case study india is a competitive manufacturing

• Class 6 Maths
• Class 6 Science
• Class 6 Social Science
• Class 6 English
• Class 7 Maths
• Class 7 Science
• Class 7 Social Science
• Class 7 English
• Class 8 Maths
• Class 8 Science
• Class 8 Social Science
• Class 8 English
• Class 9 Maths
• Class 9 Science
• Class 9 Social Science
• Class 9 English
• Class 10 Maths
• Class 10 Science
• Class 10 Social Science
• Class 10 English
• Class 11 Maths
• Class 11 Computer Science (Python)
• Class 11 English
• Class 12 Maths
• Class 12 English
• Class 12 Economics
• Class 12 Accountancy
• Class 12 Physics
• Class 12 Chemistry
• Class 12 Biology
• Class 12 Computer Science (Python)
• Class 12 Physical Education
• GST and Accounting Course
• Excel Course
• Tally Course
• Finance and CMA Data Course
• Payroll Course

Interesting

• Learn English
• Learn Excel
• Learn Tally
• Learn GST (Goods and Services Tax)
• Learn Accounting and Finance
• GST Tax Invoice Format
• Accounts Tax Practical
• Tally Ledger List
• GSTR 2A - JSON to Excel

Are you in school ? Do you love Teachoo?

We would love to talk to you! Please fill this form so that we can contact you

Case Based Questions (MCQ)

• Ex 5.4 (Optional)

Question 1 - Case Based Questions (MCQ) - Chapter 5 Class 10 Arithmetic Progressions

Last updated at April 16, 2024 by Teachoo

India is competitive manufacturing location due to the low cost of manpower and strong technical and engineering capabilities contributing to higher quality production runs. The production of TV sets in a factory increases uniformly by a fixed number every year. It produced 16000 sets in 6th year and 22600 in 9th year.

Based on the above information, answer the following questions: googletag.cmd.push(function() { googletag.display('div-gpt-ad-1669298377854-0'); }); (adsbygoogle = window.adsbygoogle || []).push({});, find the production during first year., (adsbygoogle = window.adsbygoogle || []).push({});, find the production during 8 th year., find the production during first 3 years., in which year, the production is rs 29,200., find the difference of the production during 7th year and 4th year..

Question India is competitive manufacturing location due to the low cost of manpower and strong technical and engineering capabilities contributing to higher quality production runs. The production of TV sets in a factory increases uniformly by a fixed number every year. It produced 16000 sets in 6th year and 22600 in 9th year. Based on the above information, answer the following questions:Question 1 Find the production during first year. Rs 5000 Question 2 Find the production during 8th year. Production during 8th year is (a + 7d) = 5000 + 2(2200) = 20400 Question 3 Find the production during first 3 years.Question 4 In which year, the production is Rs 29,200.N = 12 Question 5 Find the difference of the production during 7th year and 4th year.Difference = 18200 – 11600 = 6600

Davneet Singh

Davneet Singh has done his B.Tech from Indian Institute of Technology, Kanpur. He has been teaching from the past 14 years. He provides courses for Maths, Science, Social Science, Physics, Chemistry, Computer Science at Teachoo.

Hi, it looks like you're using AdBlock :(

Please login to view more pages. it's free :), solve all your doubts with teachoo black.

• News Releases

India’s Opportunity to Become a Global Manufacturing Hub

• A new study by the World Economic Forum presents five ways India can realize its manufacturing potential and build a thriving manufacturing sector • According to the report, India can play a significant role in reshaping supply chains and could contribute more than $500 billion in annual economic impact to the global economy by 2030 • India’s domestic demand, demographics and government programmes encouraging manufacturing put it in a unique position • Read the full report here

Geneva, Switzerland, 2 August 2021 – Beyond the unprecedented health impact, the COVID‑19 pandemic has been catastrophic for the global economy and businesses and is disrupting manufacturing and Global Value Chains (GVCs), disturbing different stages of the production in different locations around the world. Furthermore, the pandemic has accelerated the already ongoing fundamental shifts in GVCs, driven by the aggregation of three megatrends: emerging technologies; the environmental sustainability imperative; and the reconfiguration of globalization.

In this fast-evolving context, as global companies adapt their manufacturing and supply chain strategies to build resilience, India has a unique opportunity to become a global manufacturing hub. It has three primary assets to capitalize on this unique opportunity: the potential for significant domestic demand, the Indian Government’s drive to encourage manufacturing, and with a distinct demographic edge, including considerable proportion of young workforce.

These factors will position India well for a larger role in GVCs. A thriving manufacturing sector will also generate additional benefits and help India deliver on the imperatives to create economic opportunities for nearly 100 million people likely to enter its workforce in the coming decade, to distribute wealth more equitably and to contain its burgeoning trade deficit.

The World Economic Forum’s new White Paper entitled Shifting Global Value Chains: The India Opportunity , produced in collaboration with Kearney, found India’s role in reshaping GVCs and its potential to contribute more than $500 billion in annual economic impact to the global economy by 2030. The White Paper presents five possible paths forward for India to realize its manufacturing potential.

The insights presented in the White Paper reflect the perspectives of leaders from multiple industries in the region. The five possible solutions include:

· Coordinated action between the government and the private sector to help create globally competitive manufacturing companies

· Shifting focus from cost advantage to building capabilities through workforce skilling, innovation, quality, and sustainability

· Accelerating integration in global value chains by reducing trade barriers and enabling competitive global market access for Indian manufacturers

· Focusing on reducing the cost of compliance and establishing manufacturing capacities faster

· Focusing infrastructure development on cost savings, speed, and flexibility

“For India to become a global manufacturing hub, business and government leaders need to work together to understand ongoing disruptions and opportunities, and develop new strategies and approaches aimed at generating greater economic and social value”, said Francisco Betti , Head of Shaping the Future of Advanced Manufacturing and Production, World Economic Forum.

“A thriving manufacturing sector could potentially be the most critical building block for India’s economic growth and prosperity in the coming decade. The ongoing post-COVID rebalancing of Global Value Chains offers India’s government and business leaders a unique opportunity to transform and accelerate the trajectory of manufacturing sector”, said Viswanathan Rajendran , Partner, Kearney.

This White Paper aims to serve as an initial framework for deliberation and action in the manufacturing ecosystem. The World Economic Forum, in collaboration with Kearney, will continue to develop this agenda by working closely with the manufacturing community in India to generate new insights, help inform discussions and strategy decisions, facilitate new partnerships, and provide a platform for exchanges with the global community.

Notes to editors

Learn about the World Economic Forum’s impact: https://www.weforum.org/our-impact

View the best Forum Flickr photos at http://wef.ch/pix

Become a fan of the Forum on Facebook at http://wef.ch/facebook

Follow the Forum on Twitter at http://wef.ch/twitter

Read the Forum blog at http://wef.ch/agenda

View upcoming Forum events at http://wef.ch/events

Subscribe to Forum news releases at http://wef.ch/news

Fulfilling the promise of India’s manufacturing sector

India’s manufacturers have a golden chance to emerge from the shadow of the country’s services sector and seize more of the global market. McKinsey analysis finds that rising demand in India, together with the multinationals’ desire to diversify their production to include low-cost plants in countries other than China, could together help India’s manufacturing sector to grow sixfold by 2025, to $1 trillion, while creating up to 90 million domestic jobs.

Four imperatives for India’s government

India’s central and state governments must eliminate four barriers that slow down the efforts of the country’s manufacturers to improve their capital and labor productivity.

1. Product market and ownership barriers. More than half of India’s employees in the organized sector (regulated by labor laws for hiring and firing) still work in government-owned institutions—for example, in the base-metals, petroleum, and power generation industries. Product market barriers and government ownership tend to lower productivity and distort markets significantly.

Yet receding levels of government ownership have dramatically improved the productivity of labor and capital in other parts of the economy. India’s automotive sector, for example, was among the first to be liberalized, in the early 1990s, and the entry of multinational and domestic players sparked a competitive transformation. Subsequently, between 1995 and 2005 the automotive sector’s GDP per manufacturing employee grew by a factor of 15. Today, India produces nearly three million small cars a year, of which about one-quarter are exported. To be sure, India’s government might well deem some sectors (aerospace and defense, for example) as strategic and limit the extent of foreign participation. Yet for a majority of sectors, greater private and multinational participation in India can help unlock productivity structurally.

2. Land market barriers. Distortions in the land market (including high stamp duties and cumbersome regulations) are a huge barrier to productivity improvements in India. In the steel industry alone, we estimate that more than $60 billion of committed capital currently awaits environmental or land clearances. Much of this planned investment has already been delayed by three to five years.

Challenges to aggregating land in India also make it tough for suppliers and manufacturers to raise their overall productivity by locating facilities closely together and thus reaping network effects enabled by streamlined supply chains, the sharing of infrastructure, and mutual learning opportunities.

3. Labor barriers. Stringent labor laws make it difficult for Indian companies to restructure and thus to increase their productivity and expand output. Firing underperforming workers is difficult in India, and this ongoing problem translates into high levels of unproductive labor at many companies there. India’s government should consider liberalizing its labor laws by encouraging reskilling programs that could help workers become more productive and prepare them for new jobs. Encouragingly, India’s National Skill Development Corporation (NSDC) is experimenting with ways to use public–private partnerships to strengthen vocational training. Coupled with sensible labor laws, such moves could quickly begin to make a difference.

4. Infrastructure. Urgent attention is needed to create more railways, roads, ports, and power-generating capacity across India. Poor infrastructure saps industrial productivity and leaves the country at a huge disadvantage compared with others. Bad road conditions, for example, limit trucks carrying cargo in India to an average distance of only about 250–300 kilometers a day, compared with the developed world’s average of 500 kilometers. Similarly, turnaround times for ships loading and unloading in India’s ports can be up to four days, compared with only 10 to 12 hours in Hong Kong.

Recently, India’s Ministry of Commerce & Industries called for the development of National Investment and Manufacturing Zones (NIMZs). 1 1. For more, see the government’s recently announced National Manufacturing Policy (NMP), available at www.india.gov.in. The encouragement of such industrial clusters is a positive development, since they are a proven way of catalyzing the efforts of the public and private sectors to address infrastructure challenges. In the Indian state of Jharkhand, for instance, a cluster in the city of Jamshedpur attracted dozens of industrial companies that teamed up to improve the local infrastructure. The benefits extend beyond better roads, power, and water supply: companies in Jamshedpur actively collaborate to improve workers’ skills and have even, in some cases, developed shared pools of workers. The learning benefits for companies are substantial, too, as industrial clusters help spark the kinds of supplier ecosystems that help innovation thrive.

Capturing this opportunity will require India’s manufacturers to improve their productivity dramatically—in some cases, by up to five times current levels. 1 1. To improve total factor productivity three to five times, a manufacturer would have to improve its labor productivity by a factor of 2.0 to 3.0 and its capital productivity by a factor of 1.5 to 2.0. The country’s central and state governments can help by dismantling barriers in markets for land, labor, infrastructure, and some products (see sidebar, “Four imperatives for India’s government”). But the lion’s share of the improvement must come from India’s manufacturers themselves.

Recognizing this, a few leading ones are upgrading their competitiveness by bolstering their operations to improve the productivity of labor and capital, while launching targeted programs to train the plant operators, managers, maintenance engineers, and other professionals the country needs to reach its manufacturing potential. A closer look at the experiences of these companies offers lessons for other Indian manufacturers and for global product makers considering opportunities in India.

Made in India?

India’s manufacturers have long performed below their potential. Although the country’s manufacturing exports are growing (particularly in skill-intensive sectors such as auto components, engineered goods, generic pharmaceuticals, and small cars) its manufacturing sector generates just 16 percent of India’s GDP—much less than the 55 percent from services. 2 2. In fact, India exports goods worth 17 percent of GDP but also imports manufactured goods worth nearly 16 percent of GDP, so the net contribution of the manufacturing sector’s exports to overall GDP is negligible. By contrast, China’s manufacturing sector contributes 47 percent of China’s GDP, and its contribution to net exports is large. Services account for 44 percent of China’s GDP. Moreover, a majority of India’s largest manufacturers don’t return their cost of capital (Exhibit 1), a factor that dampens investment in the sector and makes it less attractive than its counterparts in competing economies, such as China and Thailand. Indeed, China’s manufacturers captured nearly 45 percent of the global growth in manufacturing exports from low-cost countries between 2001 and 2010, whereas India accounted for a paltry 5 percent.

More than half of India’s manufacturing companies do not return their cost of capital.

Nonetheless, India’s rapidly expanding economy, which has grown by 7 percent a year over the past decade, gives the country’s manufacturers a huge opportunity to reverse the tide. History shows that as incomes rise, the demand for consumer goods skyrockets. And many of India’s consumption sectors—including food and beverages, textiles and apparel, and electrical equipment and machinery—have reached this inflection point. In fact, our research suggests that these sectors will grow from 12 to 20 percent annually over the next 15 years (Exhibit 2).

Many sectors in India will experience strong domestic market growth driven by increased consumption.

To be sure, global economic growth is poised to create opportunities for low-cost manufacturers everywhere: by 2015 the market for manufactured goods from low-cost countries will more than double, to nearly $8 trillion a year. China will probably capture much of the growth. Still, we estimate that up to $5 trillion a year will be up for grabs as global companies seek to diversify production and sources of supply beyond China, both to address rising factor costs there and to chase domestic demand in other countries.

India has a massive workforce, an emerging supply base, and access to natural resources needed in production—notably, iron ore and aluminum for engineered goods, cotton for textiles, and coal for power generation. The country could become a viable manufacturing alternative to China in industries ranging from apparel to auto components and might even dominate some skill-intensive manufacturing sectors (Exhibit 3).

India could be competitive in a number of industries.

If India’s manufacturing sector realized its full potential, it could generate 25 to 30 percent of GDP by 2025, thus propelling the country into the manufacturing big leagues, along with China, Germany, Japan, and the United States. Along the way, we estimate that India could create 60 million to 90 million new manufacturing jobs and become an attractive investment destination for its own entrepreneurs and multinational companies.

India’s product makers must embrace global best practices in operations—while tailoring them to India’s unique environment—to improve the efficiency and effectiveness of the country’s manufacturing investments dramatically. A look at how some Indian companies are making inroads in these areas suggests a path that others can follow.

Bolster operations

India’s legacy of industrial protectionism has left many of the country’s manufacturers uncompetitive. To seize the opportunities now available to them, they must dramatically increase the productivity of their labor and capital. The rewards could be significant: a McKinsey benchmarking study of 75 Indian manufacturers found that for an average company, the potential productivity improvements represented about seven percentage points in additional returns on sales.

Improve labor productivity

Indian manufacturers lag behind their global peers in production planning, supply chain management, quality, and maintenance—areas that contribute to their lower productivity (Exhibit 4). Consequently, workers in India’s manufacturing sector are almost four and five times less productive, on average, than their counterparts in Thailand and China, respectively.

Indian manufacturers lag behind their global peers in key operational areas.

