strategy Formulating by SWOT and QSPM matrix (case study: Sanitary ware company of Golsar Fars)
Mina Salehi1, Jalal Ebrahimi Askari2, Shaghayeghe Behrouzi 3
1
MA in industrial management-Operations Research Trends,Department of management, Science and
Research, Islamic Azad University, Fars, Iran; E-mail: Mina_salehi333@yahoo.com
2
3
MA of business management, Expert of customs affairs, Tehran
Customs;Email:jalalebrahimi18@gmail.com
MA in industrial management-Operations Research Trends,Department of management, Science and
Research, Islamic Azad University, Fars, Iran;E-mail:shaghayegh_behrouzi@yahoo.com
Abstract
The present study aimed to formulate strategy of sanitary Ware Company of Golsar Fars to increase the
production and growth of products of this company. Thus, at first the mission and vision were
investigated and by the analysis of internal and external environment of the organization, the strengths,
weaknesses, opportunities and threats of the company were evaluated by internal factor evaluation and
external factor evaluation matrix . Using SWOT matrix, the suitable strategies were formulated for the
company. Then, the competitive position of the organization was found via competition evaluation
matrix. Later, according to SWOT matrix and competition evaluaiton matrix, company strategies were
prioritized by QSPM method.
Keywords: Mission, Comprehensive framework of strategy, CPM matrix, SWOT matrix, QSPM matrix
1- Introduction
In the current world, various changes are occurred in various fields. In the past decade, wide and rapid
changes were occurred in politics, economy, technology industry and business and now the changes are
observed. The increase of speed of these changes is due to the change in technologies, free activities of
world markets, increase of innovations, reduction of life cycle of products and erosion of the temporal
and spatial distances in technology and information. Thus, the organizations are faced with the markets
in which considerable competition and new and increasing needs of customers are unique features. For
survival in these markets, we need exact identification of our environment to respond to its changes, if
necessary (Abasi et al., 2013). The present study evaluated and collected initial information in the
comprehensive framework of strategy formulating by providing related worksheets and is provided and
by management and its experts, at first mission and statement are provided and then for more
recognition of organization, internal factor evaluation and external factor evaluation were applied. In
comparison of the balance of key strengths and weaknesses and strategic opportunities and threats,
SWOT matrix was used and Profile Matrix (CPM) was used. In decision making stage, by using
Quantitative Strategic Planning Matrix (QSPM), the identified strategies were evaluated and judged as
objectively without personal bias (Amini et al., 2013).
2. Theoretical basics and review of literature
Strategic management is the process by which top management of the institution determines the
performance and long-term orientation of the organization by the collaboration of all the levels of
organization. This process is fulfilled via correct strategy formulation, consistent implementation and
continuous evaluation (Kamal Abadi et al ., 2010). Strategic management process encompasses three
stages: Strategy formulation, strategy implementation, strategy evaluation. Strategy evaluation is the
first stage of strategic management process. Strategy formulation aims for determining the company
mission, identification of the factors in external environment threatening the organization or creating
the opportunities, identifying the strengths and weaknesses of organization, determining the long-term
goals, considering various strategies and selecting special strategies to continue activity. In this stage,
the type of activity of company, the activities being eliminate, resources allocation method, decision
making about development or variety of activities are done (David, 2011). There are various methods
and techniques to analyze the strategic items in strategic management process and SWOT is the most
common method evaluating the opportunities, threats, strengths and weaknesses (Motefaker et al.,
2013). This matrix was introduced in 1511 by Albert Hamfry (Parhizgar et al., 2010). A research project in
Stanford University in 1511, 1571 by the data of 911 fortune organizations guided it (Khorshid and
Ranjbar, 2010). SWOT is an acronym of internal strengths and weaknesses of business and environment
opportunities and threats (Parhizgar et al., 2010). SWOT matrix is a strategic planning tool that is applied
for evaluation of strengths and weaknesses of an organization and coping environmental opportunities
and threats (Khorshid and Ranjbar, 2010|).
3-Study method
The present study was practical-applied study that is done by SWOT matrix method and formulated
strategy of a company. For information analysis of internal and external environment, open
questionnaire was used and the founders of the company were interviewed. Then, the collected
information was classified and a list of the most important weaknesses and strengths, threats and
opportunities was provided and for re-evaluation was presented to the founders of company and then
the mean of their comments was used for data analysis.
