IMTMA is actively mediating and making routes for Indian machine tool builders to expand globally with tech centres and international collaboration. This strategic approach ensures continuous market presence and empowers members to compete confidently on the world stage, shares Jibak Dasgupta, Director General & CEO of IMTMA.

With “One World, One Market” in mind, what role is IMTMA playing in aligning Indian manufacturing capabilities with international quality and performance benchmarks?
IMTMA is exploring avenues to establish technology centres in other strategic overseas markets to support its member companies. Such a move would ensure a continuous presence in foreign markets and help promote business growth.

The Association publishes various publications, including the “Reference Book for the Indian Machine Tool Industry” and others, to help guide its membership in understanding user sector needs and enabling them to make informed decisions.

Moving forward, IMTMA is exploring the incorporation of reliability into engineering, making it a part of its DNA to enhance the build quality of machine tools and help it remain competitive in the global market.

How does IMTMA collaborate with policymakers to ensure that India’s regulatory environment, including BIS and trade frameworks, supports smoother cross-border trade in industrial machinery?IMTMA has been organising a series of awareness programmes across the nation, with sessions held in Rajkot, Ludhiana, Pune, Bengaluru, and other locations for both IMTMA member companies and others.

The IMTMA website provides information related to technical regulations for easy access by its members, and we continually update it. IMTMA representatives are part of a subcommittee set up for the implementation of the OMNIBUS Technical Regulation (OTR 2024).

The Advanced Machine Tool Testing Facility (AMTTF), a joint project between the Government of India, IMTMA, and industry partners in Bengaluru, will play a crucial role in implementing OTR. As the implementing agency, AMTTF will assist the industry.

What are IMTMA’s current efforts in lobbying for export incentives, free trade agreements, or policy frameworks that promote Indian machinery in international markets?When it comes to free trade agreements, we insist on the country of origin to avoid dumping and protect the interests of indigenous manufacturers.

We also recommend judicious relaxation of basic customs duty for critical parts and components so that the cost of building machine tools comes down. From the top countries that we import from, we do not want any exemptions to be provided so that the interests of domestic manufacturers are protected.

When we notice the low-cost cost, high-volume imports of machines that essentially disrupt fair competition in the domestic market, the concerned authorities are alerted to take action and avoid a situation that may disrupt our domestic industry, which has the potential to manufacture such machinery. This has been broadly our policy framework.

Skill development is vital for advanced manufacturing. How is IMTMA ensuring that Indian talent is equipped to serve both domestic and global OEM needs, especially in automation and CNC technologies?
IMTMA is developing talent for advanced manufacturing by establishing world-class technology centres in Bengaluru, Pune, and Gurgaon, offering hands-on training in CNC, automation, robotics, and Industry 4.0. We also offer flexible e-learning and blended programs to achieve a broader reach and promote ongoing learning. IMTMA’s Design Institute empowers engineers with practical skills in machine tool design, CAD/CAM, and product innovation. It bridges the gap between academic learning and industry demands, nurturing design talent ready for real-world challenges.

How is IMTMA collaborating with global counterparts, such as CECIMO, AMT, or JMTBA, to develop shared platforms for knowledge exchange, joint R&D, and trade facilitation?
In every quarter, we exchange information on the machine tool outlook in respective countries. IMTMA shares information on the Indian machine tool industry outlook, as published by Gardner Intelligence’s annual World Machine Tool Survey.

During exhibitions, stakeholders from the machine tool industry meet and discuss the current status and future direction. This is particularly evident in prominent global exhibitions, such as the China International Machine Tool Exhibition, EMO, IMTS, and JIMTOF.

In exhibitions held around the globe, IMTMA participates in a country pavilion facilitated by the respective country associations. Joint arenas are organised to promote the interests of domestic and international machine tool builders, facilitating the exchange of information on the challenges and opportunities of establishing manufacturing facilities in India. We invite and encourage foreign players to establish manufacturing facilities and enter into joint ventures with Indian entities.

The idea of a single global market has evolved over centuries, from ancient trade routes to today’s digitally connected supply chains. The yearning for knowledge and the drive for better nations bridged borders, leading to trade liberalisation and collaboration among various industries. The interconnected world has provided opportunities for all countries to access innovations produced in one location and elevate them for the entire world.  

OEM Update’s Anniversary edition explores the theme of One World, One Market, with experts guiding manufacturers on the path to creating borderless factories—where ideas, components, and capabilities flow seamlessly across geographies to shape the products of tomorrow.

While printing technology had already flourished in ancient China and Korea, with movable type developed centuries before, Johannes Gutenberg’s invention of the mechanical movable-type printing press in 15th-century Germany marked a turning point for the modern world. It wasn’t the first printing press in history, but it was the first to combine mass production principles with mechanical precision in the West. Here, the basic principle came from the innovation happening around the globe. Gutenberg’s press sparked an era of rapid knowledge dissemination and easy access to information, igniting industrial thinking long before the Industrial Revolution. Fast forward to today, and a parallel transformation is happening, this time in the manufacturing sector. Today, designs are conceptualised in Silicon Valley, prototyped in Pune, assembled in Vietnam, and delivered across continents. Manufacturing is no longer a local endeavour; it is a global synchrony.

Industrialists with manufacturing around the world share how they have adopted the borderless factory model to build smarter and faster global operations. They believe this shift could represent manufacturing’s biggest revolution since the introduction of the assembly line.

Role of Technology

Technology plays a critical role in every department. It drives business and, in the context of borderless manufacturing, enables effective cross-regional collaboration.

Guruprasad Tantry, Director of Chennai Plant at Webasto Roofsystems India Pvt Ltd, shares his view, citing, “One of the primary uses of technology should be for knowledge transfer. When we talk about borderless factories and grasping the advantages of one location, new facilities must have the best knowledge from their parent or legacy factories.”

Technology also supports process and product know-how across regions. A prime example is the digital thread, also known as a digital twin. The digital thread is a communication framework that integrates data across the entire product lifecycle. This framework enables data-driven decision-making and collaboration among global teams, tracking changes in product design, production processes, deployment, and application usage.

