Objectives

1. To provide mills with uniform load by modifying production schedules within the constraint of technology of the company.
2. To provide mills with uniform loads by modifying production schedules within the work culture we have.
3. To provide mills with uniform load by modifying production schedules within the production capacity.
4. To provide mills with uniform load by modifying the transport performance within the constraint of technology of the company.
5. To provide mills with uniform loads by modifying the transport performance within the work culture of the company.
6. To provide mills with uniform load by modifying the branch inventory within the constraint of technology of the company.
7. To provide mills with uniform loads by modifying branch inventory system within the work culture of the company.
8. To provide mills with uniform load by modifying branch inventory systems within the overall business policy of the parent company.
9. To provide mills with uniform load by modifying customer order processing at the branches within the constraint of technology of the company.
10. To provide mills with uniform loads by modifying customer order processing at the branches within the work culture of the company.

11. To provide mills with uniform load by modifying customer order processing at the branches within the overall business policy of the parent company.
12. To provide mills with adequate staff and skills by modifying manpower planning while maintaining a constant workforce
13. To provide mills with adequate staff and skills by modifying manpower planning without disturbing the organisational structure.
14. To provide mills with adequate staff and skills by modifying manpower planning within the business policy of the parent company.
15. To provide mills with adequate staff and skills by modifying manpower planning within the work culture of the organisation.
16. To provide mills with adequate staff and skills by modifying career planning for mill employees within the constraints of a constant workforce.
17. To provide mills with adequate staff and skills by modifying career planning for mill employees within the constraints of a rigid organisational structure.
18. To provide mills with adequate staff and skills by modifying career planning for mill employees within the business policy of the parent company.
19. To provide mills with adequate staff and skills by modifying career planning for mill employees within the work culture of the organisation.
20. To provide mills with adequate staff and skills by modifying career planning for mill employees within the constraints of a constant workforce.

21. To provide mills with adequate staff and skills by modifying training for mill employees within the business policy of the parent company.
22. To provide mills with adequate staff and skills by modifying training for mill employees within the work culture of the organisation.
23. To provide good capital equipment and tools by modifying facilities planning within the business policy of the parent company.
24. To provide good capital equipment and tools by modifying facilities planning within the technology of the company.
25. To provide good capital and tools by modifying maintenance programme within the business policy of the parent company.
26. To provide good capital and tools by modifying maintenance programme within the work culture of the organisation.
27. To provide good capital and tools by modifying capital equipment sources within the business policy of the parent company.
28. To provide good capital and tools by modifying capital equipment sources within the work culture of the organisation.
29. To provide good capital and tools by modifying communication with capital equipment sources within the business policy of the parent company.
30. To provide good capital and tools by modifying communication with capital equipment sources within the work culture of the organisation

31. To provide adequate working capital to the mills by modifying the working capital management systems within the business policy of the parent company.
32. To provide adequate working capital to the mills by modifying the working capital management systems within the work culture of the company.
33. To provide adequate working capital to the mills by modifying the transaction processing (transporters) within the business policy of the parent company
34. To provide adequate working capital to the mills by modifying the transaction processing (transporters) within the work culture of the company.
35. To provide adequate working capital to the mills by modifying the raw material sources within the business policy of the parent company.
36. To provide adequate working capital to the mills by modifying the raw material ordering system within the business policy of the parent company.
37. To provide adequate working capital to the mills by modifying the raw material ordering system within the efficiency of the transport system.
38. To provide adequate working capital to the mills by modifying the raw material requirement forecast system within the business policy of the parent company.
39. To provide adequate working capital to the mills by modifying the communication with the suppliers, within the business policy of the parent company.
40. To provide adequate working capital to the mills by modifying the communication with the suppliers within the work culture of the company.

41. To provide adequate working capital to the mills by modifying the capital equipment sources within the business policy of the parent company.
42. To provide adequate working capital to the mills by modifying the transaction processing (CE supplier) within the business policy of the parent company.
43. To provide adequate working capital to the mills by modifying the transaction processing (CE supplier) within the work culture of the company.
44. To provide adequate working capital to the mills by modifying the communication with suppliers within the work culture of the company.
45. To provide adequate working capital to the mills by modifying the communication to suppliers within the business policy of the parent company.
46. To provide adequate working capital to the mills by modifying the capital equipment sources within the business policy of the parent company.
47. To provide adequate working capital to the mills by modifying the capacity planning within the business policy of the parent company.
48. To provide adequate working capital to the mills by modifying the capacity planning within the work culture of the company.
49. To provide adequate working capital to the mills by modifying the contract with the sourcing units the business policies of the parent company.
50. To provide adequate working capital to the mills by modifying the contract with the sourcing units within the work culture of the company.

51. To provide adequate working capital to the mills by modifying the financial support to the sourcing units the business policies of the parent company.
52. To provide adequate working capital to the mills by modifying the financial support to the sourcing units within the work culture of the company.
53. To provide adequate working capital to the mills by modifying the communication with the sourcing units the business policies of the parent company.
54. To provide adequate working capital to the mills by modifying the communication with the sourcing units within the work culture of the company.
55. To provide firm production specifications and schedules to mills by modifying the communication system with mills within the constraint of work culture.
56. To provide firm specifications and schedules to mills by modifying the communication system with mills within the constraint of a rigid organisation structure.
57. To provide firm specifications and schedules to mills by modifying the sales forecast at branches within the overall business policy of the parent organisation.
58. To provide firm specifications and schedules to mills by modifying the sales forecast in the branches within the constraint of the work culture.
59. To enable mills to produce adequate batch quantities by modifying facilities planning within the constraint of technology.
60. To enable mills to produce adequate batch quantities by modifying targets for branches within the constraints of business policy of parent company.