4- Introduction of company
Golsar Fars Company in the kilometer 5 of Shiraz-Sepidan road was registered in 1984 to meet the
increasing demand of products in sanitary ware company and it was used in 1993. By being successful in
market, the development projects and increase of capacity were operated since 1996 continually and in
some different phases. Now, this unit with the production of 17000 ton final products is one of the
greatest domestic manufactures and one of successful exporters of these products in foreign markets.
Golsar Fars Company by using specialized experts and high technical knowledge and by relying on the
experiences and learning of competition and effective presence in domestic and foreign markets put
improving the quality of products and quantitative development of production on priority of future
movements. The increase of quality level, products variety (more than 100 types of different products)
and innovation in design opened new markets to Golsar products as besides being present in the market
of all provinces in the country with more than 180 sale agents exported its products to more than 13
countries in the world.
5- Methodology
Based on the advantages of disadvantages of each of strategic planning methods and the initial
recognition of sanitary ware Golsar Fars Company and its environmental conditions, “David” method is
selected as basic method and by required changes consistent and was designed with the conditions of
this project and later the details are mentioned. Before dealing with the details of method and project
executive methods, it can be said that each design and program is done by a road map and model for its
correct and step-wise implementation. Thus, in this project, it is attempted to select the best method for
implementation of project and project implementation stages are taken based on it by which the
required condition for successful implementation of project is provided. The presented framework in
Figure 1 is a comprehensive model of strategic management process and it is common and acceptable.
This model never guarantees company success but presents a practical method for formulation of
strategies, implementation and evaluation (R David, 2010).
Comprehensive model of strategic management
Internal
evaluation
Organizationa
l horizon and
mission
Long-term
goals
Analysis
and
selection of
strategies
Strategy
implement
ation
(managem
ent issues)
Strategy
impleme
ntation
Evaluation of
performance
quality
External
evaluation
Figure 1- Comprehensive framework of strategy formulating (Arabi, 2010)
6- Mission
The production and supply of excellent sanitary ware in Iran and Middle East markets for the consumers
of sanitary and ceramic ware consumers, to provide the stable profit for the stockholders via making
customers happy, using knowledge-based structure and committed employees and useful interaction
with business partners and social responsibility.
7- External factors evaluation
In evaluation of external environment, we analyze the industry and environment. The focus on
identification of industry events and its evaluation provided the update control of company and external
environment evaluation led to recognition of key opportunities and key threats.
To analyze the industry, there are two techniques as:
7-1 The analysis of industry by External Factor Evaluation (EFE) technique: This technique is including 5
steps: Identify 10 to 20 external factors (opportunity and threat). Give weight ranging 0,1 (the sum of
weights for all the opportunities and threats is 1). Rank each of the factors as 1 to 4 (company strategies
in the next stage should be controlled based on this output)(score 1 is the poorest reaction and 7 is the
best reaction and 2 is average reaction and 3 is above average). Multiply each rank by its weight
(weighted score of each factor is considered in this stage). The general weight sum of ranks is obtained
(this ranks weight show the general condition of organizations). The highest number is 4, lowest 1 and
the mean is 2.5. If the number if more than 2.5, the environment is more entrepreneurial and if the
number is lowers than 2.5, the company is faced with serious threats. Based on the selected method of
Golsar in formulating strategic plan, the study of environmental factors of organization is done in two
headlines of macro environmental factors (total industry) and factors of specialized environment of
business (sanitary ware industry). In the study of macro factors by PEST method, four macro factors
political, economic, social and technological are estimated. In the analysis of specialized environment
factors of business, by using porter methodology, four forces as: threat of new competitors, bargaining
power of suppliers’ customers, alternative products and providers are evaluated. The required
information for the analysis of specialized environment of business is collected and classified via market
studies, competitors’ performance analysis, evaluation system of suppliers and evaluation system of
customers’ satisfaction. Golsar Fars company to identify the opportunities and threats in organization
analyzed PORTER (special environment of sanitary ware industry) and PEST analysis (macro environment
of industry) and in accordance with Figure 2, the information is shown as opportunity (O), threat (T) in
EFE matrix. PEST: Political, economic, technological and social factors (total industry). PORTER:
competitors and new entrants, customers’ bargaining power, substitute products, suppliers (sanitary
ware industry).