Nonetheless, some Indian companies are making strides. Tata Steel, for instance, improved its output per worker by a factor of eight between 1998 and 2011, largely by adapting its operational and management practices to India’s unique conditions. The company dramatically improved the output of its blast furnaces, for example, by learning to adjust them continually to account for the large variations in the ash content of Indian coal from shipment to shipment. In this way, the steelmaker can burn coal with a high ash content more efficiently than would otherwise be possible.

The company has also made significant organizational changes to support the new ways of working. To make employees more accountable, for example, Tata Steel reduced the number of managerial layers to 5, from 13. It also began investing heavily in building analytical and interpersonal skills among frontline managers and staff to ensure access to scarce competencies. Today, the company’s Shavak Nanavati Technical Institute trains more than 2,000 employees a year in both “hard” skills as well as “soft” ones, such as conflict resolution. Together, these moves strengthened the company’s focus on continuous improvement—Tata Steel won the coveted Deming Prize in 2008 for advances in process excellence and quality improvements—and helped it become one of the world’s lowest-cost steel producers.

Improve capital productivity

India’s manufacturers must also improve the productivity of their capital, 3 3. In this article, we define capital productivity as operating profit divided by total assets. in some cases by 50 percent or more. While such improvements are challenging, they are possible if companies set bold targets and adopt an “owner–entrepreneur” mind-set when tackling large capital projects or making other big investments.

For example, a global mining and metals company that was setting up aluminum smelter operations in India set a capital cost target 50 percent lower than the industry’s global average. The company then empowered its project teams to reach the goal—for example, by giving them greater freedom to make decisions about capital specifications and which low-cost equipment suppliers to use. (A technical and commercial audit team of senior managers ensured that the new approach didn’t compromise the quality of capital equipment or backfire in the form of graft.)

Moreover, the company did not give the contract out on an EPC 4 4. Engineer, procure, construct: a common contracting arrangement, under which the contractor is responsible for all aspects of engineering, procurement, and construction, including the management of subcontractors. basis. Instead, it brought together a mix of Chinese and European companies to finalize the design and to supply the equipment needed, and the integration and commissioning work was done in-house, thus saving much of the margin that would otherwise have been given away. Together, these moves helped the company to launch its Indian smelter operations at a capital cost 50 percent below industry averages (and 20 percent less than other players in the same market spent).

Many Indian companies are also assessing the technical design of their capital equipment to make trade-offs between capital expenditures and life cycle expectations for reliability—essentially “Indianizing” the specifications. Tata Power, for example, has lowered its capital expenditures in a drive to identify relatively inexpensive designs and specifications for big projects. During the planning stages of a new 4,000-megawatt facility, for instance, the company brought together customers, suppliers, and Tata engineers to make a number of Indianized design decisions. These included using cheaper welded tubes instead of seamless ones in feedwater heaters and redesigning the layout of the turbine-generator building to make it more compact. Together, such trade-offs saved the company more than $100 million in capital outlays while preserving the plant’s core capabilities and meeting standards for safety and reliability.

Meanwhile, some Indian companies are working to raise the productivity of their existing assets—for example, by focusing on the reliability of equipment. In our experience, throughput improvements from 40 to 100 percent 5 5. In our assessment, the potential improvement ranges from 20 to 40 percent for continuous-process industries (such as steel), 30 to 60 percent for discrete manufacturing (automotive, mining), and 50 to 100 percent for batch-process-based industries (such as pharmaceuticals). are possible when Indian companies apply traditional lean-management techniques to keep machines running longer and to reduce time wasted during retooling and production line changeovers. Tata Steel, for instance, focused on standardized tasks throughout its mills and trained workers to uncover the root causes of equipment problems. One of the company’s melting shops we studied raised its production dramatically over two years by standardizing jobs and empowering its operations and maintenance employees to identify potential problems of key machines that had previously been prone to creating production bottlenecks.

Targeted skill development

India’s manufacturers could learn a lot from the IT sector’s experience in promoting the large-scale development of skills. India’s IT services and business-process-outsourcing sectors together hire nearly a million new recruits a year and bring them up to speed in just months. A key factor in this success was the early recognition among Indian IT companies, back in the 1990s, that the number of engineering graduates in computer sciences wouldn’t meet the needs of the country’s burgeoning IT sector. In response, Infosys, Wipro, and other companies began hiring graduates from all engineering disciplines and using in-house curricula and faculties to build skills among new hires. That approach ultimately led to the formation of a successful network of independent, privately owned computer-training institutes, such as Aptech and NIIT.

India’s manufacturers should follow a similar path by establishing in-house training centers to promote vital manufacturing roles, including those of fitters, machinists, maintenance engineers, and welders. Some Indian companies are already taking matters into their own hands. For example, to impart vocational skills, India’s largest automaker, Maruti Suzuki, has adopted six technical institutes across the country, some in regions with little manufacturing presence. By using the company’s own managers as faculty for some classes, Maruti Suzuki inculcates trainees with a strong feel for its culture as well. The automaker is now expanding its training programs to include employees of key suppliers.

Although training programs make good business sense, they are also increasingly necessary to get local populations to accept the establishment of a manufacturing footprint in India. Tata Motors’ partnership with the Gujarat state government to improve the skills of local workers, for example, helped the company to ameliorate concerns about the displacement of residents by the construction of a Tata Nano car factory, while giving the company access to new workers. Today, nearly 1,000 people who live within a 10-kilometer radius of this Sanand factory make Nanos. Similarly, Tata Steel has agreed with the Orissa state government to train and improve the skills of workers living near a planned steel plant in Kalinganagar. The company has pledged to give local villagers jobs in the project’s execution and operations.

Frontline workers aren’t the only ones whose skills need upgrading; India’s manufacturers must also improve those of managers. Consider the experience of the cement maker Holcim, where executives set—and achieved—such goals as significantly improving the reliability and energy efficiency of the production process, as well as other important operating metrics at the company’s Indian subsidiaries.

At the heart of this initiative is an academy the company set up in its Indian plant to help future leaders bolster their skills through a “field and forum” approach that intersperses class work with hands-on fieldwork in the form of operational-improvement projects. Similarly, Holcim trains its managers to focus performance dialogues with frontline employees on the importance of identifying the root causes of problems and of finding potential solutions through cross-functional teams. The company uses operational “war rooms” in its Indian plants to serve as a clearinghouse for the best ideas and to uncover the best contributions. In parallel, Holcim created an ambitious leadership program to support the personal development of up-and-coming manufacturing leaders.

The combination of rocketing domestic demand and the multinationals’ desire to diversify their manufacturing footprint offers Indian product makers a once-in-a-generation opportunity to emerge from the shadow of the country’s services sector. By improving their productivity and bolstering operations, they could become an engine of economic prosperity for the whole country.

Rajat Dhawan is a director in McKinsey’s Delhi office, of which Gautam Swaroop is an alumnus; Adil Zainulbhai is a director in the Mumbai office.

Explore a career with us

Related articles.

How multinationals can win in India

Is your emerging-market strategy local enough?

Can India lead the mobile-Internet revolution?

• 中文 (Chinese)

Trending Topics

• Look Forward: Multidimensional Transition
• Look Forward: Supply Chain 2024
• AI in Banking: AI Will Be An Incremental Game Changer
• The Return of Energy Security
• The AI Governance Challenge
• India's Future: The Quest for High and Stable Growth

Offerings by Division

• S&P Global Market Intelligence
• S&P Global Ratings
• S&P Global Commodity Insights
• S&P Dow Jones Indices
• S&P Global Mobility
• S&P Global Sustainable1

S&P Global Offerings

Featured Topics

Featured Products

• Market Intelligence

• Commodity Insights

• Sustainable1

S&P Capital IQ Pro

Platts Connect

S&P Global ESG Scores

AutoCreditInsight

SPICE: The Index Source for ESG Data

• S&P Global Home

• Explore S&P Global
• Data & Analytics
• Research & Insights

Ratings & Benchmarks

• Technology Solutions
• See all S&P Global Products & Solutions

Find a Rating

Market Insights

• Special Reports

Sustainability

Capital Markets

Global Trade

Energy & Commodities

Technology & Innovation

Geopolitical Risk

Artificial Intelligence

Featured S&P Global Events

Webinar Replays

About S&P Global

• Corporate Responsibility

Diversity, Equity, & Inclusion

• Investor Relations
• Research and insights
• / Research & Insights /
• / Look Forward / 'Make In India' Manufacturing Push Hinges on Logistics Investments
• Look Forward

'Make In India' Manufacturing Push Hinges on Logistics Investments

A strong logistics framework will be key to transforming India from a services-dominated economy into a manufacturing-dominant one.

Published: August 3, 2023

By Rahul Kapoor and Chris Rogers

India has an immense opportunity to increase its share of global manufacturing exports, and the government is seeking to raise manufacturing to 25% of GDP from 17.7% by 2025.

Developing a strong logistics framework will be key to transforming India from a services-dominated economy to a manufacturing-dominant one, particularly enhancements in intermodal connectivity and heavy investments in ports and shipping capacity.

Accelerated investments should aid India's ambition; a boom in Indian mobile phone production provides a template for future policies in other sectors.

India stands on the cusp of a massive opportunity to increase its share of global manufacturing exports. Corporate manufacturing giants are looking for alternative production and sourcing destinations to accelerate supply chain diversification. India should benefit from these positive tailwinds, aided by significant milestones already achieved in its domestic and export logistics framework as well as by projects now underway. The telecom sector provides a case study for the delivery of the Modi administration’s “Make in India, Make for the World” policies. Global smartphone manufacturers are setting up shop in India after years of patient government intervention via targeted trade policies focused on phones and components.

Successive Indian governments have emphasized policies promoting domestic manufacturing to reduce India’s import dependence and to increase its share of global exports. The current administration’s focus on “Make in India, Make for the World” encourages investments in manufacturing, especially through Production-Linked Incentive (PLI) schemes. First introduced in 2020 for electronics makers, PLIs provide incentives to domestic and foreign companies that invest in Indian manufacturing and meet predetermined output targets.

India’s policy landscape is often disparate , spanning multiple states with independent reform agendas. Approaching reform at a national level through platforms like PLIs can allow the central government to circumvent state-level differences. Effective uptake of these schemes will be crucial as India seeks to increase manufacturing to 25% of GDP by the year ending March 2025 . It was 17.7% last fiscal year, according to S&P Global Market Intelligence.

Policies in complementary sectors — especially logistics — will be key to meeting the government’s goal of transforming India from a services-dominated economy into a manufacturing-dominant one. Sophisticated logistics could give India a competitive advantage over other countries vying for inbound investment. 

Accelerated Investments Should Aid India’s Global Manufacturing Ambitions

India’s ability to compete internationally against other manufacturing exporters will be enhanced by its two-pronged approach to logistics. This is focused on improving intermodal connectivity and on heavy investment in ports and shipping capacity.

Capital-intensive infrastructure projects would also be supported by the government’s strong digitalization efforts. Existing frameworks such as the National Logistics Policy (NLP) could help to build a technology-enabled, integrated, cost-effective and dependable logistics ecosystem.

Digital and infrastructure initiatives have already helped India to rise six spots since 2018 in the World Bank’s Logistics Performance Index (LPI), to rank 38th out of 139 countries in 2023. The country has significantly improved its score in four of the six LPI indicators (infrastructure, international shipments, logistics quality and competence, and timeliness), which bodes well for the future.

A key variable affecting India’s manufacturing potential is cost competitiveness in logistics. Costs are about 14% to 18% of GDP, according to the country’s full-year 2022–23 Economic Survey. The government aims to lower these costs to below 10% to be more in line with major Asian exporters.

Improving road and rail connectivity will help to cut logistics costs. There is already a noticeable acceleration in national highway building, with the government expecting construction to reach 33 km/day in fiscal year 2024, almost double the 17 km/day achieved in fiscal year 2016. The share of containers being shipped by rail is also rising: It is forecast to hit 23.5% in fiscal year 2024 and 33% in fiscal year 2030, according to the government.

Ports Need Investment to Boost India’s Cargo Capacity and Throughput

Increasing India’s manufacturing exports in a cost-competitive and efficient manner will require improvements in logistics. The country has geographical advantages including a long coastline of more than 7,500 km and proximity to shipping traffic transiting the Indian Ocean.

Looking Forward

India lags Japan, South Korea and mainland China in export infrastructure and efficiency, particularly in terms of port capacity. To narrow this infrastructure gap and to become the global manufacturing destination of choice, India will need massive upgrades covering areas such as rail, ports and freight corridors.

India needs to reduce its reliance on transshipments via hubs such as Singapore and Hong Kong to help manufacturers avoid potentially lengthy transit times. This means adding efficient high-capacity ports that can handle the largest container ships or incentivizing operators to introduce direct services to major markets. It will also entail strengthening links with global container carriers and freight forwarders.

India has an opportunity to increase its share of global container shipments and bulk commodities, even if North Asia will likely continue to be the driver of global container volumes, according to S&P Global’s Global Trade Analytics suite. Accelerating port infrastructure development will be key to achieving this goal.

Port capacity and container throughput have experienced robust growth in India over the last five years. Looking forward, capacity will have a compound annual growth rate of 2.7% in 2023–30, with container traffic achieving 6.5%, based on estimates from CRISIL, an S&P Global company. This is growth from a low base, and a key question is how India facilitates significantly more port investments and higher growth rates in support of its bid to become an export powerhouse.

Successfully emerging as a global manufacturing hub is central to achieving India’s domestic growth target and geopolitical ambitions. The path to achieving this goes via the government’s ability to design and build a world-class logistics system, encompassing domestic road and rail networks, as well as international shipping services.

Smartphones Show Potential for Electronics Manufacturing

Getting the logistics framework right should facilitate growth in sectors earmarked for exports, especially high-strategic areas like electronics that require tightly integrated supply chains. Electronics makers also generally rely on airfreight, which means the sector is less affected by India’s existing seaport constraints.

India’s policy interventions in the smartphone sector illustrate its ambitions for manufacturing as a conduit to service the domestic market as well as its geopolitical aims. Smartphones are among the most sophisticated manufactured products, and their ubiquity makes them a logical target for any country looking to extend its economic development. The arrival of Apple contractors as major players in Indian mobile phone production shines a light on the nation’s success so far and on its opportunities for future growth.

Evolution in India’s Domestic Market

Reshoring of telecom manufacturing is a competitive field, with India facing significant competition as multinationals look to expand their operations. However, India’s large domestic market gives it an advantage, especially over Southeast Asian countries.

A revolution in India’s telecom services has helped to make the country one of the world’s most digitalized economies. India’s next target is to ensure the availability of low-cost mobile phones.

Sales of telecom products in India are projected to reach $18.3 billion — or 1.3% of the global total — in 2027, according to forecasts by S&P Global Market Intelligence. The market is expected to grow 7.3% annually through 2027, outpacing the global average of 6.2%. India’s large mobile phone sales make it worthwhile setting up local supply chains serving both domestic and export markets. Major manufacturers that already operate in India include Samsung Electronics and Xiaomi, as well as contract producers for Apple including Wistron and Pegatron.

