PRG Agitators Pvt. Ltd., a subsidiary of PRG Präzisionsrührer GmbH, based in Warburg, Germany, has over 40 years of global experience. PRG is recognised for delivering industrial agitators and mixing systems to various industries, including pharmaceuticals, biotechnology, chemicals, cosmetics, food, and biogas. In India, they operate a modern 4500-square-meter manufacturing facility in Vadodara, Gujarat. This site is home to a team of over 60 skilled professionals and houses all key departments, including Engineering, Operations, Supply Chain, Sales, and After-Sales Service. To support customers across South India and neighbouring regions, PRG also operates a dedicated sales and service office in Bengaluru, led by Mathias Schmalz, Director (Operations) at PRG Agitators Pvt Ltd.
What technological advancements have you incorporated into your agitator designs to improve efficiency and processes?
At PRG Agitators, we’ve introduced several innovations to improve both energy efficiency and process performance. Our agitators feature energy-optimised drive systems with variable speed control, allowing precise torque management and reduced power consumption. We also design hybrid agitator configurations tailored to specific mixing needs, which enhance flow dynamics and reduce mixing time. In sectors such as biotech, biogas, food, and cosmetics, we engineer application-specific solutions that maximise output while minimising energy consumption. Additionally, we’re integrating calculation tools into our engineering workflows to accelerate design iterations and improve first-time-right outcomes. These advancements, combined with precision manufacturing and global compliance standards, ensure that our agitators deliver consistent and efficient performance across various industries.
How do your manufacturing processes in India maintain the engineering standards and quality benchmarks of your German origin?
Our Indian production facility in Vadodara is a mirror of our German engineering DNA. We’ve embedded German quality principles into every layer of our Indian operations, from design validation to final assembly. Our teams follow rigorous documentation protocols, and we utilise high-grade materials and components sourced from globally trusted suppliers. We also invest in continuous training and knowledge transfer between our German and Indian teams. Every agitator—whether built at our HQ in Warburg or in Vadodara—meets the same performance and compliance benchmarks. Our “Made in India, Engineered in Germany” philosophy is a daily practice that enables us to serve our local and global OEMs with confidence.
How do you ensure hygienic design, surface finish, and compliance for agitators used in sterile and cleanroom environments?
Hygienic design is essential in sectors such as biotech, pharmaceuticals, dairy, and food. Our agitators feature seamless welds, electropolished surfaces, and dead-leg-free geometries to eliminate contamination risks. Mechanical seals, integrated for reduced shaft deflection, ensure long-term sterility. We also follow strict validation protocols and provide calibration certificates and installation guides tailored to GMP and FDA requirements. Our agitators are designed to withstand CIP/SIP cycles and are compliant with ASME BPE and other global standards.
As mixing requirements become more complex across sectors such as biotech and speciality chemicals, what engineering challenges push your design and manufacturing teams the most?
The biggest challenge is striking a balance between customisation and scalability. Every process has unique requirements, such as viscosity, shear sensitivity, aeration rates, and thermal dynamics. Our teams must design agitators that meet these process-specific needs while integrating seamlessly into existing plant infrastructure. We utilise tools such as computational fluid dynamics (CFD) analysis to simulate flow patterns and optimise impeller geometry. Our engineers frequently collaborate closely with customers to develop customised solutions, which sets PRG apart in technically demanding industries.
What shifts has PRG made in its sourcing or component partnerships in response to the global push to de-risk supply chains from a single nation?
We’ve diversified our sourcing strategy. While we continue to collaborate with premium European suppliers, many of whom now also operate in India—we’ve also established strong partnerships with Indian vendors. We have localised the production of key components, such as shafts, flanges, impellers, and housings, without compromising on metallurgy or tolerances. This approach shortens lead times and reinforces the “Make in India” initiative, all while honouring our legacy of German engineering excellence.
How has your dual presence in Germany and India directly influenced your ability to secure high-value contracts or comply with global pharmaceutical or biotech manufacturing standards?
Our dual presence is a strategic advantage that allows us to combine the best of both worlds: German engineering precision and Indian manufacturing agility. This synergy has been instrumental in securing high-value contracts, particularly in regulated sectors such as pharmaceuticals and biotechnology. From our Warburg HQ in Germany, we bring decades of experience in mechanical engineering and a deep understanding of GMP, FDA, and ASME BPE standards. This ensures that every design we produce meets the most stringent global requirements. Meanwhile, our Vadodara and Bengaluru operations enable us to offer cost-effective manufacturing, faster lead times, and localised service—critical factors for clients in India, the Southeast Asian (SEA) region, the Middle East, and Africa. This dual setup also enables us to conduct full-scale test runs and quality checks at both locations, ensuring consistency and reliability. During the COVID-19 pandemic, our robust supply chain and decentralised operations allowed us to maintain delivery commitments without disruption. This reliability has strengthened our reputation as a trusted partner for both global original equipment manufacturers (OEMs) and end-users.
How are your global collaborations accelerating innovation and giving access to newer markets where local presence is essential for OEM partnerships?
We view global collaborations as accelerators of innovation. Our distribution partnership agreements are structured to protect our core intellectual property while enabling local partners to represent PRG in key industries, including pharmaceuticals, biotechnology, biogas, food and dairy, chemicals, and cosmetics. These agreements are governed by strict non-compete clauses and commission structures that align incentives and ensure market integrity. We collaborate with regional partners who are familiar with local regulatory landscapes and customer expectations. This localised presence builds trust with OEMs and helps us navigate complex procurement processes. We also maintain close ties with our legal and commercial advisors to ensure that all partnerships comply with international trade laws and support our long-term strategic goals. This disciplined approach allows us to expand our footprint without diluting our brand or compromising on quality.
We use cookies to personalize your experience. By continuing to visit this website you agree to our Terms & Conditions, Privacy Policy and Cookie Policy.
With a resolve to solve many different challenges at the production sites, Sameer Gandhi shares that OMRON strives to create solutions by synergising and advancing three approaches to innovation in automation—integrated, Intelligent, and Interactive with the i-Automation! Concept.
OMRON operates in over 100 countries. How do you ensure global quality and standards across diverse operational geographies, including India?