People can query the digital thread to pull relevant information. For example, with Microsoft Copilot, you can input a question and retrieve data from across the digital thread—accessible globally without needing someone in another time zone to respond. This is how digital threads can be a powerful technology for managing borderless supply chains and manufacturing.

Secondly, AI tools also support knowledge transfer, along with digital platforms that enable faster responses and quicker problem-solving—vital in today’s fast-paced world.

Regulations

BIS (Bureau of Indian Standards) regulations in the manufacturing industry are primarily focused on ensuring the quality, safety, and reliability of products. Considering the broader perspective, BIS regulations impact material imports, which can pose significant challenges for global companies sourcing from multiple countries.

Manojit Acharya, Vice President – Asia Pacific and Managing Director – India at Jungheinrich, states that the QoS (Quality of Service) regulations issued by BIS impact various components in procuring spare parts, as well as complete products or equipment. For a borderless supply chain, companies have moved increasingly toward this model over the decades. China played a significant role in supply chains, initially driven by cost and technology considerations. BIS regulations are even more challenging for goods sourced from China, although they are difficult across the board.

Sharing an experience at Jungheinrich, Mr Acharya says, “We’re dealing with issues around spare parts. The process of reaching the final supplier and obtaining necessary approvals is complex. Small suppliers in China and Europe may be hesitant to share their certifications. They cite concerns about intellectual property; manufacturing processes and technologies are proprietary. Some also raise concerns about data protection and the GDPR (General Data Protection Regulation). For companies like ours and most international companies operating in India, these regulations present significant roadblocks. I understand the government’s intent—to localise supply chains and encourage domestic manufacturing, but in the short term, it’s a major hurdle. Authorities need to understand that localisation can’t happen overnight.”

Rapidly localising all components or setting up factories has implications for customers as well. Mr. Acharya adds, “It’s not simply a matter of time or cost; although India is considered a low-cost manufacturing country, achieving true economies of scale requires ongoing effort. We must think beyond just local-for-local or made-for-India production to make it truly effective. From our customers’ perspective, if we can’t deliver the product, it also impacts their operations. Our mission is to help customers fulfil their commitments. This move, although well-intentioned, may be contrary to the principles of global trade. Other countries are also following suit, and it’s not the best trend. Many high-tech applications are not manufactured in India and are not exposed to India. In our industry, there are certain high-reach truck models that no one manufactures in India.”

Rajesh Nath, Managing Director, VDMA India, shared the relevance of organisations like ISO and IEC, as well as proactive government agencies, who are the silent architects of seamless global manufacturing. By developing and promoting universal standards, they enable OEMs across borders to communicate in a common technical language, ensuring quality, safety, and interoperability, regardless of geographical location.

In an interconnected manufacturing world, harmonised standards act as accelerators. 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 now move faster and be more collaborative, working closely with industries to develop standards that keep pace with emerging technologies such as 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.

Local sourcing amid globalisation

The global versus local distinction is a critical and challenging aspect of the issue. It’s about localisation and skills. Finding the right supplier base is key. Localisation is important, especially with OEMs pushing for 100% local content—particularly if supplying EVs, where the focus is on getting the PLI scheme, and localisation becomes critical. However, local suppliers are not always equipped to handle the complexity of these products.

Mr. Tantry shares an example: a sunroof is a very complex system; even a simple one has approximately 60 components, including plastic, rubber, aluminium, steel, glass, electronics, and motors. Some commodities can only be localised at scale, like motors, which suppliers produce only if volumes reach a few million identical units. Sometimes, sub-assemblies must be imported if local production isn’t feasible.

It’s very challenging but possible through standardising core operations and customising products where scale allows localisation. Building an ecosystem of suppliers around you is crucial for effective localisation. It is evident that, even after accounting for import duties, some imported components can be cheaper than those sourced locally due to the lack of a local ecosystem.

It’s a combination of local and global sourcing. The local team also needs empowerment to make decisions on what to localise based on regulations, sustainability, or other reasons.

Resilient Supply Chain

From a global perspective, when your supply chain spans multiple countries, it’s no longer just about managing transport. You’re dealing with different time zones, customs regulations, infrastructure standards, and modes of transport. This results in longer and less predictable lead times, increased coordination among carriers, and a higher risk of disruptions from port strikes, weather, or political unrest. There are constant fluctuations in costs, including fuel prices, container shortages, and added surcharges. At the same time, there’s mounting pressure to reduce carbon emissions. Companies must now rethink their entire transportation strategy, as sustainability has become a matter of compliance and brand reputation.

Another major shift is the need for real-time visibility. You can’t manage what you can’t see. That’s why companies are investing in tracking systems, predictive analytics, and AI tools to monitor shipments and proactively manage any issues that may arise.

Then there’s the inventory challenge. With longer lead times and increased unpredictability, companies must decide whether to hold more inventory near customers or risk lower inventory levels and faster restocking. It’s a tough balance.

To give a quick example, Mathias Schmalz, Managing Director, PRG Agitators Pvt Ltd, shares, “At PRG, we source critical components from Europe, assemble them in India, and then ship them to clients across the Middle East and Asia. A delay at a European port or a customs issue in the UAE can disrupt the entire schedule. Since our products are custom-built, we can’t just substitute parts or reroute shipments. That’s why we’ve adapted by building stronger relationships with freight partners and more flexibility in our planning. We’re also exploring smarter logistics solutions to manage compliance and reduce environmental impact. In short, logistics in a borderless supply chain directly affects cost, customer satisfaction, and business continuity.”

While commending the entire world as a single market, you’re not just moving goods but working across cultures, time zones, and communication styles. Mismanagement can cause even the best logistics plans to fail. Different cultures have varying expectations, work habits, and communication norms. Direct and efficient in one culture may seem blunt or rude in another. Even simple things, such as how feedback or silence is interpreted, can cause misunderstandings.