Political factors
Competitors
Golsar
Fars Co.
Customers
bargaining
power
Economic
factors
Technologic
al factors
Supplier
s
Substitute
products
Social factors
Figure 2- The evaluation of environmental factors of organization
External factor evaluation matrix is shown in Figure 3.
EFE
01
02
03
04
05
06
07
T1
Opportunities
Low customs tariffs of government to export
product
The lack of substitute products
Having access to high quality raw materials
Technology economic spending of low pressure
More demands than supply for products
Unsaturated market
The increase of the culture and health of society
Threats
The control system of government in stability of
Weight
0.03
Rank
2
Product
0.06
0.08
0.08
0.04
0.09
0.09
0.04
Weight
0.08
3
4
3
3.5
3
2.5
Rank
4
0.24
0.32
0.12
0.31
0.27
0.1
Product
0.32
T2
T3
T4
T5
T6
T7
price of factories products despite the existence
of subsidy and increases of costs
Rapid changes in various management levels in
state organizations of industries and the related
policy change of the industries
The price fluctuation of raw materials
The weakness of transportation system
The increases of import of similar products with
cheap prices
Not opening LC for Iranians due to the sanctions
and obligation of the company for cash purchase
The competitor companies with famous brand in
geographical region of the activities
Sum
0.07
3
0.21
0.08
0.07
0.09
2.5
2.5
2.5
0.2
0.17
0.22
0.09
4
0.36
0.07
2.5
0.17
1
3.07
Figure 3- External factor Evaluation matrix
7-2 The analysis of industry by CPM technique
The inputs of this matrix are important factors of organization and in this matrix the organization is
evaluated with its competitors. At first, the important factors of success in this industry are listed and a
weight ranging 0,1 is given to them. The sum of weights should be equal to 1. Then, each of the factors
are ranked as 1,4, do it for your company and the competitor company. Multiply industry weight by rank
of your company and competitors companies and finally the scores of each company are added and the
company with high score, is in a good condition compared to its competitors. CPM matrix is shown in
Figure 4. Sanitary ware Golsar Fars Company to identify the existing success factors in marketing and
sanitary ware sale applied 4P’s model as shown in Figure 5. In this approach, the performance of main
competitors of the company and major importers of sanitary ware are compared n various fields with
the condition of company and existing success factors in the market were extracted by this factor.
Sina sanitary
ware factory
CPM
Vital factors of
success
Customer loyalty
Market share
Marketing and
advertisement
Product quality
Financial status
Research and
development
Update
Rose sanitary
ware factory
Morvarid
sanitary ware
factory
Kord sanitary
ware factory
Golsar sanitary
ware factory
Weight
Rank
Score
Rank
Score
Rank
Score
Rank
Score
Rank
Score
0.11
0.11
1
2
0.11
0.11
2
2
0.22
0.22
2
2
0.22
0.22
2
2
0.22
0.22
4
4
0.44
0.44
0.04
1
0.22
2
0.08
1.5
0.06
1
0.04
2
0.08
0.11
0.11
1
2
0.04
0.11
2
1
0.22
0.11
2
1
0.22
0.11
1.5
2
0.16
0.22
4
3
0.44
0.33
0.11
1.5
0.22
3
0.33
2
0.22
2
0.22
3
0.33
0.08
1
0.16
4
0.32
2
0.16
2
0.16
4
0.24
technology
Management
Experts
Customer
relationship
management
Sum
0.11
0.11
2.5
1
0.08
0.27
3
3
0.33
0.33
2
2
0.22
0.22
2
2
0.22
0.22
3
4
0.33
0.44
0.11
4
0.44
3
0.33
2
0.22
2
0.22
3
0.33
1
1.76
2.49
1.87
1.9
3.4
Figure 4- CPM matrix
The research of sanitary ware market
Product
Price
Variety
Price list
Quality
Discount reward
Design
Payment period
Trademark
Credit terms
Packaging
Target customer
Guarantee
Place
Promotion
Channels
Advertisement
Coverage
Personal sale
Product composition
Inventory
Increasing sale
Transportation
Public relations
Procurement
Direct marketing
Figure 5- 4P model
8- Internal factor evaluation
The internal strategic evaluation is including operational fields of business (strengths and weaknesses).