The “Make in India” strategy includes a variety of import restrictions on phones and parts, which offers support to local manufacturers. Domestically produced, low-cost phones may also help bring informal, unregistered businesses into the mainstream economy.

India’s Viability as Export Hub

India’s export industry for telecom equipment, including smartphones, is rapidly expanding. Exports reached $11.8 billion in the 12 months to March 31, 2023, data from S&P Global Market Intelligence and Panjiva shows. Samsung Electronics led with 35% of exports, followed by contract manufacturers Wistron and Foxconn (Hon Hai Precision Industry) with 17% each.

To ensure sustainable growth in telecom, public and private sector coordination will be needed to transition beyond only assembling smartphones. This work can always be relocated to lower-cost locations, whereas fully integrated operations are stickier. Such operations would also make India pivotal to the global telecom equipment supply chain.

Replicating the full supply chain back to semiconductors is not necessary. For instance, mainland China and Vietnam both import processors and other chips. India’s imports of semiconductors and other parts for telecom and computing devices have tracked steadily upward. Panjiva data shows imports of telecom equipment and computer chips reached $27.4 billion in the 12 months to March 31, 2023, after 12% of compound annual growth since 2017.

India has significant opportunities for manufacturing expansion across a range of sectors. Success so far in smartphone supply chains provides a template for future development potential — in terms of both scale and the complex hurdles to be overcome.

Right place, right time: Supply chain outlook for third quarter 2023 Before the battery and magnet: IRA and mineral supply chains

Next Article: Future Farming: Agriculture’s Role in a More Sustainable India

This article was authored by a cross-section of representatives from S&P Global and in certain circumstances external guest authors. The views expressed are those of the authors and do not necessarily reflect the views or positions of any entities they represent and are not necessarily reflected in the products and services those entities offer. This research is a publication of S&P Global and does not comment on current or future credit ratings or credit rating methodologies.

• X LinkedIn Facebook Email WhatsApp

Content Type

• Our Purpose
• Our History
• News Releases
• Quarterly Earnings
• SEC Filings & Reports
• Customer Care & Sales
• Support by Division
• Report an Ethics Concern
• Office Locations
• Our Organization
• IOSCO ESG Rating & Data Product Statements
• Terms of Use
• Cookie Notice
• Privacy Policy
• Client Privacy Portal
• Do Not Sell or Share My Personal Information

© 2024 S&P Global

Related Expertise: Manufacturing , International Business , Operations

India’s Manufacturing Cost Competitiveness: Holding Steady

August 19, 2014  By  Arun Bruce

If any Indian industrial sector were well positioned to benefit from the nation’s growing low-cost advantage, cotton fabrics and garments would seem a likely candidate. India is the world’s second-leading exporter of raw cotton and has an immense, growing workforce. What’s more, the cost of Indian labor has remained virtually flat over the past decade when adjusted for productivity gains. That should give India a big advantage in apparel, a sector for which labor accounts for nearly 30 percent of the total cost. By contrast, labor costs in China’s coastal provinces have nearly tripled.

Cost Competitiveness: A Country Guide

• An Interactive View
• Australia: Losing Ground
• United Kingdom: A Rising Regional Star
• India: Holding Steady
• Mexico: A Rising Global Star

Yet India accounts for only 3 percent of the global apparel trade—and there has been no big rush to build cotton textile or apparel plants in India. Instead, much of the country’s raw cotton and yarn is still shipped to China, where it is woven into fabrics and converted into apparel at factories that are primarily located in China, Bangladesh, Cambodia, and Vietnam.

The reasons illustrate the challenges that economies such as India must still overcome before they can fully translate their low-cost advantages into a surge of manufacturing investment and exports across a broad range of industries. In terms of direct manufacturing costs, the new BCG Global Manufacturing Cost-Competitiveness Index shows that India has held steady from 2004 to 2014 relative to the U.S. Within Asia, India has the potential to become a rising regional star. Strong productivity growth and a depreciating currency have offset the increase in average manufacturing wages. Electricity and natural-gas costs have risen less than in most other major Asian export economies since 2004.

But factors other than direct costs undermine India’s competitiveness by adding risk and hidden costs. Bottlenecks at India’s seaports add days to shipping times. It typically takes six months to a year to clear all the regulatory hurdles needed to build a new factory in India. Labor laws that make it difficult and expensive for companies to manage their workforces during slow times discourage companies from building large-scale, cost-efficient factories. And while the government keeps electricity rates low for end consumers, in reality many manufacturers must pay much more for power than in other Asian economies. Because there is a perennial shortage of power capacity in the country, many factories must operate expensive diesel-powered generators on their own.

There is some cause for optimism. Container terminals and expressways are being built and expanded in India, and the growing use of power exchanges is bringing down electricity prices in some industrial areas. In addition, the country is developing special economic zones that offer speedier regulatory approvals and help in managing human resources. The Indian government has also been working harder to promote India as a global manufacturing base.

But fundamental reforms in labor, energy, and investment regulations are required before India can fully capitalize on its low-cost advantage. If the new government can accomplish such reforms, India is in a powerful position to emerge as Asia’s next star in manufacturing.

ABOUT BOSTON CONSULTING GROUP

Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. BCG was the pioneer in business strategy when it was founded in 1963. Today, we work closely with clients to embrace a transformational approach aimed at benefiting all stakeholders—empowering organizations to grow, build sustainable competitive advantage, and drive positive societal impact.

Our diverse, global teams bring deep industry and functional expertise and a range of perspectives that question the status quo and spark change. BCG delivers solutions through leading-edge management consulting, technology and design, and corporate and digital ventures. We work in a uniquely collaborative model across the firm and throughout all levels of the client organization, fueled by the goal of helping our clients thrive and enabling them to make the world a better place.

© Boston Consulting Group 2024. All rights reserved.

For information or permission to reprint, please contact BCG at [email protected] . To find the latest BCG content and register to receive e-alerts on this topic or others, please visit bcg.com . Follow Boston Consulting Group on Facebook and X (formerly Twitter) .

• Screen Reader
• Skip to main content
• Text Size A
• Language: English

Case Studies

• EXIM Procedure

Media & Events

• Image Gallery
• Media Coverage

Other Links

• GI of India
• Experience India
• Indian Trend Fair 2022

India Organic Biofach 2022

Gulfood dubai 2023, manufacturing, indian manufacturing industry analysis, india is the third most sought-after manufacturing destination in the world and has the potential to export goods worth us$ 1 trillion by 2030., advantage india, robust demand.

* Manufacturing exports have registered highest ever annual exports of US$ 447.46 billion with 6.03% growth during FY23 surpassing the previous year (FY22) record exports of US$ 422 billion.

* By 2030, Indian middle class is expected to have the second-largest share in global consumption at 17%.

Increasing Investment

* Propelled by growth in priority sectors and driven by favourable megatrends, India’s manufacturing sector has opened itself into new geographies and segments.

* Building on the competitive advantage of a skilled workforce and lower cost of labour, the manufacturing sector is also witnessing an increased inflow of capex and heightened M&A activity, leading to a surge in manufacturing output and resultant increased contribution to exports.

Policy Support

* The Production Linked Incentive (PLI) scheme has been notified for Large Scale Electronics Manufacturing in India. The scheme aims to attract large investments in the mobile phone manufacturing and specified electronic components, including Assembly, Testing, Marking and Packaging (ATMP) units.

* Initiatives like Make in India, Digital India and Startup India have given the much-needed thrust to the Electronics System Design and Manufacturing (ESDM) sector in India.

Competitive Advantage

* The positive developments in the manufacturing sector, driven by production capacity expansion, government policy support, heightened M&A activity, and PE/VC-led investment, are creating a robust pipeline for the country’s sustained economic growth in the years to come.

Manufacturing Industry Report

The Indian manufacturing industry generated 16-17% of India’s GDP pre-pandemic and is projected to be one of the fastest growing sectors. The machine tool industry was literally the nuts and bolts of the manufacturing industry in India. Today, technology has stimulated innovation with digital transformation a key aspect in gaining an edge in this highly competitive market.

Manufacturing is emerging as an integral pillar in the country’s economic growth, thanks to the performance of key sectors like automotive, engineering, chemicals, pharmaceuticals, and consumer durables.

Technology has today encouraged creativity, with digital transformation being a critical element in gaining an advantage in this increasingly competitive industry. The Indian manufacturing sector is steadily moving toward more automated and process-driven manufacturing, which is projected to improve efficiency and enhance productivity.

India has the capacity to export goods worth US$ 1 trillion by 2030 and is on the road to becoming a major global manufacturing hub.

With 17% of the nation’s GDP and over 27.3 million workers, the manufacturing sector plays a significant role in the Indian economy. Through the implementation of different programmes and policies, the Indian government hopes to have 25% of the economy’s output come from manufacturing by 2025.

India now has the physical and digital infrastructure to raise the share of the manufacturing sector in the economy and make a realistic bid to be an important player in global supply chains.

Manufacturing exports have registered highest ever annual exports of US$ 447.46 billion with 6.03% growth during FY23 surpassing the previous year (FY22) record exports of US$ 422 billion. By 2030, Indian middle class is expected to have the second-largest share in global consumption at 17%.

Propelled by growth in priority sectors and driven by favourable megatrends, India’s manufacturing sector has opened itself into new geographies and segments. Significant initiatives have been introduced under Aatmanirbhar Bharat and Make in India programmes to enhance India’s manufacturing capabilities and exports across the industries. Sector specific Production Linked incentives (PLI) have been introduced in the aftermath of the pandemic to incentivize domestic and foreign investments and to develop global champions in the manufacturing industry.

Building on the competitive advantage of a skilled workforce and lower cost of labour, the manufacturing sector is also witnessing an increased inflow of capex and heightened M&A activity, leading to a surge in manufacturing output and resultant increased contribution to exports. The positive developments in the manufacturing sector, driven by production capacity expansion, government policy support, heightened M&A activity, and PE/VC-led investment, are creating a robust pipeline for the country’s sustained economic growth in the years to come.

The Index of Industrial Production (IIP) from April-October 2023 stood at 143.5.

At the aggregate level, capacity utilisation (CU) for the manufacturing sector recovered to 68.3% in Q2:2021-22 after waning of the second wave of COVID-19 pandemic in the country, which had caused plummeting of CU to 60.0% in the previous quarter.

In Q2 FY24, the survey, which covered 380 manufacturers that account for about Rs. 4.8 trillion (US$ 58 billion) in sales, showed a robust 74% capacity utilization and improved future investment outlook during Q2.

India’s manufacturing exports have traditionally grown between 5% and 10% pre–Covid-19 years, but exports have seen tremendous growth over the last two years, with a compound annual growth rate (CAGR) of 15%. India reached US$ 418 billion of manufacturing exports in fiscal year 2022 (FY22).

Chemicals, pharmaceuticals, electronics, automotive, industrial machinery, and textiles (among others) are expected to propel manufacturing exports to reach US$ 1 trillion by FY28.

Mobile phone production has increased fivefold in the past five years, and India is on track to emerge as a global exporting hub of mobile phones, which creates robust demand for integrated circuits and semiconductors. This will get a boost with the focus moving from assembly to developing expertise in end-to-end hardware component manufacturing.

India is planning to offer incentives of up to Rs. 18,000 crore (US$ 2.2 billion) to spur local manufacturing in six new sectors including chemicals, shipping containers, and inputs for vaccines.

The fourth industrial revolution, Industry 4.0 is poised to happen on a global scale, taking the automation of manufacturing processes to a new level by linking the cyber & physical, incorporating AI and enabling customized and flexible mass production technologies.

Six new technology innovation platforms launched to enhance indigenous manufacturing. The platforms have been developed with the aim of facilitating globally competitive manufacturing in India.

These six platforms will work towards urging industries (including Original Equipment Manufacturers (OEMs), Tier 1, Tier 2 & Tier 3 companies and raw material manufacturers), start-ups, domain experts/professionals, R&D institutions, and academia (college and universities) to come up with technology solutions, suggestions and opinions on matters related to manufacturing technologies.

India has potential to become a global manufacturing hub and by 2030, it can add more than US$ 500 billion annually to the global economy.¬

India’s gross value added (GVA) at current prices was estimated at US$ 626.5 billion as per the quarterly estimates of the first quarter of FY22.

The manufacturing GVA at current prices was estimated at US$ 110.48 billion in the first quarter of FY24.

The manufacturing sector has seen some major developments, investments and support from the Government in the recent past.

• The combined index of eight core industries stood at 154.1 for April-September 2023 against 143.0 for April-September 2022.
• The cumulative index of eight core industries increased by 7.8% during April-September 2023-24 over the corresponding period of the previous year.
• In FY23, the Manufacturing Purchasing Managers’ Index (PMI) in India stood at 55.6.
• India's manufacturing sector activity continued to expand in November 2023, with the S&P Global Purchasing Managers' Index (PMI) reaching 56.
• In FY23, the export of the top 6 major commodities (Engineering goods, Petroleum products, Gems and Jewellery, Organic and Inorganic chemicals, and Drugs and Pharmaceuticals) stood at US$ 295.21 billion.
• The Employees' Provident Fund Organisation (EPFO) added 1,720,615 in September 2023.
• During the financial year 2022-23, around 1.39 crore net members were added by EPFO with an increase of 13.22% compared to the previous financial year 2021-22 wherein EPFO had added approximately 1.22 crore net members.

According to Department for Promotion of Industry and Internal Trade (DPIIT), India received a total foreign direct investment (FDI) inflow of US$ 46.03 billion in FY23.

In the Union Budget 2022-23, Ministry of Defence has been allocated Rs. 525,166 crore (US$ 67.66 billion). The government allocated Rs. 2,403 crore (US$ 315 million) for Promotion of Electronics and IT Hardware Manufacturing.

The PLI for semiconductor manufacturing is set at Rs. 760 billion (US$ 9.71 billion), with the goal of making India one of the world's major producers of this crucial component.

Electronics, vehicle, and solar panel production account for around 80% of total manufacturing expenditure, with semiconductors/electronics value chain accounting for 50% of total expenditure in February 2022.

As per the survey conducted by the Federation of Indian Chambers of Commerce and Industry (FICCI), capacity utilisation in India’s manufacturing sector stood at 72.0% in the second quarter of FY22, indicating significant recovery in the sector.

In September 2021, Prime Minister Mr. Narendra Modi approved the production-linked incentive (PLI) scheme in the textiles sector—for man-made fibre (MMF) apparel, MMF fabrics and 10 segments/products of technical textiles—at an estimated outlay of Rs. 10,683 crore (US$ 1.45 billion).

The 'Operation Green' scheme of the Ministry of the Food Processing Industry, which was limited to onions, potatoes and tomatoes, has been expanded to 22 perishable products to encourage exports from the agricultural sector. This will facilitate infrastructure projects for horticulture products.

To propagate Make in India, in July 2021, the Defence Ministry issued a tender of Rs. 50,000 crore (US$ 6.7 billion) for building six conventional submarines under Project-75 India.

Production-linked incentive (PLI) was launched to establish global manufacturing champions across 13 sectors with an allocation of ~Rs. 1.97 lakh crore (US$ 27.02 billion) over the next five years (starting FY22).