Time zone differences delay communication and slow operations. Digital tools like email, chats, and video calls are helpful, but they also increase the room for misinterpretation if the tone and urgency aren’t clear. Managing this requires cross-cultural training, clear documentation, and collaboration platforms that support real-time and asynchronous communication. Tools like Microsoft Teams, Zoom, SharePoint, Trello, and AI translators (such as DeepL and Microsoft Translator) help bridge language and cultural gaps.

Skill development

Everyone comes from a different background; some have engineering experience, others don’t, so training is essential. Training at all levels is an effective solution: shop floor operators utilise digital simulations and mock-ups; middle management undergoes integrated learning programmes, often customised for large groups; and leadership development occurs through mentoring. Experienced mentors can pass on legacy knowledge and leadership styles to new generations.

Cultural and working-style differences across countries can have significant implications. Understanding what motivates people from different regions is key, especially from a leadership perspective. Today, it’s not just about cross-functional teams but truly cross-cultural teams, bringing together diverse people from different time zones and nationalities. Recognising each person’s strengths helps build effective teams despite time constraints.

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Quotes

Manojit Acharya, Vice President – Asia Pacific, Managing Director – India, Jungheinrich

Borderless factories are driven by the need for economies of scale and global competitiveness. Setting up a factory in every country isn’t viable—it’s the model itself that enables cost efficiency and access to resources.

Mathias Schmalz, Managing Director, PRG Agitators Pvt Ltd

Supply chain and logistics isn’t just about moving goods—it’s a strategic function that determines cost, delivery, and business continuity. A flawless supply chain network is the only route to make the entire world a market.

Guruprasad Tantry, Director – Plant Chennai, Webasto Roofsystems India Pvt Ltd

Digital threads and AI tools allow seamless knowledge transfer across locations—this is what truly enables the success of borderless trade and leads to a global market space.

Rajesh Nath, Managing Director, VDMA India

In the hyperconnected manufacturing environment, the concept of ‘One World, One Market’ is operational. OEMs are engineering products across continents, leveraging globally harmonised standards, integrated digital supply chains, and multi-origin sourcing strategies to optimise performance, cost, and speed. The future belongs to those who can innovate collaboratively and operate seamlessly across borders.

Godrej has been a household name for more than a century now. But with shifting geopolitics and growing global demand, Zurvan Marolia says Godrej Enterprises Group is also redefining its supply resilience and advancing localisation to raise India’s industrial stature through sustainable exports and world-class manufacturing standards.

How has globalisation influenced your operations, and what challenges does Godrej face in borderless trade?
At Godrej Enterprises Group, we have always stood for Safety, Sustainability and Self-Reliance. Our 128-year-old organisation has taken root in the movement of self-reliance, and we have been adapting to these challenging industry dynamics by implementing comprehensive supply chain resilience strategies. We remain committed to sustainability across our operations, balancing economic resilience with environmental responsibility.

To that end, GEG’s primary focus has been on meeting the growing demands of our domestic markets, which are the fastest growing globally. GEG is mindful of the need to “Make in India & Supply to the World” today; to this end, we make products to international standards and have stepped up our efforts to enhance the share of exports in our top line.

The various geopolitical developments over the last decades gave us good reason to cut down on imports and develop local sources for import substitution, which aligns with the roots and the National call for “Atmanirbhar Bharat” and “Viksit Bharat.”

Challenges in borderless trade range from regulatory and compliance issues to financial risks such as currency fluctuations. These are at the top of our minds as we see that global supply chains are currently being disrupted and buffeted by tariff storms. This leads to new supply chains that could benefit Indian manufacturing, particularly organisations that have reduced dependence on imports.

Cybersecurity and data privacy are potentially challenging areas, and we have been working over the years to build rigour and operational discipline to remain protected and ensure compliance with the highest data privacy standards.

What strategies is Godrej adopting to improve India’s brand image and retell the Indian story to the world?
At Godrej Enterprises Group, we recognise our role in shaping global perceptions of Indian industry and actively contribute to redefining India’s brand image internationally. We are leveraging our innovation and manufacturing excellence legacy to showcase Indian capabilities beyond traditional sectors. Through consistent quality and reliability in our exports across diverse markets, we demonstrate that Indian companies can compete at premium global standards. We highlight India’s unique strengths in our international engagements, particularly emphasising our nation’s technological capabilities combined with sustainable approaches. For instance, the process equipment business of Godrej Enterprises Group contributed to the green hydrogen space by dispatching heat exchangers to a Green Hydrogen project in the Middle East. The project is one of the world’s largest commercial-scale green hydrogen production facilities.

What role do global standards play in Godrej’s manufacturing processes, and how do they contribute to quality and competitiveness in international markets?  
Global standards play a fundamental role in our manufacturing processes and are critical to international competitiveness. We view adherence to recognised global standards as a strategic tool that enhances our operational excellence and market acceptance worldwide. We ensure our manufacturing processes meet the highest international benchmarks by integrating standards like ISO 9001 for quality management, ISO 14001 for environmental management, and industry-specific certifications across our diverse business portfolio (e.g. AS9100, NADCAP for Aerospace). These standards provide structured frameworks to maintain consistency across our global operations while enabling continuous improvement through standardised measurement protocols.

Beyond compliance, we leverage global standards as platforms for innovation by staying engaged with evolving international requirements that often anticipate market trends and consumer expectations. This forward-looking approach allows us to integrate emerging sustainability parameters, safety considerations, and technological advancements into our product development cycles.

How have supply chain disruptions (pandemic, semiconductor shortages, and logistics crises) changed Godrej’s supply chain strategies?
Agility and Risk Management are at the heart of our approach to process management.  Our SBUs remain vigilant to changes in external developments and respond with timely changes to ensure the uninterrupted flow of inward and outward movements in the supply chain.

For example, we have worked towards shortening our supply chain by reviewing the locations of our intermediate warehouses and opting for direct deliveries where economically viable. This has the dual benefits of cutting costs, reducing lead times, and making the supply chain more robust and resilient.

