Stone Cutting Saw Blades Market by Type (Abrasive, Carbide Tipped, CBN), Diameter (350 To 500 Mm, Above 500 Mm, Up To 350 Mm), Application, End User, Distribution Channel - Global Forecast 2025-2032
Description
The Stone Cutting Saw Blades Market was valued at USD 934.32 million in 2024 and is projected to grow to USD 987.56 million in 2025, with a CAGR of 6.47%, reaching USD 1,543.43 million by 2032.
An authoritative introduction to the stone cutting saw blade industry framing how material innovation, user requirements, and distribution evolution are reshaping supplier and purchaser priorities
The stone cutting saw blade sector sits at the intersection of materials science, construction demand, and precision manufacturing. Recent years have seen a progression from commodity-oriented supply to performance-driven solutions, with end users placing greater emphasis on durability, cut quality, and total cost of ownership rather than unit price alone. This shift is compounded by advancements in bonding technology, abrasive formulations, and blade geometry that enable more efficient cutting across diverse stone substrates.
In addition, distribution channels are diversifying as digital procurement platforms coexist with traditional dealer networks. Fabricators and contractors increasingly rely on supplier technical support, on-site diagnostics, and aftermarket services to reduce downtime and improve throughput. Consequently, manufacturers that can combine product innovation with responsive supply and local technical assistance are gaining differentiation. The introduction of regulatory changes and trade policy adjustments in key regions further influences sourcing strategies, while material availability and energy considerations affect production economics, prompting stakeholders to reevaluate operational and procurement models.
How advancements in bonding, segment design, procurement channels, and regulatory pressures are fundamentally reshaping competitive dynamics across the industry
Transformative shifts are reshaping the competitive and operational landscape for stone cutting saw blades, driven by technological, commercial, and regulatory vectors that are converging simultaneously. On the technology side, bonding matrix improvements, segment design refinements, and controlled diamond placement are extending blade life and cutting efficiency, enabling contractors and fabricators to maintain tighter tolerances with fewer blade changes. These technical advances are prompting a redefinition of product tiers where performance attributes matter more than traditional price tiers.
Commercial dynamics are also changing. E-commerce platforms and manufacturer direct sales are providing customers with faster access to specialty products and technical documentation, while offline channels remain critical for last-mile support and rapid replacement needs. Sustainability considerations are influencing purchasing decisions, with greater attention to energy consumption during cutting, recyclability of blade components, and the lifecycle impacts associated with diamond and bond materials. Lastly, regulatory and trade pressures are prompting supply chain redesigns, encouraging regional sourcing and supplier diversification to mitigate single-origin risk. Together, these shifts are accelerating consolidation among suppliers that can deliver integrated solutions combining product performance, technical services, and resilient distribution networks.
Evaluating the cumulative operational and procurement impacts of U.S. tariff adjustments on supply chains, sourcing strategies, and local production incentives within the sector
The recent imposition and adjustment of tariffs have created a more complex cost environment for buyers, manufacturers, and distributors operating in and with the United States. Tariff measures have increased landed costs on certain imported blade components and finished products, prompting several responses across the value chain. Many manufacturers have accelerated regionalization of production and logistics, establishing or expanding facilities closer to demand centers to reduce exposure to tariff volatility and shipping delays. Simultaneously, some suppliers have shifted sourcing toward alternative origins or adjusted BOM (bill of materials) specifications to remain cost-competitive while preserving performance standards.
From the buyer perspective, higher import costs have altered procurement strategies; larger contractors and national distributors have pursued longer-term supplier contracts and collaborative inventory models to stabilize supply and pricing. Smaller fabricators and DIY channels, facing compressed margins, have prioritized total lifecycle cost and service availability when selecting products. The tariff environment has also incentivized investment in domestic manufacturing capabilities and aftermarket services, which in turn supports faster replacement cycles and localized technical support. In the medium term, these dynamics contribute to a more segmented supplier landscape where tariff-impacted price differentials coexist with premium performance-focused offerings that justify higher upfront costs through lower operating expenses.