India's display panel market is estimated to grow from ~US$ 7 billion in 2021 to US$ 15 billion in 2025.

The future outlook of the manufacturing sector looks on track with pandemic easing out.

The manufacturing sector of India has the potential to reach US$ 1 trillion by 2025. The implementation of the Goods and Services Tax (GST) will make India a common market with a GDP of US$ 3.4 trillion along with a population of 1.48 billion people, which will be a big draw for investors. With impetus on developing industrial corridors and smart cities, the Government aims to ensure holistic development of the nation.

Related News

Export-Import Bank of India predicts India's merchandise exports to reach US$ 116.7 billion, driven by strong economic fundamentals and sectoral activity.

India's manufacturing displayed growth, with PMI hitting 58.8 in April, marking the sector's second-strongest expansion since 2021, driven by robust demand.

Business activity in April surged to its highest level in almost 14 years, as reflected in a composite index of 62.2, affirming India's rapid economic growth.

Manufacturing witnesses a surge in demand for female apprentices, aiming for a 40% female workforce by year-end, aligning with vocational training reforms.

India delivers BrahMos missiles to the Philippines, strengthening regional security amid escalating tensions in the South China Sea, marking strategic cooperation in a US$ 375 million deal.

Manufacturing Clusters

• Maharashtra
• Andhra Pradesh
• Uttar Pradesh

Industry Contacts

• Electronics Industries Association of India (ELCINA)
• Telecom Equipment Manufacturers Association (TEMA)
• Indian Chemical Council
• Alkali Manufacturers Association of India
• Indian Specialty Chemical Manufacturers' Association

PREFERRED MANUFACTURING DESTINATION

India ranks third in most-suitable locations for global manufacturing.

IBEF Campaigns

APEDA India Pavilion Gulfood February 20th-26th, 2022 | World Trade Centre,...

Ibef Organic Indian Pavilion BIOFACH2022 July 26th-29th, 2022 | Nuremberg, ...

Financial Resurgence: A Comprehensive Exploration of the Recent Boom in Mutual Fund Investments in India

Mutual funds play an indispensable role in capital markets, serving as a gateway for individuals and institutions to access a diverse range of securit...

Transforming India's Logistics Sector: Challenges and Opportunities

The logistics industry plays a vital role in the dynamic economic landscape of India by enabling the efficient movement of goods and services througho...

Promoting Indigenous Start-ups: Case Study of Investor Interest in Small-town Start-ups

As urban markets become saturated, investors are turning their gaze towards the untapped potential of small-town innovation, driven by a desire to fos...

Promoting Diversity: Women's Entrepreneurship and Economic Empowerment in India

Women empowerment is a transformative force that goes beyond mere gender pa...

Start-up Ecosystem: Fostering Innovation and Entrepreneurship in India's Tech Industry

In recent years, India has rapidly risen as a global powerhouse within the ...

Infrastructure Development: Indian Railways’ Plan for Enhanced Passenger Experience

In India's big web of transportation, Indian Railways is like an import...

Not a member

• Bihar Board
• RBSE 12th Result 2024

SRM University

• RBSE 10th Result 2024
• Maharashtra HSC Result
• MBSE Result 2024
• TBSE Result 2024
• CBSE Board Result 2024
• Shiv Khera Special
• Education News
• Web Stories
• Current Affairs
• नए भारत का नया उत्तर प्रदेश
• School & Boards
• College Admission
• Govt Jobs Alert & Prep
• GK & Aptitude
• CBSE Class 10 Study Material

CBSE Class 10 Maths Case Study Questions for Maths Chapter 5 - Arithmetic Progression (Published by CBSE)

Case study questions on cbse class 10 maths chapter 5 - arithmetic progression are provided here. these questions are published by cbse to help students prepare for their maths exam..

CBSE Class 10 Case Study Questions for Maths Chapter 5 - Arithmetic Progression are available here with answers. All the questions have been published by the CBSE board. Students must practice all these questions to prepare themselves for attempting the case study based questions with absolute correctness and obtain a high score in their Maths Exam 2021-22.

Case Study Questions for Class 10 Maths Chapter 5 - Arithmetic Progression

CASE STUDY 1:

India is competitive manufacturing location due to the low cost of manpower and strong technical and engineering capabilities contributing to higher quality production runs. The production of TV sets in a factory increases uniformly by a fixed number every year. It produced 16000 sets in 6th year and 22600 in 9th year.

Based on the above information, answer the following questions:

1. Find the production during first year.

2. Find the production during 8th year.

3. Find the production during first 3 years.

4. In which year, the production is Rs 29,200.

5. Find the difference of the production during 7th year and 4th year.

2. Production during 8th year is (a+7d) = 5000 + 2(2200) = 20400

3. Production during first 3 year = 5000 + 7200 + 9400 = 21600

4. N = 12 5.

Difference = 18200 - 11600 = 6600

CASE STUDY 2:

Your friend Veer wants to participate in a 200m race. He can currently run that distance in 51 seconds and with each day of practice it takes him 2 seconds less. He wants to do in 31 seconds.

1. Which of the following terms are in AP for the given situation

a) 51,53,55….

b) 51, 49, 47….

c) -51, -53, -55….

d) 51, 55, 59…

Answer: b) 51, 49, 47….

2. What is the minimum number of days he needs to practice till his goal is achieved

Answer: c) 11

3. Which of the following term is not in the AP of the above given situation

Answer: b) 30

4. If nth term of an AP is given by an = 2n + 3 then common difference of an AP is

Answer: a) 2

5. The value of x, for which 2x, x+ 10, 3x + 2 are three consecutive terms of an AP

Answer: a) 6

CASE STUDY 3:

Your elder brother wants to buy a car and plans to take loan from a bank for his car. He repays his total loan of Rs 1,18,000 by paying every month starting with the first instalment of Rs 1000. If he increases the instalment by Rs 100 every month , answer the following:

1. The amount paid by him in 30th installment is

Answer: a) 3900

2. The amount paid by him in the 30 installments is

Answer: b) 73500

3. What amount does he still have to pay offer 30th installment?

Answer: c) 44500

4. If total installments are 40 then amount paid in the last installment?

Answer: a) 4900

5. The ratio of the 1st installment to the last installment is

Answer: b) 10:49

Also Check:

CBSE Case Study Questions for Class 10 Maths - All Chapters

Tips to Solve Case Study Based Questions Accurately

Get here latest School , CBSE and Govt Jobs notification in English and Hindi for Sarkari Naukari and Sarkari Result . Download the Jagran Josh Sarkari Naukri App . Check  Board Result 2024  for Class 10 and Class 12 like  CBSE Board Result ,  UP Board Result ,  Bihar Board Result ,  MP Board Result ,  Rajasthan Board Result  and Other States Boards.

• Rajasthan Board 12th Result 2024
• rajeduboard.rajasthan.gov.in Result 2024
• Rajasthan Board Class 12th Result 2024
• 12th Result 2024 Rajasthan Board
• GBSHSE SSC Result 2024
• SSC Result 2024 Goa
• CDS 2 Notification 2024
• results.gbshsegoa.net Result 2024
• CBSE 10th Result 2024
• CBSE Study Material
• CBSE Class 10

Latest Education News

RBSE Rajasthan Board 12th Result 2024: न हों निराश राजस्थान बोर्ड के नतीजों में होंगे सब पास, जानें कैसे देखें अपने मार्क्स 

[LIVE] RBSE 12th Result 2024: Check Rajasthan Board Class 12 Arts, Commerce and Science Results Today at rajeduboard.rajasthan.gov.in, Jagran Josh with Roll Number

RBSE 12th Result 2024 LIVE: राजस्थान बोर्ड 12वीं Science, Commerce, Arts और वरिष्ठ उपाध्याय रिजल्ट rajeduboard.rajasthan.gov.in पर जल्द, रोल नंबर से करें चेक

12th Result 2024 Rajasthan Board: BSER Ajmer Board Class 12 Arts, Commerce and Science Results at rajeduboard.rajasthan.gov.in

[रिजल्ट लिंक] JAC 8th Result 2024: आठवीं के नतीजे जल्द, jac.jharkhand.gov.in पर Result Link से डाउनलोड करें Marksheet

Bihar STET Expected Cut Off 2024: Category-Wise Cut Off Marks Here

RBSE 12th Science, Commerce and Arts Result 2024 with Jagran Josh, Get Your Rajasthan Board Class 12 Results in Easy Steps

Rajasthan Board 12th Result 2024: ऐसे चेक करें 12वीं साइंस, आर्ट्स, कॉमर्स और वरिष्ठ उपाध्याय रिजल्ट Digilocker, Umang App, IVRS और SMS के जरिये

rajeduboard.rajasthan.gov.in Result 2024: यहां मिलेगा राजस्थान 12वीं का आर्ट्स, साइंस, और कॉमर्स रिजल्ट डाउनलोड करने की वेबसाइट का लिंक

RBSE Result 2024: आज 12:15pm पर जारी होगा राजस्थान बोर्ड 12वीं का रिजल्ट, rajresults.nic.in पर मिलेगा Result Link

JAC 8th Result 2024 Link: झारखंड बोर्ड 8वीं का रिजल्ट jacresults.com पर, Roll Number से डाउनलोड करें मार्कशीट

[Official] Rajasthan Board 12th Result 2024 Today at 12:15pm: Check RBSE Class 12 Science, Arts and Commerce Results Link Online

rajeduboard.rajasthan.gov.in Result 2024: Official LINKS and Digilocker App to Check Rajasthan Board Class 12 Results Online

Bihar STET Exam Analysis 2024: Check Paper Review, Difficulty Level, Good Attempts

Top 20 Question of the Day for School Assembly with Answers (May 20, 2024)

12th Result 2024 RBSE:आरबीएससी 12वीं रिजल्ट यहाँ से करें डायरेक्ट डाउनलोड, और देखें अपने अंक

Rajasthan Praveshika Result 2023, RBSE Results, rajresults.nic.in

RBSE Vrishth Upadhyay Result 2024: राजस्थान वरिष्ठ उपाध्याय रिजल्ट Link at Jagran Josh, rajeduboard.rajasthan.gov.in, rajresults.nic.in

RBSE Result 2024: राजस्थान बोर्ड रिजल्ट Link at Jagran Josh, rajeduboard.rajasthan.gov.in, rajresults.nic.in

RBSE 12th Result 2024: राजस्थान 12वीं रिजल्ट Link at Jagran Josh, rajeduboard.rajasthan.gov.in, rajresults.nic.in

• Sectoral Studies on Competitiveness of Indian Manufacturing

Home » Research Programme » Sectoral Studies on Competitiveness of Indian Manufacturing

Research Programme

• Industrial Structure, Performance, and Policies
• Corporate Governance and Industrial Financing
• Leveraging MSMEs and Start-ups for Industrial Transformation
• Globalization, FDI, and Trade
• Technology, Innovation, and Industry 4.0
• Green Industrialization Strategy
• Employment and Labour Markets
• Spatial Dimensions of Industrial Development and Industrial Infrastructure

To catch up with the potential of manufacturing sector, the Government of India launched the Make in India programme in 2014-15. It was reinforced by the Aatmanirbhar Bharat Abhiyaan in 2020 to expedite economic recovery in the aftermath of the COVID pandemic. As a part of these initiatives, the production-linked incentive (PLI) scheme was launched in 2020 in two phases, covering 13 manufacturing sectors. This scheme aims to make Indian manufacturers globally competitive, attracting investments in cutting-edge technology areas, creating economies of scale, enhancing exports, reducing import dependence, and making India an integral part of the global supply chain. This work programme aims to analyze the challenges Indian enterprises in select manufacturing sectors are facing with respect to enhancing their domestic value addition and international competitiveness, including a review of PLI scheme where applicable, and make policy recommendations.

Fostering Medical Devices Industry of India: Issues, Challenges and the Way Forward

ISID has been awarded a major research project focusing on the challenges faced in the development of the Medical Device Industry of India, by the Indian Council of Social Science Research (ICSSR) in March 2023. The medical device sector is highly critical for prevention. Yet over 70% of the medical device demand of the country are met through import. However, in recent past, India has taken several measures to promote medical device industry and promote competitiveness in the global market. This study aims to examine the structural characteristics of the Indian medical devices sector and the effectiveness of recent policy initiatives, especially the Modified-Special Incentive Scheme 2012 that provides capital subsidy, Medical Device Parks 2019, Production Linked Initiative scheme 2020 and National Medical Device Policy (draft) 2022, in improving the domestic manufacturing ecosystem. Lastly, it will examine the India’s comparative advantage in the sector.

Research Team : Dr Shailender Kumar Hooda

Collaboration : ICSSR

Status : [Ongoing], project launched in March 2023; time frame: March 2025.

Make in India: An Assessment of the Impact of the Programme on Six Manufacturing Sectors

The Make in India programme was launched in 2014 with the objective of increasing the share of the manufacturing sector in the GDP by facilitating investment, both domestic and foreign, into the industrial sector; fostering innovation; building best-in-class infrastructure; developing industrial clusters; and making India a hub of manufacturing, design, and innovation while giving due emphasis to decarbonisation for a sustainable socio-economic development. As part of this programme, the Government of India has taken various measures to encourage manufacturing and investment such as the Production-Linked Incentive (PLI) schemes, improving ease of doing business, reduction in corporate tax, FDI reforms, quality control measures, development of industrial clusters, local content requirements and public procurement orders. This study aims to analyse the impact of the Make in India programme in six manufacturing sectors, i.e., pharmaceuticals, textiles and garments, steel, solar PV modules, fertilizers, and toys. It will make specific recommendations in each of the six sectors with a view to enhance the impact of the Make in India programme on the manufacturing sector of India. The project team consists of.

Research Team : Dr Reji K Joseph, Dr Anjali Tandon, Dr Beena Saraswathy, Dr Ramaa Arun Kumar, DrSangeeta Ghosh and Dr Seenaiah Kale

Status : [Ongoing], project launched in September 2023; time frame: March 2024.

Automobile Industry: Technology, Changing Product Lines and Policy Initiatives

The automobile industry in India is one of the sectors that experienced impressive growth in the post-liberalization period. A protected sector controlled by quantitative restrictions and high import tariffs during the import substitution regime was gradually opened to foreign players through liberalization policies. Huge pent-up domestic demand due to the growth of the middle-class segment and demographic change contributed to the expansion of the production capacity of the automobile industry in India. Besides the original equipment manufacturers, the auto component sector grew through policies of phased manufacturing and later by way of producing for MNCs operating in the domestic market and abroad. This sector entails deep backward and forward linkages extended to domestic and foreign value chains, attracts FDI, and faces global competition both in terms of scale effects and innovation. This study aims to delineate the different factors that contribute to the competitiveness of this sector in the context of domestic and global market and the way automotive manufacturers are coping with the challenges of growing market and emerging technologies. It also reviews the prospects for the PLI scheme for the auto sector. The output of the project has been reported in ISID Working Paper #255.

Research Team : Dr Satyaki Roy

Status : [Ongoing]; started in 2022-23; time frame: 12 months.