Strengths are the items in which our competitors can not imitate us in these cases and strength is
created by main competence of organization and the strategies are designed as the weaknesses are
improved and strengths are emphasized. The required information of internal environment is obtained
of management analysis, markets, financial affairs/accounting, production/operation, research and
development and existing information systems.
Internal Factor Evaluation (IFE) matrix: The matrix by which internal factors are analyzed is IFE matrix
and the stages of matrix are as followings:
Make a list of internal factors (10 to 20 strengths and weaknesses). Give weight ranging 0,1 (the sum of
weights is 1). Rank each of the factors as 1 to 4. Multiply each score by its weight and weighted score is
obtained. Add weighted scores for weaknesses and strengths. The highest weighted score for each
organization is 4, lowest 1 and the mean is 2.5. The analysis of internal factors of sanitary ware company
of Golsar Fars: One of the main inputs of strategic planning process in Golsar Fars Co. is the analysis of
measurement of internal processes performance. These inputs are collected via managers’ dashboard
system (the indices in Nashr Danesh software) in the company and were given to the strategic planning
process. Now, more than 350 performance indices are measured in Golsar Company. Of which, about 40
main are indices of BSC strategic goals of Golsar. To extract the required data to formulate the
environmental plans, the company measured and analyzed environment performance indices. The
result of all the analyses as internal environment analysis of strengths (S), weakness of organization (W)
are shown in IFE matrix of Figure 6.
EFE
S1
S2
S3
S4
S5
S6
S7
S8
w1
w2
w3
Opportunities
High quality of manufacturing products
Satisfaction of beneficiaries of financial
performance
Using the composition of experts with high
knowledge and valuable experience
Using R&D active unit
Organizational attachment and high
responsibility of employees
Low rate of waste (good performance of
product process)
Capability and export
Having mechanized lab
Threats
The lack of using study instruments in
controlling errors and waste
Weakness in after sale services
The lack of adequate access to information
of market, competitors, society and industry
Weight
0.08
0.08
Rank
4
3
Product
0.32
0.24
0.05
2
0.1
0.05
0.08
4
4
0.2
0.32
0.08
4
0.32
0.04
0.06
Weight
0.06
3.5
3
Rank
3
0.28
0.18
Product
0.18
0.05
0.08
3
3.5
0.15
0.28
w4
w5
w6
w7
The weakness of internal and external
logistic system
The lack of balance of production line
Weakness in training sector of employees
The lack of online sale systems
Sum
0.05
2.5
0.125
0.08
0.07
0.05
1
3
2
3
0.24
0.14
0.15
3.225
Figure 6- Internal factor evaluaiton matrix
9- SWOT analysis matrix
SWOT analysis is an important support tool for decision making and it is used as an instrument for
organized analysis of internal and external environments of organization (Kotler, 1988). In SWOT
analysis, internal and external factors are investigated to identify the opportunities, strengths and
weaknesses of organization in future and for better coping with them, suitable strategies are
formulated. This matrix is shown in the following Table. One of the important tools mangers compared
the information of internal and external factors and based on main strategies can present different
types of strategies, the possible strategies are considered as SO,WO,ST,WT groups (Karbasi, 2007).
Figure 7 shows SWOT matrix of sanitary ware Golsar Fars Company.