61. To enable mills to produce adequate batch quantities within the constraint s of production capacity.
62. To provide regular feedback on performance to mills by modifying the mills performance evaluation systems within the business policy of the parent company
63. To provide regular feedback on performance to mills by modifying the mills performance evaluation systems within the work culture of the company.
64. To provide specific targets to the mills by improving the sales forecast at the selling branches by improving the work culture.
65. To provide specific targets to the mills by improving the communication to mills from the selling branches by changing the work culture.
66. To provide specific targets to the mills by providing specific targets tom branches by overcoming the business policy of the parent company.
67. To provide the mills with control over factors determining their performance by giving more autonomy to mills within the organisational structure.
68. To provide the mills with control over factors determining their performance by giving more autonomy to mills within the business policy of the parent company.
69. To provide the mills with control over factors determining their performance by giving modifying the communication with mills within the organisational structure.
70. To provide the branches with regular supply of threads by modifying production schedules within the limitations of technology.

71. To provide the branches with regular supply of threads by modifying facilities planning within the limitations of technology.
72. To provide the branches with regular supply of threads by modifying communication with mills and still maintaining the work culture.
73. To provide the branches with regular supply of threads by proving more autonomy to the mills within the limitations of organisational structure.
74. To provide the branches with regular supply of threads by modifying sales forecast systems branch-wise within the business policy of the parent company.
75. To provide the branches with regular supply of threads by improving branch inventory management within the work culture of the organisation.
76. To provide the branches with regular supply of threads by modifying production schedules while maintaining the business policy of the parent company
77. To provide the branches with regular supply of threads by improving the productivity of the mills within the limitations of technology.
78. To provide the branches with regular supply of threads by improving the productivity of mills within the business policy of the parent company.
79. To provide the branches with regular supply of threads by improving the efficiency of the mills within the limitations of technology.
80. To provide the branches with regular supply of threads by improving the efficiency of the mills within the limitations of work culture.

81. To provide the branches with adequate inventory by improving production schedules within the constraints of technology.
82. To provide the branches with adequate inventory by improving production schedules within the constraints of production capacity.
83. To provide the branches with adequate inventory by improving production schedules within the work culture.
84. To provide the branches with adequate inventory by improving production schedules within the business policy of the parent company.
85. To provide the branches with adequate inventory by improving branch inventory management within the constraints of work culture.
86. To provide the branches with adequate inventory by improving branch inventory management within the constraints of business policy of the parent company.
87. To provide the branches with adequate inventory by modifying sales forecast branch-wise within the business policy of the parent company.
88. To provide the branches with adequate inventory by modifying sales forecast branch-wise within the work culture of the company.
89. To provide the branches with adequate inventory by modifying the marketing strategy within the business policy of the parent company.
90. To provide the branches with adequate inventory by modifying the marketing strategy within the work culture of the parent company.

91. To provide the branches with adequate inventory by improving the productivity of the mills within the constraints of technology.
92. To provide the branches with adequate inventory by improving the productivity of the mills within the work culture of the company.
93. To provide the branches with adequate inventory by improving the productivity of the mills within the production capacity of the mills.
94. To provide the branches with adequate inventory by improving the productivity of the mills within the business policy of the parent company.
95. To provide the branches with adequate inventory by improving the efficiency of the mills within the constraints of technology.
96. To provide the branches with adequate inventory by improving the efficiency of the mills within the work culture of the company.
97. To provide the branches with adequate inventory by improving the efficiency of the mills within the production capacity of the mills.
98. To provide the branches with adequate inventory by improving the efficiency of the mills within the business policy of the parent company.
99. To provide the branches with adequate inventory by modifying the capacity planning of the mills within the constraints of technology.
100. To provide the branches with adequate inventory by modifying the capacity planning of the mills within the work culture of the company.

101. To provide the branches with adequate inventory by modifying the capacity planning of the mills within the business policy of the parent company.
102. To provide the branches with adequate inventory by improving the communication with the mills within the constraints of technology.
103. To provide the branches with adequate inventory by improving the communication with the mills within the work culture of the company.
104. To provide the branches with adequate inventory by improving the communication with the mills within the business policy of the parent company.
105. To provide the branches with accurate status of the items ordered by improving the communication with the mills within the constraint of technology.
106.
107. To provide the branches with accurate status of the items ordered by improving the communication with the mills within the work culture of the company.
108. To provide the branches with accurate status of the items ordered by improving the communication with the mills within the business policy of the parent company.
109. To provide the branches with low lead-lead time for special threads by improving communication with the mills within the work culture of the company.
110. To provide the branches with low lead-time for special threads by improving communication with the mills within the constraints of technology.

111. To provide the branches with low lead-time for special threads by improving communication with the mills within the business policy of the parent company.
112. To provide the branches with low lead-time for special threads by improving the productivity of the mills within the constraints of technology.
113. To provide the branches with low lead-time for special threads by improving the productivity of the mills within the work culture of the company.
114. To provide the branches with low lead-time for special threads by improving the productivity of the mills within the production capacity of the mills.
115. To provide the branches with low lead-time for special threads by improving the productivity of the mills within the business policy of the parent company.
116. To provide the branches with low lead-time for special threads adequate inventory by improving the efficiency of the mills within the constraints of technology.
117. To provide the branches with low lead-time for special threads by improving the efficiency of the mills within the work culture of the company.
118. To provide the branches with low lead-time for special threads by improving the efficiency of the mills within the production capacity of the mills.
119. To provide the branches with low lead-time for special threads by improving the efficiency of the mills within the business policy of the parent company.
120. To provide the branches with low lead-time for special threads by improving the sales forecast within the work culture of the company.

