Multiple studies have been conducted regarding adoption of advanced manufacturing in the developed countries however, no such attempts have been made for Indian industry. The ‘TSMG – FICCI Advanced Manufacturing survey 2016’ is a first of its kind survey focussing on adoption of advanced manufacturing by the Indian industry. It highlights the industry's perspective through a survey of business leaders (including board members, CXOs and other senior leadership) of more than 50 leading engineering companies in India.
India engineering sector is currently lagging behind developed countries in adoption of advanced manufacturing. Advanced manufacturing is expected to be a backbone of engineering sector in years to come. To compete at the global level, Indian manufacturing too needs to understand and adopt advanced manufacturing trends. The report identifies four key trends that encompass several of these technologies, namely – Additive Manufacturing, Advanced Robotics, Industrial Internet of Things (IIOT) and Augmented Reality and captures the adoption levels, readiness of industry, challenges in adoption and future investment plans for Indian engineering companies.
This survey was conducted in association with Federation of Indian Chambers of Commerce and Industry (FICCI) and was released on 31st August, 2016.
The report can be downloaded from: Download (2.2 MB)
While the Indian auto component manufacturing sector has been grappling with a prolonged slowdown, the keys for survival and growth are some astute strategic moves and alignment of the organisation.(This article is published in The Mechanist, February 2014 magazine).
Automotive dealerships are facing a “low growth–low profit” scenario that is diluting their present and future market potential. The root cause for this is reactive strategic direction setting, limited process/capability enhancement plans and slow alignment of organization structure and people competencies. Dealerships need to adopt a holistic improvement approach that focuses on strategic planning for revenue growth and diversification, drives operational excellence and develops people capabilities for an effective and efficient business model, say Shripad Ranade and Anirban Majumdar of Tata Strategic Management Group. (This article is published in Auto Monitor, April 29, 2013 edition).
Shripad Ranade of Tata Strategic Management Group says that small scale auto components manufacturers have many challenges staring them in the face. (This article was published in Auto Monitor, January 2013).
The trick for auto component firms is to explore strategic options and unlock the opportunities of the downturn say Atish Mukhopadhyaya and Prabhakar Tiwari. (This article was published in Manufacturing Today, June 2012 magazine).
As the Indian auto components industry treads a difficult path - operational excellence, scenario planning and risk management are poised to become the key arsenal for success, says Atish Mukhopadhyaya. This article is published in Manufacturing Today, October 2011 Magazine).
The Indian truck industry is at a breaking point. In the past it was completely dominated by local players building low-cost trucks. Today, though, it is experiencing a huge shift toward higher-quality products. While Western OEMs enter this growing market, local players themselves are turning their gaze outward and preparing to establish a global footprint of their own.
As the Copenhagen chronicle unfolds, pressure on the automotive industry to reduce emissions mounts. The extent and speed of adoption of electric and hybrid vehicles will determine their impact on the auto component industry. However, Arindam Chakrabarti, Madhura Sekhsaria and Ashim Sharma of Tata Strategic Management Group believe that players need to take immediate cognizance of the shifts and dynamics in auto components and position themselves for the future. (This article was published in magazine Autocar Professional, April 15, 2010)
India is rapidly evolving into a hub for small cars — covering design, manufacture and export. OEMs and component makers need to review their India strategy to address this opportunity.
The passenger car industry continues to be one of the biggest contributors to GHG emission globally. Consensus on restricting their tail pipe emissions can have a major impact on the future of the internal combustion engine which has been the motive force for this industry for over a century. However, even if India were to adopt similar norms, its domestic passenger car industry is likely to witness less turmoil as compared to its global peers till 2020 say Arindam Chakrabarti and Vikas Agrawal of Tata Strategic Management Group. (This article was published in Business World January 2010)
From Detroit to Delhi, consumers and regulators are vociferously demanding vehicles that burn less fuel and pollute less. As manufacturers continue to evaluate multiple options to meet this demand, there is no clear solution in sight. Arindam Chakrabarti, Madhura Sekhsaria and Anshul Ailawadi of Tata Strategic Management Group question the future of the IC engine as the electric motor emerges as the prime mover of choice. (This article was published in Auto Monitor Magazine October 2008 issue)
The Radial Revolution is finally catching on. As India radializes, wide ranging repercussions are expected. In the past, the Medium and Heavy Commercial Vehicle (MHCV) segment in India has been tardy in adopting radial tyres. However, Arindam Chakrabarti, Abhishek Rathi and Amita Khattri of Tata Strategic Management Group argue in favour of explosive radialization post 2010 and describe possible structural shifts in the domestic tyre industry. (This article was published in Auto Monitor June 2008 issue)