OMRON Automation ensures global quality and standards across its operations through standardised processes, localised adaptations, and rigorous quality control measures. It follows a “Quality First” approach, prioritising safety and reliability in its products and services. It actively engages with the customer to develop a customised solutions blueprint while ensuring quality risk management and product safety to meet customer expectations.
The company follows internationally recognised standards like ISO 9001 (Quality Management) and ISO 14001 (Environmental Management) across all locations. While its core technologies and key products are developed in Japan, ensuring consistency in design and performance, it allows localised production and testing to meet global standards while complying with local regulations and industry-specific certifications. All the products meet applicable country-specific regulatory requirements, including BIS certification in India.
We have also enforced strict supplier audits to ensure raw materials and components meet its quality benchmarks.
OMRON is a global leader in automation. What innovations or technologies are you focusing on to support seamless manufacturing across geographically dispersed facilities?
With a resolve to solve many challenges at the production sites, OMRON strives to create solutions by synergising and advancing three approaches to innovation in automation. These are integrated (advanced control), intelligent, and interactive (advanced human-machine collaboration) technologies, which are summing up our i-Automation! The concept for manufacturing.
We also deploy AI-powered robotics for precision assembly and predictive maintenance, while smart factory solutions enable real-time monitoring and analytics. These innovations help ensure consistent quality and operational excellence, regardless of geographical location.
These are some of the endeavours that help reinforce OMRON’s commitment to intelligent and sustainable automation on a global scale.
How have you evolved your supply chain strategy post-COVID and amidst geopolitical shifts?
We have evolved our automation supply chain strategy by increasing production capacity, redesigning products to avoid hard-to-find components, and renegotiating with suppliers to increase allocated production volume, to name just a few. All of these efforts are starting to show significant results.
Can you share insights into how OMRON builds synergy with global OEMs and integrates its solutions into their ecosystems?
OMRON Automation fosters strong synergy with global OEMs by integrating its advanced automation solutions into their ecosystems. We collaborate with OEMs through strategic partnerships to enhance manufacturing efficiency, optimise production processes, and drive digital transformation. A notable example is our recent “IT-OT” partnership with Cognizant, where we will combine our Operational Technology (OT) expertise, such as sensors, controllers, and robotics, with Cognizant’s Information Technology (IT) capabilities, including AI, IoT, and cloud solutions. This IT-OT integration will enable OEMs to achieve flexible and agile operational excellence while promoting sustainable manufacturing.
We also provide tailored automation solutions across the automotive, semiconductor, electronics, and life sciences industries. The i-Automation! concept seamlessly integrates robotics, AI-driven analytics, and smart factory technologies into OEM production lines. Another example is i-BELT, our data-driven service that enables manufacturers to harness real-time operational insights. By leveraging i-BELT, OEMs can improve productivity, reduce downtime, and enhance energy efficiency through predictive analytics and AI-powered automation.
We use cookies to personalize your experience. By continuing to visit this website you agree to our Terms & Conditions, Privacy Policy and Cookie Policy.
Schneider Electric introduces TeSys Deca advanced contactors in India, designed for efficient, durable performance in industrial use.
Schneider Electric, a global pioneer in the digital transformation of energy management and automation, announced the availability of next-generation TeSys Deca Motor Starters in India.
The newly introduced TeSys Deca Advanced 115A and 150A contactors are designed to improve operating efficiency and promote sustainability goals, representing a significant step forward in simplifying industrial motor control.
The TeSys Deca series, with superior engineering and increased endurance, provides a dependable, future-proof solution for Original Equipment Manufacturers (OEMs), system integrators, and industries such as manufacturing, utilities, infrastructure, and mining. Motor starters help to reduce energy consumption and optimise resource utilisation while increasing uptime and performance.
Nikhil Pathak, Vice President of Digital Energy and Power Products, at Schneider Electric, Greater India, stated, “At Schneider Electric, innovation is about delivering lasting value for our customers and the environment. With the launch of the TeSys Deca Advanced, we’re offering smart, durable, and easy-to-deploy solutions built for the toughest industrial environments. These products reflect our core values—sustainability, efficiency, and operational excellence—enabling industries across India to reduce downtime and accelerate energy savings.”
Key Highlights of TeSys Deca Advanced:
Schneider Electric’s authorised distributors and channel partners in India now offer the TeSys Deca Advanced 115A and 150A contactors.
We use cookies to personalize your experience. By continuing to visit this website you agree to our Terms & Conditions, Privacy Policy and Cookie Policy.
India is opening its door to the world with a glocal approach—melding global expertise with local strengths. Rajesh Nath, Managing Director, VDMA India, shares insights on how OEMs navigate this globalisation, deal with trade challenges, and grow in a borderless industrial landscape.
How has globalisation influenced the operations of OEMs, and what challenges do they face in borderless trade?
Globalisation has transformed OEM operations from region-focused manufacturing units to highly integrated global ecosystems. It has enabled OEMs to access diverse markets, optimise cost structures by leveraging global supply chains, and collaborate across borders to accelerate innovation. Today, an OEM in India might design in Germany, source from Southeast Asia, and serve customers in North America—all in a single production cycle.
However, borderless trade isn’t without its complexities. OEMs face geopolitical uncertainties, inconsistent regulatory standards, and supply chain disruptions, exemplified starkly during the pandemic and recent geopolitical conflicts.
Furthermore, while globalisation promises scale, maintaining quality, compliance, and customer proximity across continents becomes a balancing act. To thrive, OEMs must invest in digital infrastructure, embrace global standards, and build agile, resilient supply chains that can withstand volatility while delivering value globally.
How do geopolitical tensions (such as US-China trade disputes, Brexit, etc.) impact global trade and supply chains?
Geopolitical tensions are reshaping the contours of global trade and supply chains. Events like the US-China trade disputes, Brexit, and recent regional conflicts have exposed the vulnerabilities of over-dependence on single-source supply chains. For OEMs, this means rethinking procurement strategies, diversifying supplier bases, and relocating critical operations closer to end markets—a trend often referred to as “friend-shoring” or “nearshoring.”
The ripple effects are significant: rising costs, longer lead times, and the need for more transparent, tech-enabled supply chain management. Manufacturers are now compelled to balance efficiency and resilience, often prioritising geopolitical stability over cost advantages.