121. To provide the branches with low lead-time for special threads by improving the sales forecast within the business policy of the parent company
122. To provide the branches with low lead-time for special threads by improving the sales forecast within the work culture of the company
123. To provide the branches with low lead-time for special threads by improving production schedules within the business policy of the parent company.
124. To provide the branches with low lead-time for special threads by improving production schedules within the constraints of technology.
125. To provide the branches with low lead-time for special threads by improving production schedules within the work culture of the company.
126. To provide the branches with low lead-time for special threads by modifying the marketing strategy within the business policy of the parent company.
127. To provide the branches with low lead-time for special threads by modifying the marketing strategy within the work culture of the parent company.
128. To provide the branches with adequate working capital by reducing the lead–time for special threads within the business policy of the parent company.
129. To provide the branches with adequate working capital by modifying the lead-time for special threads by modifying the work culture of the company.
130. To provide the branches with adequate working capital by reducing the lead–time for special threads within the constraints of technology.

131. To provide the branches with adequate working capital by reducing the lead–time for special threads within the constraints of transporters efficiency.
132. To provide the branches with adequate working capital by modifying the branch inventory management within the business policy of the parent company.
133. To provide the branches with adequate working capital by modifying the branch inventory management within the work culture of the company.
134. To provide the branches with adequate working capital by modifying the customer order processing within the business policy of the parent company
135. To provide the branches with adequate working capital by modifying the customer order processing within the work culture of the company.
136. To provide the branches with adequate working capital by modifying the credit policy of the branches within the business policy of the parent company.
137. To provide the branches with adequate working capital by modifying the incentives given to customers within the business policy of the parent company.
138. To reward the branches for their performance by modifying the branch performance evaluation system within the business policy of the parent company.
139. To reward the branches for their performance by modifying the branch performance evaluation systems within the work culture of the organisation.
140. To reward the branches for their performance by modifying the career planning system within the work culture of the organisation.

141. To reward the branches for their performance by modifying the career planning system within the business policy of the parent company.
142. To provide realistic targets to the branches by modifying to branch performance evaluation the general business policy of the parent company
143. To provide realistic targets to the branches by modifying to branch performance evaluation within the work culture of the company.
144. To provide the branches with adequate staff and skills by modifying the training given to employees within the overall business policy of the parent company.
145. To provide the branches with adequate staff and skills by modifying the training given to employees within the work culture of the organisation.
146. To provide the branches with adequate staff and skills by modifying the manpower planning within the overall business policy of the parent company.
147. To provide the branches with adequate staff and skills by modifying the manpower planning within the work culture of the company.
148. To generate consumer pull for the products by modifying the marketing strategy of the company within the overall business policy of the company.
149. To generate consumer pull for the products by modifying the marketing strategy of the company within the work culture of the organisation.
150. To generate consumer pull for the products by modifying the marketing strategy of the company within the overall business policy of the company.

151. To maintain optimum inventory at the regional sales depot by modifying the branch inventory management within the work culture of the organisation
152. To maintain optimum inventory at the regional sales depot by modifying the branch inventory management within the overall work culture of the company.
153. To maintain optimum inventory at the regional sales depot by modifying the branch inventory management within the efficiency of the transporters
154. To maintain optimum inventory at the regional sales depot by modifying the marketing strategy within the work culture of the organisation.
155. To maintain optimum inventory at the regional sales depot by modifying the marketing strategy within the overall business policy of the parent company.
156. To maintain optimum inventory at the regional sales depot by modifying the production schedule within the constraints of technology.
157. To maintain optimum inventory at the regional sales depot by modifying the production schedule within the production capacity in the mills.
158. To maintain optimum inventory at the regional sales depot by modifying the production schedule within the work culture in the organisation.
159. To maintain optimum inventory at the regional sales depot by modifying the facilities planning in the mills within the constraints of technology.
160. To maintain optimum inventory at the regional sales depot by modifying the facilities planning in the mills within the production capacity in the mills.

161. To maintain optimum inventory at the regional sales depot by modifying the facility planning in the mills within the work culture in the organisation.
162. To provide the regional sales depots with adequate working capital by modifying the process capability of equipment within the constraints of technology.
163. To provide the regional sales depots with adequate working capital by modifying the marketing strategy within the overall business policy of the parent company
164. To provide the regional sales depots with adequate working capital by modifying the marketing strategy within work culture of the company.
165. To provide to regional depots with adequate working capital by modifying the working capital systems in the depots within the overall business policy of the parent company.
166. To provide the regional sales depots with sales forecasts from the branches by modifying the marketing strategy within the overall business policy of the parent company.
167. To provide the regional sales depots with sales forecasts from the branches by modifying the marketing strategy within the work culture of the company.
168. To provide the regional sales depots with sales forecasts from the branches by modifying the customer order processing at the branches within the overall business policy of the parent company.
169. To provide the regional sales depots with sales forecasts from the branches by modifying the customer order processing at the branches within the work culture of the company.
170. To provide the regional sales depots with low lead-lead time for supplies by improving communication with the mills within the work culture of the company.

171. To provide the regional sales depots with low lead-time for supplies by improving communication with the mills within the constraints of technology.
172. To provide the regional sales depots with low lead-time for supplies by improving communication with the mills within the business policy of the parent company.
173. To provide the regional sales depots with low lead-time for supplies by improving the productivity of the mills within the constraints of technology.
174. To provide the regional sales depots with low lead-time for supplies by improving the productivity of the mills within the work culture of the company.
175. To provide the regional sales depots with low lead-time for supplies by improving the productivity of the mills within the production capacity of the mills.
176. To provide the regional sales depots with low lead-time for supplies by improving the productivity of the mills within the business policy of the parent company.
177. To provide the regional sales depots with low lead-time for supplies adequate inventory by improving the efficiency of the mills within the constraints of technology.
178. To provide the regional sales depots with low lead-time for supplies by improving the efficiency of the mills within the work culture of the company.
179. To provide the regional sales depots with low lead-time for supplies by improving the efficiency of the mills within the production capacity of the mills.
180. To provide the regional sales depots with low lead-time for supplies by improving the efficiency of the mills within the business policy of the parent company.