SWOT matrix
O1 Low customs tariffs of
government to export product
O2 The lack of substitute products
O3 Having access to high quality
raw materials
O4 Technology economic spending
of low pressure
O5 More demands than supply for
S1 High quality of manufacturing
W1 The lack of using study
products
S2 Satisfaction of beneficiaries of
financial performance
S3 Using the composition of
experts with high knowledge and
valuable experience
S4 Using R&D active unit
S5 Organizational attachment and
high responsibility of employees
S6 Low rate of waste (good
performance of product process)
S7 Capability and export
S8 Having mechanized lab
instruments in controlling errors and
waste
W2 Weakness in after sale services
W3 The lack of adequate access to
information of market, competitors,
society and industry
W4 The weakness of internal and
external logistic system
W5 The lack of balance of production
line
W6 Weakness in training sector of
employees
W7 The lack of online sale systems
Developing share and
Improving the performance of
development of market
process
(S202),(S201),(S101),(S405),(S401) (w106),(w105),(w104),(w505)
,(S205)
Customer relationship management
(w305)
products
O6 Unsaturated market
O7 The increase of the culture and
health of society
Improving customer satisfaction
(s102)
Improving information and
communication system (W701)
Increasing production capacity
(s605), (s305), (s105)
Development of sale agents
(s206),(s106)
Giving trademark (s107)
Stable relation with suppliers
(s203)
Increasing competitive ability
(s402), (s303)
Promotion of production
technology (s304)
Increase income (s406)
Increase export (s701)
T1 The control system of
government in stability of price of
factories products despite the
existence of subsidy and increases
of costs
T2 Rapid changes in various
management levels in state
organizations of industries and the
related policy change of the
industries
T3 The price fluctuation of raw
materials
T4 The weakness of transportation
system
T5 The increases of import of
similar products with cheap prices
T6 Not opening LC for Iranians due
to the sanctions and obligation of
the company for cash purchase
T7 The competitor companies with
famous brand in geographical
region of the activities
Increase of competitive ability
(S3T7),(S3T5),(S1T5)
Developing the suppliers
(w4T4),(w4T3)
Giving trademark (S1T7)
Improving production line
performance (W5T5)
Increasing organization flexibility
(S4T2)
Identification of existing markets
(S4T5)
Control expenditures (S6T1)
Development of share and
development of markets in the
abroad (S7T7)
Reduction of costs (S8T1)
Figure 7- SWOT matrix
10- Quantitative Strategic Planning Matrix
The matrix that is made in this stage is QSPM matrix as shown in Figure 8.
The characteristics of this matrix are shown as:

Analytical technique to identify relative absorption of possible strategies

It takes the inputs from stage 1 and stage 2.

It acts based on internal and external success criteria factors

It requires knowledgeable biases
Strategies: 1- Development of share and development of market, 2- improving customer satisfaction, 3increasing production capacity 4-Development of sale agents, 5- Improving trademark, 6- Stable relation
with suppliers, 7- Increase of competitive ability, 8- Improving production technology, 9- increasing
income, 10- increasing export, 11- increasing organization flexibility, 12- identification of new markets,
13- costs control, 14- reduction of costs, 15- improving processes performance, 16- customer
relationship management, 17-improving communication and information system, 18- Development of
suppliers, 19- Improving production line performance.
QSPM
Weight
Main factors of
success
Customer loyalty
Market share
Marketing and
advertisement
Product quality
Financial status
Research and
development
Update
technology
Management
Experts
Customer
relationship
management
Sum
Strategy 9
Strategy 10
Strategy 11
Strategy 12
Strategy 13
Strategy 14
Strategy 15
Strategy 16
Attrac
tivene
ss
Total
attrac
tivene
ss
Attr