Detailed segmentation analysis uncovering how product type, application, end-user behavior, channel dynamics, and diameter categories shape demand patterns and procurement priorities
Disaggregating the stone cutting saw blade ecosystem through targeted segmentation reveals important variations in product demand, application needs, and distribution behaviors. When examined by type, the product set spans Abrasive, Carbide Tipped, CBN, and Diamond, with Diamond blades further differentiated into Hard Bond, Medium Bond, and Soft Bond constructions, and these distinctions drive expectations around cutting speed, wear resistance, and suitability for specific stone substrates. Application segmentation covers Construction, Home Improvement, and Stone Processing, each demanding different tradeoffs between throughput, finish quality, and operator ergonomics; construction projects often prioritize durability and rapid cut rates, while stone processing emphasizes finish control and consistent tolerances.
End user perspectives are critical: Contractors, DIY Enthusiasts, and Fabricators demonstrate divergent purchasing patterns, with contractors valuing service reliability and bulk availability, DIY enthusiasts seeking ease of use and accessible guidance, and fabricators focusing on precision and lifecycle costs. Distribution channel distinctions further shape access and support; Offline channels, including Dealers Distributors, Hardware Stores, and Specialty Retailers, provide immediate local stocking and hands-on support, while Online channels, encompassing E-Commerce Platforms and Manufacturer Direct Sales, offer breadth of selection, technical resources, and streamlined procurement for repeat buyers. Diameter segmentation across 350 To 500 Mm, Above 500 Mm, and Up To 350 Mm also matters operationally, as blade diameter correlates with cut depth, machine compatibility, and handling protocols, thereby influencing inventory strategies, machine tooling choices, and transport logistics.
Regional intelligence outlining how demand drivers, production localization, and service expectations differ across the Americas, Europe Middle East & Africa, and Asia-Pacific regions
Regional dynamics exhibit distinct patterns driven by construction cycles, manufacturing ecosystems, and trade relationships across the Americas, Europe, Middle East & Africa, and Asia-Pacific. In the Americas, demand often ties closely to infrastructure investment and renovation activity, with a significant emphasis on contractor networks and multi-location distributors that support rapid replacement. Supply chains in this region have trended toward greater localization following tariff pressures and logistical disruptions, resulting in increased interest in domestic and nearshore production capabilities.
Europe, Middle East & Africa present a varied landscape in which regulatory compliance, sustainability expectations, and specialty stone traditions influence product specifications and service requirements. Supply relationships tend to emphasize technical partnerships and certifications, especially for high-value architectural stone projects. The Asia-Pacific region remains a major production and consumption hub, characterized by extensive manufacturing capacity, a broad range of diameter requirements to serve diverse equipment classes, and rapid adoption of online procurement models in urbanized markets. Across regions, buyers increasingly demand localized technical support and quick-turn inventory replenishment, prompting suppliers to reallocate resources and design service models that reflect these geographic priorities.
Key competitive intelligence focusing on how product innovation, strategic partnerships, channel differentiation, and consolidation shape supplier advantage in the industry
Competitive dynamics in the stone cutting saw blade space are shaped by product innovation, manufacturing scale, and distribution reach. Leading suppliers differentiate through investments in R&D for bond chemistry and segment architecture, which improve diamond retention and cutting consistency. Strategic partnerships with equipment manufacturers and stone fabricators enable integrated solutions that combine blades, machine settings, and process recommendations, thereby reducing customer friction and increasing switching costs. At the same time, smaller specialist producers leverage niche expertise and rapid customization capabilities to serve high-value architectural and industrial applications.
Consolidation activity and strategic alliances have emerged as common industry responses to margin pressure and tariff uncertainty, enabling firms to broaden geographic reach or secure critical raw material access. Channel strategies vary, with some companies emphasizing dealer networks and specialty retailers to maintain proximity to end users, while others pursue direct-to-customer and e-commerce approaches to capture data and reduce intermediated costs. Companies that succeed tend to balance technical credibility, reliable distribution, and service infrastructure to support both high-volume construction projects and precision stone processing operations.
Actionable recommendations for manufacturers, distributors, and fabricators to build resilience, deepen customer value, and capture differentiation through product and service innovation
Industry leaders should pursue a set of pragmatic, prioritized actions that strengthen resilience and create commercial differentiation. First, align product portfolios to user-segment needs by matching bond and segment design to application-specific performance expectations, thereby reducing inventory complexity while increasing perceived value. Second, diversify sourcing and consider regional manufacturing or assembly to reduce exposure to tariff-induced landed cost volatility and shipping disruptions. Third, invest in value-added services-such as on-site technical support, predictive replacement programs, and integrated blade-machine calibration guidance-to deepen customer relationships and enhance lifetime revenue per account.