Moreover, this geopolitical churn underscores the importance of collaboration over confrontation for globally integrated sectors like manufacturing, pushing companies and countries alike to redefine trade partnerships and standardise cross-border regulations to ensure continuity.
What role do international trade agreements and policies play in shaping the global operations of OEMs in India?
International trade agreements and policies are enablers and gatekeepers for OEMs operating in India. Free Trade Agreements (FTAs), bilateral treaties, and regional blocs like the EU or ASEAN influence everything—from import duties and sourcing decisions to technology transfers and market access. For OEMs in India, these agreements can open doors to global supply chains, ease export restrictions, and encourage foreign investment. For instance, India’s evolving trade relations with the EU and the UK offer OEMs opportunities to tap into advanced markets. At the same time, policies like the Production-Linked Incentive (PLI) schemes incentivise global players to set up manufacturing bases in India.
However, frequent policy changes, complex compliance norms, and lengthy trade negotiations can create uncertainty. OEMs must stay agile and informed, aligning their strategies with shifting trade dynamics to optimise operations while ensuring compliance.
In essence, trade policies shape the operating canvas, determining where OEMs manufacture, how they source, and whom they serve.
What strategies are OEMs adopting to balance global expansion with regional economic and political uncertainties?
OEMs are becoming more intentional about balancing global expansion with regional uncertainties by embracing a “glocal” approach—global vision and local adaptation. This means expanding footprints in high-growth regions while building resilience into operations through diversified supply chains, multi-location manufacturing, and local sourcing.
Many are shifting from a centralised, efficiency-driven model to a decentralised, risk-mitigated structure. For instance, an OEM might maintain R&D in Europe, manufacturing in India, and distribution hubs in Southeast Asia, ensuring continuity even if one region faces disruption.
Scenario planning, geopolitical risk assessments, and greater investment in digital supply chain visibility are also now core to strategic decision-making. Additionally, partnerships with local suppliers and governments help OEMs navigate regulatory landscapes more effectively while fostering trust and compliance.
How have supply chain disruptions (pandemic, semiconductor shortages, logistics crises) changed the supply chain strategies?
Supply chain disruptions—from the pandemic to semiconductor shortages and logistics bottlenecks- have rewritten the global supply chain strategy rules. Once hailed for efficiency, the traditional “just-in-time” model gives way to “just-in-case” approaches that prioritise resilience over cost-cutting.
OEMs diversify supplier networks, increase inventory buffers, and regionalise production to reduce overdependence on any single country or route. Dual sourcing and multi-shoring have become common, with companies setting up alternate manufacturing hubs in India, Vietnam, or Eastern Europe.
Investment in digital technologies has increased over time, with AI-driven demand forecasting, real-time tracking, and end-to-end supply chain visibility becoming critical to anticipating and mitigating disruptions.
What better can organisations such as ISO, IEC, and government agencies play in shaping global manufacturing standards?
Organisations like ISO, IEC, and proactive government agencies are the silent architects of seamless global manufacturing. Developing and promoting universal standards enables OEMs across borders to speak a common technical language, ensuring quality, safety, and interoperability, regardless of geography.
Harmonised standards act as accelerators in an interconnected manufacturing world. They reduce compliance complexities, ease market entry, and foster innovation by allowing global players to build on a shared foundation. For emerging manufacturing hubs like India, alignment with global norms helps position the country as a reliable partner in the international supply chain.
Moreover, these organisations must move faster and more collaboratively, working closely with industries to develop standards that keep pace with technologies like AI, additive manufacturing, and green production.
Standard-setting bodies and policymakers shape competitiveness. Their evolving role is central to a truly “One World, One Market” manufacturing reality.
How can OEMs prepare for future disruptions (climate change, trade wars, cybersecurity threats)?
Future disruptions—whether from climate change, trade wars, or cybersecurity threats—aren’t distant risks anymore; they’re strategic realities. OEMs must build resilience into their DNA, moving from reactive responses to proactive preparedness to stay ahead.
This begins with risk mapping and scenario planning, enabling OEMs to identify vulnerabilities across geographies, suppliers, and technologies. Sustainability is now a business imperative—OEMs are adopting cleaner processes, investing in circular economy models, and aligning with global ESG goals to mitigate climate-related risks.
To navigate trade volatility, OEMs are regionalising operations and cultivating diversified supplier ecosystems so they can pivot quickly during disruptions. Cybersecurity is equally critical. With smart factories and connected supply chains, OEMs must now secure their digital infrastructure as rigorously as their physical assets.
How do you see the role of German OEMs evolving in India’s manufacturing landscape under the concept of a borderless global market?
German OEMs aim to bridge precision engineering with local dynamism in a borderless global market and play an even more influential role in India’s manufacturing evolution.
Known for their high-quality standards, automation expertise, and long-term commitment, German companies bring a strong culture of process excellence, sustainability, and technology. In recent years, German OEMs have deepened their footprint in India as exporters and local partners, setting up R&D centres, manufacturing units, and skill development initiatives. With India’s push for “Make in India” and global supply chain diversification, German OEMs align well with the country’s aspiration to become a global manufacturing hub.
This synergy is transformational. German engineering complements Indian scale and adaptability, creating a blueprint for globally competitive, locally rooted manufacturing.
What impact do you foresee from geopolitical shifts and trade policies on the flow of machinery, technology, and components between India and Germany?
Geopolitical shifts and evolving trade policies bring challenges and opportunities for both countries. On the one hand, increasing protectionism, supply chain realignments, and regulatory complexities can introduce friction. However, they also create a strong case for trusted bilateral partnerships.
Germany sees India as a strategic production and innovation partner. As global OEMs seek alternatives to concentrated supply chains, India is emerging as a viable hub for manufacturing and sourcing, especially in sectors like automotive, machine tools, and electrical engineering.
The future impact will largely depend on how swiftly trade agreements are finalised and implemented, like the proposed EU-India Free Trade Agreement. A progressive, transparent policy environment can greatly accelerate the flow of advanced German machinery and technology into India, enabling manufacturers to export more value-added components to Europe.