Fostering India’s Industrial Transformation: The India Industrial Development Report (IIDR) 2024

The IIDR is the first in a new series of biennial flagship reports launched by ISID, to mark the India@75. It draws upon in-house analytical work, wide-ranging consultations with noted experts, and policy discussions to build a compelling narrative on criticality, opportunities, challenges, and policy reforms needed for industrial transformation of India at the current juncture of its development trajectory as it seeks to emerge as a developed nation by 2047. Besides being one of the biggest economies in the world, India should also be a global leader in inclusive and sustainable development. While drawing lessons from the experiences of the successful industrializers of the West and the East in terms of strategic interventions deployed, it is also cognizant of local specificities and initial conditions besides the changed external context that has turned less benign with recent trends of protectionism, stalled multilateral trade negotiations and the global slow down following the COVID pandemic. In support of the Make-in-India and Aatmanirbhar Bharat programmes, the Report identifies the opportunities of creating decent job opportunities for India’s youthful workforce through empowering MSMEs, providing an enabling framework to budding entrepreneurs and start-ups, improving the quality of FDI inflows, and unleashing the large national champions to emerge as competitive players on the global markets through leveraging technology, including the Industry 4.0. It also offers analysis and thoughts on green industrialization to enable India to contribute to global sustainability targets. It will be backed by extensive policy advocacy through high-level policy dialogues, popular columns, and social media.

Research Team : Prof Nagesh Kumar and the entire faculty.

Status : [Ongoing], project launched in 2022-23; time frame: to be completed by March 2024

Indian Steel Industry: Challenges for Enhancing Value Addition and Competitiveness

Steel plays a key role in the economic progress of nations. Availability of good quality steel at affordable prices is crucial for the sustenance of various other sub-sectors such as infrastructure, construction, automobiles, machinery, and domestic appliances which makes it the backbone of industrial development. Currently, India is the second-largest crude steel producer in the world. However, the presence of India in this market is meagre when compared with the share of China, the leading supplier which controls more than half of the global production. Nevertheless, India is gradually growing its share of world exports, while decreasing its reliance on imports. However, there is a significant demand-supply imbalance for value-added steel products such as specialty steel, for which the country forgoes a significant amount of foreign exchange. In this context, PLI scheme has been announced for selected specialty steel products. The present study aims to comprehensively cover the opportunities and challenges faced by the sector such as low demand, performance of private and public sector firms in the sector, MSMEs in the sector, trade competitiveness of various sub-components, deregulation and pricing, and use of artificial intelligence in various segments of operation.

Research Team: Dr Beena Saraswathy

Status: [Ongoing]; started in 2022-23; time frame: one year

Chemical Fertiliser Industry: Challenges for Reducing Import Dependence

Demand for food is enormously growing due to (a) increasing population and (b) decreasing per capita arable land (globally including India), therefore it is imperative to boost agricultural productivity. It is evident from the history of India that a significant role was played by fertilizers in enhancing India’s food production during the 1960s, termed as Green Revolution. Since then the government has made efforts to optimize fertilizer production to improve agricultural productivity. Given the huge gap between demand for and supply of fertilizer in India, the Government of India is trying to reduce import dependency. Currently 80 percent self-sufficiency has been achieved in the production capacity of urea (nitrogenous fertilizer-N), but in the area of phosphatic and potassic fertilizers (P and K) India is heavily dependent on imports. Therefore, this study will investigate the issues of fertilizer production and its import dependency and assess them from a policy angle to strengthen the industry.

Research Team: Dr K Seenaiah

Status: [Ongoing]; started in 2022-23; time frame: nine months.

Electrical Equipment Sector: Technology Gaps, Technology Transfer, and Import Dependence

The proposed study aims to evaluate the trend in import of inputs and components from viewpoint of import dependence in Electrical Equipment sector of India in the post-reform period with special focus on issues like import of critical inputs, low-cost imports, role of free trade agreements, inverted duty structure, and other factors in contributing to the import trend. The study also aims to assess the state of technology development in view of current technology gaps in this sector, and challenges faced in technology upgradation or local capability development. The extent of technology transfer under various ongoing foreign technical collaborations, barriers to access or acquisition of technology, and local innovation efforts by foreign and domestic firms shall be appraised from a similar perspective. The existing policy framework for promoting technological capability and self-reliance in manufacturing of components and machinery shall be reviewed. These aspects shall be evaluated both at sub-sectoral level and firm level over the recent years, covering select foreign affiliated and domestic firms. Special in-depth case studies of joint ventures, foreign subsidiaries, public sector units, and MSMEs shall be undertaken.

Research Team: Dr Swati Verma

Status: [Ongoing]; launched in 2022-23; time frame: 12 months.

Fostering Indian Vaccines and Medical Devices Industry

The vaccines and medical device sector is highly critical for growth and lifesaving. The pandemic helped to highlight India’s strengths in vaccines development and manufacture. Presently, over three-fourths of the medical device needs of the country are met through imports. India has taken several measures in the recent past ranging from definitional changes for standardization to incentive schemes for strengthening and developing a robust manufacturing ecosystem in the domestic market, reducing manufacturing cost, and promoting competitiveness in the global market. However, an in-depth study is required to understand the inherent structural problems of the sector. This study aims to understand the size and structural characteristics (in term of value of output, employment, FDI, trade, etc.) of the vaccines and medical devices sector across different categories like consumables & disposables, diagnoses, electrical device, and implants instruments & appliances specially to understand how Indian medical device sector is penetrated around low-technology items to medium & high-tech medical devices. This also analyses the segment-wise comparative advantage and import dependency and compare India’s policy and regulatory processes in a global perspective. Lastly, the role/significance of recent policy measures/initiatives, especially the medical device parks, special incentive schemes and production linked initiative (PLI) schemes, will be analysed in improving the manufacturing ecosystem of medical device equipment and in reducing the import dependency.

Research Team: Dr Shailender Kumar Hooda

Status: [Ongoing], project started in 2021-22; time frame: 12 months.

Enhancing the Global Role of Indian Pharmaceutical Industry

Pharmaceutical intervention in the context of the pandemic always serves as a critical tool in controlling, eliminating, or even eradicating infectious diseases, thereby helping to resume societal and economic activities. There are many steps in the trajectory of vaccine development ranging from prioritization of research/innovation/development to licensing/clearance/IPR, costing, manufacture, and distribution. Compromising on any of these aspects along with vaccine nationalism can lead to unequal/delayed access of vaccines to global community. In this context, we propose to examine the state of play of vaccine research/development; who produces how much doses (global manufacturing share of vaccine along with the share of inputs used for vaccine production) and the global supply chains of vaccines; the role of global alliances (like the Covax, earlier Gavi) in smoothening and accelerating vaccine development and (equitable) distribution across the globe at affordable price; India’s contribution to global pharmacy in terms of R&D, manufacturing, and global supply chains and in eliminating the barriers (relating to IPR/TRIPS/licensing and technology transfer) to access for low-income people; and, government’s role in making the vaccines accessible within the country. As a first step, the study evaluated the implementation of PLI-I scheme in the industry designed to reduce import dependence for APIs which was presented at an ISID research seminar.

Research Team: Dr Reji K Joseph and Dr Ramaa Arun Kumar

Status: [Ongoing], project started in 2021-22; 12-18 months.

Non-Electrical Machinery Industry: Technological Change and Competitiveness in Machine Tools Industry

A well-developed machinery sector is the sine qua non for sustained industrialization and growth of any country as the machinery sector lies in the heart of the process of generation and diffusion of innovation in general and in the industry sector in particular. An infinitesimal of new inventions, new products, or new processes once conceived is of no economic relevance unless and until the machinery sector has successfully solved the technical and mechanical problems or developed new machines or equipment which the inventions require. In the history of innovation, it is seen that many inventions were kept idle for a long time after their initial conceptualization because of the absence of mechanical skills, facilities, design, and engineering capability which are necessary to materialize them into working reality. The significance of the machinery sector, therefore, necessitates the promotion of innovation or technological change in the sector itself. In the light of the above, this study intends to analyze technological change in the non-electrical machinery industry in India.

Research Team: Dr R Rijesh

Status: [Ongoing]; started in 2022-23; time frame: eight months.

Gems and Jewellery Sector: Strategies for enhancing value addition and international competitiveness

The Gems & Jewellery industry is important due to its labour-intensive typology and export orientation. The industry also serves to satisfy the demand for cultural and ethnic items that are often hand-crafted and valued for their niche. More recently, challenges have emerged in the form of changing pattern of world demand, increasing use of technology for customization, emergence of global competition alongside the presence of a largely unorganized domestic industry, and shrinking demand in the post-pandemic period. The industry’s competitiveness has been on a decline when compared with other industries and countries. Prudent efforts to revive and maintain competitiveness can be helpful in building India’s brand image as a global player.

Research Team: Dr Anjali Tandon

Status: [Ongoing]; started 2022-23; time frame: six-eight months.

Global Value Chain Engagement and Industrial Restructuring: A Study of the Indian Electronics Industry

Several policy reforms in India, including FTAs, have focused on attracting FDI to promote GVC engagement. This study explored electronics industry’s GVC engagement within a new analytical and methodological approach. The nature of value chain participation was assessed through in-depth analyses of related and non-related party transactions of selected foreign and indigenous companies, using firm-level financial and customs trade data. The study found that the gains from greater inter- and intra-industry specialisation and scale economies expected from FDI-led production restructuring associated with FTAs accrued predominantly to the lead firms. In-depth case studies established that in the case of both foreign-invested and indigenous firms, India was largely serving as the market for final products. Further, whatever success has been achieved under the industry-specific policies for increasing domestic value addition and export promotion was not translating into the creation of an indigenous manufacturing ecosystem; rather it was leading to forex leakages. Breaking this cycle requires the indigenous ownership of productive and knowledge assets to be built up through vertical industrial policies. The project was sponsored by the ICSSR. Dr Smitha Francis was the project director.

Portrayal of Women: An Empirical Study of Advertising Content–Issues and Concerns

The research study aimed to look at the content of advertising to enquire into stereotypical and inappropriate portrayal of women across five brand categories, viz. FMCG (Fast-moving Consumer Goods), Lifestyle, Automobile, BFSI (Banking, Financial Services, and Insurance), and Travel & Hospitality since 1991, the era of economic liberalisation. The study included survey of the advertising industry to map the minds of creative teams and top management to know about the presence or absence of gender sensitive policies in creating ad content and for women working in the ad sector. The study analysed a number of laws and policies to look at the need for amendments in curricula of academic courses in mass communication being offered at undergraduate and post-graduate levels and to enquire into presence or absence of gendered and inclusive syllabus. The research programme was sponsored by the ICSSR and the final report was submitted to the Council in October 2019. Prof. Jaishri Jethwaney was the Project Director and Prof. Seema Goyal was Co-Project Director.

Penetration and Effectiveness of Health Insurance Schemes in India

The study examined the role of government-funded health insurance schemes in providing financial risk protection against medical cost and improving access to healthcare in India and the state of Rajasthan using secondary and field survey data. The results were presented around accessibility, availability, acceptability, affordability, and financial protection indicators to show the effectiveness of the insurance-based system. The study found positive impact of insurance in improving the access to medical care use and reducing inpatient spending burden of households. Access to healthcare was found to be high in high provider network areas/districts. Given the intrinsic market failure in the insurance-based system, the study suggested establishing national, nodal, and regulatory agencies across states. These should be highly competent and efficient purchasing agencies, particularly with respect to (i) selecting qualified providers to contract services, (ii) negotiating with providers for price and the mode of payment, and (iii) contracting to provide quality care. For this purpose, a system need to be developed to collect proper market information and accurate data on cost/price. If the government decides the package rate on the basis of current high-priced privately dominated market, it will cost more to the government in the form of premium payment. The project was sponsored by the ICSSR and the final report was submitted to the council in March 2019. Dr. Shailender Kumar Hooda was the Principal Researcher.

Garment Cluster in Kolkata: The Untold Story of Expansion Relying on Low-end Domestic Demand

A persistent delinking of growth and employment during the high growth phase of Indian economy followed by sluggish growth in the aftermath of global financial crisis together with alarming signs of absolute decline in manufacturing employment is the pretext for a quest towards a growth trajectory that facilitates gainful employment. This study focused on an industrial cluster producing readymade garments in Kolkata, West Bengal. It has hardly attracted attention hitherto by policymakers, mostly unnoticed in the huge gamut of cluster studies, possibly because this cluster has a low share in exports of garments despite having the largest share in domestic readymade garments market. Since it provides employment to a huge workforce in different layers, products of this cluster are being sold across India, and more importantly, the producers hardly face any constraint in demand barring discrete episodes of short-term shocks. It primarily offers a case that once again reasserts the importance of domestic market particularly in the context of a large country like India. Even though it emerged as an artisanal cluster largely populated by small and tiny producers, mostly job workers, the study took contesting trends of fragmentation on the one hand, and vertical growth on the other. Further, the study argues that entrepreneurial skills, capabilities of labour and institutions that emerged from within the cluster gave rise to a production organisation that had shown immense capability in responding to changing demand over time, but it largely remained confined to the low-end of the garments market. The study was completed in November 2018 as part of the multi-institutional collaborative project with IGIDR titled “Manufacturing Matters: A Research Proposal for Employment Oriented Industrialisation,” funded by Ford Foundation. Dr. Satyaki Roy was the Principal Researcher.

Emerging Patterns of Outsourcing and Contracting in Pharmaceutical Manufacturing in India: Implications for Industrial Upgrading

The pharmaceutical industry’s structure is changing due to the impact of pathways chosen by the firms for global integration of the industry. The study sought to understand the nature of emerging constellations of interactions between large and small firms in the area of manufacturing of bulk drugs and formulations. The broad objectives of the study are:

• To determine the relationship and nature of foreign and domestic firms with small firms through the channels of outsourcing, contracting, takeovers and integration into a global pharmaceutical production and innovation networks and the implications for learning innovation and competence building.
• Contribution of outsourcing and contracting in the manufacture of pharmaceuticals to technology transfer and upgrading of capabilities;
• Role played by the policies for regulation of FDI, price control, competition, cluster upgrading, public procurement, R&D support, intellectual property protection, standards of drug approval, quality control, clinical trials, etc.

Field investigations were carried out to study the implications for the processes of capability building for production, operations and manufacturing innovation of the emerging practices of large foreign and domestic firms. The two-year study was sponsored by the ICSSR. The draft report was completed in November 2017 and Final Report was submitted to the ICSSR in January 2018. Prof. Dinesh Abrol was the Project Coordinator.

Information Technology Industry of India and Indian Pharmaceutical Industry

Two studies, IT Industry of India and Post-TRIPS Pharmaceutical Industry in India, are taken up as part of the project on Innovation, Economic Development and IP in India and China sponsored by Max Planck Institute for Innovation and Competition, Germany and Applied Research Centre for Intellectual Assets and the Law in Asia (ARCIALA), Singapore Management University, Singapore. The first study IT Industry of India highlights the role of government policy in the development of electronics industry and the ITES sector. However, it is argued that these industries have not been driven by continuous innovation. The dynamics of these industries in India was very different from their global hubs where innovation systems together with intellectual property regimes played an important role in their growth.

