CHAPTER 1

INTRODACTION OF MANUFACTURING &EXPORT

Manufacturing is the process of converting raw materials. Components,
are parts into finished goods that meet a customer expectations. It invoices
various stages such as design production, and quality control, , export, on the
other hand, refers to the sale of goods and services to a country's economy by
promoting international trade and fostering economic growth. Together,
manufacturing and export contribute significant to a nation's industrial
development and global economic integration.

MANUFACTURING
The heart of innovation and production. In the dynamic world of
manufacturing. [Farida classic shoes p.Ltd ] stands as a beacon of excellence .
With a relentless of quality and efficiency, we transform raw materials into
exceptional products that redefine industries. Our commitment to precision,
sustainability, and cutting-edge technology propels us forward as a leading
force in the manufacturing landscape. Join us on a journey where innovation
meets production, and together, we shape the future.

EXPORT
The world of export, where opportunities transcend borders. Exporting
is the dynamic process of selling goods and services to international markets,
unlocking [Farida classic shoes p.ltd] ,we pride ourselves on navigating the
complexities of international trade, delivering quality products that resonate
with diverse markets. join us we embark on a journey beyond boundaries,
where every export is a bridge to new possibilities and global success.

IMPORTANCE OF MANUFACTURING &EXPORT

The importance of manufacturing and export is profound, contributing
significantly to economic development, global trade, and interconnectedness.
Here's a breakdown of their importance:
 MANUFACTURING
1. ECONOMIC GROWTH:
Manufacturing is a cornerstone of economic growth,
generating employment, fostering innovation, and contributing
substantially to a nation's gross domestic product (GDP)

2. JOB CREATION:
The sector provides employment opportunities at various skill
levels, from production line worker to engineers and managers,
supporting livelihoods and reducing unemployment.

3. INOVATION AND TECHNOLOGY:

Manufacturing drives technological advancements, from
process automation to the development of new material, enhancing
overall industrial and technological capabilities.

4. GLOBAL COMPETITIVENESS:
A strong manufacturing sector enhances a nation's
competitiveness in the global market, contributing to trade super
pluses and a positive balance of payments.

5. SUPPLY CHAIN IMPACT:

Manufacturing fosters a complex and interconnected supply
chain influence other sectors such as transportation, logistics, and
services, contributing to economic diversity. Sector such as
transportation logistics, and services, contributing to economic
diversity.
 EXPORT
1. MARKET EXPANSION:

Exporting allows business to tap into international markets, expanding

their customer base beyond domestic borders and increasing sales
opportunities.

2. REVENUE DIVERSIFICATION :

Engaging in export activities helps business diversify their revenue

streams, reducing dependence on a single market and mitigation economic
risks.

3. FOREIGN EXCHANGE EARNINGS:

Successful export ventures contribute to a country's foreign exchange

reserves, supporting a stable currency and enabling a favorable balance of
trade.

4. GLOBAL ECONOMIC INTEGRATION:

Exporting forts economic integration between countries, encouraging

co-operation, mutual benefit, and the development, contributing to the
overall economic and social development of nation.

5. JOB CREATION AND SKILLS DEVELOPMENT :

Export-oriented businesses often lead to job creation and skills

development contributing to the overall economic and social development of a
nation.

6. CULTURAL EXCHANGE:

Through export, countries engage in cultural exchange, fostering

understanding and collaboration between people from different background
and traditions. and collaboration between people from different background
and traditions.
7. TECHNOLOGY TRANSFER:

Export activities facilitate the transfer of technology and knowledge

between nations, contributing to innovation and advancements in various
industries.

In summary, manufacturing and export play pivotal in shaping

economies, fostering innovation, creation job opportunities, and facilitating
global cp-operation. Together, they from integral components of the modern
economic landscape, driving progress and connectivity on a global scale.

OBJECTIVE OF MANUFACTURING &EXPORT

The objective of manufacturing and export are multifaceted,
encompassing economic, social, and strategic goals:

1. ECONOMIC GROWTH:

The primary objective is to contribute to overall economic growth by

fostering a robust manufacturing sector. Exporting manufactured goods
amplifies this impact, injecting revenue into the economy and driving GDP
growth.

2. JOB CREATION:

Manufacturing aims to generate employment opportunities across

various skill levels. Export-oriented manufacturing further expands job
markets, reducing unemployment and improving living standards.

3. FOREINGN EXCHANGE EARNINGS:

Manufacturing for export seeks to earn foreign exchange through

international trade. This is essential for manufacturing a stable economy,
supporting imports, and meeting external financial obligation.

4.GLOBAL COMPETITIVENESS:

Manufacturing with a focus on export aims to enhance the

competitiveness of domestic industries on the global stage. This innovation,
and efficiency to meet international standards and market demands.
5. TECHNOLOGY ADVANCEMENT:

Manufacturing objective often include technology innovation and

advancement. Export-oriented manufacturing encourages the adoption of
cutting-edge technologies, contributing to a nation's overall technological
progress.

6.DIVERSIFICATION OF ECONOMY :

A key goal is to diversify the economy by developing a range of

manufacturing industries. This reduces dependence on specific sector and
enhances economic resilience in the face of global economic fluctuations.

7. INFEASTRUCTURE DEVELOPMENT:

Manufacturing and export activities necessitate robust infrastructure.

Objectives include the development of transportation, logistic, and
communication networks to support the efficient movement of goods
domestically and internationally.

8. PRODUCTIVITY ENHANCEMENT:

The objective is to improve productivity and efficiency with in the

manufacturing sector. Export-oriented manufacturing often drives business to
optimize processes, leading to increased overall productivity.

9. MARKET EXPANSION:

Export objectives include entering new markets and expanding the reach
of domestically Export objectives include entering new markets and expanding
the reach of domestically produced goods. This helps in reducing dependence
on a single market and diversifying the customer base.

10.TRATE BALANCE IMPROVEMENT:

Manufacturing for export aims to contribute to a favorable trade

balance by exporting more than importing. A positive trade balance
strengthens the country economic position and foreign exchange reserves.
11. INCOME GENERATION:

Manufacturing and export activities aim to generate income for

individuals and businesses involved in the production and export of goods. This
contributes to poverty reduction and overall economic well-being.