Can you share any successful case studies where collaboration between German and Indian manufacturing players exemplifies the “One World, One Market” vision?
Several successful collaborations between German and Indian manufacturing players are prime examples of the “One World, One Market” vision—where global synergies are harnessed for mutual growth and innovation.
One such case is the partnership between German automaker Volkswagen and Indian automotive manufacturers. By setting up advanced manufacturing plants in India, Volkswagen has localised production for cost efficiency and integrated German automotive technology with India’s production expertise. This collaboration has boosted local production and made India a crucial export hub for VW, connecting Indian-made vehicles to global markets.
Another standout is the collaboration between Germany’s Siemens and Indian companies like L&T and BHEL in the energy and infrastructure sectors. Siemens has introduced high-efficiency turbines and automation solutions, which, combined with Indian manufacturing capacity, have driven significant strides in both renewable energy projects and industrial automation in India. This partnership underscores how German technology and Indian manufacturing scale are co-creating solutions for the global market.
In the machine tools sector, companies like DMG Mori have forged strong ties with Indian counterparts. They provide high-precision machinery while leveraging India’s growing skill base. This cooperation has increased exports from India, demonstrating how German technology and Indian capabilities create a globally competitive manufacturing ecosystem.
These case studies exemplify how the convergence of German engineering excellence and Indian manufacturing flexibility can transcend borders, forming a seamless global market that drives innovation, efficiency, and competitiveness.
We use cookies to personalize your experience. By continuing to visit this website you agree to our Terms & Conditions, Privacy Policy and Cookie Policy.
Nasscom highlights the urgent need for stronger industry-startup collaboration, AI adoption in healthcare, digital skilling in Tier 2–3 cities, and a mindset shift to unlock India’s tech-driven growth.
Behind every healthcare innovation lies a key concern: where will capital come from, and how can we scale ethically and efficiently? What’s NASSCOM’s take on enabling funding pipelines for AI-driven healthcare solutions in India?
Concern about funding requirements exists for most startups, not just those in the healthcare segment. Having said this, while there are good startups seeking funding, there are also venture capitalists with funds looking for quality investment opportunities. Ultimately, it is about the match between the quality and maturity of the solution and the investor’s investment objectives.
While Nasscom does not directly fund startups, we work closely with the investor community to enable funding for startups. We also organise knowledge sessions on how innovators should prepare themselves for fundraising. Most first-time entrepreneurs are unaware of what investors look for when evaluating startups for funding, and such sessions help them create more effective pitch decks and deliver stronger pitches.
How is AI being practically deployed in critical care and life-saving applications today, and which emerging technologies are most promising in India’s healthcare ecosystem?
The ratio of doctors to patients in India is extremely low compared to the WHO recommendations, especially in rural areas, and this can’t be bridged organically. AI has begun playing a significant role in the healthcare sector and is poised to play a much larger role in the future.
From using AI to analyse X-ray and MRI reports to identify cancer and abnormalities to utilising an AI-based NLP interface to address patients’ first-level queries, AI has begun playing a significant role in the healthcare system. Pharmaceutical companies are now utilising AI to expedite the drug discovery process and lower costs. AI is being used to create personalised treatment plans after analysing large amounts of data to address critical illnesses. AI is also being used to identify how existing drugs can be used to treat different problems (drug repurposing). Such an approach would cut down the costly clinical trials that are a necessary part of any drug launch.
With GenAI disrupting the pharmaceutical industry, how is India positioning its pharmaceutical innovation engine to compete globally? What tech does India need to scale up their manufacturing?
India has strong AI capabilities. As indicated in the previous question, Indian startups are collaborating closely with healthcare service providers and pharmaceutical companies to utilise AI in various healthcare segments.
What is required is the willingness on the part of healthcare and pharmaceutical/life sciences players to move outside their comfort zone with traditional approaches and be ready to work closely with innovators in the adoption of new technologies. That disconnect is the biggest hindrance to the growth of indigenous technologies. Nasscom CoE, with its extensive experience in working with startups and enterprises, can help them identify suitable partners and work towards adoption.
What specific policies or ecosystems are helping MSMEs transition toward Industry 4.0 and 5.0, especially when they lack capital, digital literacy, or space for transformation?
Various state governments have subsidy schemes to help the MSME sector adopt digital technology. Indian startups have developed low-cost solutions that MSME players can easily adopt.
The major problem here is not the capital but the hesitation about how the adoption will work for them. They also need to realise that Industry 4.0 is NOT a one-size-fits-all approach but a journey. Start with a low-cost solution, see how it works for you, and then move forward with bigger adoption.
Nasscom CoE has worked extensively with MSME players to help them adopt digital solutions in their operations and is happy to work with those looking to start the Industry4.0 journey to improve their bottom and top lines.
Many startups claim to support ‘Viksit Bharat’s goals. From NASSCOM’s lens, which segments show true potential to meet global tech benchmarks?
Viksit Bharat is an amalgamation of various technologies that address multiple challenges faced in daily life. There is no single technology—all the technologies will play an important role in Viksit Bharat.
How is NASSCOM supporting the development of a digitally skilled workforce, particularly in Tier 2 and 3 cities where manufacturing is expanding?
FutureSkills Prime, a digital skilling initiative by NASSCOM and MeitY, aims to make India a Digital Talent Nation. It is an innovative and evolutionary ecosystem designed to equip learners with cutting-edge skills essential in today’s rapidly evolving digital landscape. The courses, pathways, and industry-backed Nasscom certification programs are aligned with the National Occupational Standards (NOS) and National Skills Qualification Framework (NSQF), enabling learners to acquire in-demand skills that employers highly value. As a digital platform, FutureSkills Prime opens up opportunities in non-traditional talent hubs for women returning to work, in tier 2 and tier 3 cities, and even for gig workers.
While launched to serve working professionals, FSP has evolved to strategically include students as well, as they are a critical segment in shaping India’s future workforce. Today, over 85% of its 3 million+ learners are students, the majority of whom come from underserved geographic areas. This transformation reflects FSP’s adaptive design and mission to democratise skilling.
As we approach 2025, what are the biggest tech-led opportunities and critical roadblocks NASSCOM sees for stakeholders in manufacturing, pharma, and healthcare?