Changes in the geopolitical climate prompted a focus on developing import substitutes and reexamining particularly vulnerable sources, thereby diversifying the sourcing locations to ensure uninterrupted supplies. Similarly, the current tariff turbulence will open up new opportunities to review and redefine supply chains, as those adversely affected will be willing to renegotiate prices to protect their business interests.

The development of local sources of supply for import substitution has been prioritised as a route to insulating our businesses from global supply chain disruptions.

Facing geopolitical shifts and trade uncertainties, Pietro Rossato shares that CAREL has adopted its supply chain strategy with a resilient “globally local” model, which blends regional manufacturing, mirrored technologies, and digital oversight for global consistency.

How is Carel adapting its global supply chain strategy to geopolitical shifts and trade uncertainties?
Historically, we have followed the principle of “local for local,” which means that, from a manufacturing and procurement standpoint, our investment strategy is to localise production as close to the customers as possible.

One consequence of our approach is that most of our factories operate as “multi-product” facilities, making the regions nearly autonomous and less vulnerable to local disruptions.

Our supply chain strategy reflects this: We focus on localising component sourcing as much as possible. This effort reduces inventory and lead times and facilitates the development of “second sources,” enhancing our resilience to disruption risks.

The next step in our strategy involves creating local supply chains tailored to the specific market needs of our products. This approach addresses the desire for “made in” labelling and helps mitigate the impact of import duties, representing a new frontier in our operations.

With a rising focus on localisation, how does Carel balance local manufacturing with its commitment to global standards?
Our primary approach is “local for local.” To maintain the ability to temporarily relocate production between sites, we also implement a principle known as “mirrored technologies.” This means the same product is manufactured in different plants using identical equipment and processes, ensuring technological overlap, redundancy, and resilience.

In recent years, we have invested in digitising our processes and enhancing the visibility of our industrial network. Currently, we can monitor the load on all 200 production lines across our 15 facilities worldwide.

This capability helps us prevent overload and effectively plan production transfers to meet our customers’ needs.

Has Carel explored or invested in emerging manufacturing hubs like India, Vietnam, or Mexico as alternatives to traditional bases like China? If yes, what influenced these decisions?
Our small facility in Mexico was established to serve both the North American and local markets.

In India, we have specific partnerships with local manufacturers for certain products aimed at the domestic market.

Generally, our “local for local” approach means that we do not plan to relocate production outside the sales region. However, this can be applicable within a region. For instance, we operate facilities in Italy, Croatia, Poland, and Germany in Europe. These factories produce multiple products and can take advantage of varying labour costs and logistics, or they may specialise in specific products due to recent mergers and acquisitions.

What role does Carel see international collaboration playing in driving innovation, especially in industries where no single nation can achieve self-sufficiency?
Open innovation is a great opportunity, mainly to speed up the adoption of new technologies, and this is particularly true in vertical applications.

The same is true for products with a short life that does not justify direct investments: the so-called “buy and sell” products that complete but do not differentiate our catalogue’s proposal. In this case, cooperation with other companies is key.

On the other hand, to prevent the risk of being copied and maintain our reputation as innovators, we must directly invest in solutions that bring more value to customers, strengthening competitiveness barriers. 

How important are borderless trade policies for Carel’s operations, and what regulatory changes could better facilitate seamless global OEM partnerships?
Recent trade policies force us to take the “local for local” approach, limiting our ability to leverage our global footprint and redundancy.

In some specific situations, massive import duties make investing and producing in those countries uncomfortable. 

Instead, an open market is the enabler of competitiveness and industrial development. This can speed up growth and value creation for our customers by allowing us to access the best and most convenient sources.

Rules are important in a global market to prevent unfair competition (such as commercial dumping) but should promote competition instead of creating barriers. 

What challenges does Carel face in aligning its products and processes with varied global regulatory standards, and how does it overcome them to ensure consistency?
Carel’s R&D department is spread worldwide, ensuring a prompt reaction to changes in local regulations.

If, on one side, our approach is to design products that can fit different applications in different regions, we can also deliver dedicated products, leveraging our global presence.

Regarding processes, our production has a limited impact on the environment, so we do not need to adopt specific approaches, and it’s quite easy to comply with local regulations.

In the context of ‘globally local’ manufacturing, how does Carel ensure customer expectations are met across diverse markets without compromising brand identity and quality?
As said, our products are manufactured using the same processes and technologies worldwide, which is a must for us: we supply global customers who expect to get the same products in any region.

All technological decisions are centralised to ensure that adopting digital solutions (from IOT to AI) allows us to control our processes in real-time to prevent deviations and quality issues.

With over three decades of industry experience, Apex Tubes credits its success to the unwavering trust of its customers. Rahul Gaur of Apex Tubes emphasises that this trust has been sustained through the company’s commitment to continuous self-improvement and strategic investment in advanced technologies and processes.

APEX has experienced significant growth since its founding in 1992. What major manufacturing innovations or technologies have helped you scale your stainless steel pipes and tube production over the years?

We consistently invest in advanced manufacturing technologies and process automation to scale our production and meet the evolving demands of the market. Our early adoption of BA automated tube mills and large-diameter pipe manufacturing has significantly increased our output while ensuring consistent quality. Most importantly, our growth is due to the trust our customers have placed in us, year after year, for over three decades.

What types of machinery and technologies do you currently use in your manufacturing processes, and how do they contribute to your production efficiency?

Our manufacturing facilities are equipped with advanced machinery, including automated TIG welding tube mills, solution annealing furnaces, and systems for producing large-diameter pipes. Strong quality assurance systems support these manufacturing facilities.

How does APEX tailor its stainless steel tubular solutions to meet the needs of sectors like Ethanol, Sugar, Dairy, Pharmaceuticals, Water Treatment, etc?

We have a thorough understanding of the needs of the various customer sectors we serve. Each sector has unique product and performance requirements. Therefore, we adhere to established standards and take additional steps to advise our customers. We help them choose the best material grades, surface finishes, and dimensional tolerances to ensure optimal performance and value.

Could you share your current growth strategy and market focus, including how you plan to support the expansion of demand both domestically and internationally?  