In the second study, Post-TRIPS Pharmaceutical Industry in India, the TRIPS compliant patent law of India as well as the performance of Indian pharma industry during the post TRIPS-era are discussed. Most of the performance indicators show an upward trend during the last two decades; but their growth rates have been falling. This makes it difficult to draw firm conclusions on the performance of the industry. However, on two indicators — R&D and patenting, there is a clear upward movement, which indicates much better performance. Both the studies are under review process for publication. The study was undertaken by Dr. Reji K. Joseph, Associate Professor, ISID and Prof. Biswajit Dhar, IPR Chair Professor, Jawaharlal Nehru University, New Delhi.

Report on India’s Pharmaceutical Pricing Policy (NPPP), 1979-2013

The study deals with a comprehensive evaluation of the National Pharmaceutical Pricing Policy (NPPP), 2012 and the Drugs Price Control Order (DPCO), 2013 besides the past DPCO 1979-2013 and examines implications of the policy both in terms of access to medicines and industrial development. The key findings of the study are: i) One can expect the outcomes of prices of medicines to remain market-led (status quo) since the Drug Price Control Order (DPCO) of 2013 utilizes the formula of market determined pricing to undertake price regulation rather than price competition. Market will continue to be led by large firms while small and medium scale firms will continue to be at a disadvantage; ii) The pharmaceutical industry is characterised by high levels of market concentration. Out of 1468 sub-therapeutic categories of medicines, 73 per cent sub-therapeutic (1072) categories exhibited high concentration as measured by the Herfindahl-Hirschman Index; iii) The coverage of drugs under the DPCO 2013 is limited to only about 17 per cent of the drugs being prescribed and promoted at present in the country; iv) Analysis of the impact of the DPCO 2013 on the prices for marketing and sales leaders and those who have a share of 1 per cent in the market indicates that the price impact of the implementation of DPCO 2013 is marginal for the consumers buying drugs from the retail market; v) The absolute decrease in sales because of price control is estimated at less than 2 per cent (Rs. 1,300 crore) of the total market turnover. Therefore, not much relief can be expected to flow to the consumers; vi) The DPCO 2013, through its shortcomings, also provides pharmaceutical companies with several escape routes from price control. It not only permits the presence of a substantial inessential/irrational/unsafe medicines to be marketed, but also encourages its growth by allowing a 10 per cent increase in prices each year; vii) DPCO 2013 does not address the challenges of achieving cost-competitiveness and indigenous development of the bulk drug industry; and, viii) therefore, the choice of the drug price control mechanism must be made keeping in view the prevailing market situation and the need to safeguard indigenous industrial development and the scope to develop competitive public procurement by states.

The findings of the study were extensively used by the National Pharmaceutical Pricing Authority (NPPA), Department of Pharmaceuticals, Ministry of Health and Family Welfare, Government of India and civil society organisations while defending their case in a PIL filled in the Hon`ble Supreme Court of India on drug prices. The study was jointly undertaken by ISID and PHFI and presented in a Two-day National Conference organised by the Institute during March 06-07, 2014. Prof. Dinesh Abrol of ISID and Dr Shaktivel Selvaraj, Ms Malini Aisola and Ms Aashna Mehta of PHFI are the principal researchers.

Estimating Impact of Increase in Tax on Prices of Tobacco Products in India: An Empirical Analysis

Tobacco consumption is responsible for 9 to 10 percent of global mortality and considered as one of the major risk factors for non-communicable diseases (NCD). The World Health Organization (WHO) Framework Convention on Tobacco Control (FCTC) held in March 2003 outlined that tobacco taxation is the most cost-effective intervention to reduce consumption. The FCTC stipulated that all tobacco products be taxed at a tax incidence of 70 percent. A tax-driven price hike of tobacco products is expected to reduce tobacco consumption, more particularly among the current users while preventing the initiation among new users. Tobacco taxes in India, however, have not resulted in reducing tobacco consumption at the population level. Given this fact, the study examines the effectiveness of tobacco taxes in India, and, makes several observations, including on the real value of output and sale of tobacco (registered and unregistered) manufacturing industry, and affordability of various tobacco products both at the national and state levels, dominance of firms on tobacco control policy.

In order to use taxation as an effective instrument of tobacco control in India, the study recommends: (i) removal of all differential in excise duties and VAT rates on cigarettes to make the rates high and uniform across filtered cigarette and sizes, (ii) excise duty on tobacco products must be levied based on per gram of tobacco content on its products, (iii) equal percentage of tax burden across segments/lengths and brands of cigarettes so as to reduce demand substitution between them, (iv) not only the tax on beedies should be increased manifold, but the distinction between handmade and machine made beedies for the purpose of levying excise duty be also abolished, (v) increase in tax burden (through rise in excise and VAT rate) to 70 per cent of retail price of tobacco products as against the current rates of 20 per cent in the case of beedies and 55???59 per cent on cigarettes, (vi) broadening of tobacco tax net by bringing informal players into the tax net. Simplify tobacco tax structure and improve tax administration to impose and collect excise & VAT from informal manufacturers, and finally, (vii) to move towards the long overdue Goods and Services Tax (GST) regime. While doing so, the government could impose the maximum duty (Central GST and State GST) on tobacco products in the 3-tier structure as envisaged.

The study was jointly undertaken by ISID and PHFI and WHO provided the financial support. A draft report was submitted to WHO in March 2014. Dr. Shailander Kumar Hooda of ISID and Dr. Sarit Kumar Rout, Mr. Pritam Dutta and Dr. Swati Srivastava of PHFI are the principal researchers.

• Research Seminar on Garments Industry: Simultaneously Addressing Environmental and Social Crisis , September 14, 2023
• Research Seminar on Reigniting the Manmade Clothing Sector in India , June 30, 2023
• Research Seminar on State of Vaccine Manufacturing in India: Structure and Competitiveness , June 23, 2023
• Research Seminar on Impact of Import Liberalisation on Indian Manufacturing Sector , April 21, 2023
• Research Seminar on Industrial Policy and COVID-19 Vaccine Production: Policy Lessons from Experiences of India and the US , October 28, 2022
• Webinar on the Complementarity between the Formal and Informal Sub-Sectors of the Indian Industry , July 15, 2022
• Webinar on Reducing Import Dependence on APIs: An Analysis of Early Experience of the PLI Phase-I Scheme , December 3, 2021
• National Workshop-cum-Conference on ‘Pharmaceutical Policies in India: Balancing Industrial and Public Health Interests’ in collaboration with Public Health Foundation of India (PHFI) , March 3, 2014
• Exploring the Changing Dynamics in Indian Toy Sector: Challenges and Way Forward, Ramaa Arun Kumar , WP279, February 2024
• Determinants of Energy Intensity: Evidence from India’s Iron and Steel Firms, Anjali Tandon , WP269, September 2023
• The Complementarity between the Formal and Informal Sub-Sectors of the Indian Industry , WP260, January 2023
• Vaccine Manufacturing Industry of India: Structure, Size, and Competitiveness , Shailender Kumar , WP258, December 2022
• Growth Slowdown in the Automobile Industry in India: Dwindling Middle Class Demand or Changing Consumption Pattern? , Satyaki Roy , WP255, November 2022
• India in the Global Vaccine Market Prior To and During COVID-19: Some Structural Issues , Shailender Kumar , WP250, August 2022
• India’s Trade in Pharmaceutical Products: A Method for the Classification of Pharmaceutical Products and Recent Trends , Reji K. Joseph , , WP248, July 2022
• Reducing Import Dependence on APIs in the Indian Pharmaceuticals Sector: An Analysis of Early Experience of the PLI Phase-I Scheme , Reji K. Joseph , Ramaa Arun Kumar , WP239, December 2021
• Deconstructing New Labour Codes: Implications on the News Media Workforce , WP234, January 2021
• India’s Participation in Electronics Industry Value Chains: A new analytical framework and a case study analysis , WP233, December 2020
• Outward FDI as a Strategy for Technology Catch-Up: A Case Study of Two Indian Automotive Firms, WP229, September 2020 , Reji K. Joseph , WP229, September 2020
• Financial Risk Protection from Government-Funded Health Insurance Schemes in India, Shailender Kumar , WP215, November 2019
• Outward FDI and Knowledge Flows: A Study of the Indian Automotive Sector, , WP121, November 2008
• Tata Steel’s Romance with Orissa: Minerals-based Underdevelopment and Federal Politics in India , WP104, February 2007
• New Policy Regime and Small Pharmaceutical Firms in India , WP103, January 2007
• T.P. Bhat, India: Trade in Healthcare Services, WP180, March 2015, WP180, January 1970
• Swati Verma & K.V.K. Ranganathan, FDI, Technology Transfer and Payments for Know-How: A Case Study of Automobile Sector, WP190, March 2016, Swati Verma , WP190, January 1970
• Swadhin Mondal, Health Policy Changes and their Impact on Equity in Health Financing in India, ISID-PHFI Collaborative Research Programme,, WP163, January 1970
• Swadhin Mondal, Bottled Drinking Water Industry in India: An Economic Analysis, WP194, September 2016, WP194, January 1970
• Swadhin Mondal & Dinesh Abrol, Clinical Trials Industry in India: A Systematic Review, WP179, March 2015, WP179, January 1970
• Sudip Chaudhuri, Professor, Indian Institute of Management Calcutta, Intellectual Property Rights and Innovation: MNCs in Pharmaceutical Industry in India after TRIPS,, WP170, January 1970
• Smitha Francis, Consultant, Impact of Trade Liberalisation on the Indian Electronics Industry: Some Aspects of the Industrial Policy Dynamics of Global Value Chain Engagement, WP192, July 2016, WP192, January 1970
• Shailender Kumar, Private Sector in Healthcare Delivery Market in India: Structure, Growth and Implications, WP185, December 2015, Shailender Kumar , WP185, January 1970
• Shailender Kumar, Penetration and Coverage of Government-Funded Health Insurance Schemes in India , WP208, May 2019, Shailender Kumar , WP208, January 1970
• Shailender Kumar, Health in the Era of Neo-Liberalism: A Journey from State’s Provisioning to Financialization,, Shailender Kumar , WP196, January 1970
• Shailender Kumar Hooda, Out-Of-Pocket Expenditure on Health and Households Well-being in India: Examining the Role of Health Policy Interventions, ISID-PHFI Collaborative Research Programme,, Shailender Kumar , WP165, January 1970
• Shailender Kumar Hooda, Foreign Investment in Hospital Sector in India: Trends, Pattern and Issues, WP181, April 2015, Shailender Kumar , WP181, January 1970
• Shailender Kumar Hooda, Determinants of Public Expenditure on Health in India: The Panel Data Estimates, WP177, January 2015, Shailender Kumar , WP177, January 1970
• Shailender Kumar Hooda, Changing Pattern of Public Expenditure on Health in India: Issues and Challenges, ISID-PHFI Collaborative Research Programme,, Shailender Kumar , WP154, January 1970
• Shailender Kumar Hooda, Access to and Financing of Healthcare through Health Insurance Intervention in India, ISID-PHFI Collaborative Research Programme,, Shailender Kumar , WP158, January 1970
• Satyaki Roy, Garments Industry in India: Lessons from Two Clusters,, Satyaki Roy , WP124, January 1970
• Sanjaya Kumar Malik, Lakshmi Machine Works and Sectoral System of Innovation in India’s Spinning Machinery Manufacturing Sector, WP204, November 2018, Sanjaya Kumar Malik , WP204, January 1970
• Reji K. Joseph & K.V.K. Ranganathan, Trends in Foreign Investment in Healthcare Sector of India, WP187, February 2016, Reji K. Joseph , WP187, January 1970
• Pritam Datta, Indranil Mukhopadhyay, Sakthivel Selvaraj, Medical Devices Manufacturing Industry in India: Market Structure, Import Intensity and Regulatory Mechanisms, ISID-PHFI Collaborative Research Programme,, WP155, January 1970
• Pradeep Kumar Choudhury, Role of Private Sector in Medical Education and Human Resource Development for Health in India, ISID-PHFI Collaborative Research Programme,, WP169, January 1970
• Nidhi Singh and Dinesh Abrol, Challenge of In-vitro Diagnostics for Resource Poor Settings: An Assessment, ISID-PHFI Collaborative Research Programme,, WP166, January 1970
• Nasir Tyabji, Aligning with both the Soviet Union and with the Pharmaceutical Transnationals: Dilemmas attendant on initiating Drug Production in India,, WP133, January 1970
• JesimPais, Growth and Structure of the Services Sector in India,, WP160, January 1970
• Jaishri Jethwaney, Voyeurism, Misogyny and Objectification of Women: Critical Appraisal of the Historicity of the State of Women in Society and Its Possible Impact on Advertising, WP210, August 2019, WP210, January 1970
• Footwear Cluster in Kolkata: A Case of Self-exploitative Fragmentation, Satyaki Roy , WP125, January 1970
• Dinesh Kumar Abrol, Rollins John &Amitava Guha, Economic Reforms and Indian Pharmaceutical Industry: Implications for Industrial Upgrading, WP202, March 2018, WP202, January 1970
• Dinesh Abrol, Technological Upgrading, Manufacturing and Innovation: Lessons from Indian Pharmaceuticals,, WP162, January 1970
• Dinesh Abrol, Nidhi Singh, et. al., Pharmaceuticals, Product Patent and TRIPS Implementation, WP191, March 2016, WP191, January 1970
• Dinesh Abrol and Nidhi Singh, Post-TRIPS Contribution of Domestic Firms to Pharmaceutical Innovation in India: An Assessment, WP189, March 2016, WP189, January 1970
• Making the TRIPS Agreement Work Effectively for the Public Health Challenges , PB #21-03, October 2021
• A Deep Dive into India’s FDI Inflows from 2004-05 to 2013-14 with Emphasis on the Manufacturing Sector, K.S. Chalapati Rao & Biswajit Dhar , DN2020/09, September 2020
• Reducing Import Dependence on APIs , Reji K. Joseph , PB#05, May 2020
• Portrayal of Women in Indian Advertising: A Case for Policy Intervention, Jaishree Jethwaney , PB#04, October 2019
• Health Sector, State and Decentralized Institutions,, Shailender Kumar, November 2021, Shailender Kumar, November 2021
• When India Votes: The Dynamics of Successful Election Campaigning, Jaishri Jethwaney and Samir Kapur, Rupa Publications, India,, , March 2019, March 2019
• Political Economy of Mining in India, Nilmadhab Mohanty (Ed), Har Anand Publications Pvt Ltd,, , January 2017, January 2017
• Pharmaceutical Industry and Public Policy in Post-reform India, published as part of Critical Political Economy of South Asia Series,, Reji K Joseph, August 2015, Reji K Joseph, August 2015
• Access to Medicines in India, Dinesh Abrol, Shaktivel Selvaraj, and K M Gopakumar (Eds), Academic Foundation, India,, , November 2014, November 2014
• Jaya Prakash Pradhan and Partha Pratim Sahu (2008), Transnationalization of Indian Pharmaceutical SMEs, Bookwell Publishers, New Delhi.,, , August 2008, August 2008
• The political economy of health and healthcare in India , Shailender Kumar , in David Primrose, et. al. (Ed.) The Routledge Handbook of the Political Economy of Health and Healthcare, 1st edition Routledge, February 2024
• Hospital Network and Healthcare Access: Unequal Opportunity to Use Insurance , Shailender Kumar , Economic & Political Weekly, Vol. 59, Issue No. 7,, February 2024
• Special Economic Zones in India: Location and Land Utilisation , Surya Tewari , Artha Vijnana Vol. LXV, No. 4, pp. 374-391 , December 2023
• State of Vaccine Manufacturing in India: Structure, Size, and Competitiveness , Shailender Kumar , Economic & Political Weekly, Vol 58, Issue No. 31, pp. 45-55, August 2023
• Role and Impact of Visual Imagery During Crisis , Seema Goyal , International Handbook of Disaster Research, Springer, Singapore, pp 1–8, September 2022
• Private Sector in the Healthcare Market in India, in K. B. Saxena (Ed.) Private Sector Participation in Public Services-Health , Shailender Kumar , Aakar Books Publication, Delhi, pp.101-130, 2022, April 2022
• India’s Automobile and Textile Industries in Global Value Networks: An Assessment, in Teipen, C., Dünhaupt, P., Herr, H., Mehl, F. (eds), Economic and Social Upgrading in Global Value Chains , , Parveen Jha, Palgrave Macmillan, January 2022
• Doha Declaration on Public Health and India, , Reji K. Joseph , in Seokwoo Lee (Ed), Encyclopedia of Public International Law in Asia (3 vols), Brill, October 2021
• COVID-19, Health Insurance and Access to Healthcare , Shailender Kumar , Ravi Duggal, Economic & Political Weekly, Vol. 56, Issue No. 31, July 2021
• Garment Cluster in Kolkata: The Untold Story Expansion Relying on Low-End Domestic Demand , Satyaki Roy , in R. Nagraj (Ed), “Industrialisation for Employment and Growth in India”, Cambridge University Press, July 2021
• Do Fertilizer and Electricity Subsidies Benefit Indian Farmers? A Hybrid Regional CGE Analysis with Back-of-the-Envelope Explanations , Anjali Tandon , Peter B. Dixon, Maureen T. Rimmer, Rajesh Chadha, Devender Pratap, in John R. Madden, Hiroyuki Shibusawa, Yoshiro Higano (Ed.) Environmental Economics and Computable General Equilibrium Analysis, Springer, p. 158, June 2021
• Evaluating the Role of Subsidies in Sustainable Agriculture: A Case Study of India , Anjali Tandon , Roopali Aggarwal, in Sudesh Ratna R., Sharma S.K., Kumar R., Dobhal A. (eds) “Indian Agriculture Under the Shadows of WTO and FTAs. India Studies in Business and Economics”. Springer, Singapore, May 2021
• M&As by Business Groups and Market Competition: A Study of Tata Steel , Beena Saraswathy , The Antitrust Bulletin. March 09, March 2021
• Innovation, Patents, and Competition in Modern Agriculture: A Case Study of Bayer and Monsanto Merger , Reji K. Joseph , The Antitrust Bulletin. March 09, March 2021
• Economic Reforms and Market Competition in India: An Assessment , Beena Saraswathy , The Antitrust Bulletin. March 25, March 2021
• Inbound M&As in India: Issues and Challenges , K.S. Chalapati Rao, Biswajit Dhar, The Antitrust Bulletin. March 11, March 2021
• ‘Introduction: The New Competition Regime in India: Prospects and Challenges , Beena Saraswathy , The Antitrust Bulletin. February 25, February 2021
• Health System in Transition in India: Journey from State Provisioning to Privatization , Shailender Kumar , World Review of Political Economy, Vol. 11, No. 4 (Winter), pp. 506-532 (27 pages), June 2020
• The Flipkart-Walmart Deal in India: A Look into Competition and Other Related Issues , Beena Saraswathy , The Antitrust Bulletin: The Journal of American and Foreign Antitrust and Trade Regulation, Vol. 64, No. 1, pp. 136–147, January 2019
• Two Decades of Liberalisation and the Indian Private Corporate Sector, Surajit Mazumdar, in Alternative Economic Survey: Two Decades of Neoliberalism, Daanish Books, Delhi, June 2010
• Corporate Sector, Industrialisation and Economic Development in India, K S Chalapati Rao, Indian Economic Journal, Vol. 57, No. 2, July-September, p. 158–160, July 2009
• Private Corporate Sector, Surajit Mazumdar, In Alternative Economic Survey India 2007–2008: Decline of the Developmental State, Daanish Books, Delhi. A, April 2008
• The Private Corporate Sector, Surajit Mazumdar, Alternative Economic Survey, India 2006–07, pp. 125–31, June 2007
• Company Size and Effective Corporate Tax Rate in Indian Manufacturing , Atulan Guha, Economic & Political Weekly, Vol. 42, No. 20, pp. 1869–1874. , May 2007
• Why Indian Pharma Isn’t Able To Break Free From Dependence On Chinese Bulk Drugs , Reji K. Joseph , Ramaa Arun Kumar , The Core, by Anup Semwal, May 15, 2024
• The penicillin war: India’s journey from self-sufficiency to dependence on China , Reji K. Joseph , Ramaa Arun Kumar , The Economic Times, by Vikas Dandekar, May 5, 2024
• Pharma PLI needs to be revisited , Reji K. Joseph , The Hindu BusinessLine, April 30, 2024
• Toy sector requires a PLI-plus approach , Ramaa Arun Kumar , The Hindu BusinessLine, April 1, 2024
• India’s Embrace of Solar Rooftops – A Strategic Move Towards Sustainable Growth , Anjali Tandon , Solar Quarter, February 15, 2024
• Special Economic Zones: New legislation on the anvil to give fresh impetus to the sector , Surya Tewari , India News Network, November 30, 2023
• Can Deep Tech Start-Ups Propel Drug Discovery , Reji K. Joseph , Gunjan Sharma, BioSpectrum India E-Magazine, October 31, 2023
• Indian Ports: Powerhouse of economic growth , Surya Tewari , India Vs Disinformation, October 5, 2023
• For growth, bolster the manufacturing sector , Nagesh Kumar , Hindustan Times, December 31, 2022
• The curious case of India’s rising trade deficit with China in pharmaceuticals , Reji K. Joseph , , Express Pharma, October 6, 2022
• Connecting the dots to boost the patent ecosystem , Reji K. Joseph , The Hindu, September 14, 2022
• Innovation in India’s pharma sector matters to the world. Here’s why , Reji K. Joseph , Moneycontrol, March 15, 2022
• A self-reliant pharma industry , Reji K. Joseph , Ramaa Arun Kumar , The Hindu, February 8, 2022
• The PLI Scheme for Atmanirbhar Bharat: Is There a Break with Past Policies? Smitha Francis , Madhyam, November 24, 2020
• India must Fortify Foreign Investment Screening Rules to Escape WTO Scrutiny , Reji K. Joseph , Policy Circle, June 19, 2020