181. To provide the regional sales depots with low lead-time for supplies by improving the sales forecast at the branches within the work culture of the company
182. To provide the regional sales depots with low lead-time for supplies by improving the sales forecast at the branches within the business policy of the parent company
183. To provide the regional sales depots with low lead-time for supplies by improving the sales forecast at the branches within the work culture of the company
184. To provide the regional sales depots with low lead-time for supplies by improving production schedules within the business policy of the parent company.
185. To provide the regional sales depots with low lead-time for supplies by improving production schedules within the constraints of technology.
186. To provide the regional sales depots with low lead-time for supplies by improving production schedules within the work culture of the company.
187. To provide the regional sales depots with low lead-time for supplies by modifying the marketing strategy within the business policy of the parent company.
188. To provide the regional sales depots with low lead-time for supplies by modifying the marketing strategy within the work culture of the parent company.
189. To provide the employees with career growth by modifying the performance appraisal systems within the work culture of the organisation.
190. To provide the employees with career growth by modifying the performance appraisal systems with the overall business policy of the parent company.

191. To provide the employees with career growth by modifying the performance appraisal systems within the framework of the rigid organisational structure.
192. To provide the employees with career growth by modifying the career planning systems within the work culture of the organisation.
193. To provide the employees with career growth by modifying the career planning systems with the overall business policy of the parent company.
194. To provide the employees with career growth by modifying the career planning systems within the framework of the rigid organisational structure.
195. To provide the employees with an opportunity to use acquired skills by modifying the manpower planning within the framework of a rigid organisational structure
196. To provide the employees with an opportunity to use acquired skills by modifying the manpower planning within the work culture of the company.
197. To provide the employees with an opportunity to use acquired skills by modifying the manpower planning within the business policy of the parent company.
198. To provide employees with an opportunity to develop skills by training the employees within the framework of a rigid organisation structure.
199. To provide employees with an opportunity to develop skills by training the employees within the work culture prevalent in the organisation.
200. To provide employees with an opportunity to develop skills by training the employees within the overall business policy of the parent company.

201. To provide employees with an opportunity to develop skills by modifying the manpower planning within the framework of a rigid organisation structure.
202. To provide employees with an opportunity to develop skills by modifying the manpower planning within the work culture prevalent in the organisation.
203. To provide employees with an opportunity to develop skills by modifying the manpower planning within the overall business policy of the parent company.
204. To provide the employees with an opportunity to develop their skills by
205. Modifying career planning for employees within the framework of the organisational work culture.
206. To provide the employees with an opportunity to develop their skills by modifying career planning within the overall business policy of the parent organisation.
207. To provide the employees with an opportunity to develop their skill by modifying career planning within the framework of a rigid organisational structure.
208. To provide adequate welfare to the to the employees by modifying the physical work environment within the overall business policy of the parent company.
209. To provide adequate welfare to the to the employees by modifying the physical work environment within the work culture of the company.
210. To provide adequate welfare to the to the employees by increasing job satisfaction within the overall business policy of the parent company

211. To provide adequate welfare to the to the employees by increasing job satisfaction within the work culture prevalent in the company
212. To provide adequate welfare to the to the employees by modifying welfare schemes within the overall business policy of the parent company
213. To provide adequate welfare to the to the employees by modifying welfare schemes within the overall work culture prevalent in the organisation.
214. To provide adequate welfare to the to the employees by modifying job allocation within the overall business policy of the parent company
215. To provide adequate welfare to the to the employees by modifying job allocation within the work culture prevalent in the organisation.
216. To provide adequate welfare to the to the employees by modifying job allocation within rigid organisational structure of the company.
217. To provide for satisfaction of higher needs to the employees by modifying the welfare schemes within the overall policies of the parent company.
218. To provide for satisfaction of higher needs to the employees by modifying the welfare schemes within the work culture prevalent in the company.
219. To provide for satisfaction of higher needs to the employees by modifying the welfare schemes within the rigid organisational structure of the company.
220. To provide for satisfaction of higher needs to the employees by modifying the career planning within the overall policies of the parent company.

221. To provide for satisfaction of higher needs to the employees by modifying the career planning within the work culture of the company.
222. To provide for satisfaction of higher needs to the employees by modifying the performance appraisal systems within the overall policies of the parent company.
223. To provide for satisfaction of higher needs to the employees by modifying the performance appraisal systems within the work culture of the company.
224. To provide for satisfaction of higher needs to the employees by modifying the performance appraisal systems within the rigid organisational structure of the company.
225. To provide a healthy work environment to the employees by modifying the performance appraisal systems within the overall policies of the parent company.
226. To provide a healthy work environment to the employees by modifying the performance appraisal systems within the work culture of the company.
227. To provide a healthy work environment to the employees by modifying the performance appraisal systems within the rigid organisational structure of the company.
228. To provide a healthy work environment to the employees by modifying the physical work environment within the overall policies of the parent company.
229. To provide a healthy work environment to the employees by modifying the physical work environment within the work culture of the company.
230. To provide a healthy work environment to the employees by modifying the physical work environment within the rigid organisational structure of the company.

231. To provide a healthy work environment to the employees by modifying the employee morale within the overall policies of the parent company.
232. To provide a healthy work environment to the employees by modifying the employee morale within the work culture of the company.
233. To provide a healthy work environment to the employees by modifying the employee morale within the rigid organisational structure of the company.
234. To provide a healthy work environment to the employees by modifying the welfare schemes within the overall policies of the parent company.
235. To provide a healthy work environment to the employees by modifying the welfare schemes within work culture of the company.
236. To provide a healthy work environment to the employees by modifying the welfare schemes within the rigid organisational structure of the company.
237. To reward the employees for good performance by modifying the performance appraisal systems within the overall policies of the parent company.
238. To reward the employees for good performance by modifying the performance appraisal systems within the rigid organisational structure of the company.
239. To reward the employees for good performance by modifying the performance appraisal systems within the work culture of the company
240. To reward the employees for good performance by modifying the job allocations within the overall policies of the parent company.