Our current focus is on deepening our engagement with existing customers and tapping into markets that are experiencing impressive growth. As we grow, our customers will grow alongside us. By consistently enhancing our quality and service levels, we naturally attract new customers and expand our customer base.

To support this growth, we are introducing automation in several labour-intensive processes. Additionally, we are streamlining our logistics to ensure that our products reach customers more quickly and efficiently.

APEX has always concentrated on the domestic market, and we see tremendous growth potential within India. While we value our customers in Africa, the Americas, and East Asia, our strategic focus remains on capturing a larger share of the expanding Indian market.

With rising imports impacting market share, how are APEX Tubes diversifying raw materials and managing cost pressures while staying competitive?

We have adopted a strategic approach to procurement by diversifying our sources of raw materials. We source both domestically and internationally to remain price competitive and effectively manage cost pressures. This flexibility allows us to stay resilient in a volatile market environment.  

What are the biggest challenges Indian stainless steel pipe and tube manufacturers face, and how are you addressing them?

Our greatest challenge lies within. As manufacturers, we must consistently improve our processes and maintain strict control over operations, all while keeping the fundamentals in mind. Equally important is the need for stronger institutional support. The government, at both the central and State levels, must recognise the value of the manufacturing sector and create an environment that enables it to reach its full potential. These areas will be crucial in determining our future.

Amsak Cranes is actively exploring international partnerships and collaborations as part of its global expansion strategy, with a focus on the Middle East and Africa. Ashok Arumugam, Director of Amsak Cranes, notes that their move aligns with the growing demand for automated, high-precision cranes in the industrial and infrastructure sectors.

How are you strengthening your global competitiveness and aligning with international OEM standards?

Amsak Cranes Private Limited is a leading Indian crane manufacturer with over four decades of experience, aligning its manufacturing processes with global OEM standards. The company focuses on “Quality Crane Products with Premium Support,” emphasising its certification as a quality manufacturer and adherence to Indian Standards IS 807 and 3177.

We provide “complete lifting solutions” that prioritise safety, operational reliability, and value, positioning ourselves for international recognition. We utilise precision technology, such as laser cutting machines, in our operations. We have a skilled engineering team that is capable of customising solutions to meet the diverse needs of our clients.

Our sustainability practices align with international standards, which are essential for engaging in global supply chains. To expand internationally, we will continue to invest in advanced technologies and obtain recognised certifications. With a strong presence in sectors such as automotive and construction, our next growth phase focuses on translating domestic success into global markets through adherence to international manufacturing and technological standards.

With the increasing trend of automation and smart manufacturing worldwide, how are your cranes evolving to meet the demands of Industry 4.0 and 5.0?

With the rise of Industry 4.0 and the emerging Industry 5.0, Indian EOT crane manufacturers are adapting to remain competitive in the market. Responding to Industry 4.0’s focus on automation and connectivity, manufacturers are equipping cranes with Internet of Things (IoT) features, including sensors for real-time monitoring of loads, temperatures, vibrations, and duty cycles. Cloud connectivity enables remote access to this data, facilitating predictive maintenance and usage analytics, as well as real-time energy consumption monitoring for improved efficiency.

Predictive maintenance utilises advanced algorithms that anticipate potential failures, thereby reducing downtime. Through this process, cranes now alert users to issues such as brake wear and lubrication needs. The integration of Programmable Logic Controllers (PLCs) ensures precise control, while Supervisory Control and Data Acquisition (SCADA) and Human-Machine Interface (HMI) systems provide centralised diagnostics. In multi-crane environments, crane-to-crane communication enhances safety through collision avoidance and coordinated load handling.

As the industry moves towards Industry 5.0, which emphasises human-machine collaboration and sustainability, manufacturers are adding user-centric features such as ergonomic controls and AR/VR training modules. Intelligent safety systems now include LIDAR-based sensors and AI-driven load profiling.

Sustainability efforts include the use of energy-efficient motors, regenerative drives, and eco-friendly production processes. These advancements are being widely adopted across various sectors, including steel and foundry, automotive, and defence, where precise and safe operations are crucial.

By embracing digital transformation aligned with Industry 4.0 and 5.0, Indian EOT crane manufacturers are enhancing their competitiveness, providing added customer value through reduced downtime, improved safety, and better integration into automated systems.

What are the biggest challenges Indian crane manufacturers face when competing with global players, especially in terms of compliance, quality, and pricing, and how do they address these challenges?

Indian manufacturers of Electric Overhead Travelling (EOT) cranes face challenges in competing with global players due to issues with compliance, quality, and pricing. Compliance is hindered by non-uniform domestic regulations and outdated standards, such as IS 3177, while international certifications are not strictly enforced. To address this, Indian firms are aligning their designs with global standards, such as FEM, and pursuing certifications like CE.

Quality issues arise from inconsistent component quality and inferior after-sales service. Manufacturers are addressing these challenges by partnering with certified vendors, investing in testing infrastructure, and integrating digital upgrades such as IoT monitoring.

In terms of pricing, Indian manufacturers face low-cost expectations from domestic buyers and strong competition from European and Chinese original equipment manufacturers (OEMs). They are responding by standardising sub-assemblies, promoting in-house production, and shifting to Total Cost of Ownership selling. Additional strategies include customer-centric designs, leveraging government incentives, and developing long-term revenue streams through Annual Maintenance Contracts (AMC) and crane modernisation projects.

Are you exploring international partnerships or collaborations to expand Amsak’s global footprint or integrate advanced technologies?

We aim to expand our export footprint in regions such as the Middle East, Africa, and Southeast Asia, where there is a growing demand for reliable, cost-effective, and digitally enabled lifting solutions. To that end, we’re aligning our product portfolio with international standards, such as FEM, CMAA, CE, and ISO, and partnering with global certification agencies to streamline product approvals and build trust with overseas clients.