Strong technical capabilities have the potential to transform into innovative solutions in various segments. The biggest challenge is the lack of digital literacy, which also results in hesitation in digital adoption. Enterprises need to make an effort to ramp up digital literacy and create an enabling environment for adoption. Digital adoption tends to bring transparency in operations, which is resisted by vested interests. It is up to the leadership of enterprises to push the adoption and make it happen.
We use cookies to personalize your experience. By continuing to visit this website you agree to our Terms & Conditions, Privacy Policy and Cookie Policy.
The world is fast becoming one integrated market, driven by efforts from leading economies to simplify trade and improve global accessibility. In this context, Dr. Kishore Jayaraman from the UK India Business Council highlights how the UK and India work together to shape a more connected and collaborative global economy.
With evolving global supply chain strategies, how can India position itself as a co-innovation partner rather than just a low-cost hub for UK and EU manufacturers?
India’s growth is unprecedented; it is no longer just the back office or low-cost hub of the world—it’s rapidly evolving into a front-runner in product development, digital transformation, and sustainability-focused solutions. With 100+ unicorns and thousands of tech startups, India offers agility and innovation. At UKIBC, we work towards helping British firms understand the Indian opportunity. There is tremendous scope for India to partner with UK firms; the two countries can co-develop next-gen solutions in EVs, health tech, or green hydrogen while leveraging cost efficiency and creative capacity. India’s digital infrastructure, digital payments system, and growing expertise in AI, IoT, Industry 4.0, and clean energy put India in a unique place to go beyond cost arbitrage and become a co-creator of high-value, sustainable solutions. The time is ripe to shift from outsourcing to co-innovation.
What are UK manufacturers’ and investors’ key concerns or expectations when considering India as a strategic production or R&D base?
British companies are committed to manufacturing in India. They would welcome policies that help them integrate India into their supply chains without impacting their efficiency. For example, a facilitative tariff and standards regime that allows investors to invest and build an India supply chain in a phased manner over the medium—to long-term would help unlock significant inflows of further investment.
Equally, UK investors are keen to bring and create new IPs in India and jointly develop with Indian partners. Policies that provide adequate protection and commercial compensation for their IP can catalyse this.
Businesses would also welcome certain business environment optimisations, such as shorter timelines for approvals and a more consistent and transparent approach across Government Departments, States, and regulators for approvals and clearances.
Businesses feel that taxation policies and the overall regulatory treatment should centre on providing a level playing field to all investors.
How do you view the impact of India’s PLI schemes, FTA discussions, and Make in India 2.0 on actual foreign investment flows?
This is an exciting chapter of India-UK relations, with alignment on 26 chapters, that the 5th and 6th largest economies agreed to an FTA of this magnitude. The benefits to both India and the UK are palpable and very high. The trade deal will encourage co-manufacturing between India and the UK in key strategic areas, some of which were highlighted in the Technology Security Initiative signed by both governments in July 2024. Most importantly, this FTA could give small and medium-sized enterprises (MSMEs)—even those not based in the UK or India—better access to join and contribute to global supply chains.
India is moving towards Aatma Nirbhar Bharat, which promotes self-reliance, especially in defence. India is focused on indigenisation, building reliable defence technology supply chains, securing access to critical technology, increasing exports, and creating domestic manufacturing jobs. The UK’s sophisticated defence industry can support this mission. PLI, FTAs, and Make in India 2.0 are not isolated moves—they’re part of a coordinated policy architecture to position India as a trusted, tech-forward manufacturing and innovation partner. While execution and follow-through remain key, the direction is positive and already influencing investor decisions.
What sectors show the most promise for UK-India collaboration in high-tech manufacturing and digital industrial innovation?
A trade or strategic deal between the UK and India would benefit various sectors, fostering growth in both economies. In the technology and digital services sector, the UK can access India’s skilled tech workforce and its expanding digital market. At the same time, India benefits from increased collaboration with UK tech firms, particularly in areas such as AI, cybersecurity, and fintech. In pharmaceuticals and healthcare, the UK would gain by importing cost-effective generic drugs and medical devices from India. At the same time, India would benefit from research partnerships, clinical trials, and easier drug approvals in the UK.
Green energy and sustainability are other key sectors, with the UK having opportunities to export green technologies and offer consulting services for carbon management. India stands to gain significant investment in renewable energy infrastructure and achieve its net-zero goals through partnerships with the UK. The UK would benefit from diversified and cost-effective manufacturing partnerships in India in manufacturing and supply chains. At the same time, India could secure more foreign direct investment (FDI) in advanced manufacturing and smart factory initiatives.
Finally, the UK could secure defence contracts and tech collaborations in the defence and aerospace sectors. At the same time, India would benefit from co-development opportunities and the modernisation of its defence systems. These sectors collectively represent areas where both nations would find substantial growth and opportunity in a strategic deal.
Are Indian OEMs and startups getting closer to global aerospace, mobility, or precision engineering standards – or is the gap still significant?
India’s OEMs and deep-tech startups are making impressive strides toward global standards—particularly in aerospace components, electric mobility, and precision engineering.
In aerospace, companies are now part of global supply chains, delivering components to stalwarts. In e-mobility, startups are designing products at par with global counterparts regarding software integration and design-for-manufacture. The gap with global standards is closing—especially in top-tier OEMs and forward-looking startups. India’s challenge is replicating that quality and innovation culture across the broader industrial base, enabling scalable excellence.
From a UKIBC perspective, what policy or structural reforms are most urgently needed in India to attract the next wave of global manufacturers?
As mentioned earlier, British firms are looking forward to the Indian opportunities. There has been tremendous policy impetus by the Indian government to ensure a level playing field. However, in our member consultations, we gauge that ease of doing business optimisations such as shorter timelines for approvals and a more consistent, transparent approach across Government Departments, States, and regulators for clearances are also important. Overall, continued efforts to provide a level playing field, allowing all businesses in India, including international companies, to operate and access the same opportunities, would signal a strong progressive investment climate.
What message would you give Indian MSMEs aspiring to become global suppliers or Tier 1 partners to multinationals?
The world is looking for resilient, cost-effective, innovation-driven supply partners—and Indian MSMEs are in a prime position. But success will go to those who aim high, invest in quality, and commit to the long game.