241. To reward the employees for good performance by modifying the job allocations within work culture of the company.
242. To reward the employees for good performance by modifying the job allocations within the rigid organisational structure of the company.
243. To reward the employees for good performance by modifying the career planning within the overall policies of the parent company.
244. To reward the employees for good performance by modifying the career planning within the work culture of the company.
245. To reward the employees for good performance by modifying the career planning within the rigid organisational structure of the company.
246. To provide continuously high dividends to the shareholders by modifying productivity within the overall business policy of the parent company.
247. To provide continuously high dividends to the shareholders by modifying productivity within the technology prevalent in the company.
248. To provide continuously high dividends to the shareholders by modifying productivity within the production capacity prevalent in the company.
249. To provide continuously high dividends to the shareholders by modifying productivity within the work culture prevalent in the company
250. To provide shareholders with large capital appreciation by increasing the efficiency within the constraints of technology.

251. To provide shareholders with large capital appreciation by increasing the efficiency within the constraints capacity.
252. To provide shareholders with large capital appreciation by increasing the efficiency within the work culture prevalent in the company
253. To provide shareholders with large capital appreciation by increasing the efficiency within the overall business policy of the parent company.
254. To provide shareholders with large capital appreciation by increasing the liquidity of the shares within the overall business policy of the parent company.
255. To provide shareholders with large capital appreciation by modifying the equity holding pattern within the overall business policy of the parent company.
256. To provide shareholders with knowledge about the health of the company by modifying communication with the shareholders within the business policy of the parent company.
257. To provide shareholders with knowledge about the health of the company by modifying communication with the shareholders within the work culture of the company.
258. To provide the creditors with reliable debt service by modifying the operating profit within the overall business policy of the parent company.
259. To provide the creditors with reliable debt service by modifying the operating profit within the work culture of the company.

260. To provide the creditors with reliable debt service by modifying the operating profit within the technology prevalent in the company.
261. To provide the creditors with reliable debt service by modifying the operating profit within the production capacity prevalent within the company.
262. To provide large volumes to transporters by modifying transaction processing with transporters within the overall business policy of the company.
263. To provide large volumes to transporters by modifying transaction processing with transporters within the work culture prevalent in the company.
264. To provide large volumes to transporters by modifying transaction processing with transporters within the rigid organisational structure present in the company.
265. To provide large volumes to transporters by modifying communications with transporters within the rigid organisational structure present in the company.
266. To provide large volumes to transporters by modifying communications with transporters, within the business policy of the parent company.
267. To provide large volumes to transporters by modifying communications with transporters within the work culture present in the company.
268. To provide regular payment to transporters by modifying communications with transporters, within the business policy of the parent company
269. To provide regular payment to transporters by modifying communications with transporters, within the work culture prevalent in the company.
270. To provide regular payment to transporters by modifying communications with transporters, within the rigid organisational structure prevalent in the company.

271. To provide regular payment to transporters by modifying transaction processing with transporters within the overall business policy of the company.
272. To provide regular payment to transporters by modifying transaction processing with transporters within the work culture prevalent in the company.
273. To provide regular payment to transporters by modifying transaction processing with transporters within the rigid organisational structure present in the company.
274. To provide bulk orders to raw material suppliers by modifying raw material ordering system within the business policy of the parent company.
275. To provide bulk orders to raw material suppliers by modifying raw material ordering system within the constraints work culture prevalent in the company.
276. To provide bulk orders to raw material suppliers by modifying raw material ordering system within the efficiency of the transporters.
277. To provide bulk orders to raw material suppliers by modifying transaction processing with suppliers within the overall business policy of the company.
278. To provide bulk orders to raw material suppliers by modifying transaction processing with suppliers within the work culture prevalent in the company.
279. To provide bulk orders to raw material suppliers by modifying transaction processing with suppliers within the rigid organisational structure present in the company.
280. To provide firm specifications to suppliers by modifying raw material requirement forecast within the work culture of the organisation.

281. To provide firm specifications to suppliers by modifying raw material requirement forecast within policies of the parent company.
282. To provide firm specifications to suppliers by modifying communication with suppliers within the work culture of the organisation.
283. To provide firm specifications to suppliers by modifying communication with suppliers within business policy of the parent company.
284. To provide firm specifications to suppliers by modifying communication with suppliers within the rigid organisation structure present in the company.
285. To provide regular payment to raw material suppliers by modifying communication with suppliers within the work culture of the organisation.
286. To provide regular payment to raw material suppliers by modifying communication with suppliers within the overall business policy of the parent company.
287. To provide regular payment to raw material suppliers by modifying communication with suppliers within the organisation structure present in the company.
288. To provide regular payment to raw material suppliers by modifying transaction processing with suppliers within the overall business policy of the company.
289. To provide regular payment to raw material suppliers by modifying transaction processing with suppliers within the work culture prevalent in the company.
290. To provide regular payment to raw material suppliers by modifying transaction processing with suppliers within the rigid organisational structure present in the company.