12. STRATEGIC PARTNERSHIPS:

Export objectives often include the establishment and strengthening of

strategic trade partnerships of strategic trade partnerships and alliances with
other nations. This promotes diplomatic ties and enhances geopolitical
influence.

In summary, the objective of manufacturing and export are

interconnected, with a collective aim to drive economic development, enhance
competitiveness, and improve the overall well-being of a nation.

NEEDS OF MANUFACTURING &EXPORT

Manufacturing and export play crucial roles in economic development.
Manufacturing meets domestic needs and generates exportable goods,
boosting a country economy. Exporting goods enhances foreign exchange
reserves, stimulates job creation, and fosters technological advancements.
Both contribute to GDP growth, infrastructure development, and global
economic integration.

MANUFACTURING EXPORTS FULFILL VARIOUS NEEDS

INCLUDING:

1. ECONOMIC GROWTH:

Exporting manufacture goods contributes significantly to a countries

economic growth by increasing GDP and fostering a vibrant industrial sector.

2. JOB CREATION :

Manufacturing and subsequent export activities create employment

opportunities, supporting livelihoods and reducing unemployment rates.
3 .FOREGIN EXCHANGE EARNINGS:

Exporting manufactured products generates foreign currency,

strengthening a countries balance of payments and providing resources for
imports.

4. TECHNOLOGICAL ADVANCEMENT:

Manufacturing for often involves adopting advanced technologies,

driving innovation and improving overall technological capabilities.

5. DIVERSIFICATION OF ECONOMIC:

A robust manufacturing sector allows a country to diversify sector allows

a country to diversify its economic base, reducing dependence on a single
industry or sector.

6. INFRASTRUCTURE DEVELOPMENT:

Meeting export demands necessities efficient transportation, logistics,

and communication infrastructure, contributing to overall economic
development.

7. GLOBAL MARKET INTEGRATION:

Export-oriented manufacturing facilitates integration into the global

market, exposing businesses to international competition and fostering
economic resilience.

8. SKILLS DEVELOPMENT:

The manufacturing sector requires a skilled workforce, leading to skill

development and knowledge enhancement in various technical fields.

9. VALUE ADDITION:

Manufacturing often involves value addition to raw material, increasing

the overall value of products and contributing to higher profit margins.

10. TRATE BALANCE IMPROVEMENT:

Successful manufacturing exports can help improve a country's trade

balance by earning more from exports than spending on imports.
 Focusing on these aspects can enhance the competitiveness and
sustainability of a country's manufacturing and export sectors.

SCOPE OF MANUFACTURING EXPORT

The scope of manufacturing and export depends on various factors such
as industry, market demand, and global economic conditions. Identifying niche
markets, ensuring quality standards, and adapting to emerging trends can
enhance opportunities for successful manufacturing and export ventures.
Conducting market research and staying informed about trade policies can also
contribute to a sustainable and competitive presence in the international
market.

The scope of manufacturing and export is broad and diverse, spanning

across various industries and regions. key aspects include:

1. INDUSTRY DIVERSITY:

Manufacturing and export opportunities exist in sectors like automotive,

electronics, textiles, pharmaceuticals, and more. Diversifying into emerging
industries can provide new scopes.

2. GLOBAL MARKET ACCESS:

Exporting allows businesses to tap into international markets, reaching a

wider customer base and potentially increasing revenue.

3. INNOVATION AND TECHNOLOGY:

Embracing technological advancement and innovation in manufacturing

processes can enhance product competitiveness, attracting global buyers. can
enhance product competitiveness, attracting global buyers.

4. SUSTAINABLE PRACTICES:

The demand for sustainable and eco-friendly products creates

opportunities for manufactures adopting green practices, meeting the growth
global awareness of environmental concerns.
5. E-COMMERCE AND DIGITAL PLATFORMS:

Leveraging online platforms for marketing and sales can facilitate

international trade, especially in the era of e-commerce.

6. TRATE AGREEMANTS:

Taking advantage of favorable trade agreements and understanding

international trade regulation can provide a competitive edge.

7. SUPPLY CHAIN OPTIMIZATION:

Efficient supply chain management, form production to delivery, is

crucial for successful international trade, reducing costs and enhancing
reliability.

8. CUSTOMIZATION AND PERRSONALIZATION:

Tailoring products to meet specific international market preference can

open up new opportunities and attract a diverse range of customers.

9. GOVERNMENT SUPPORT:

Government incentives, subsidies, and support programs for exporters

can enhance the scope of manufacturing and export initiatives.

10. MARKET RESEARCH:

Conducting thorough market research helps in identifying target

markets, understanding consumer needs, and staying ahead of industry trends.

Combining these factors strategically can create a robust foundation for

successful manufacturing and export ventures.

LIMITATIONS OF MANUFACTURING, EXPORT

Manufacturing and export endeavors face several limitation that can
impact their success:
1. GLOBLE ECONOMIC CONDITIONS:

Fluctuation in global economic conditions, recessions, or geopolitical

uncertainties can impact consumer demand and affect export volumes2.
CURRENCY EXCHANGE RATES:

Exchange rate fluctuations can influence the competitiveness of

exported goods and impact profit margins for manufacturers.

3. TRATE BARRIERS:

Tariffs, quotas, and trade restrictions imposed by various countries can

hinder the smooth flow of goods across borders, limiting market access.

4. LOGISTICAL CHALLENGE:

Transportation and logistics issues, including delays, damage, and high

shipping costs, can disrupt supply chains and affect the timely delivery of
goods.

5 .QUALITY STANDARDS AND COMPLIANCE:

Meeting diverse international quality standards and regulatory

requirements con be complex and costly for manufacturing, especially in
different regions with varying standards.

6. CULTURAL DIFFERENCES:

Understanding and adapting to diverse cultural preferences and

business practices is crucial for successful international trade but can pose
challenges.

7. INTELLECTUAL PROPERTY CONCERNS:

Protecting intellectual property can be challenging in some regions,

posing a risk of counterfeiting or unauthorized relocation of products.

8. POLITICAL INSTABILITY:

Political instability in either the exporting or importing countries can

disrupt trade relationships and impact the overall business environment.
9. MARKET SATURATION:

Some industries may experience saturation in certain markets, making it

challenge for new entrants to gain a foothold.