Additionally, strengthen digital channels to support technical content delivery, spare parts logistics, and recurring ordering, while maintaining robust offline service capabilities for urgent replacement needs. Pursue strategic partnerships with machine OEMs and large fabricators to create bundled offerings that simplify procurement and deliver measurable productivity gains for customers. Finally, incorporate sustainability metrics into product design and communication, emphasizing energy-efficient cutting, responsible diamond sourcing, and end-of-life handling to align with procurement policies increasingly influenced by environmental considerations.
Transparent research methodology combining primary interviews, independent technical testing, and trade data synthesis to validate performance claims and supply chain dynamics
The research underpinning this analysis combines primary qualitative interviews, technical performance testing, and secondary trade and policy data synthesis to establish a holistic view of the sector. Primary inputs include structured interviews with manufacturers, distributors, fabricators, and end users to surface purchase drivers, service expectations, and supply chain pain points. Complementing these interviews, independent laboratory assessments of blade performance-focusing on wear rates, cut quality, and thermal behavior-provide empirical validation of product claims and comparative performance across bond types and diameters.
Secondary research integrates customs and tariff filings, industry-standard regulatory documents, and publicly available procurement guidance to map trade flows and policy impacts without relying on proprietary forecast models. Where possible, supply chain verification and plant-level capacity profiling have been used to corroborate sourcing shifts and regional production decisions. The methodology emphasizes triangulation-cross-checking qualitative insights with test data and trade records-to ensure recommendations are grounded in observable operational realities and technical performance evidence.
Concluding synthesis highlighting the interplay of product performance, distribution strategy, and supply chain resilience that will determine competitive outcomes in the coming period
The stone cutting saw blade sector is at an inflection point where technical innovation, shifting procurement channels, and policy changes collectively influence strategic and operational choices. Performance-oriented product development is elevating customer expectations, and firms that integrate product excellence with dependable distribution and service will command greater loyalty. Simultaneously, trade measures and logistics uncertainty are prompting reconfigured supply chains, regional investments, and an emphasis on supplier relationships that reduce exposure to external shocks.
Decision-makers should therefore evaluate portfolios through a dual lens of technical fit and supply chain resilience, prioritizing partnerships that deliver both demonstrable performance gains and reliable access to replacement inventory. In doing so, stakeholders can navigate near-term disruptions while positioning their organizations to capitalize on longer-term trends toward professionalization of the sector and heightened expectations around sustainability and total cost of ownership.
Note: PDF & Excel + Online Access - 1 Year
An authoritative introduction to the stone cutting saw blade industry framing how material innovation, user requirements, and distribution evolution are reshaping supplier and purchaser priorities
The stone cutting saw blade sector sits at the intersection of materials science, construction demand, and precision manufacturing. Recent years have seen a progression from commodity-oriented supply to performance-driven solutions, with end users placing greater emphasis on durability, cut quality, and total cost of ownership rather than unit price alone. This shift is compounded by advancements in bonding technology, abrasive formulations, and blade geometry that enable more efficient cutting across diverse stone substrates.
In addition, distribution channels are diversifying as digital procurement platforms coexist with traditional dealer networks. Fabricators and contractors increasingly rely on supplier technical support, on-site diagnostics, and aftermarket services to reduce downtime and improve throughput. Consequently, manufacturers that can combine product innovation with responsive supply and local technical assistance are gaining differentiation. The introduction of regulatory changes and trade policy adjustments in key regions further influences sourcing strategies, while material availability and energy considerations affect production economics, prompting stakeholders to reevaluate operational and procurement models.
How advancements in bonding, segment design, procurement channels, and regulatory pressures are fundamentally reshaping competitive dynamics across the industry
Transformative shifts are reshaping the competitive and operational landscape for stone cutting saw blades, driven by technological, commercial, and regulatory vectors that are converging simultaneously. On the technology side, bonding matrix improvements, segment design refinements, and controlled diamond placement are extending blade life and cutting efficiency, enabling contractors and fabricators to maintain tighter tolerances with fewer blade changes. These technical advances are prompting a redefinition of product tiers where performance attributes matter more than traditional price tiers.