On the technology front, we are engaging with global control system integrators for advanced automation (e.g., Siemens, Schneider, ABB), IoT, and software firms to develop smart crane dashboards, predictive maintenance modules, and remote diagnostics and hoist and gearbox manufacturers in Europe and Japan to co-develop high-precision lifting mechanisms for specialised applications (like defence, nuclear, or aerospace).

For R&D and innovation, we are open to joint development projects focused on AI-driven condition monitoring, energy-efficient crane systems, and hybrid or battery-powered overhead cranes for green factories.

How do you address supply chain disruptions and rising material costs while ensuring timely delivery and product quality?

At Amsak Cranes, we prioritise supply chain resilience to ensure timely delivery and maintain product quality. Our multi-faceted approach includes diversifying our supplier base through a multi-vendor strategy for essential components, such as gearboxes, control panels, and structural steel. We engage local vendors to reduce lead times and mitigate risks from shipping delays and geopolitical issues.

We employ strategic inventory planning by maintaining a buffer stock of long-lead items and using demand forecasting tools for accurate procurement. Long-term contracts for critical materials, like steel and copper, help us hedge against price volatility, while early procurement locks in prices and prevents shortages.

To reduce dependency on external suppliers, we’ve increased our in-house production capacity for key sub-assemblies, ensuring better control over quality and timelines. We utilise digital supply chain monitoring through ERP and MRP systems for real-time tracking and early identification of bottlenecks, coupled with automated alerts for reordering.

In the event of disruptions, we communicate proactively with clients, offering phased deliveries and alternatives to maintain their operations. Our design philosophy emphasises standardisation and interchangeability for quick adaptability. We remain committed to quality, investing in rigorous inspection and third-party audits to ensure product reliability despite material cost pressures.

In light of India’s push to become a global manufacturing hub, what role do you see Amsak Cranes playing in the heavy industries, logistics, and infrastructure sectors?

India’s focus on Atmanirbhar Bharat and logistics modernisation is driving demand for advanced material handling systems. We support sectors such as steel, cement, and defence with customised EOT and Goliath cranes designed for heavy-duty operations. Our automation-ready solutions feature anti-sway control and synchronised motion, ensuring compliance with international standards and regulations.

With the rise of e-commerce and multimodal logistics, Amsak provides smart, compact cranes for warehouses and container yards, integrating automation for efficient, 24/7 operations and energy-efficient designs.

As India advances its infrastructure, we offer construction-grade gantry cranes and mobile systems for projects. Our commitment to scalability, technology investment, and collaboration with industry partners ensures that we effectively meet the rising demand.

What innovations or product developments can we expect from Amsak Cranes in response to the changing market dynamics?

As market dynamics shift toward automation, safety, energy efficiency, and digitalisation, we are investing in next-generation product development to stay ahead of industry demands and support India’s growth as a global manufacturing hub. We are developing smart cranes equipped with IoT-based monitoring systems that provide real-time load tracking, predictive maintenance alerts, health diagnostics for motors, brakes, and gearboxes, as well as integration with customer SCADA/ERP systems.

Amsak is also moving toward a modular crane architecture that allows for faster delivery through standardised subassemblies, such as hoists and end carriages, easy scalability for future upgrades like automation or remote operation, and simplified service and spare part management. We are introducing innovations such as regenerative braking systems to recover and reuse energy, IE3/IE4-rated motors for improved energy efficiency, and cranes designed with lighter, high-strength materials to reduce energy load.

Our advanced control systems and automation offerings include anti-sway and anti-collision systems utilising laser and infrared sensors, AI-based motion profiling for safer and smoother material movement; tandem lift synchronisation for long or heavy components, and remote or semi-autonomous control options. We are also focused on industry-specific customisations, developing nuclear-grade cranes with triple redundancy and special QAP compliance, as well as cleanroom cranes for the pharmaceutical and electronics industries. Additionally, we design high-heat, spark-proof cranes for foundries and chemical plants.

Looking ahead, our upcoming R&D focus includes digital twins for simulating crane behaviour before commissioning and AR/VR-based service models. These include AR-based service manuals and VR training modules, which enable faster upskilling of maintenance teams and enhance service efficiency.

General Instruments is present in over 40 countries and collaborates with global companies, including Shell, SABIC, and TotalEnergies. Sarvadnya Kulkarni, CEO of General Instruments Consortium, shares his journey from a small workshop in Mumbai to becoming one of India’s leading field instrumentation companies.

How did your journey begin, transforming a single workshop into one of India’s leading field instrumentation companies with exports to over 40 countries?
General Instruments was established in 1966 by Capt. M.M. Kulkarni in a small workshop in Mumbai after serving in the Indian Army. In the early years, we manufactured temperature gauges using hand tools and employed four to five workers. The 1980s and 1990s marked a period of growth, with the expansion of manufacturing facilities and the introduction of pressure, level, and flow instruments into the product line.

Over the next two decades, we became trusted suppliers of oil, gas, power, and chemical industries in India. A significant shift occurred in the 2010s as we focused on international markets. Today, we are in over 40 countries and work with global companies such as Shell, SABIC, and TotalEnergies. Our progress should be attributed to product quality, engineering capability, and long-term customer relationships.

Can you share insights on the transition from serving domestic markets to becoming a global player? What are your future expansion plans in terms of markets and capabilities
This transition commenced in the early 2010s, driven by a strong emphasis on product quality, certifications, and strategic partnerships. This shift involved adapting to local market demands, offering customised solutions, and fostering long-term relationships. We are expanding into Saudi Arabia, Central Asia, and the U.S., propelled by large-scale infrastructure demand and a shift in global supply preferences. In support of this, we are enhancing our manufacturing capacity, investing in automation, scaling our R&D efforts, and strengthening our digital operations. Our focus remains on becoming a trusted global partner by combining engineering excellence with a local presence and responsive service, enabling us to scale further across high-value sectors and geographies.

How has globalisation influenced your collaborations with OEMs, and what challenges have you faced in navigating the complexities of borderless trade?
Globalisation has significantly expanded the horizons of our business. It has enabled us to collaborate with global OEMs and EPCS, making us a part of complex, multi-country project supply chains. These collaborations have driven us to elevate our product quality, compliance standards, and delivery commitments, enabling us to meet international benchmarks.