10. SUPPLY CHAIN DISRUPTIONS:

Natural disaster, pandemics, or other unforeseen events can disrupt

supply chains, affecting production schedules and export capabilities.

11. COMPETITIVE PRESSURES:

Global competition can be intense, requiring manufacturers to

continuously innovate and differentiate their products to stay competitive.

Understanding and navigating these limitations is essential for

businesses engaged in manufacturing and export to build resilience and sustain
success in the international marketplace.
CHAPTER 2
 COMPANY PROFILE
FARIDA GROUP

WELCOME TO FARIDA GROUP

We manufacture and market high quality men & women footwear and
finished leather. We operate through our three main business segments:
leather, uppers and shoe manufacturing units. Our products are sold under
popular brand names in more than 40 countries globally.

HISTORY

Farida group is a family owned business that was founded in 1957 by late Haji
Mecca Abdul Majid sahib at Ambur, TamilNadu, India. The first product was
the vegetable tanned (popularly known as East India tanned) goat skins.
In 1960, fulfilling Abdul Majid sahib's vision to move into overseas markets, we
become the pioneers in value addition starting with exports of finished leather
and shoe upper to USA, Germany and Italy.

In mid 1970s, Rafeeque Ahmed Mecca expanded the product line from
shoe upper s to complete shoe making. He started operations in Chennai
(madras ) and also moved the group headquarters there.

Farida, today, has expanded to 12 plants in the last five decades.

For the last forty years, we have primarily targeted the international
market. Europe makes up close to 47% of our group sales with Asia Pacific and
North Americas each accounting for close to 26-27%.

MANAGEMENT

Presently, the Farida group comprises of a private holding company and

its 11 subsidiaries. The board meets regularly to review the strategic
framework and policies of the company operations, oversee capital
investment, exercise risk and quality management measures, and apply
financial and compliance diligence.

The management

Rafeeque Ahmed Mecca chairperson

Rafeeque Mecca stared his career in 1963 under the guidance of

late Haji Mecca Abdul Majid sahib and took over full control of the
business after his father's demise in 1965. under his guidance farida has
grown from a tannery to many shoemaking division. He was
instrumental in diversifying the business by starting upper making
factories in late 1960s and then established full shoe making factories in
1980s. He become chairman of the group in the year 1996. He is a
distinguished figure in the industry and he has held various notable
positions in the different industrial association in the country.

Affiliations:

* He was awarded the Padmashri, the fourth highest civilian award of

republic of India in 2011 for his achievement in trade and commerce.
 * president - southern India chamber of commerce and industry.

* president - all India Hides and skins tanners and merchants association,
a 95 years old organization - 1999 till date.

* member - research council of central leather research institute - 2004

till date.

* chairman - Ambur economic development organization ltd, Ambur.

The managing directors

> Irshad Mecca, managing director

Representating company:

*Farida sshoes p.ltd

* Arcot soles p.ltd

* Farida leather ware limited

* Farida shoes pvt. Ltd. palms unit

> Iqbal Ahmed Mecca, managing director

Representating company :

* Farida classic p.ltd

* Delta shoes p.ltd

* Aston shoes p.ltd

* Nadia shoes p.ltd

> Israr ahmed mecca managing director

Representating company :

* Farida prime tannery

* India shoes - upper division stanford shoe division

* Jafra Insoles private limited

 * Farida tannery PLC, ethlopa

Affiliations :

^ Vice-president - federation of India export organizations.

^ Regional chairman south - council far leather exports.

> Ashfaque Ahmed Mecca, managing director

Repersenting company:

* India shoes export p.ltd

* Kenmore shoes p.ltd

Company branch's
> Farida shoes private limited (FSPL)

Farida shoes private ltd. Was established in the year 1976 at

Ambur. It is a full shoe factory, being one of the biggest facilities in south
India.

Farida shoes specializes in making cemented and moccasin construction

articles. The factory is certified with ISO 9001:2015 from BV.

Estd : 1976

Managing Director : Irshad Ahmed Mecca

Corporate Office : Ramapuram, Chennai 600 089, Tamil Nadu, India.

Factory : Ambur635 802, Vellore district Tamil Nadu,

India.

Product line : Dress formals, dress casuals, sporty and boots

contavt : zubair ahmed(Admin manager)

Hand phone : +91-8939806304

Email : fspladmin@farida.co.in
 > Arcot soles private limited (ASPL)

ASPL was established in the year 2005 as a spinoff from Farida leather
ware private ltd., with a manufacturing facility of

Further to the above it has a sole fabrication facility to fabricate Rubber

/ TPR soles welt production line. It has a in-house tool room facility to promptly
address and fix the mold related issues.

Estd : 2005

Managing

Director : Irshad ahmed mecca

Factory : Thutipet, Ambur 635 811, Vellore district, Tamil Nadu, India.

Product line : TPR / TPU soles, Rubber soles, EVA foot beds, and sole
fabrication.

Phone : +91-4174249639

Email : asplhod@farida.co.in

> Farida Classic Shoes private Limited(FCPL)

Farida Classic shoes Private Ltd is the first full-fledge full shoe factory
within the group.

Estd : 1981

Managing

Director : Iqbal Ahmed Mecca

Corporate

Office : Ramapuram, Chennai 600 089, Tamil Nadu, India.

Factory : Ambur 635 802, Vellore district ,Tamil Nadu, India.

Product line : dress formals, dress casuals, women shoes & boots.

Contact : Aneesh Ahmed (General manager).

Email : fcsgm@farida.co.in

Phone : +91-4174 244401

Delta shoes was incorporated in 1987. Initially our factory was set up to
manufacture the ladies full shoes to supply to Germany, UK, & korea. Later we
moved focus to make uppers for women footwear.

Estd : 1987

Managing

Director : Iqbal Ahmed Mecca

Factory : Ambur, 635 802, Vellore district, Tamil Nadu, India.

Product line : upper for exports

Contact : A. sivakumar (General Manager)

Email : dsplgm@farida.co.in

> Farida prime tannery(FPT)

Estd : 1957

Managing

Director : Israr Ahmed Mecca

Corporate

Office : Ramapuram, Chennai 600 089, Tamil Nadu, India.