activ
enes
s
Attr
activ
enes
s
Total
attrac
tivene
ss
Attrac
tivene
ss
Total
attracti
veness
1
4
2
3
3
3
0.33
0.33
0.12
Tota
l
attra
ctive
ness
0.33
0.44
0.12
Total
attrac
tivene
ss
0.33
0.33
0.04
Att
rac
tiv
en
ess
3
4
3
Attr
activ
enes
s
3
3
1
Tota
l
attra
ctive
ness
0.11
0.44
0.08
3
3
1
0.33
0.33
0.04
4
3
2
0.44
0.33
0.08
Attractiv
eness
Total
attracti
veness
Attrac
tivene
ss
0.11
0.11
0.04
3
4
4
0.33
0.44
0.16
1
4
3
Tota
l
attra
ctive
ness
0.11
0.44
0.12
0.11
0.11
0.11
3
4
2
0.33
0.44
0.22
3
3
2
0.33
0.33
0.22
1
2
2
0.11
0.22
0.22
1
2
4
0.11
0.22
0.44
1
4
2
0.11
0.44
0.22
1
4
2
0.11
0.44
0.22
4
2
1
0.44
0.22
0.11
1
1
1
0.11
0.11
0.11
0.08
2
0.16
1
0.06
3
0.24
1
0.08
1
0.08
2
0.16
2
0.16
1
0.08
0.11
0.11
0.11
3
2
3
0.33
0.22
0.33
3
1
1
0.33
0.11
0.11
4
1
1
0.44
0.11
0.11
2
1
1
0.22
0.11
0.11
3
1
1
0.33
0.11
0.11
3
1
1
0.33
0.11
0.11
3
3
1
0.33
0.33
0.11
3
1
4
0.33
0.11
0.44
1
2.96
2.28
2.15
1.92
2.18
2.37
2
2.14
QSPM
Main factors of
success
Weight
Strategy 9
Attractiv
Total
eness
attracti
veness
Strategy 11
Attrac Total
tivene attrac
ss
tivene
ss
0.33
0.44
0.16
Strategy 10
Attrac Tota
tivene l
ss
attra
ctive
ness
4
0.44
2
0.22
2
0.08
Customer loyalty
Market share
Marketing and
advertisement
Product quality
Financial status
Research and
development
Update
technology
Management
Experts
Customer
relationship
management
Sum
0.11
0.11
0.04
3
4
4
0.11
0.11
0.11
2
3
1
3
3
4
0.33
0.33
0.44
3
2
1
0.33
0.22
0.11
0.08
2
0.16
1
0.11
0.11
0.11
3
1
4
0.33
0.11
0.44
3
1
4
1
3.07
QSPM
4
4
4
1
2
2
0.11
0.22
0.22
1
2
3
0.11
0.22
0.33
0.08
3
0.24
1
0.33
0.11
0.44
3
4
1
0.33
0.44
0.11
3
1
3
2.36
Weig
ht
Main factors of
success
Customer loyalty
Market share
Marketing and
advertisement
Product quality
Financial status
Research and
development
Update technology
Management
Experts
Customer
relationship
management
Sum
Strategy 13
Attr
Total
activ attrac
enes tivene
s
ss
0.22
0.33
0.04
Strategy 12
Attr
Tota
activ l
enes attra
s
ctive
ness
2
0.22
4
0.44
3
0.12
2.26
Strategy 17
Attractiven
ess
Strategy 15
Attr
Total
activ attrac
enes tivene
s
ss
Strategy 16
Attrac Total
tivene attracti
ss
veness
0.44
0.44
0.16
Strategy 14
Att
Tota
rac
l
tiv
attra
en
ctive
ess
ness
1
0.11
3
0.33
1
0.04
4
4
4
0.44
0.44
0.16
1
1
1
0.11
0.11
0.04
4
3
3
0.44
0.33
0.3
2
1
2
0.22
0.11
0.22
3
3
4
0.33
0.33
0.44
4
3
1
0.44
0.33
0.11
0.08
2
0.16
1
0.08
3
0.24
4
0.32
0.33
0.11
0.33
3
2
3
0.33
0.22
0.33
3
1
1
0.33
0.11
0.11
3
3
3
0.33
0.33
0.33
2
2
1
0.22
0.22
0.11
2.29
3.18
Strategy 18
Attractiv
eness
1
2
1
Total
attractiven
ess
0.11
0.22
0.04
1
3
1
Total
attractiven
ess
0.11
0.33
0.04
0.11
0.11
0.04
2
1
3
0.11
0.11
0.11
1
2
3
0.11
0.22
0.33
2
2
1
0.22
0.22
0.11
4
1
1
0.44
0.11
0.11
0.08
0.11
0.11
0.11
2
3
1
1
0.16
0.33
0.11
0.11
1
3
1
1
0.08
0.33
0.11
0.11
3
4
4
1
0.24
0.44
0.44
0.11
1.9
3.37
Strategy 19
Total
attracti
veness
0.22
0.11
0.12
1
Attractiven
ess
1.66
1.52
2.37
Figure 8- QSPM matrix
11- Conclusion
Strategic planning is an attempt to take fundamental decision and the activities showing the nature of
an organization (other existences) and what it does and they reasons of theses activities (Braison, 2009).
The present study attempted to identify and introduce sanitary ware of Golsar Fars and then the
information is analyzed. Finally, the following strategies were extracted and were prioritized based on
2.01
the results of QSPM matrix:1- Increasing competitiveness power, 2- Promoting trademark, 3Development of market share, 4- Increasing income, 5- Reduction of costs, 6- Improving production line
performance, 7- promoting customer satisfaction, 8- Sale agents development, 9- increasing export, 10increasing product capacity, 11- costs control, 12- increasing flexibility of organization, 13- customer
relationship management, 14- improving production technology, 15- improving processes performance,
16- identification of new markets, 17- improving information and communication system, 18- stable
relationship with suppliers, 19- improving production line performance.
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