However, borderless trade comes with challenges—navigating fluctuating currency rates, adapting to regional certifications, managing varying lead time expectations, and ensuring logistical reliability across different geographies. Each region has its regulatory framework, requiring deep compliance expertise and agile processes. But these hurdles have made us more resilient and globally competitive.

Your upcoming 70,000 sq. ft. green manufacturing plant in Mumbai marks a major milestone. What latest technologies and machinery have been utilised at this facility, and were they sourced locally or globally? Also, share details about the automation process.
The new 70,000 sq. ft. green manufacturing facility in Mumbai exemplifies our vision for the future—sustainable and globally aligned. We have equipped the plant with CNC machining centres, coordinate measuring machines (CMMS), and robotic welding and assembly systems. These machines have been sourced from a combination of global technology providers in Germany and Japan, as well as leading Indian manufacturers, to strike a balance between performance and serviceability.

Automation is in our operations. Our ERP-integrated dashboards and mobile applications allow real-time production visibility across departments, reducing manual dependencies and enhancing decision-making speed.

How have you integrated sustainability and ESG (Environmental, Social, and Governance) compliance into your operations?
Sustainability is a cornerstone of our growth strategy. The new plant adheres to IGBC (Indian Green Building Council) standards, utilising natural lighting, solar panels, and energy-efficient HVAC systems. We’ve also adopted sustainable procurement practices, encouraging suppliers to align with our ESG objectives. We have successfully reduced the annual use of 1 tonne of stainless steel tag plates by utilising laser printing technologies on the gauges.

On the governance front, we have robust internal audit mechanisms, anti-corruption policies, and data protection protocols in place. Socially, we invest in local community development and skill-building programs and offer equal opportunities across our workforce. We align our reporting with global ESG frameworks to ensure transparency and accountability as we continue to scale.

With partnerships across more than 30 engineering colleges, how is your company investing in talent development for future-ready professionals?
We believe that the future of manufacturing lies in nurturing homegrown talent. Through structured partnerships with over 30 engineering colleges, we offer internships, live projects, plant visits, and guest lectures led by technical experts. We have also initiated a programme called “Campus to Corporate”, which prepares final-year students for a smooth transition into industrial roles by exposing them to real-world instrumentation challenges and organising six months of field projects.

Additionally, we have donated various laboratories to engineering institutions as part of our CSR initiative, promoting hands-on learning and ensuring that students graduate with both theoretical knowledge and industry readiness.

What are your ambitions for expanding exports and entering new geographies and industry verticals?Our ambition is to double exports in the next few years by expanding geographically and across high-growth industry verticals. We’re actively entering markets such as Saudi Arabia, Central Asia, and the U.S., where demand for quality instrumentation is driven by growth in infrastructure, energy, and manufacturing. We are also diversifying into renewable energy, pharmaceuticals, and advanced process industries that require specialised, high-performance solutions. Our strategy encompasses building local partnerships, securing relevant certifications, and providing comprehensive instrumentation packages. 

By combining deep engineering expertise with agile, customer-focused service, we aim to position General Instruments as a go-to global partner for critical measurement and control needs.

Tata Advanced Systems will manufacture Rafale fuselages in Hyderabad under a partnership with Dassault Aviation, marking the first such production outside France.

Dassault Aviation, the manufacturer of Rafale fighter jets, team up with the Tata Group to manufacture crucial components of the aircraft in India, marking a significant step forward in the country’s aerospace manufacturing capabilities.

Tata Advanced Systems Limited (TASL) will establish a cutting-edge manufacturing facility in Hyderabad to produce critical structural sections of the Rafale, such as the lateral shells of the rear fuselage, the entire rear section, the central fuselage, and the front section. This factory is anticipated to start supplying up to two complete fuselages each month by 2028.

Eric Trappier, Chairman and CEO of Dassault Aviation, highlighted, for the first time, Rafale fuselages will be manufactured outside France, marking a decisive step in strengthening Dassault Aviation’s supply chain in India. The expansion of local partners, including Tata Advanced Systems Limited (TASL), a key player in the Indian aerospace industry, will support the successful ramp-up of Rafale production while ensuring the highest quality and competitiveness standards are met.

Sukaran Singh, Chief Executive Officer and Managing Director of Tata Advanced Systems Limited stated, “This partnership marks a significant step in India’s aerospace journey. The production of the complete Rafale fuselage in India underscores the deepening trust in Tata Advanced Systems’ capabilities and the strength of our collaboration with Dassault Aviation. It also reflects the remarkable progress India has made in establishing a modern, robust aerospace manufacturing ecosystem that can support global platforms.”

The Hyderabad facility is a major investment in India’s aerospace infrastructure and is intended to become a key hub for high-precision manufacturing, serving both domestic and international markets.

The collaboration is in line with the ‘Make in India’ and Atmanirbhar Bharat initiatives, which aim to strengthen India’s position in the global aerospace supply chain and promote economic self-reliance.

Boson Cell debuts two lithium-ion variants to support EVs, drones, and clean energy, boosting local manufacturing and reducing import reliance.

Boson Cell, an Indian lithium cell manufacturer, introduced two lithium-ion variants: 18350 B-30A and 21700 B-50A. These cells will be available throughout the country. The project is consistent with the Government of India’s goal for domestic production and renewable energy usage.

Boson Cell seeks to contribute to India’s lithium ecosystem, which is anticipated to be worth USD 9.56 billion by 2030. The startup intends to serve industries such as clean mobility, consumer electronics, renewable energy, and drones. The project is in line with government plans such as FAME II, the PLI Scheme, and the Drone Shakti programme, all of which aim to boost demand for Indigenous battery solutions.

Guru Punghavan, CEO of Boson Cell, stated, “Boson is not just another cell manufacturer—it’s a symbol of India’s technological prowess in powering sustainable solutions to address the requirements of the burgeoning futuristic industry that is looking to bank on renewable energy.”