We use cookies to personalize your experience. By continuing to visit this website you agree to our Terms & Conditions, Privacy Policy and Cookie Policy.
The Indian tooling industry has the strong backing of TAGMA to place it on the global map and narrow the technology gap. Devaraya M Sheregar, President of TAGMA India, discusses how the association is empowering Indian toolmakers and making them export-ready while tapping into emerging sectors like aerospace and semiconductors.
How is TAGMA India positioning the Indian die, mould, and tool industry in response to the global shift towards diversified and decentralised manufacturing ecosystems?
TAGMA India is proactively aligning the Indian die, mould, and tool industry with the global trend toward diversified and decentralised manufacturing. Through flagship events like the International Tooling Summit (ITS) and Die & Mould India International Exhibition, we offer platforms for toolmakers to interact with global industry leaders, explore cutting-edge technologies, and form strategic collaborations. These events, which attract over 500 delegates and 35+ expert speakers, have become vital arenas for fostering innovation and cross-border networking.
Beyond events, TAGMA also plays a critical role in preparing Indian toolmakers for the global stage by representing their interests internationally and promoting Indian capabilities to OEMs and Tier 1 suppliers globally. Through our Tooling Academy, we focus on skill development to ensure that the Indian workforce is equipped to meet international standards. Additionally, TAGMA’s participation in foreign exhibitions helps showcase Indian expertise while facilitating exposure to advanced technologies and best practices, making Indian toolmakers competitive contributors to global manufacturing ecosystems.
What steps is TAGMA taking to enhance the global competitiveness of Indian toolmakers in the face of rising trade protectionism and evolving global standards?
In response to rising trade protectionism and evolving global standards, TAGMA is empowering Indian toolmakers through multiple strategic initiatives. One such initiative is Tool Talk, a dedicated knowledge-sharing platform where industry veterans, experts, and technocrats discuss emerging challenges, technologies, and global requirements. These dialogues help Indian companies stay current with international trends and quality expectations.
TAGMA also facilitates international exposure by taking its members to leading global exhibitions such as TIMTOS (Taiwan), JIMTOF (Japan), and INTERMOLD (Korea). These trips allow Indian toolmakers to gain first-hand insights into the latest advancements in tooling technology and benchmark their capabilities against global standards. TAGMA also organises technical seminars and training sessions, helping members navigate global certifications and adopt lean, export-ready processes.
What recent developments or opportunities are shaping the growth of India’s semiconductor and aerospace manufacturing sectors?
India’s semiconductor and aerospace sectors are witnessing robust growth, driven by strategic government interventions and a strong push for domestic manufacturing. In semiconductors, the ₹76,000 crore ($10 billion) incentive package under the India Semiconductor Mission attracts major global players to set up fabrication units, ATMP (Assembly, Testing, Marking and Packaging) facilities, and design centres. According to the India Electronics and Semiconductor Association (IESA), the Indian semiconductor market is expected to grow from $23 billion in 2022 to $85 billion by 2030, opening up opportunities for upstream and downstream suppliers.
In aerospace, increased allocation under the Defence Budget and the rise of indigenous programs under ‘Make in India’ and ‘Aatmanirbhar Bharat’ fuel the need for locally sourced components, sub-assemblies, and tooling. With the Indian aerospace and defence industry projected to reach $70 billion by 2030, the demand for high-precision tooling, moulds, and dies is set to rise significantly.
As semiconductor and aerospace manufacturing require tight tolerances and exceptional quality, Indian tooling companies can upgrade their capabilities, gain global certifications, and contribute to the development of complex tools, dies, and precision components. TAGMA is helping its members tap into these emerging sectors through focused seminars, policy engagement, and skill-building programs tailored to high-tech industries.
Despite India’s tool and die manufacturing advancements, which categories of moulds still depend heavily on imports, and why?
While India has made significant strides in tool and die manufacturing, there remains heavy import dependence in certain high-precision mould categories, particularly in the electronics, aerospace, and medical device industries. In automotive, light moulds and bumper moulds are still imported. These sectors demand micro-level tolerances, superior surface finishes, and high reliability, which often require advanced machining capabilities, specialised materials, and cutting-edge design software that are still limitedly available domestically.
TAGMA bridges these gaps by promoting technology adoption, skill development, and global partnerships. Through its international exposure programs and training initiatives, TAGMA is helping Indian toolmakers scale up their technical competence to meet the stringent requirements of these sectors.
What’s the best approach for global OEMs and component manufacturers to finding the right tooling and technology partners within India’s manufacturing ecosystem?
Global OEMs and component manufacturers can effectively identify suitable tooling and technology partners in India by leveraging TAGMA’s ecosystem. Events like the Die & Mould India International Exhibition and International Tooling Summit offer direct interaction with top-tier Indian toolmakers, enabling informed decision-making and long-term partnerships.
TAGMA also provides online directories and member listings that are a reliable resource for finding certified and experienced partners. Importantly, global companies are encouraged to evaluate potential Indian partners based on quality certifications such as ISO, IATF 16949, and AS9100, which many TAGMA members possess. These certifications ensure compliance with international manufacturing and quality standards, making the Indian tooling industry a dependable option for global sourcing.
How do international manufacturers navigate India’s complex regulatory environment, including tax structures, import duties, and BIS (Bureau of Indian Standards) compliance requirements?Navigating India’s regulatory environment, especially concerning tax structures, import duties, and BIS compliance, can be challenging for international manufacturers. Most global companies rely on local legal and compliance consultants and industry associations like TAGMA for up-to-date regulatory guidance.
The Bureau of Indian Standards (BIS) mandates testing and certification for numerous products to ensure safety and quality. This includes documentation, product sampling, and testing in BIS-recognised laboratories. The BIS process typically takes 4–8 weeks for new entrants, depending on product complexity (source: BIS official guidelines).
TAGMA helps its members understand these requirements by organising workshops, compliance seminars, and publishing updates on policy changes. Moreover, it facilitates engagement between manufacturers and regulatory bodies, ensuring smoother navigation through India’s evolving compliance landscape.
Do you see sufficient domestic demand for sheet metal dies in India, and which sectors demand this the most?
