds.

3. Investment was not utilized for the purchases of fixed assets as they fixed assets is

decreased by 2.71%.

4. Company's cash have decreased by 68.88% which shows that company doesn't have

enough cash for meeting its short-term immediate expenses.

5. The company was not able to meet the current liabilities requirements with that of

companies' current assets that is, it was showing a stable working capital condition.

Hence the liquidity position is quite good.

5.2 RATIO ANALYSIS:

Ratio analysis is a quantitative tool for gaining insight into a company's liquidity, operational
efficiency, and profitability by examining financial statements such as the balance sheet and
income statement. Ratio analysis is a key component of fundamental equity analysis.

Ratio analysis is used by investors and analysts to assess a company's financial health by
examining past and current financial statements. Comparative data can be used to show how
a company performs over time and to forecast anticipated future performance. This
information can also be used to compare a company's financial position to industry averages
and to see how it compares to others in the same industry.
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Ratio analysis is a type of financial statement analysis that is used to provide a rapid picture
of a company's financial performance in a number of categories. Short-term solvency ratios,
Debt management ratios, Asset management ratios, Profitability ratios, and Market value
ratios are the different types of ratios.

Financial ratios are an excellent technique to rapidly analyse a company's health before
delving into its financial records. Price-earnings ratios can help investors understand pricing,
while debt-coverage ratios can alert them to potential liquidity concerns. The act of
determining and presenting the relationship of items and groupings of things in financial
statements is known as ratios analysis of financial statements.
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The three key ratios that we should calculate to get a fast picture of the company's financial
situation are as follows.

1. Current ratio
2. Acid test ratio / Quick ratio / Liquidity ratio
3. Proprietary ratio

1. Current ratio:

The current ratio is a liquidity ratio that assesses a company's capacity to pay short-term or
one-year obligations. It explains to investors and analysts how a firm might maximise its
current assets on its balance sheet in order to pay down its current debt and other payables. A
standard ratio for current ratio is 2:1.

The formula for calculating a company’s current ratio is:

Current assets
Current ratio = Current liabilities

CURRENT RATIO
YEA
R CURRENT ASSETS CURRENT LIABILITIES CURRENT RATIO

2019 58737.90 44253.43 1.3:1

2020 57143.40 32327.56 1.7:1

Interpretation:

The standard current ratio is 2:1. This means that current assets have twice the capacity to
meet their current liabilities. It is seen from the above table that during the year 2019, the
current ratio was 1.3:1 and in the year 2020 it was 1.7:1. The current ratio increased from 1.3
 Dept. of MBA HKBKCE

to 1.7. That means, compared to last year, the current ratio has slightly increased. So, the
company's liquid ratio is in a good position, so they can pay their liquid requirements.

2. Quick ratio:

The quick ratio is a measure of a company's capacity to satisfy its short-term obligations
using its most liquid assets and is an indicative of its short-term liquidity position. It is also
known as the acid test ratio because it reveals the company's capacity to immediately employ
its near-cash assets (assets that can be converted swiftly to cash) to pay down its current
liabilities. An "acid test" is a slang phrase for a rapid test that produces immediate results.

The formula for calculating a company’s Quick ratio is:

QUICK RATIO

YEAR QUICK ASSETS CURRENT LIABILITIES QUICK RATIO

       

2019 39102.00 44253.43 0.88

2020 38956.2 44253.43 0.88

       
Quick assets
Quick ratio = Quick liabilities

Interpretation:

The ideal figure for the quick ratio is 1:1. It means that the liquid assets are just the same as
quick or current liabilities. It is seen from the above table chart that during the year 2019, the
quick ratio was 0.88:1 and in the year 2020 it was 0.88:1.
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3. Proprietary ratio:

The proprietary ratio (also known as the equity ratio) is the ratio of shareholders' equity to
total assets, and it provides a general assessment of the amount of capitalization currently
employed to fund a corporation. If the ratio is high, it means that a company has enough
equity to fund its operations and likely has flexibility in its financial structure to take on extra
debt if necessary. A low ratio, on the other hand, implies that a corporation is using too much
debt or trade payables to sustain operations rather than equity (which may place the company
at risk of bankruptcy).

The formula for calculating a company’s Quick ratio is:

Shareholder funds
Proprietary ratio = Total assets

Proprietor’s funds = Share capital + Reserves and surplus

PROPRIETARY RATIO
YEA
R CAPITAL TOTAL ASSETS PROPRIETARY RATIO

2019 490406.6 105852.76 0.46

2020 56239.16 100236.94 0.56
       

Interpretation:

There is no ideal ratio for the proprietary ratio. The company had gone for financial leverage
for the last 2 years. The company was showing an increase in trend in the capital. The
company was showing an increase in trend from 0.46 to 0.56, which means the higher the
proprietary ratio, which indicates a strong financial position of the company and greater
security for the creditors of the company.
Dept. of MBA HKBKCE

CHAPTER - 6
LEARNING EXPERIENCE
Dept. of MBA HKBKCE

CHAPTER – 6

LEARNING EXPERIENCE

My Organization Study at SMRC AUTOMOTIVE PRODUCTS INDIA LIMITED was a

good opportunity for me to gain a better understanding of the professional workplace and the
responsibilities that come with it. During my Organization Study, I was introduced to a
variety of work-related activities and was given duties with the freedom to work on my own
after receiving initial direction.

Throughout my Organization Study, I had the opportunity to see first - hand what it takes to
manage a firm with a high level of professionalism. Working in an office atmosphere
provides an opportunity to learn about office manners from those with more job experience.
During my Organization Study, the employees were incredibly supportive and friendly. They
were extremely knowledgeable about their profession and were eager to share their
knowledge with me.

During my Organization Study, I was able to gain a wide range of skills. The most essential
thing I learnt was that if you are ready to engage with (customer clients) and listen to what
they truly need, you can build relationships that benefit both parties. I studied skills such as
business communication, event planning, marketing, and customer service.

Some of my first – hand experience of working at SMRC Automotive Products India

Limited:

 As my external advisor was a finance executive, I spent the most of my time in the

finance department. They gave me all of the foundations of finance. This helped me to

comprehend many parts of billing systems, receipts and payments, preparing

quotations, preparing purchase orders, and so on.

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 I got an opportunity to prepare purchase orders and deal with many clients through

telephone communication and e-mail.

 During the Organization Study programme, I had the opportunity to help and be a part

of the Finance department's participation in the Tata Hospital's grand opening.

This Organization Study taught me to be punctual, to treat everyone with respect, to handle
with pressure, to manage tasks on my own, and to manage things to the best of my ability.
An Organization Study programme, in my perspective, is an excellent way for graduating
students to transition into the job with a sense of professionalism, motivation, and a desire to
succeed in the future.
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BIBLIOGRAPHY
Dept. of MBA HKBKCE

BIBLIOGRAPHY

Online sources:

 https://www.accountingtools.com
 https://www.investopedia.com
 http://www.google.com
 https://www.smrc-automotive.com/