291. To provide the raw material suppliers with a uniform flow of orders by modifying transaction processing with suppliers within the rigid organisational structure present in the company
292. To provide the raw material suppliers with a uniform flow of orders by modifying transaction processing with suppliers within the work culture prevalent in the company.
293. To provide the raw material suppliers with a uniform flow of orders by modifying transaction processing with suppliers within business policy of the parent company.
294. To provide the raw material suppliers with a uniform flow of orders by modifying raw material requirement forecast within the rigid organisational structure present in the company.
295. To provide the raw material suppliers with a uniform flow of orders by modifying raw material requirement forecast within the policies of the parent company.
296. To provide the raw material suppliers with a uniform flow of orders by modifying raw material requirement forecast within the work culture prevalent in the organisation.
297. To provide the raw material suppliers with a uniform flow of orders by modifying raw material ordering system within the business policy of the parent company.
298. To provide the raw material suppliers with a uniform flow of orders by modifying raw material ordering system within the constraints work culture prevalent in the company.
299. To provide the raw material suppliers with a uniform flow of orders by modifying raw material ordering system within the efficiency of the transporters.

300. To provide the raw material suppliers with a uniform flow of orders modifying raw material ordering system within the business policy of the parent company.
301. To provide the raw material suppliers with a uniform flow of orders by modifying raw material ordering system within the constraints work culture prevalent in the company.
302. To provide the raw material suppliers with a uniform flow of orders by modifying raw material ordering system within the efficiency of the transporters.
303. To provide the raw material suppliers with forecast of requirements by modifying the raw material requirement forecast within the overall business policy of the parent company.
304. To provide the raw material suppliers with forecast of requirements by modifying the raw material requirement forecast within the rigid organisational structure of the company.
305. To provide the raw material suppliers with forecast of requirements by modifying the raw material requirement forecast within work culture of the company.
306. To provide the raw material suppliers with forecast of requirements by modifying raw material ordering system within the business policy of the parent company.
307. To provide the raw material suppliers with forecast of requirements by modifying raw material ordering system within the constraints work culture prevalent in the company.
308. To provide the raw material suppliers with forecast of requirements by modifying raw material ordering system within the efficiency of the transporters.
309. To provide the raw material suppliers with forecast of requirements by modifying raw material ordering system within the business policy of the parent company.
310. To provide technical advice to the raw material suppliers by modifying the technical support systems within the policies of the parent company.

311. To provide technical advice to the raw material suppliers by modifying the technical support systems within the rigid organisational structure of the company.
312. To provide technical advice to the raw material suppliers by modifying the technical support systems within work culture of the company.
313. To provide capital equipment suppliers with repeat orders by modifying capital equipment suppliers within the business policy of the parent company.
314. To provide capital equipment suppliers with repeat orders by modifying capital equipment suppliers within the work culture of the company.
315. To provide capital equipment suppliers with repeat orders by modifying transaction-processing systems with (CE supplier) within the business policy of the parent company.
316. To provide capital equipment suppliers with repeat orders by modifying transaction-processing systems with (CE supplier) within the work culture of the company.
317. To provide capital equipment suppliers with prompt payments by modifying transaction-processing systems with (CE supplier) within the business policy of the parent company.
318. To provide capital equipment suppliers with prompt payments by modifying transaction processing systems with (CE supplier) within the work culture of the company
319. To provide capital equipment suppliers with capacity plans/forecasts by modifying the communication with capital equipment suppliers within the work culture of the company
320. To provide capital equipment suppliers with capacity plans/forecasts by modifying the communication with capital equipment suppliers, within the business policy of the parent company.

321. To provide capital equipment suppliers with modernization plans/forecasts by modifying the communication with capital equipment suppliers within the work culture of the company
322. To provide capital equipment suppliers with modernization plans/forecasts by modifying the communication with capital equipment suppliers within the business policy of the parent company.
323. To provide domestic customers with stable and economic price by modifying prices of threads within the business policies of the parent company.
324. To provide domestic customers with stable and economic price by modifying prices of threads within the presence of spurious products in the markets.
325. To provide domestic customers with stable and economic price by modifying marketing strategy within the presence of spurious products in the markets.
326. To provide domestic customers with stable and economic price by modifying marketing strategy within the business policies of the parent company.
327. To provide the domestic customers with reliable quality by modifying quality of threads within the presence of spurious products in the markets.
328. To provide the domestic customers with reliable quality by modifying quality of threads within the technology present in the company.
329. To provide the domestic customers with reliable quality by modifying quality of threads within the work culture of the company.

330. To provide the domestic customers with reliable quality by modifying quality of threads within the production capacity of the company.
331. To provide the domestic customers with wide range of products by modifying quality of threads within the presence of spurious products in the markets.
332. To provide the domestic customers with wide range of products by modifying quality of threads within the technology present in the company.
333. To provide the domestic customers with wide range of products by modifying quality of threads within the work culture of the company.
334. To provide the domestic customers with wide range of products by modifying quality of threads within the production capacity of the company.
335. To provide the domestic customers with technical advice by modifying communications with customers within the business policies of the parent company.
336. To provide the domestic customers with technical advice by modifying communications with customers within the work culture of the company.
337. To provide the domestic customers with technical advice by modifying communications with customers within the constraints of a rigid organisational structure.
338. To provide the domestic customers with technical advice by modifying domestic inquiry processing within the business policies of the parent company.
339. To provide the domestic customers with technical advice by modifying domestic inquiry processing within the work culture of the company.
340. To provide the domestic customers with technical advice by modifying domestic inquiry processing within the constraints of a rigid organisational structure.

341. To provide the domestic customers with bulk discounts by modifying the marketing strategy within the business policies of the parent company.
342. To provide the domestic customers with bulk discounts by modifying the marketing strategy within the work culture of the company.
343. To provide the domestic customers with bulk discounts by modifying the incentives to customers within the business policies of the parent company.
344. To provide the domestic customers with prompt delivery by modifying the distribution network within the business policies of the parent company
345. To provide the domestic customers with prompt delivery by modifying the marketing strategy within the business policies of the parent company
346. To provide the domestic customers with prompt delivery by modifying the marketing strategy within the work culture of the company.
347. To provide the domestic customers with prompt delivery by modifying the marketing strategy within the constraints of transporters efficiency.
348. To provide the domestic customers with prompt delivery by modifying domestic inquiry processing within the business policies of the parent company
349. To provide the domestic customers with prompt delivery by modifying the domestic inquiry processing within the work culture of the company.
350. To provide the domestic customers with prompt delivery by modifying the domestic inquiry processing within the constraints of transporters efficiency.