Commercial dynamics are also changing. E-commerce platforms and manufacturer direct sales are providing customers with faster access to specialty products and technical documentation, while offline channels remain critical for last-mile support and rapid replacement needs. Sustainability considerations are influencing purchasing decisions, with greater attention to energy consumption during cutting, recyclability of blade components, and the lifecycle impacts associated with diamond and bond materials. Lastly, regulatory and trade pressures are prompting supply chain redesigns, encouraging regional sourcing and supplier diversification to mitigate single-origin risk. Together, these shifts are accelerating consolidation among suppliers that can deliver integrated solutions combining product performance, technical services, and resilient distribution networks.
Evaluating the cumulative operational and procurement impacts of U.S. tariff adjustments on supply chains, sourcing strategies, and local production incentives within the sector
The recent imposition and adjustment of tariffs have created a more complex cost environment for buyers, manufacturers, and distributors operating in and with the United States. Tariff measures have increased landed costs on certain imported blade components and finished products, prompting several responses across the value chain. Many manufacturers have accelerated regionalization of production and logistics, establishing or expanding facilities closer to demand centers to reduce exposure to tariff volatility and shipping delays. Simultaneously, some suppliers have shifted sourcing toward alternative origins or adjusted BOM (bill of materials) specifications to remain cost-competitive while preserving performance standards.
From the buyer perspective, higher import costs have altered procurement strategies; larger contractors and national distributors have pursued longer-term supplier contracts and collaborative inventory models to stabilize supply and pricing. Smaller fabricators and DIY channels, facing compressed margins, have prioritized total lifecycle cost and service availability when selecting products. The tariff environment has also incentivized investment in domestic manufacturing capabilities and aftermarket services, which in turn supports faster replacement cycles and localized technical support. In the medium term, these dynamics contribute to a more segmented supplier landscape where tariff-impacted price differentials coexist with premium performance-focused offerings that justify higher upfront costs through lower operating expenses.
Detailed segmentation analysis uncovering how product type, application, end-user behavior, channel dynamics, and diameter categories shape demand patterns and procurement priorities
Disaggregating the stone cutting saw blade ecosystem through targeted segmentation reveals important variations in product demand, application needs, and distribution behaviors. When examined by type, the product set spans Abrasive, Carbide Tipped, CBN, and Diamond, with Diamond blades further differentiated into Hard Bond, Medium Bond, and Soft Bond constructions, and these distinctions drive expectations around cutting speed, wear resistance, and suitability for specific stone substrates. Application segmentation covers Construction, Home Improvement, and Stone Processing, each demanding different tradeoffs between throughput, finish quality, and operator ergonomics; construction projects often prioritize durability and rapid cut rates, while stone processing emphasizes finish control and consistent tolerances.
End user perspectives are critical: Contractors, DIY Enthusiasts, and Fabricators demonstrate divergent purchasing patterns, with contractors valuing service reliability and bulk availability, DIY enthusiasts seeking ease of use and accessible guidance, and fabricators focusing on precision and lifecycle costs. Distribution channel distinctions further shape access and support; Offline channels, including Dealers Distributors, Hardware Stores, and Specialty Retailers, provide immediate local stocking and hands-on support, while Online channels, encompassing E-Commerce Platforms and Manufacturer Direct Sales, offer breadth of selection, technical resources, and streamlined procurement for repeat buyers. Diameter segmentation across 350 To 500 Mm, Above 500 Mm, and Up To 350 Mm also matters operationally, as blade diameter correlates with cut depth, machine compatibility, and handling protocols, thereby influencing inventory strategies, machine tooling choices, and transport logistics.
Regional intelligence outlining how demand drivers, production localization, and service expectations differ across the Americas, Europe Middle East & Africa, and Asia-Pacific regions
Regional dynamics exhibit distinct patterns driven by construction cycles, manufacturing ecosystems, and trade relationships across the Americas, Europe, Middle East & Africa, and Asia-Pacific. In the Americas, demand often ties closely to infrastructure investment and renovation activity, with a significant emphasis on contractor networks and multi-location distributors that support rapid replacement. Supply chains in this region have trended toward greater localization following tariff pressures and logistical disruptions, resulting in increased interest in domestic and nearshore production capabilities.