4 Vasant Kunj Institutional Area, New Delhi 110070, India

• Phone: +91 11 2689 1111
• Email: [email protected]

Quick Links

Solve the quiz 45+99?

Brought to you by:

India: The Promising Future

By: F. John Mathis, Paul G. Keat

This case is about a large U.S.-based manufacturing company considering if it should shift its production from China to India to maintain it global competitiveness, particularly for selling into the…

• Length: 17 page(s)
• Publication Date: May 23, 2011
• Discipline: Finance
• Product #: TB0265-PDF-ENG

What's included:

• Teaching Note
• Educator Copy

$4.95 per student

degree granting course

$8.95 per student

non-degree granting course

Get access to this material, plus much more with a free Educator Account:

• Access to world-famous HBS cases
• Up to 60% off materials for your students
• Resources for teaching online
• Tips and reviews from other Educators

Already registered? Sign in

• Student Registration
• Non-Academic Registration
• Included Materials

This case is about a large U.S.-based manufacturing company considering if it should shift its production from China to India to maintain it global competitiveness, particularly for selling into the U.S. market. This case study examines in detail the recent (2003-2010) economic performance of India, including changes in government policies toward foreign investment in India. The case also reviews recent financial market and product developments in India. Finally, the case study also describes, illustrates, and applies a process of country risk analysis for foreign companies considering investment in a rapidly growing emerging market economy such as India.

Learning Objectives

County risk analysis, foreign direct investment risks, macroeconomic policy analysis, overseas funding of investment, India financial market developments, and foreign funding opportunities

May 23, 2011

Discipline:

Geographies:

India, United States

Thunderbird School of Global Management

TB0265-PDF-ENG

We use cookies to understand how you use our site and to improve your experience, including personalizing content. Learn More . By continuing to use our site, you accept our use of cookies and revised Privacy Policy .

Implementation of Sustainable Manufacturing Practices in Indian SME: A Case Study

• Conference paper
• First Online: 22 July 2023
• Cite this conference paper

• Naveen Anand Daniel 13 ,
• Ravinder Kumar 13 ,
• Rahul Sindhwani 13 &
• K. Mathiyazhagan 14  

Part of the book series: Lecture Notes in Mechanical Engineering ((LNME))

Included in the following conference series:

• International Conference on Advancement in Manufacturing Engineering

144 Accesses

The objective of Sustainable Manufacturing practices (SMP) in manufacturing industries are to minimize the adverse effects of manufacturing operations on the environment and at the same time optimize the production efficiency. In post COVID-19 scenario, customers and manufacturers both are more conscious about the sustainability initiatives. Traditionally the concept of Sustainable Manufacturing (SM) was looked upon by the small-scale industries as the hurdle to the efficiency and profitability. Many researchers have carried out the studies and shown that the adoption of SMP is beneficial in the long term for manufacturing organizations. However, studies on SMP adoption in small and medium enterprises (SMEs) need to be done holistically. Current research presents a case study on adoption of SMP in an Indian small-scale industry. Semi structured interviews, website, and other published information are source of primary and secondary data used for case study. From case study it is observed that technology up gradation, training of employees, formulation of appropriate organizational policies, following government rules and regulations, proper handling of the market competition, creating customer demands are the main factors that case organization considers for the implementation of SMP.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Daniel N, Pathak A, Ravichandran P, Adith S, Kumar N (2022) Analysing the role of Industry 4.0 in sustainable lean manufacturing. Int J Serv Oper Manag. https://doi.org/10.1504/IJSOM.2021.10046299

Kahupi I et al (2021) Building competitive advantage with sustainable products–a case study perspective of stakeholders. J Clean Prod 289:125699

Google Scholar  

Deshmukh SG (2012) Sustainable business: impressions, implications and impact. In: National conference on emerging challenges for sustainable business. Department of Management Studies, IIT Roorkee, Uttarakhand, India

Valdez-Juárez LE, Gallardo-Vázquez D, Ramos-Escobar EA (2018) CSR and the supply chain: effects on the results of SMEs. Sustainability 10(7):2356

Piyathanavong V et al (2019) The adoption of operational environmental sustainability approaches in the Thai manufacturing sector. J Clean Prod 220:507–528. https://doi.org/10.1016/j.jclepro.2019.02.093

Garg D, Mustaqueem OA, Kumar R (2021) Sustainable circular manufacturing in the digital era: analysis of enablers. In: Advances in industrial and production engineering. Springer, Singapore, pp 541–554. https://doi.org/10.1007/978-981-33-4320-7_48

Dangayach GS, Deshmukh SG (2001) Manufacturing strategy: literature review and some issues. Int J Oper Prod Manag. https://doi.org/10.1108/01443570110393414

Ocampo LA, Clark EE (2014) Developing a framework for sustainable manufacturing strategies selection. DLSU Bus Econ Rev 23(2):115–131

Grant RM (1991) The resource-based theory of competitive advantage: implications for strategy formulation. Calif Manage Rev 33(3):114–135. https://doi.org/10.2307/41166664

Article   MathSciNet   Google Scholar  

Bhanot N, Venkateswara Rao P, Deshmukh SG (2015) Enablers and barriers of sustainable manufacturing: results from a survey of researchers and industry professionals. Procedia Cirp 29:562–567

Joung CB et al (2013) Categorization of indicators for sustainable manufacturing. Ecol Indic 24:148–157

Kwok L (2022) Labor shortage: a critical reflection and a call for industry-academia collaboration. Int J Contemp Hosp Manag. ahead-of-print

Aboelmaged M (2018) The drivers of sustainable manufacturing practices in Egyptian SMEs and their impact on competitive capabilities: a PLS-SEM model. J Clean Prod 175:207–221

Article   Google Scholar  

Mutingi M et al (2017) An analysis of enablers and barriers of sustainable manufacturing in southern Africa. In: Proceedings of the world congress on engineering and computer science, vol 2

Bhanot N, Venkateswara Rao P, Deshmukh SG (2017) An integrated approach for analysing the enablers and barriers of sustainable manufacturing. J Clean Prod 142:4412–4439

Kumar R (2020) Sustainable supply chain management in the era of digitialization: issues and challenges. In: Handbook of research on social and organizational dynamics in the digital era, pp 446–460

Kumar R (2021) Sustainable manufacturing in the era of Industry 4.0: a DEMATEL analysis of challenges. In: Research anthology on cross-industry challenges of Industry 4.0. IGI Global, 2021, pp 1807–1815

Kumar R, Singh RK, Dwivedi YK (2020) Application of industry 4.0 technologies in SMEs for ethical and sustainable operations: analysis of challenges. J Clean Prod 275:124063

Daniel N, Sindhwani R, Kumar R, Mathiyazhagan K (2022) Identifying the drivers and barriers for the implementation of sustainable manufacturing. Int J Logist Syst Manag. https://doi.org/10.1504/IJLSM.2022.10045956

Sushil (2000) SAP‐LAP models of inquiry. Manag Decis 38(5):347–353

Soni V, Singh SP, Banwet DK (2016) Systematic inquiry for energy security and sustainability (a case study approach for India using SAP-LAP framework). J Adv Manag Res

Matharu M, Sinha N (2019) Lean implementation in Indian manufacturing MSMEs: a SaP-lap analysis. Manag Prod Eng Rev

Gupta A, Singh RK (2020) Study of sustainability issues in an Indian logistics service provider: SAP-LAP approach. Qual Res Org Manag Int J

Yan L, Keh HT, Chen J (2021) Assimilating and differentiating: the curvilinear effect of social class on green consumption. J Consum Res 47(6):914–936

Lahkar G, Baiju H, Marwah D, Daniel N (2022) Barriers to business growth in pharmaceutical SMEs—a sustainable perspective. Int J Prod Qual Manag. https://doi.org/10.1504/IJPQM.2021.10042581

Download references

Author information

Authors and affiliations.

Amity School of Engineering and Technology, Amity University, Noida, Uttar Pradesh, India

Naveen Anand Daniel, Ravinder Kumar & Rahul Sindhwani

Thiagarajar School of Management, Madurai, India

K. Mathiyazhagan

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to Naveen Anand Daniel .