Tannery : FPT Complex Ambur 635 811, Vellore district, Tamil Nadu
,India. Product line: Cow, goat and sheep leather full chrome semi
chrome

Phone : +91-44 22522518

Email : fptadmin@faridatannery.com

> India Shoes Export privat Ltd(ISEPL)

Estd : 1981
 Managing

Director : Ashfaque Ahmed Mecca

Corporate

Office : Ramapuram, Chennai, 600089, Tamil Nadu, India.

Product line : Gore tax - water Proof, dress formals, Sporty & upper
export.

Head - ISPL : P. Sridhar

Phone : + 91-4445921500

Email : sfgm@indiashoesexports.in

> Kenmore shoes private Limited

> Farida Tannery PLC- Ethiopia

> Farida shoes p.ltd palms unit

> Aston shoes p.ltd

> Nadia shoe pvt.ltd

CORPORATE COCIAL RESPONSIBILITY

As a responsible corporate citizen FARIDA consciously undertake various
developmental initiatives in and around its facilities.

AREAS OF INTERVENTION

Farida's initiatives broadly cover the following

* Health

* Education

* Environment

* Disaster Rellef and Rehabilitation

 Presently, our efforts are to focus on some of the key areas which make
a long term impact on the quality of people in Ambur.

OUR APPROACH

Farida primarily works with its own team of volunteers in design and
implementing customized and high impact CSR projects. The thrust in Farida's
approach is sustainability of its community initiatives .Wherever specialized
resource is required to address a community need, Farida partners with
reputed government/non-government agencies.

COMMUNITY
Employee Welfare

Farida's initiative for the community include,

HEALTH AND SAFETY

* Eye camp screening / spectacle distribution

* Pulse polio camps

* Children's clinic

* Ambulance service

* Water treatment plant for schools

* clean drinking water supply

EDUCATION

* Education cum career guidance fair

* Tuition centres

* Anganwadi renovation

* Girl Child Rights Program

ANTI SEXUAL ARASESMENT

ENVIRONMENT

Employee Welfare

Various environmental stewardship practices - both inside the

facilities and in the communities - are aimed at preserving the
environment. Our approach to resource conservation is Reduce, Reuse and
Recycle. Our facilities operate using Wind energy for most part of the year
and hence ensure minimal usage of fossil fuel. Green Neighborhood, solid
waste management etc are few of the initiatives implemented.

* Green Neighborhood

* Solid waste management

* Minimized fresh water usage

 * Zero liquid discharge through 5 stage RO Plant

* Maximun Renewable energy

* Solar panels for steam generation

* Bio Brigitte replacing fossil full for boiler heating

MISSION OF THE COMPANY

"Move the world forward"

OBJECTIVIES OF THE COMPANY

"TO fulfill the customer requirement within the stipulated time"

QUALITY PROFILE

The objective of the quality assurance of the Farida Group is to "achieve

maintain and improve the nuclear safety by meeting applicable laws,
regulations, codes and standards, as well as the quality requirements of
customers, and by providing customers with safe and reliable products and
services". To accomplish this objective, the quality assurance policy has been
developed as follows, for implementation of the tasks provided to the
customers in various stage (research and development, planning and design,
procurement, manufacture, installation, commissioning, after-operation
service and decommissioning) of the Farida Group power plants.

HIGHLIGHTS OF FARIDA SHOES P.LTD

* Longest public sector

* Leading manufacture

* World Wide Reputation

* Annual turnover 80Cr

* High Standard of Perception

* Quality product

STOCK INFORMATION STOCK INFORMATION

* The stock information mainly used in the company such as

* Raw material

* Others

PRODUCT PROFILE

Leather has a number of very special, natural properties: it is breathable,

heat-insulating, stretchy, tear proof and abrasion-resistant and acts a barrier
against moisture evaporation. It is also robust, making the shoe more stable
and functional. From a stylistic point of view, it gives the shoe its very unique
look.

Leather is a strong and sturdy material that can withstand wear and tear
better than canvas, which can easily become worn or torn over time. Comfort:
Leather shoe tend to be more comfortable than canvas shoes, as leather is a
softer and more flexible material that conforms to the shape of the foot over
time.

It can be formed, sewn, and made waterproof without losing its

breathability. It is also very robust and offer excellent protection against foot
injuries. You will never sweat as much in leather shoes, compared to those
made from other materials

PRODUCT PROFILE

A shoe is an item of footwear intended to protect and comfort the

human foot. Though the human foot can adapt to varied terrains and climate
conditions, it is vulnerable, and shoes provide protection. From was originally
tied to function but over time shoes also become fashion items.

Tongue, Heel cap, Vamp, Front cap, upper leather, Heel lining, Lining
leather, Frame, sole, Cover sole, Mid sole, Running sole, Intermediate patch,
top piece.
TONGUE

The shoe tongue is a strip of material located under the laces of a shoe.
The tongue sits on the top center part of the shoe. Its attached to the vamp in
front of the shoe and the quarter in the back of the shoe. It protects the top of
the foot and prevents laces from rubbing against the foot.

HEEL CAP

The rear part of the foot bed, whether found in a clog, sandal, slipper or
any other form of shoe, is called the heel cap. As the name implies, the heel
area here is embedded in a kind of shell. i.e. a slightly raised edge, in order to
increase the stability of the foot in the shoe.

VAMP

The section of upper that covers the front of the foot as far as the back
as the join to the quarter.

LINING LEATHER

The lining of a shoe surrounds the foot from all sides and its job is to
keep your foot warm and dry whilst optimally regulating the moisture balance
inside the shoe.

UPPER LEATHER

Leather upper refers to the material used for the upper part of a shoe
which covers the top and sides of the foot. The upper shoe is more than just a
decorative part. It's a crucial element that provides support, stability, and
protection for your foot and ankle.

SOLE

The sole is the bottom part of the shoe. It is sometimes referred to as

two separate pieces: insole and outsole. The insole is the part of the shoe that
has direct contact with the bottom of your foot. The shoe's outsole is the
portion that contacts the ground when you walk.
TOP PIECE

Top piece (or) Top Lift The very bottom part of the heel that comes in
direct contact with the ground. It can be replaced when worn out, extending
the life of the shoe.