351. To provide the domestic customers with prompt delivery by modifying the domestic inquiry processing within the constraints of a rigid organisational structure.
352. To provide the domestic customers with easy availability by modifying the marketing strategy within the work culture of the company.
353. To provide the domestic customers with easy availability by modifying the marketing strategy within the business policy of the parent company.
354. To provide the domestic customers with easy availability by modifying the distribution network within the work culture of the company.
355. To provide the domestic customers with easy availability by modifying the distribution network within the business policy of the parent company.
356. To provide the domestic customers with easy availability by modifying the marketing strategy within the constraint s of transporters efficiency.
357. To provide credit facilities to the domestic customers by modifying the credit policy of the organisation within the business policy of the parent company.
358. To provide credit facilities to the domestic customers by modifying the credit policy of the organisation within the work culture present in the company.
359. To provide credit facilities to the domestic customers by modifying the marketing strategy of the organisation within the business policy of the parent company.
360. To provide credit facilities to the domestic customers by modifying the marketing strategy of the organisation within the work culture present in the company.

361. To provide education on recognizing spurious products in the markets to the customers by modifying the communication to the domestic customers within the work culture present in the company.
362. To provide education on recognizing spurious products in the markets to the domestic customers by modifying the communication to the customers within the overall business policy of the parent company.
363. To provide prompt response to foreign customers by modifying foreign inquiry processing within the business policy of the parent company.
364. To provide prompt response to foreign customers by modifying foreign inquiry processing within the work culture present in the company.
365. To provide prompt response to foreign customers by modifying foreign inquiry processing within the rigid organisation structure present in the company.
366. To provide prompt low quotes to foreign customers by modifying prices for foreign markets within the business policy of the parent company.
367. To provide low quotes to foreign customers by modifying prices for foreign markets within the work culture present in the company.
368. To provide low quotes to foreign customers by modifying prices for foreign markets within the rigid organisation structure present in the company.
369. To provide the foreign customers with a firm delivery schedule by modifying the foreign inquiry processing within the business policy of the parent company.
370. To provide the foreign customers with a firm delivery schedule by modifying the foreign inquiry processing within the work culture of the company.

371. To provide the foreign customers with a firm delivery schedule by modifying the foreign inquiry processing within the rigid organisational structure of the company.
372. To provide the foreign customers with a firm delivery schedule by modifying the foreign inquiry processing within the efficiency of the transporters.
373. To provide quality assurance to the foreign customers by modifying quality systems within the work culture of the company.
374. To provide quality assurance to the foreign customers by modifying quality systems within the rigid organisational structure of the company.
375. To provide quality assurance to the foreign customers by modifying quality systems within the technology present in the company.
376. To provide quality assurance to the foreign customers by modifying quality systems within the business policy of the parent company.
377. To provide foreign customers with environmental friendly products and processes by modifying quality systems within the rigid organisational structure of the company
378. To provide foreign customers with environmental friendly products and processes by modifying quality systems within the work culture of the company.
379. To provide foreign customers with environmental friendly products and processes by modifying quality systems within the technology present in the company.
380. To provide foreign customers with environmental friendly products and processes by modifying quality systems within the business policy of the parent company.

381. To convey a strong brand and company image to the foreign customers by modifying communication with the foreign customers within three years.
382. To convey a strong brand and company image to the foreign customers by modifying communication with the foreign customers within the business policy of the parent company.
383. To convey a strong brand and company image to the foreign customers by modifying communication with the foreign customers within the work culture of the company.
384. To convey a strong brand and company image to the foreign customers by modifying communication with the foreign customers within three years.
385. To convey a strong brand and company image to the foreign customers by modifying communication with the foreign customers within the business policy of the parent company.
386. To convey a strong brand and company image to the foreign customers by modifying communication with the foreign customers within the work culture of the company.
387. To provide the foreign customers with technical advice by modifying communications with customers within the business policies of the parent company.
388. To provide the foreign customers with technical advice by modifying communications with customers within the work culture of the company.
389. To provide the foreign customers with technical advice by modifying communications with customers within the constraints of a rigid organisational structure.
390. To provide the foreign customers with technical advice by modifying foreign inquiry processing within the business policies of the parent company.

391. To provide the foreign customers with technical advice by modifying foreign inquiry processing within the work culture of the company.
392. To provide the foreign customers with technical advice by modifying foreign inquiry processing within the constraints of a rigid organisational structure.
393. To provide the foreign customers with smooth and efficient transactions by modifying foreign inquiry processing within the business policies of the parent company.
394. To provide the foreign customers with smooth and efficient transactions by modifying foreign inquiry processing within the work culture of the company.
395. To provide the foreign customers with smooth and efficient transactions by modifying foreign inquiry processing within the constraints of a rigid organisational structure.
396. To provide the foreign customers with smooth and efficient transactions by modifying transaction processing with foreign customers within the business policies of the parent company.
397. To provide the foreign customers with smooth and efficient transactions by modifying transaction processing with foreign customers within the work culture of the company.
398. To provide the foreign customers with smooth and efficient transactions by modifying transaction processing with foreign customers within the constraints of a rigid organisational structure.
399. To provide the foreign customers with smooth and efficient transactions by modifying communications with foreign customers within the business policies of the parent company.