The domestic demand for sheet metal dies in India is strong and steadily growing, primarily driven by the expansion of the country’s manufacturing ecosystem. The automotive sector continues to be the largest consumer, with increasing demand for body panels, brackets, and structural components, especially as the industry shifts towards electric vehicles requiring new die designs and lightweight materials. Additionally, the electrical and white goods sectors are contributing to the demand surge due to the rise in appliance manufacturing and consumer electronics assembly.
Other key drivers include industrial machinery and capital goods manufacturing, as India aims to reduce dependence on imports and boost local production under the Aatmanirbhar Bharat initiative. The growth of MSMEs in tier-2 and tier-3 cities is also expanding the base of sheet metal processing, requiring a steady supply of dies for localised production.
How is TAGMA addressing the challenges faced by its members in aligning with global quality certifications and export-readiness requirements?
TAGMA strategically supports its members in achieving global quality certifications and enhancing export readiness. This includes organising training sessions on ISO, AS9100, and other international standards and hosting interactive sessions with global experts to share best practices in quality management and process optimisation.
TAGMA also provides resources and consulting support to help toolmakers implement documentation systems, internal audits, and continuous improvement programs—critical for certification and export compliance. These efforts are supplemented by international exposure visits, which help members understand expectations in global markets. By preparing Indian toolmakers to meet international benchmarks, TAGMA is critical in expanding India’s global tooling and manufacturing value chain footprint.
We use cookies to personalize your experience. By continuing to visit this website you agree to our Terms & Conditions, Privacy Policy and Cookie Policy.
India’s large workforce, growing market, and government initiatives like “Make in India” present opportunities for the company to become an alternative manufacturing hub to China. Vishal Bhatnagar, CEO & Managing Director of MVD Auto Components Pvt Ltd, discusses the company’s global supply chain strategy in response to geopolitical and trade shifts.
How has MVD Auto Components adapted its global supply chain strategy in response to recent geopolitical and trade shifts?
The current geopolitical scenario is highly dynamic, with tariff wars between the consumer USA and other countries and actual conflicts in Europe, the Middle East, and recently, India vs. Pakistan.
Because of these uncertainties and ever-changing scenarios, businesses and manufacturing companies must focus on diversifying their supply sources, building resilience in supply chains, and embracing technology to enhance visibility and traceability. They also need to monitor geopolitical risks and build strong supplier relationships. Single-source suppliers should be avoided, and emphasis should be placed on more local suppliers or robust suppliers.
What challenges and opportunities have emerged for your company as India positions itself as an alternative manufacturing hub to China?
India’s large workforce, growing market, and government initiatives like “Make in India” present a significant opportunity to become a manufacturing hub. India can capitalise on its strengths, such as cost advantages, a skilled workforce, and government support for infrastructure and technology development, as the global shift away from China is influenced by outbreaks and supply chain diversification.
International companies are exploring alternatives to China, or the “China plus one strategy”. We Indian companies should take advantage of this and come out as partners. We should speed up new part developments and ensure robust production and reliable quality. Our company already exports to over 30 countries worldwide and sees a chance to increase its customer base.
How does MVD ensure its auto electrical and electronic components meet international quality and compliance standards for OEMS globally?
We are primarily an OEM company. We supply top vehicle and engine manufacturers in India and high-tech countries like the USA, Japan, Germany, Italy, and the UK. We continuously improve our systems by learning from our customers, fostering a sense of belonging and entrusting us with more projects. We have the latest certifications of IATF 16949:2016, ISO 14001:2015, ISO 45001:2018, CE, and Rohs. It ensures our products meet international compliance and quality standards.
To what extent has localisation played a role in your operations while serving global markets?
We are known for the localisation/indigenisation of various components, which were earlier imported into India by OEMS. We are the first Indian company to manufacture OEM automotive switches, including carburettor solenoid switches, radiator fan thermostat switches, power steering switches, automatic transmission solenoid valves, and speed sensors. We have also collaborated with the Indian Ministry of Defence to import critical components for the respected Indian Army, which were previously imported at high costs from other countries.
What steps has MVD taken to diversify the sourcing of raw materials and reduce dependency on single-country suppliers?
We primarily use Indian-made child parts and collaborate with customers and suppliers to prioritise the localisation of high-tech parts. Indian companies are now manufacturing electronic parts and semiconductors. Earlier, those were dependent on imports, but now, dependency on other countries has become minimal.
Can you share examples of international collaborations or exports that reflect MVD’s contribution to a borderless manufacturing ecosystem?
We export our products to over 30 countries globally and have established strong relationships with top auto component industry leaders in their respective countries. We have been supplying components to some customers for over 20 years now while adding more products and part numbers to keep up with evolving automotive technologies. These collaborations have been mutually beneficial—the customers are getting good-quality products at cheaper prices, and we are learning from their technologies and engineering.
We use cookies to personalize your experience. By continuing to visit this website you agree to our Terms & Conditions, Privacy Policy and Cookie Policy.
Global OEMs demand precision, consistency, and agility. L. Krishnan, MD of TaeguTec India, shares that they are focused on delivering high-quality cutting tool innovation with advanced carbide solutions made locally.
How is TaeguTec aligning its cutting tool solutions with the evolving needs of global OEMs striving for standardised quality and performance across borders?
At TaeguTec, aligning with the needs of global OEMs for standardised quality and performance across borders is fundamental to our strategy. We achieve this through a multi-pronged approach. Firstly, our manufacturing processes incorporate state-of-the-art machine tools, automated production methods, and rigorous quality control procedures. This is underscored by our adherence to internationally recognised standards and certifications. Secondly, our global network of subsidiaries and distributors ensures that OEMs receive consistent products and support, regardless of their location. We maintain automated warehouse hubs in major regions to facilitate timely delivery. Our cutting tool solutions are developed through pioneering research and development, focusing on optimised performance, reliability, and cost reduction. These are critical for OEMs seeking efficiency and consistency across their global operations. Our technical engineers worldwide provide customised support to help OEMs meet their specific demands while ensuring high-quality output.
How does TaeguTec maintain agility in its global supply chain, especially during disruptions or shifting geopolitical dynamics?