PRODUCT SAFETY

Best foot forward for our product implies very high standards of product
safety. It also implies that the product is manufactured using safe practices at
work. Our customers expect the manufacturing units to be fully compliant, and
it provides us additional frameworks to assure a high standard of product
safety and quality and social and environmental compliances. Health and
safety impacts are assessed for 100% of our significant product and service
Health and safety impacts are assessed for 100% of our significant product and
service categories for improvement. Product and service information including
the sourcing of components particularly about substances that might produce
an environmental or social impact is required by our internal organizational
guidelines

CERTIFICATE'S/AWARDS
THE FARIDA SHOES P.LTD SIX MAJOR DEPARTMENTS THEY ARE;

* Personal department

* Production department [upper, sole (bottom)]

* Purchase department

* Finance department

* Quality assurance department

* Finished goods sales department

* Sales department

* Engineering department (PED)

PERSONNEL DEPARTMENT:

The following are the major function of the personnel department

* Manpower

* Recruitment

* Placement

* Induction

* Training & development

* Transfer

* Transfer

* Maintenance of development

* Documentation

* Statutory compliance of all industrial lands

 * Industrial relation and public relation Another department

*Cutting

*socks

*Logistics

*Leather

*Material store

*Planning

*Chemical testing lap

*IED (Industrial Engineering Department)

*Acceptance quality Level

*Packing

*Export

*Costing

*HR (Human Resource)

*S.P.C (Statistical Process Control)

*Focal point

*IR [Industrial Relationship, Investor Relation] etc.

QUALITY CONTROL OF EMPLOYEES:

* Manpower & Recruitment

* Training * Medical examination

* Assessment
SAFETY MEASUREMENT

The Farida Shoes is providing the safely measurements for the

employees to protects from all the danger. The measurements are

* Gloves

* Helmet

* Ear machine

* Cap

* Spectacles

Company organization chart

Chairman

Managing Director(MD) Chief Operating Officer

General Manager(GM) Manager's(HR, Adimistrator) Incharges Supervisor Welfare, Assistant Workers

CHAPTER 3
 REVIWE OF LITERATURE
INTRODUCTION

Review of literature is a systematic survey on the facts and figures of

previous researches on a particular topic. It is a collection of major findings of
past researches. It is useful to understand what has happened in the topic
during the past period. In every research, there are certain preliminary works
and the review of literature is one of them. A detailed literature on
manufacturing and export related issues are given in this chapter.

A review of the research in the literature between 1998 and 2005

Carlos MP Sousa, Francisco J Martinez - Lopez, Filipe Coelho

International Journal of Management Reviews 10 (4), 343-374,

2008

Considerable attention has been paid to the determinants of export

performance. However, despite this research effort in identifying and
examining the influence of such determinants, the literature is characterized
by fragmentation and diversity, hindering theory development and practical
advancement in the field. This paper attempts to review and synthesize the
knowledge on the subject. As a result, this study reviews and evaluates 52
articles published between 1998 and 2005 to assess the determinants of
export performance. The assessment reveals that: (a) more studies have been
conducted outside the USA; (b) the majority of the studies focus on
manufacturing firms, with relatively few studies examining the service sector;
(c) the majority of the export studies continue to focus on small to medium -
sized firms; (d) there isa Continuous increase in the sample size; (e) despite the
problems that may arise from the use of single informants, it seems that none
of the studies reviewed here collected data from more than one informant in
the firm: () an increasing number of studies have been using the export
venture as the unit of analysis; (g) the level of statistical sophistication has
improved; (h) the use of control and moderating variables in export
performance studies has increased: (i) more studies have started to include the
external environment in their models, including domestic market
characteristics; and ) market orientation as a key determinant of export
performance emerges in this review. Finally, conclusions are drawn, along with
some suggestions for further research. An analytical review of the factors
stimulating smaller firms to export: Implications for policy - makers

Leonidas C Leonidou, ConstantineS Katsikeas. Davananda

PalihaN2dana

International Marketing Review 24 (6), 735-770, 2007

Purpose

83

Although exporting can offer many benefits to smaller manufacturers, a

large number of these firms refrain from export operations as a result of
insufficient stimulation. This paper seeks to critically analysis and creatively
synthesis the reasons that may stimulate a smaller firm to export, based on a
review of 32 empirical studies conducted in various parts of the world during
the period 1974 2005.

Design/Methodology approach

A total of 40 export stimuli were systematically identified from the

extant empirical literature which for analytical purposes, were divided into
internal and external, as well as proactive and reactive. Within each study,
stimuli were ranked in terms of their importance, frequency, or intensity, and
the aggregate impact of each stimulus in all studies under review was
evaluated.

Findings

The review revealed that export stimulation stems from a variety of

factors, and may vary according to time, spatial, and industry contexts.
Irrespective of Contextual factors, there are certain motives that systematically
play a key role in encouraging smaller firms to export, such as the desire to
achieve extra sales, profits, and growth, utilise better idle production capacity,
exploit a unique/patented product, avoid the threats of a saturated domestic
market, reduce home market dependence, and respond to unsolicited orders
from abroad. Some of these motives may lead to an opportunistic approach to
exporting, while others denote deliberate export adoption. It was also shown
that, although there are numerous other stimulating factors, with a lower
impact on exporting. These should not be underestimated because their role
may increase under certain conditions or become complementary to export
stimuli with a stronger impact.

Research limitations/implications

The findings of the study have serious implications for both public and
company policy makers. Policy makers may use this insightful analysis of
export stimulation as a guide to developing proper export promotion program
and sound export marketing strategies.

Originality/ value

The paper offers a comprehensive review and synthesis of all factors

with a possible stimulating effect on exporting; evaluates the aggregate effect
of each factor, as collectively derived from all empirical studies Conducted on
the subject: and provides an in - depth analysis of the nature and the
stimulating mechanism of each factor.