400. To provide the foreign customers with smooth and efficient transactions by modifying communications with foreign customers within the work culture of the company.
401. To provide the foreign customers with smooth and efficient transactions by modifying communications with foreign customers within the constraints of a rigid organisational structure.
402. To provide the sourcing units with uniform order by modifying transaction processing with the sourcing units within the overall business policy of the parent company.
403. To provide the sourcing units with uniform order by modifying transaction processing with the sourcing units within the work culture of the company.
404. To provide the sourcing units with uniform order by modifying transaction processing with the sourcing units within the rigid organisational structure of the company.
405. To provide the sourcing units with uniform order by modifying communication with the sourcing units within the overall business policy of the parent company.
406. To provide the sourcing units with uniform order by modifying communication with the sourcing units within the work culture of the company.
407. To provide the sourcing units with uniform order by modifying communication with the sourcing units within the rigid organisational structure of the company.
408. To provide the sourcing units with prompt payments by modifying transaction processing with the sourcing units within the overall business policy of the parent company.
409. To provide the sourcing units with prompt payments by modifying transaction processing with the sourcing units within the work culture of the company.

410. To provide the sourcing units with prompt payments by modifying transaction processing with the sourcing units within the rigid organisational structure of the company.
411. To provide the sourcing units with prompt payments by modifying communication with the sourcing units within the overall business policy of the parent company.
412. To provide the sourcing units with prompt payments by modifying communication with the sourcing units within the work culture of the company.
413. To provide the sourcing units with prompt payments by modifying communication with the sourcing units within the rigid organisational structure of the company.
414. To provide the sourcing units with technical guidance by modifying communication with the sourcing units within the overall business policy of the parent company.
415. To provide the sourcing units with technical guidance by modifying communication with the sourcing units within the work culture of the company.
416. To provide the sourcing units with technical guidance by modifying communication with the sourcing units within the rigid organisational structure of the company.
417. To provide the sourcing units with technical guidance by modifying management support systems for sourcing units within the overall business policy of the parent company.
418. To provide the sourcing units with technical guidance by modifying management support systems for sourcing units within the work culture of the company.
419. To provide the sourcing units with technical guidance by modifying management support systems for sourcing units within the rigid organisational structure of the company
420. To provide the sourcing units with management guidance by modifying management support systems for sourcing units within the overall business policy of the parent company.

421. To provide the sourcing units with management guidance by modifying management support systems for sourcing units within the work culture of the company.
422. To provide the sourcing units with management guidance by modifying management support systems for sourcing units within the rigid organisational structure of the company.
423. To provide the sourcing units with management guidance by modifying communication with sourcing units within the overall business policy of the parent company.
424. To provide the sourcing units with management guidance by modifying communication with sourcing units within the work culture of the company.
425. To provide the sourcing units with management guidance by modifying communication with sourcing units within the rigid organisational structure of the company
426. To provide the sourcing units with assured profitability by modifying profitability to sourcing units within the overall business policy of the parent company.
427. To provide the sourcing units with assured profitability by modifying profitability to sourcing units within the work culture of the company.
428. To provide the sourcing units with assured profitability by modifying contract with sourcing units within the overall business policy of the parent company.
429. To provide the sourcing units with assured profitability by modifying contract with sourcing units within the work culture of the company.
430. To provide the sourcing units with assured profitability by modifying contract with sourcing units within the organisational structure of the company.

431. To provide the sourcing units with assured profitability by modifying financial support to sourcing units within the overall business policy of the parent company.
432. To provide the sourcing units with assured profitability by modifying financial support to sourcing units within the work culture of the company.
433. To provide the sourcing units with assured profitability by modifying financial support to sourcing units within the organisational structure of the company.
434. To provide the sourcing units with mutually convenient delivery schedules by modifying communication with the sourcing units within the organisational structure.
435. To provide the sourcing units with mutually convenient delivery schedules by modifying communication with the sourcing units within the business policy of the parent company.
436. To provide the sourcing units with mutually convenient delivery schedules by modifying communication with the sourcing units within the work culture of the company.
437. To provide the sourcing units with mutually convenient delivery schedules by modifying communication with the sourcing units within the efficiency of the transporters.
438. To provide the sourcing units with mutually convenient delivery schedules by modifying transaction processing with the sourcing units within the organisational structure.
439. To provide the sourcing units with mutually convenient delivery schedules by modifying transaction processing with the sourcing units within the business policy of the parent company.
440. To provide the sourcing units with mutually convenient delivery schedules by modifying transaction processing with the sourcing units within the work culture of the company.

441. To provide the sourcing units with mutually convenient delivery schedules by modifying transaction processing with the sourcing units within the efficiency of the transporters.
442. To provide the sourcing units with clear demarcation of responsibility by modifying transaction processing with sourcing units within the business policy of the parent company.
443. To provide the sourcing units with clear demarcation of responsibility by modifying transaction processing with sourcing units within the work culture of the company.
444. To provide the sourcing units with clear demarcation of responsibility by modifying transaction processing with sourcing units within the rigid organisation structure of the company.
445. To provide the sourcing units with clear demarcation of responsibility by modifying contract with sourcing units within the business policy of the parent company.
446. To provide the sourcing units with clear demarcation of responsibility by modifying contract with sourcing units within the work culture of the company.
447. To provide the sourcing units with clear demarcation of responsibility by modifying contract with sourcing units within the rigid organisation structure of the company.
448. To provide financial support to sourcing units by modifying profitability to sourcing units within the business policy of the parent company.
449. To provide financial support to sourcing units by modifying profitability to sourcing units within the work culture of the company.
450. To provide financial support to sourcing units by modifying profitability to sourcing units within the rigid organisational structure of the company.

451. To provide financial support to sourcing units by modifying financial support systems to sourcing units within the business policy of the parent company.
452. To provide financial support to sourcing units by modifying financial support systems to sourcing units within the work culture of the company.
453. To provide financial support to sourcing units by modifying financial support systems to sourcing units within the rigid organisational structure of the company.