Europe, Middle East & Africa present a varied landscape in which regulatory compliance, sustainability expectations, and specialty stone traditions influence product specifications and service requirements. Supply relationships tend to emphasize technical partnerships and certifications, especially for high-value architectural stone projects. The Asia-Pacific region remains a major production and consumption hub, characterized by extensive manufacturing capacity, a broad range of diameter requirements to serve diverse equipment classes, and rapid adoption of online procurement models in urbanized markets. Across regions, buyers increasingly demand localized technical support and quick-turn inventory replenishment, prompting suppliers to reallocate resources and design service models that reflect these geographic priorities.
Key competitive intelligence focusing on how product innovation, strategic partnerships, channel differentiation, and consolidation shape supplier advantage in the industry
Competitive dynamics in the stone cutting saw blade space are shaped by product innovation, manufacturing scale, and distribution reach. Leading suppliers differentiate through investments in R&D for bond chemistry and segment architecture, which improve diamond retention and cutting consistency. Strategic partnerships with equipment manufacturers and stone fabricators enable integrated solutions that combine blades, machine settings, and process recommendations, thereby reducing customer friction and increasing switching costs. At the same time, smaller specialist producers leverage niche expertise and rapid customization capabilities to serve high-value architectural and industrial applications.
Consolidation activity and strategic alliances have emerged as common industry responses to margin pressure and tariff uncertainty, enabling firms to broaden geographic reach or secure critical raw material access. Channel strategies vary, with some companies emphasizing dealer networks and specialty retailers to maintain proximity to end users, while others pursue direct-to-customer and e-commerce approaches to capture data and reduce intermediated costs. Companies that succeed tend to balance technical credibility, reliable distribution, and service infrastructure to support both high-volume construction projects and precision stone processing operations.
Actionable recommendations for manufacturers, distributors, and fabricators to build resilience, deepen customer value, and capture differentiation through product and service innovation
Industry leaders should pursue a set of pragmatic, prioritized actions that strengthen resilience and create commercial differentiation. First, align product portfolios to user-segment needs by matching bond and segment design to application-specific performance expectations, thereby reducing inventory complexity while increasing perceived value. Second, diversify sourcing and consider regional manufacturing or assembly to reduce exposure to tariff-induced landed cost volatility and shipping disruptions. Third, invest in value-added services-such as on-site technical support, predictive replacement programs, and integrated blade-machine calibration guidance-to deepen customer relationships and enhance lifetime revenue per account.
Additionally, strengthen digital channels to support technical content delivery, spare parts logistics, and recurring ordering, while maintaining robust offline service capabilities for urgent replacement needs. Pursue strategic partnerships with machine OEMs and large fabricators to create bundled offerings that simplify procurement and deliver measurable productivity gains for customers. Finally, incorporate sustainability metrics into product design and communication, emphasizing energy-efficient cutting, responsible diamond sourcing, and end-of-life handling to align with procurement policies increasingly influenced by environmental considerations.
Transparent research methodology combining primary interviews, independent technical testing, and trade data synthesis to validate performance claims and supply chain dynamics
The research underpinning this analysis combines primary qualitative interviews, technical performance testing, and secondary trade and policy data synthesis to establish a holistic view of the sector. Primary inputs include structured interviews with manufacturers, distributors, fabricators, and end users to surface purchase drivers, service expectations, and supply chain pain points. Complementing these interviews, independent laboratory assessments of blade performance-focusing on wear rates, cut quality, and thermal behavior-provide empirical validation of product claims and comparative performance across bond types and diameters.
Secondary research integrates customs and tariff filings, industry-standard regulatory documents, and publicly available procurement guidance to map trade flows and policy impacts without relying on proprietary forecast models. Where possible, supply chain verification and plant-level capacity profiling have been used to corroborate sourcing shifts and regional production decisions. The methodology emphasizes triangulation-cross-checking qualitative insights with test data and trade records-to ensure recommendations are grounded in observable operational realities and technical performance evidence.
Concluding synthesis highlighting the interplay of product performance, distribution strategy, and supply chain resilience that will determine competitive outcomes in the coming period
The stone cutting saw blade sector is at an inflection point where technical innovation, shifting procurement channels, and policy changes collectively influence strategic and operational choices. Performance-oriented product development is elevating customer expectations, and firms that integrate product excellence with dependable distribution and service will command greater loyalty. Simultaneously, trade measures and logistics uncertainty are prompting reconfigured supply chains, regional investments, and an emphasis on supplier relationships that reduce exposure to external shocks.