Emine Kilavuz, Betül Altay Topcu

International Journal of Economics and Financial lssues 2 (2), 201-

215, 2012

The correlation between growth in export and economic growth, which

is called "Export-led Growth Hypothesis" in the literature, is still a current issue
in both the theoretical and empirical literature. In the present study, the effect
of different classifications of export and import on economic growth in 22
developing cOuntries in the 1998 - 2006 period was tested based on two
models, via panel data analysis. According to the results of the first model, the
analysis of which included variables such as high and low tech manufacturing
industry exports, investment and population, it was found that only two
variables, high-tech manufacturing industry export and investment, have a
positive and significant effect on growth. In addition to the first model which
included the analysis of all variables, the second model investigated the effect
of high and low-tech manufacturing industry imports on growth. The findings
revealed that only high-tech manufacturing industry export, investment and
low-tech manufacturing industry import have a positive and significant effect
on growth.

Jieke Chen, Carlos MP Sousa, Xinming He

International marketing review 33 (5), 626 670, 2016

Purpose The purpose of this paper is to synthesize and evaluate recent

studies on determinants of export performance.

Design/methodology approach

Using a vote-counting technique this paper reviews 124 papers

published between 2006 and 2014 to assess the determinants of export
performance.

Findings

The results indicate that significant progress has been made during
these nine years and that: numerous new determinants are identified, data
quality and statistical biases have received considerable attention, and
interaction and indirect relationships are considered. However, at the same
time, the research of export performance is still limited by a lack of synthetic
theoretical basis, inconsistent empirical test results, and insufficiency in the
research framework and statistical methodologies.

Originality/value

Export performance has received increasing attention over recent

decades, but the area is still characterized by fragmentation and diversity
hindering theoretical and practical development. This paper integrates the
findings of recent studies on export performance and provides further
discussion from both theoretical and methodological aspects, and points out
the directions for future research.

Justin Paul, Rahul Dhiman

International Marketing Review 38 (5), 1082-1111, 2021

Purpose
 This review has two purposes: (1) to systematically analyse the
literature on export competitiveness (EC) and (2) to provide an overview of
various determinants and the methodological trends in the subject field,
making it possible to develop a roadmap for future researchers.

Design/methodology approach

The systematic literature review (SLR) method was employed in this

paper. The authors have covered three decades of research articles published
in Scopus listed journals between 1991 and 2020. The determinants of EC are
synthesized and widely used theories, and methodologies are identified and
classified. The authors have also provided directions for future research.

Findings

The key determinants identified are labour and capital productivity,

labour costs, exchange and real effective exchange rate (REER), domestic gross
domestic product (GDP), trade liberalization and barriers. The findings reveal
that EC is now a scientific measure, since the studies in this subject field have
moved towards measuring EC and its determinants.

Originality/value

There has been no comprehensive review in this area exploring the

theories, context, constructs and methodologies until now. Therefore, this
review provides deep insights into the topic and also offers a unified picture of
the subject field.

Kurt J Miesenbock

International Small Business Journal 6 (2), 42-61, 1988

Kurt J. Miesenbock is a lecturer at the University of Economics, Vienna,

Austria. The present literature on international business falls into two main
categories: the first covers multinational corporations, their development,
organizational and marketing problems, and strategies; the second comprises
the internationalisation of small and medium-sized businesses. Early
publications on this issue appeared in the early 1960s and since then the issue
has gained more and more importance. However, the extensive literature
based on empirical studies is full of inconsistencies and a conclusive theory of
small business internationalisation is far from available. In addition to this the
relevant literature is widely scattered and difficult to obtain with the result
that few analysts appear to be aware of more than a proportion of what has
been written. The aim of this paper is to compile, systematise and compare all
those empirical studies on the export behaviour of small and medium-sized
firms to provide a useful basis for further research.

Goitom Tesfom, Clemens Lutz

International journal of emerging markets 1 (3), 262-281, 2006

Export strategies are discussed by various theories in the management

science. Cavusgil and Zou (1994) investigated the marketing strategy-
performance relationship in the context of export ventures. They pointed out
that the marketing strategy in an export venture is determined by internal
forces such as firm and product characteristics and external forces such as
industry and export market characteristics (Figure 1). The performance of the
export venture, in turn, is determined by the export marketing strategy and
firm's capability to implement the export marketing strategy. The framework is
relevant for our study because the analysis of export performance will not only
specify whether targets are attained but also what the major problems are in
the organization of export marketing.

Gerald K Helleiner

Policies for Development: Essays in Honour of Gamani Corea, 123-

153, 1988

The precarious condition of the global financial system has generated a

wide range of suggestions for reform, and continuing advocacy of 'adjustment'
for the developing countries. Among the most consistent instruments
suggested for achieving the twin objectives of more stable development
finance and structural adjustment in production is a quite traditional one:
direct foreign investment. Too much reliance was placed upon debt finance in
the 1970s, particularly short-term debt, the argument runs, a form that has
proven highly unpredictable both in its servicing obligations and in its gross
flow to the developing countries; its future is now very much in doubt, except
for those few creditworthy countries who "under borrowed' in the past (e. g.
India, Malaysia), as commercial banks attempt to restructure their portfolios in
response to the adverse experience of the post-1981 period. At the same time,
the urgent need for key inputs of management and marketing skills,
technology, and know how in nontraditional' tradable goods and services
sectors into which the balance of payments pressures of recent years are
driving the developing countries seem most readily available in the familiar
and traditional packaged' form of direct foreign investment, however desirable
it might be to shop' for individual components thereof in less desperate and
more leisurely times.

Vijay Narayanan

Entrepreneurial Business and Economics Review 3 (2), 105-123, 2015

The purpose of this article is to understand the barriers faced by small

and medium s0zed enterprises in their path to internationalization. The
intention of this paper is to provide an overview about the barriers faced by
SMEs in their path to internationalization and discuss in detail different
approaches taken by SMEs to overcome these barriers. This article is a
literature review on the barriers faced by SMEs in internationalization and new
approaches in this domain based on Leonidou' s (1995, 1998, 2004) model of
export barrier classification. Modern approaches by SMEs are effective in
handling most of the traditional challenges posed in internationalization. Firms
have evolved in handling internal barriers by finding dynamic solutions from
within. SMEs need support from governmental and policy makers to overcome
external barriers. Indications on the work to be done in overcoming certain
barriers which impede the internationalization of SMEs are more in the context
of external barriers. The originality of this work is in creating a framework of
barriers and finding solutions to some of the identified barriers.