While the global environment presents challenges, our established global network of production sites, subsidiaries, and distribution channels forms a crucial foundation. Our approach involves careful management of inventory and logistics across this network. Although specific, granular details of our real-time disruption response protocols are part of our internal operational resilience strategy, our global footprint and established relationships with logistics partners are key to navigating unforeseen challenges and minimising impact on our customers’ operations.
As OEMs push for higher efficiency and material-specific tooling, what innovations is TaeguTec introducing in carbide tooling and inserts?
We understand that OEMs require ever-increasing efficiency and tooling tailored to the complexities of modern materials. TaeguTec has a strong R&D focus, and innovation in carbide tooling and inserts is at the core of our offering. We continuously develop advanced carbide grades and innovative coatings to enhance wear resistance, improve heat management, and extend tool life, even in demanding applications. Our R&D teams are dedicated to creating new insert geometries and chip breaker designs optimised for high-speed machining and effective chip control across various materials, including challenging ones like stainless steel and heat-resistant superalloys. We offer solutions specifically designed for various applications like turning, milling, drilling, threading, parting, and grooving, ensuring that OEMs have the right tools for specific materials and machining conditions to achieve higher productivity.
How do you balance localisation and global consistency when serving diverse markets like India, Europe, and the Americas?
We maintain a global standard for the quality and performance of our cutting tools, ensuring that customers worldwide can rely on the TaeguTec name. However, we recognise that each market has unique requirements and operating conditions. Our global network includes local offices with staff who understand the regional industrial landscape and speak the local languages. We have invested in local manufacturing and R&D capabilities in India. This allows us to provide our globally standardised product range and develop and offer custom-made products and ingenious solutions that cater specifically to the unique needs and challenges faced by customers in that region. This localised technical support and product adaptation enable us to be a responsive and effective partner in diverse markets.
How important is India in TaeguTec’s global strategy, and what role does your Indian presence play in R&D or production capabilities?
India is of significant importance to our global strategy. Our presence in India, with a manufacturing and R&D facility in Bangalore, is a testament to this importance. This facility is a fully accredited manufacturing entity. It plays a crucial role in our production capabilities, helping us to serve the Indian market effectively and contribute to our global manufacturing output. Furthermore, the R&D capabilities at our India facility are key to our localisation efforts. They complement the large-scale R&D initiatives at our headquarters in Korea by focusing on understanding and meeting the specific needs of Indian customers, including custom-made products and solutions tailored to the local manufacturing environment. This integrated approach strengthens our position in India and contributes to our global innovation and production strategy.
We use cookies to personalize your experience. By continuing to visit this website you agree to our Terms & Conditions, Privacy Policy and Cookie Policy.
MMD Heavy Machinery plays a key role in supplying the wear parts required by its group of companies. Subhajit Chaudhuri tells us about their in-house production process and local sourcing focus for precision, agility, and quality across complex, large-scale industrial projects.
How is MMD Heavy Machinery evolving its manufacturing capabilities to meet the demands of global OEMs?
We built our state-of-the-art manufacturing facility on 15 acres of land in Sricity, Tada, Andhra Pradesh, to meet the spares and wear parts demands for our group companies across the globe. The facility has complete infrastructure to support in-house machinery, fabrication, assembly, etc.
Given the scale and complexity of your projects, how do you maintain agility in your supply chain while ensuring quality and delivery timelines?
From concept to completion, we tailor our full range of services to suit projects of different scales and varied complexity. Our teams are present to support global groups with in-depth OEM knowledge. Our project team always extends their full support to complete the project within the committed timelines. Our holistic thinking and partnership philosophy help us identify the ideal solution for efficient, ecological operation and low total cost of ownership within the timescale. We have completed projects for clients, providing expertly developed comparative project studies, budgetary evaluation within the committed timeframe and technical overviews.
What advanced manufacturing technologies, like modular fabrication, automated welding, or digital twins, are you adopting to enhance precision and reduce cycle times?
Most of our IPSC (In-Pit Sizing and Conveying Technology) solutions are delivered with a skid-mounted (modular fabrication) structure to minimise the site civil activities, with almost no welding at the site due to safety and precision of alignment during the assembly works at the site. We also use Robotic Arc welding at Group Companies. MMD has been producing semi-mobile IPSC units since the early 1980s. It is generally fed by a small fleet of trucks transporting material short distances from the mine face. The Sizer™ unit reduces material in preparation for efficient conveyor haulage out of the mine. Concrete or reinforced earth walls – typically required for fixed plant installation – can cost anywhere from hundreds of thousands of dollars to millions, depending on the scale of the operation. What’s more, they take time to establish and require a lot of natural resources to complete. In contrast, the Semi-Mobile Sizer Stations are designed to work with fabricated twin or single-truck bridges or natural in-ground hoppers, which are much more cost-effective. Rather than positioning the plant away from the bench, the truck bridges can be tied into or adjacent to the bench, thus simplifying installation. As the mine continues to develop, the Sizer stations with bridges can easily be relocated to different areas to limit the overall haulage distances and minimise infrastructure costs.
How do you adapt your manufacturing processes to meet varying compliance and material standards when localising for international clients?
We are the manufacturing and supply hub for the group of companies’ wear parts requirement, and we strictly adhere to our Group’s standard quality procedures and standards. Our customers expect the best, and we deliver. We are committed to integrating only the highest standards across all aspects of our operations, products and services. Through a rigorous and exacting strategy, MMD implement quality management systems and design process standards to deliver consistent products and services. The MMD culture is one of innovation and continual improvement throughout the business. The ISO 9001 Quality Management System accreditation and OEM standards ensure we maintain only the highest standards of quality and service. We employ many design standards during the development of our design work. They also demonstrate our commitment to safe, healthy and sustainable work.
With the growing demand for indigenisation and reduced reliance on imports, how are you strengthening your in-house manufacturing and local vendor ecosystem? How do you source your raw material?
We do most of the plate and structural fabrication in-house by engaging our competent and dedicated manufacturing team, except for a few critical components. For electrical BOI, we source locally.
We use cookies to personalize your experience. By continuing to visit this website you agree to our Terms & Conditions, Privacy Policy and Cookie Policy.