Boson Cell manufactures lithium cells in three categories: economy, advanced, and extreme. These are designed for usage by both industrial and private consumers. The company tests goods in multiple stages and offers applications like electric vehicles, drones, solar systems, and power tools. Boson’s expansion strategy involves focusing on India’s drone market, which is expected to reach USD 13 billion by 2030. The company intends to serve this industry by offering lightweight, high-density lithium battery solutions.

The company claims that its manufacturing technique is environmentally responsible. Boson cells are less expensive than imported cells, with shorter lead times, low minimum order quantities (MOQs), and no inventory carrying expenses for clients.

Key Product Features:

• High energy density
• Strong discharge current
• Low minimum order quantity
• There is no inventory carrying cost.
• 1000 recharge cycles (compared to 350 for Chinese cells)
• Safety features for drone use

Boson Cell products are currently available from physical merchants such as electronics stores, supermarkets, and Kirana stores. Online availability is supplied by Amazon, Flipkart, and the company’s e-commerce portal. The corporation intends to increase its position in India by the end of 2025 through modern trade and organised retail networks. It also intends to expand emphasis on drones, electric vehicles, and renewable energy uses.

Boson Cell aims to help India’s local manufacturing capabilities and to grow the domestic energy sector.

AceMicromatic Group is a contending example of local technologies having a global effect. Raguramachandran. C. R., CEO of AceMicromatic International, shares insights on export growth, international market strategy, product adaptation, and how AMI is building a strong global support ecosystem to serve OEMs worldwide.

With growing interest in ‘China+1’ strategies, what opportunities has ACE seen to become a preferred machine tool partner for global OEMs in India?
AceMicromatic Group is one of the pivots in the Indian manufacturing sector, contributing a little over 30% of the country’s CNC machine requirements. Our progressively engineered products have always enabled our customers to achieve the best productivity at a lower cost per component. The geopolitical situation presents opportunities and challenges, especially on the China+1 front.

We, as an Indian brand, have been operating in China for over 17 years, with our CNC machines deployed across 60 different cities and sectors within that country. Our presence there has provided insights into the requirements of any global OEM or manufacturer set up in India. Our support for any new global OEM starts from selecting the correct machine specification and providing single machine tooled-up or complete integrated solutions, including gantry/ robots, commissioning, post-warranty support, and AMC’s.

As the most preferred machine tool supplier, having supplied over 100,000 machines in the market, we have a complete range of products to ease and aid customers in setting up a machine shop from the ground up. These include CNC lathes, machining centres, and grinding machines, along with eco products like coolant, lubricant tooling, measuring instruments, etc. This provides customers with a single advantage from us.

As a progressive technology company, we are always for our customers’ requirements. We have also enhanced specifications and features in our present product range. We have a strong product line to address growing EMS needs. More emphasis is placed on the reliability and performance of the present machine, along with product launches of multi-axis, multi-spindle and higher speeds and feeds on the machines.

With our direct presence of sales and service teams in over 70+ locations in India, any OEM, global player, or start-up has a unique advantage of productive, reliable products and a dependable support system for scaling their business.

In terms of exports, which international markets are becoming more prominent for ACE, and what strategies are in place to deepen your global footprint?
AceMicromatic is aiming to reach $1 billion in revenue by 2029. We’re working towards getting 25% of that from exports, focusing on key international markets like China, Southeast Asia, the Middle East & North Africa (MENA), and Mexico. Even today, our exports contribute a strong single-digit percentage to our revenue, and we’re putting significant investment, focus, and energy into scaling this rapidly. We have already set up our WoS in Germany and China and joint ventures in Mexico and Dubai. We are in the process of finalising a facility to reach customers in Southeast Asia.

Our strategy to reach customers is adopting the hub-and-spokes model. Our offices act as hubs, with all the core facilities, and our distributors act as spokes for reaching out to end users. Being closer to the customer, at these facilities we stock full range of our machines and spare parts, and we have a factory-trained team of engineers to support customers in the pre-and post-sales process.

Our local presence helps us understand customer requirements and allows customers to experience the machine and its performance through component trials at these tech centres. This arrangement helps us further deepen our market presence.

What challenges does ACE face when adapting products for export markets, where infrastructure, standards, and user expectations may differ significantly from India’s?
While no significant difference exists between machines designed for export markets and those for the Indian market, each region must address specific safety standards. For instance, there is the CE mark for Europe, the CCC certificate for China, and the UL standard for the USA. Additionally, electrical standards vary between these regions. We encounter challenges regarding the interchangeability of our sub-assemblies, particularly with the CNC system, as the CE marking requires a different packaging approach.

The Asian market requires 2/3-axis machines with low-cost appropriate automation, specifically in Thailand, Vietnam, and Indonesia. We are looking at stocking these machines, which are ready for delivery. China is the largest consumer of machine tools and a demanding market. With our strong network of local partners, we provide total solutions with gantries and robots. We cater to different industrial segments.

In Middle East Asia, the product and industrial segments are different. They mainly cater to large components for oil and gas, die mould segments, and general engineering, so machine specifications and features need to be addressed accordingly.

Can you explain how ACE develops global service, training, and support ecosystems to enhance its brand outside of India, particularly in areas with a shortage of skilled machinists?
AceMicromatic has strong expertise in customer service and support. In India, nearly 80% of our service calls are attended to within 4 hours, per our CRM data. Matching this level of service globally is a big challenge, but one we’re actively working on. Notwithstanding the geographical distance and time zone difference, we utilise technological tools to diagnose and handhold our distributors online to provide quick resolution. Apart from that, we have enabled the IoT platform in the machines to provide the customer with the necessary information for self-diagnostics tool kits. Another important differentiator is that we speak the language where we operate, which means our manuals and local service engineers talk and interact with the customers, making our presence local while being global.

We ensure that all our dealers/distributors are factory-trained. They must undergo yearly training at our world-class facilities in Bangalore. This ensures that all our customers get the same experience with our global service. Our tech center also serves as the training center for our customers.