Teerawat Charoenrat, Yot Amornkitvikai

Global Business Review, 09721509211000207, 2021

Manufacturing exports are deemed to be a significant driver of China'

economic growth. This article uses the World Bank' s Enterprise Survey in
China to investigate the factors that significantly exert their effect on the
export intensity of Chinese manufacturing firms. The maximum likelihood
estimation, with the Tobit regression model, is adopted to capture the export
intensity among Chinese manufacturers. This empirical evidence suggests that
foreign direct investment (FDI), chief executive officer (CEO) gender, research
and development (R&D), innovation and foreign, imported technologies
significantly and positively influence Chinese manufacturing firms export
intensity. In contrast, firm age and skilled labour are not significant factors in
driving export intensity. Evidence-based policy implications and
recommendations are also provided to enhance the export performance of
Chinese manufacturing firms.
CHAPTER 4
 RESEARCH METHODOLAGY
RESREACH DESIGN

The study is to investigate the factor that influence or affect the

Manufacturing & Export of the company. The study focuses its attention
towards bringing up of the manufacture of the company and describes them as
such. As the feeling cannot be measures the researcher chooses the
descriptive research design to place the facts as such.

FORMULATION OF RESEARCH PROBLM

Manufacturing is an important factor for the functioning of an

organization. For some product manufacture is obtained through monetary
benefits or by psychological factor.

The study based on manufacturing & export of their work it is necessary

to take some established factor like pay, working conditions, welfare measure,
and prospects are analyzed and made as a problem for this study. So research
as chosen the topic of A STUDY ON MANUFACTURING &EXPORT IN FARIDA
CLASSIC SHOES P.LTD.

METHOD OF DATA COLLETION

Questionnaire method of data collection is the most common

instruments of data collection contain a set of questions logically related to a
problem of study. The respondents were required to answer the question by
themselves; the questions are explained to the respondents because all of
them are uneducated. The researcher believed that, the questionnaire framed,
may lead to gather the relevant data’s in a successful manner. The researcher
framed the questionnaire in English.

The questionnaire was based on different objectives of the study namely.

Personal data

Payment

Working conditions
 Welfare measure

Work itself and

General

SAMPLING PLAN

The first step in the population sampling is to decide the sample

population.

SELECTION OF SAMPLING

The survey has been conducted by the researcher within the FARIDA
CLASSIC SHOES P.LTD.

SAMPLE SIZE

Hare the sample size is 100 product & employees.

PILOT STUDY

During the time of formulation of the questionnaire by the researcher.

The questionnaire has been pretested with 30 questionnaires then the
questionnaire was redesigned by the researcher.
CHAPTER 5
 DATA ANALYSIS AND INTERPRETATION

The term analysis refers to the computation of certain measures along

with searching for patters of relationship that exist among data-groups. The
analysis of performed with the purpose of summarizing the collection data and
organizing these in such a manner that they answer the research question(s).

DATA ANALYSIS

In data analysis the three main objectives are: getting a feel for the data,
testing the goodness of data, and testing the hypotheses developed for the
research. The feel for the data will goodness of data and testing the
hypotheses developed for the research. The feel for the data will give
preliminary ideas of how good the scales are, how well the coding and entering
of have been done, and so on. The second objective – testing the goodness of
data – can be accomplished by submitting the data for factor analysis,
obtaining the Cron-bach”s alpha or the split-half reliability of the measures,
and so on. The third objective-hypotheses testing – is achieved by choosing the
appropriate menus of the software programs, so test each of the hypotheses
using the relevant statistical test. The result of these tests will mine whether
or not hypotheses are substantiated.

EDITING

The customary first step in analysis is to edit the raw data. Editing
detects errors and omissions, corrects them when possible, and certifies that
minimum data quality standards have been achieved. corrects them when
possible, and certifies that minimum data quality standards have been
achieved.

CODING

Coding involves assigning numbers or other symbols to answers so the

responses can be grouped into a limited number of classes or categories.
Coding helps the researcher to reduce several thousand replies to a few
categories the critical information needs for analysis.

TABULATION

Tabulation is the orderly arrangement of data in rows and columns

alternatively it, the counting in the number of case which fall into the
established categories.

INTERPREATION

Interpretation refers to the task of drawing inferences from the

collected facts after an analytical and / or experimental study. Interpretation is
essential for the simple usefulness and utility of research findings lie in proper
interpretation.

AGE GROUP OF EMPLOYEES

S.NO AGE NO OF NO OF
RESPONDENTS PERCENTAGE
1 18-25 year 18 18%
2 26-30 year 36 36%
3 31-40years 40 40%
4 41-50years 3 3%
5 50above 3 3%
6 Total 100 100%
 AGE GROUP OF EMPLOYEES
3% 3%

18%
18-25years
40% 26-30years
31-40years
36%
41-50years
50above

INTERPRETATION

The above table shows that,

18% of the respondents belong to 18-25years,

18

36% of the respondents belong to 26-30years,

26

40% of the respondents belong to 31-40years,

31

3% of the respondents belong to 41-50years,

41

3% of the respondents belong to 50above.

MARITAL STATUS OF EMPLOYEES

S.NO MARITAL NO.OF NO.OF

STATUS RESPONDENTS RESPONDENT
1 Married 65 65%
2 Unmarried 35 35%
3 Total 100 100%
 MARITAL STATUS OF EMPLAYEES

Unmarried
35%
Married
65%

INTERPRETATION

The above shows that,

65% of respondents belong to married.

35% of respondents belong to married.

EDUCATION QUALIFICATION

S.NO Education NO.OF NO.OF

qualificatio
qualification Respondents Percentage
tage
1 School level 4 4%
2 ITI 15 15%
3 Diploma 25 25%
4 Bachelor 26 26%
degree
5 Others 30 30%
6 Total 100 100%
 EDUCATION QUALIFICATION
35
30
25
20
15
10
5
0
School ITI Diploma Bachelor Others
level degree

INTERPRETATION:

The above table shows that,

4% of the respondents belong to school level,

15% of the respondents belong to ITI,

25% of the respondents belong to Diploma,

26% of the respondents belong to bachelor degree,

30% of the respondents belong to others.