Decision-makers should therefore evaluate portfolios through a dual lens of technical fit and supply chain resilience, prioritizing partnerships that deliver both demonstrable performance gains and reliable access to replacement inventory. In doing so, stakeholders can navigate near-term disruptions while positioning their organizations to capitalize on longer-term trends toward professionalization of the sector and heightened expectations around sustainability and total cost of ownership.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
194 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Increasing use of laser welded diamond cuts to enhance precision in architectural stone fabrication
- 5.2. Rising demand for eco-friendly sintered segments to reduce emissions in marble and granite cutting processes
- 5.3. Integration of vibration damping technologies to minimize operator fatigue and improve cut quality
- 5.4. Development of variable rim thickness blades optimized for cutting engineered quartz and composite stones
- 5.5. Growing preference for hybrid blades combining diamond and carbide for versatile multi-material cutting tasks
- 5.6. Emergence of 3D laser marking for real-time blade performance tracking and maintenance scheduling
- 5.7. Shift towards modular blade designs enabling quick segment replacement and reduced onsite downtime
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Stone Cutting Saw Blades Market, by Type
- 8.1. Abrasive
- 8.2. Carbide Tipped
- 8.3. CBN
- 8.4. Diamond
- 8.4.1. Hard Bond
- 8.4.2. Medium Bond
- 8.4.3. Soft Bond
- 9. Stone Cutting Saw Blades Market, by Diameter
- 9.1. 350 To 500 Mm
- 9.2. Above 500 Mm
- 9.3. Up To 350 Mm
- 10. Stone Cutting Saw Blades Market, by Application
- 10.1. Construction
- 10.2. Home Improvement
- 10.3. Stone Processing
- 11. Stone Cutting Saw Blades Market, by End User
- 11.1. Contractors
- 11.2. DIY Enthusiasts
- 11.3. Fabricators
- 12. Stone Cutting Saw Blades Market, by Distribution Channel
- 12.1. Offline
- 12.1.1. Dealers Distributors
- 12.1.2. Hardware Stores
- 12.1.3. Specialty Retailers
- 12.2. Online
- 12.2.1. E-Commerce Platforms
- 12.2.2. Manufacturer Direct Sales
- 13. Stone Cutting Saw Blades Market, by Region
- 13.1. Americas
- 13.1.1. North America
- 13.1.2. Latin America
- 13.2. Europe, Middle East & Africa
- 13.2.1. Europe
- 13.2.2. Middle East
- 13.2.3. Africa
- 13.3. Asia-Pacific
- 14. Stone Cutting Saw Blades Market, by Group
- 14.1. ASEAN
- 14.2. GCC
- 14.3. European Union
- 14.4. BRICS
- 14.5. G7
- 14.6. NATO
- 15. Stone Cutting Saw Blades Market, by Country
- 15.1. United States
- 15.2. Canada
- 15.3. Mexico
- 15.4. Brazil
- 15.5. United Kingdom
- 15.6. Germany
- 15.7. France
- 15.8. Russia
- 15.9. Italy
- 15.10. Spain
- 15.11. China
- 15.12. India
- 15.13. Japan
- 15.14. Australia
- 15.15. South Korea
- 16. Competitive Landscape
- 16.1. Market Share Analysis, 2024
- 16.2. FPNV Positioning Matrix, 2024
- 16.3. Competitive Analysis
- 16.3.1. Bharat Tools
- 16.3.2. DEWALT Power Tools by Stanley Black & Decker
- 16.3.3. Diablo Tools by Robert Bosch GmbH
- 16.3.4. Diamond Products
- 16.3.5. EHWA Diamond
- 16.3.6. Hebei Xingshuo Saw Co., Ltd.
- 16.3.7. Husqvarna AB
- 16.3.8. Kanefusa Corporation
- 16.3.9. Khandelwal Industries
- 16.3.10. Kinkelder
- 16.3.11. Korgavker Group
- 16.3.12. Lackmond Products
- 16.3.13. Leitz GmbH & Co. KG
- 16.3.14. Pilana A.S.
- 16.3.15. Tangsaw Holding Group
- 16.3.16. The DIMAR GROUP
- 16.3.17. XMF Tools Co., Ltd.
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