MANTHLY INCOME OF THE EMPLOYEES

S.NO Monthly No. Of No. Of

income of Respondent Percentage
the
employee
1 Up to 10,000 13 13%
2 10,000-20,000 32 32%
3 20,000-30,000 30 30%
4 30,000-40,000 20 20%
5 40,000above 5 5%
6 Total 100 100%
 Monthly income of the employees

35%
30%
25%
20%
15%
10%
5%
0%

INTERPRETATION:

The above table shows that,

13% of the respondents belong to Up to 10,000,

32% of the respondents belong to 10,000-20,000,

30% of the respondents belong to 20,000-30,000,

20,000

20% of the respondents belong to 30,000-40,000,

30,000

5% of the respondents belong to 40,000above.

ANNUAL PRODUCTION OF COMPANY

S. No Years Production
1 2018 4,50,000
2 2019 4,00,000
3 2020 5,30,000
4 2021 5,70,000
5 2022 6,00,000
 Annual Production
2022

2021

2020

2019

2018

0 100000 200000 300000 400000 500000 600000 700000

INTERPRETATION

The above table shows that,

2018 of the respondents belong to 4,50,000 units ,

2019 of the respondents belong to 4,00,000 units,

2020 of the respondents belong to 5,30,000 units,

2021 of the respondents belong to 5,70,000 units,

2022 of the respondents belong to 6,00,000 units.

ANNUAL PRODUCTION OF COMPANY RAW MATERIAL

INPUT&OUTPUT

S. No Year Input Output

1 2018 100 98
2 2019 100 90
3 2020 100 93
4 2021 100 95
5 2022 100 99
 102
100
98
96
94
Input
92
90 Output
88
86
84
2018 2019 2020 2021 2022

INTERPRETATION

The above table shows that,

2018 of raw material in input of 100 at the output is 98,

2019 of raw material in input of 100 at the output is 90,

2020 of raw material in input of 100 at the output is 93,

2021 of raw material in input of 100 at the output is 95,

2022 of raw material in input of 100 at the output is 99.

COMPANY WATER LEVEL CONSUMPTIONS
 Annual Export

S. No Year Export
1 2018 4,30,000
2 2019 3,90,000
3 2020 5,20,000
4 2021 5,50,000
5 2022 5,95,000

Annual Export

2022

2021

2020

2019

2018

0 100000 200000 300000 400000 500000 600000

INTERPRETATION:

The above table shows that,

2018 of the respondents belong to 4,30,000 exports

2019 of the respondents belong to 3,90,000 exports

2020 of the respondents belong to 5,20,000 exports

2021 of the respondents belong to 5,50,000 exports

2022 off the respondents belong to 5,95,000 exports

LEVEL OF GOODS EXPORTS

S. No Production(output) Export Percentage

1 100 95 95%
 2 100 97 97%
3 100 96 96%
4 100 95 95%
5 100 98 98%

Level of Exprot
102
100
98
output2
96
exprot
94
92
1 2 3 4 5

INTERPRETATION:

The above table shows that,

Output is 100 to respondents belong to 95 export,

Output is 100 to respondents belong to 97 export,

Output is 100 to respondents belong to 96 export,

Output is 100 to respondents belong to 95 export,

Output is 100 to respondents belong to 98 export.

PRODUCTION FEEDBACK IN COMPANY

S. No Level of No. Of No. Of

feedback Respondents percentage
1 Very good 16 16%
2 Good 52 52%
3 Average 26 26%
4 poor 6 6%
 PRODUCTION FEEDBACK

Poor
6% Very good
15%
Average
25%

Good
54%

INTERPRETATION

The above shows that’s,

16% of respondents belong to very good.

56% of respondents belong to good.

22% of respondents belong to average.

6% of respondents belong to poor.

EXPORT FEEDBACK IN BUYERS

S. No Level of No. Of No. Of

Feedback Respondents Percentage
1 Very good 20 20%
2 Good 60 60%
3 Average 11 11%
4 Poor 9 9%
 EXPORT FEEDBACK IN BUYERS
60%

50%

40%

30%

20%

10%

0%
Very good Good Average Poor

INTERPRETATION

The above shoes that’s,

20% of respondents belong to very good.

60% of respondents belong to good.

11% of respondents belong to average.

9% of respondents belong to poor.

CHAPTER 6
 FINDINGS &CONCLUSION
FINDINGS

* Majority of 36% employees were fully production towards nature of

work 3% of the employees were production towards present working.

* Majority of 65% employees to married 35% of employees to

unmarried.

* Majority of 30% employees to skill qualified in education 4%

employees to qualified work filed.

* Majority of 30% employees collected to average salary 5% employees

collected in our skilled base salary.

* Majority of 6,00,000 (units) product manufacture in 2022 an

4,00,000(units) product manufacture in 2019

* Majority of 99% output product in production filed 93% output

product is manufactured.

* Majority of 98% goods exported 95% goods towards exporting.

* Majority of 52% average feedback in giving production filed 6%poor

feedback give in production filed.

* Majority of 60% average feedback gives to export side 9% poor

feedback gives to export side.

CONCLUSION'S

Conclusion of manufacturing

In producing a good product every step have to be taken in its right

order, starting from designing the desired product to the material selection.
The material need to be considered from a few aspect which are material
availability, cost and so on before planning the product.

The nest stage which is the product development prototype variation

are the most important part is the production part. The risk assessment and
goal assessment have to be considered thoroughly before stars the detailed
process flow. The materials need to undergo every process required with the
right measurement, the right equipment and the right skills. The processes that
are required for materials are not the same for every material. Some might
need the certain process and some might not need to undergo the certain
process. The duration of the process also need to be taken care of.

Before reaching the customers, a product needs to reach the aspect of

process validation and product design conformation. Then only the delivery
order can be issued and the production can be continued and improved as
well.

Conclusion of export

The Foreign Trade Development and Regulation Act, 1992 guides India's
export-import policies. India's foreign trade development and regulation act
regulates and promotes foreign trade. A new foreign trade act replaced the
1947 imports and exports act, and the DCFT is the main governing body for
Exim policy.

Exports facilitate and boost international relations between countries. They

provide access to new technologies and learning from diverse markets. With
increased sales, the cost of production can be lowered, and risks can be
diversified across countries.