Editor information

Editors and affiliations.

Department of Mechanical Engineering, National Institute of Technology Delhi, Delhi, India

Harish Kumar

Design and Manufacturing, Indian Institute of Information Technology, Jabalpur, India

Prashant K. Jain

London South Bank University, London, UK

Saurav Goel

Rights and permissions

Reprints and permissions

Copyright information

© 2023 The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.

About this paper

Cite this paper.

Daniel, N.A., Kumar, R., Sindhwani, R., Mathiyazhagan, K. (2023). Implementation of Sustainable Manufacturing Practices in Indian SME: A Case Study. In: Kumar, H., Jain, P.K., Goel, S. (eds) Recent Advances in Intelligent Manufacturing. ICAME 2022. Lecture Notes in Mechanical Engineering. Springer, Singapore. https://doi.org/10.1007/978-981-99-1308-4_25

Download citation

DOI : https://doi.org/10.1007/978-981-99-1308-4_25

Published : 22 July 2023

Publisher Name : Springer, Singapore

Print ISBN : 978-981-99-1307-7

Online ISBN : 978-981-99-1308-4

eBook Packages : Engineering Engineering (R0)

Share this paper

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

Case Study: India is competitive manufacturing location due to the low cost of manpower and strong technical and engineering capabilities contributing to higher quality production runs. The production of TV sets in a factory increases uniformly by a fixed number every year. It produced 16000 sets in 6 th year and 22600 in 9 th year. 1) Find the production during 8th year. 2) Find the productiion during first 3 years. 3) Find the difference of the production during 7th and 4th year.

1) production during 8 th year is ( a + 7 d ) = 5000 + 2 ( 2200 ) = 20400 2) production during first 3 year = 5000 + 7200 + 9400 = 21600 3) difference = 18200 − 11600 = 6600.

A manufacturer of TV sets produces 600 units in the third year and 700 units in the 7 t h year. Assuming that the production increases uniformly by a fixed number every year, find :

(i) the production in the first year.

(ii) the production in the 10 t h year.

(iii) the total production in 7 years.

The production of TV in a factory increases uniformly by a fixed number every year, if produced 8000 TV's in 6 t h years and 11300 in 9 t h year find the production in 1 s t year and 8 t h year

A manufacturer of TV sets produced 600 sets in the third year and 700 sets in the seventh year. Assuming that the production increases uniformly by a fixed number every year, find : (i) the production in the 1 s t year (ii) the production in the 10 t h year (iii) the total production in first 7 years

• Click to view our Accessibility Policy
• Skip to content
• QUICK LINKS
• Oracle Cloud Infrastructure
• Oracle Fusion Cloud Applications
• Oracle Database
• Download Java
• Careers at Oracle

• Create an Account

Industrial Manufacturing Case Studies

Mark Jackley | Content Strategist | July 31, 2023

In This Article

4 Industrial Manufacturing Case Studies

Achieve your objectives with oracle, industrial manufacturing case study faqs.

Whether a company makes steel wheels to keep the auto aftermarket turning or architectural building products for some of the most iconic structures, it needs data and technology to solve its toughest problems.

The case studies below show how four industrial manufacturers—Alcar Ruote, Construction Specialties, Precision Group, and ArcelorMittal—improved operational efficiency, supply chain visibility, machinery maintenance and repair, global staffing, and the overall customer experience in part by using the latest cloud applications.

Key Takeaways

• No matter what they make, industrial manufacturers deal with common challenges, such as sharing data across departments and functions and improving visibility into their supply chains.
• Industrial manufacturers are moving to cloud-based applications with the latest features to overcome some of their toughest challenges.
• Such applications let industrial manufacturers improve operational efficiency, respond faster to changing markets and conditions, and position themselves for growth.

Faster, better, more cost-effective. It’s the mantra of manufacturers that turn raw materials into computers, farm equipment, chemicals, plastic soda bottles, you name it. This usually means relying on automation and not just workers to perform key tasks again and again.

These case studies span a range of companies solving common challenges by implementing Oracle Cloud software applications. Let’s start with a manufacturer that believes “Swiss made” is more than a label.

1. Industrial Manufacturing Case Study: Alcar Ruote

Part of a multinational holding company, Alcar Ruote designs, produces, and distributes steel wheels for the automotive aftermarket. The Swiss manufacturer relies on technology to produce top-quality products at a competitive price—and deliver them on time.

When new cars hit the market, the company needs to manufacture the right wheels to spec. But its on-premises applications couldn’t provide the real-time data it needed to accelerate order management, enhance customer service, and lower costs. Fresh data was also needed to evaluate business systems and correct any problems, including production issues.

Alcar Ruote chose Oracle Fusion Cloud Supply Chain & Manufacturing and Oracle Fusion Cloud ERP applications to manage key business processes: manufacturing, planning, order management, procurement, and financials.

Oracle Fusion Cloud Order Management , part of the Oracle Cloud SCM suite of applications, automated order-to-fill processes. Now 80% of sales orders are generated automatically, accelerating the order process and boosting customer service.

Internet of Things (IoT) technology within the Oracle platform lets Alcar Ruote analyze sensor data from shop floor devices, predict equipment failures, take corrective actions, and reduce downtime. The technology runs on Oracle Autonomous Database , which processes data in real time across multiple applications.

“Swiss quality is a sort of dogma,” says Stefano Mariani, head of IT at Alcar Ruote. “You expect top-level quality and on-time delivery.” In using technology to achieve those goals, he says, “we see Oracle as not only a vendor, but also as a partner.”

2. Industrial Manufacturing Case Study: Construction Specialties

For 75 years, Construction Specialties has made a wide range of architectural building products: doors, wall coverings, architectural louvers and screens, flooring, safety vents, and other treatments. Architects have specified the company’s products for the most sturdy, elegant structures, including the Kennedy Space Center Visitor Complex in Florida and One World Trade Center and the redesigned exterior of Madison Square Garden in New York.

In recent years, competitors have emerged to meet increased demand for environmentally sustainable buildings. Construction Specialties had a strong sustainability record, but it needed to get the word out to architects, interior designers, contractors, property owners, and facility managers. The company needed applications to manage the marketing and social media campaigns it created for each customer persona and to track resulting orders through their lifecycle—from marketing and online sales to production and payments.

The goal was twofold: Increase sales and enhance each customer’s end-to-end experience.

Construction Specialties chose Oracle Advertising and Customer Experience (CX) and Oracle Fusion Cloud ERP to manage orders from start to finish. The application suites integrate with others to unify digital marketing, online sales, supply chain operations, and finance. Sales staff and customers have a single place to search for, configure, and order hundreds of highly complex, engineered-to-order products.

“Our number one reason for upgrading to Oracle Cloud was to make it easier for our customers to do business with us,” says Mike Weissberg, digital marketing manager.

Construction Specialties teams now have an integrated suite of applications to view inventory, identify the best shipping options, and forecast lead times. Once quotes are approved and entered into the system, it automatically triggers events such as picking inventory, procuring parts, and scheduling production. As it processes orders, the application suite generates invoices.

“The cloud has completely taken away all of the maintenance and custom-coding requirements that were bogging us down,” says Arthur Cosma, enterprise automation manager.

3. Industrial Manufacturing Case Study: Precision Group

Precision Group operates two manufacturing companies: Precision Dies & Tools and Precision Plastic Products. The latter makes plastic packaging for multinational companies, including Unilever and Procter & Gamble. Many customers partner with Precision on key R&D projects.

Founded in 1984 in the United Arab Emirates, Precision requires cost-effective procurement of office equipment and supplies, capital equipment, and other goods and services. But its enterprise resource planning (ERP) application, which dated back 25 years, lacked automation and integration. Tasks such as vendor evaluation were completely manual. Managers had no visibility across procurement workflows.

Precision implemented Oracle Fusion Cloud Procurement in part to accelerate the process of qualifying suppliers on their financial stability and ability to deliver quality goods and services on time. Precision’s procurement is now 100% digital; paper purchase orders are a thing of the past. The company generates POs directly from requisitions—without manual intervention—and automatically applies negotiated pricing and terms from supplier agreements.

As a result, Precision reduced purchase order approval times by 40%. Self-service procurement features let employees shop for products and services much faster, including on mobile devices. Requisitions go to managers for approval automatically, reducing approval times by days. Overall, transactions are processed nearly two times faster than before.

4. Industrial Manufacturing Case Study: ArcelorMittal

ArcelorMittal is the world’s leading steel and mining company, with primary manufacturing facilities in 16 countries and an industrial presence in 60. Formed when India’s Mittal Steel merged with Luxembourg’s Arcelor, ArcelorMittal is based in Luxembourg City and produces steel for numerous industries, including automotive, construction, mining, household appliances, and packaging.

In competing for talent globally, the company faced stiff challenges. Its recruitment teams were decentralized, using different applications and practices, making it difficult to coordinate talent searches, especially for specialized jobs. That lack of standardization also led to overreliance on costly staffing agencies and prevented ArcelorMittal from creating the consistent branding needed to attract top talent.

ArcelorMittal turned to Oracle Fusion Cloud Recruiting , part of the Oracle Cloud HCM suite of applications, to standardize the process of staffing jobs globally, including positions as varied as factory worker, logistics coordinator, sales executive, and mining specialist.

Oracle Recruiting has helped land talent for hard-to-fill high-tech jobs. In Poland, home to many high-tech companies and startups, ArcelorMittal received 1,400 applications in only eight weeks after launching Oracle Recruiting. Previously, HR teams often received just one or two applications per job opening in key markets.

Company recruiters have visibility into all recruitment activities, including requisitions, to avoid duplication. Standardized reports across a range of metrics help ArcelorMittal continually improve its recruitment strategies.

Metrics such as time to hire, number of applicants, and applicant-to-interview ratios per geography or job type inform when and how ArcelorMittal should use staffing agencies.

The unified recruitment system lets HR teams in different locations working on similar types of jobs exchange candidate information. Teams can also pool external advertising resources.

A single branded ArcelorMittal careers site lists every open position and makes it easy for people to apply and track the status of their applications. Delivering such a smooth application experience helps present the company as a desirable place to work.

Oracle Fusion Cloud Supply Chain Management (SCM) & Manufacturing, integrated with Oracle Cloud ERP , lets industrial manufacturers plan demand , supply, and production more accurately, reducing disruptions , containing costs, and getting products to customers more consistently and reliably. Omnichannel order fulfillment accelerates orders and boosts customer satisfaction. Simpler, automated, more uniform procurement helps companies pick the best suppliers, create and approve orders faster, and enforce compliant spending.

Oracle Fusion Cloud Manufacturing offers IoT capabilities that simplify shop floor scheduling and production runs while monitoring machine health. Oracle industrial manufacturing cloud infrastructure , in tandem with Oracle Autonomous Data Warehouse and Oracle Analytics Cloud , lets manufacturing teams analyze data across application workloads. Oracle Cloud Human Capital Management (HCM) helps companies hire and retain the talent they need to compete globally.

The companies in these case studies relied on the products above, in various combinations, to overcome major challenges in procurement, order management, production monitoring, and financial standardization.

What are examples of industrial manufacturing? Industrial manufacturers make and process various products, including automobiles, aircraft, steel, plastics, rubber, chemicals, semiconductors, computers, consumer electronics, oil and gas, and building products.

What are some of the top issues in industrial manufacturing? The industry faces issues that include a shortage of skilled workers, continued supply chain disruptions, compliance with myriad regulations, pressure to establish environmentally friendly and ethical business practices, further automation of production processes, and the manufacturing of products just in time to meet demand.

How are manufacturers solving their biggest challenges? Increasingly, industrial manufacturers rely on a range of technologies to help solve their biggest challenges. For example, IoT technologies that make it easier to monitor production, inventory, and machine maintenance. Integrated financial applications that help business units work as one. SCM applications that help keep their supply chains humming and gather the data they need to increase sustainability and transparency. Human capital management applications that improve recruiting, onboarding, training, and career development.

See how Oracle’s supply chain solutions reduce risk and cost.

• LIVE DISCOURSE
• BLOG / OPINION
• SUBMIT PRESS RELEASE
• Advertisement
• Knowledge Partnership
• Media Partnership
• Agro-Forestry

Layam Group Propels Expansion with Strategic Venture into Contract Manufacturing

Reflecting on this expansion, mr. rohet ramesh, director, layam group, said, in the present competitive environment, for any industrial establishment, success can be maintained through low cost, high productivity coupled with a philosophy of do more with less. this is attainable through our contract manufacturing model which gives opportunity for companies oems to concentrate on their strategic growth areas of business while we handle the operational process..

• United States

India, May 15th, 2024, | Layam Group, a trusted partner for industries with a focus on cost, quality and productivity recently announced their strategic foray into contract manufacturing. With a rich legacy spanning 17 years, this move reflects Layam's commitment to innovation and diversification, thereby cementing its reputation as a catalyst for growth. The Contract Manufacturing Model is an agreement between Layam and their client with an intention to undertake the production activities and facilitate delivery of products in a seamless manner. With proven expertise to understand specific needs and recognize potential hurdles associated with this process, Layam will offer clients streamlined production solutions without the need for extensive in-house manufacturing capabilities. This model exemplifies the concept of company within company where Layam becomes a trusted partner for organizations seeking reliable manufacturing solutions tailored to their specific needs.

At the heart of this expansion lies Layam's cutting-edge Dharwad facility, currently bustling with a team of over 100 skilled professionals. Here, the meticulous production of Light Commercial Vehicles (LCVs), Medium Commercial Vehicles (MCVs), and Y1 buses takes place. Reflecting on this expansion, Mr. Rohet Ramesh, Director, Layam Group, said, ''In the present competitive environment, for any Industrial establishment, success can be maintained through Low Cost, High Productivity coupled with a philosophy of 'Do More with Less.' This is attainable through our Contract manufacturing model which gives opportunity for companies/ OEMs to concentrate on their strategic growth areas of business while we handle the operational process. The uniqueness of our Contract Manufacturing model lies in the fact that it focuses on what the deliverables should be in business terms rather than how they should be delivered. Through contract manufacturing, we focus on reducing cost, scaling productivity, and achieving 100 percent quality for our clients. What sets us apart is our focus on Brain Count instead of Head count. At Layam, we tackle this problem head-on. Since inception, we have supplied manpower with intellect because we know that a person who is talented and capable becomes an asset to our client. To sum it up, all activities undertaken in Contract Manufacturing is about deploying Brain Count and achieving the desired target to the satisfaction of our client by adopting our model of Hire, Train and Deploy." Layam Group has already initiated Contract Manufacturing model along with other activities such as Job Contract, Stores & Logistics Management and presently extending this service for Ashok Leyland, L&T Ship Building, Tata Marcopolo, ITC etc. This strategic move propels Layam Group into a promising future, seamlessly merging talent management prowess with manufacturing excellence. Clients can expect streamlined production, efficient resource allocation, and steadfast reliability in meeting their specific requirements.

The group was established in 2007, by Mr. G. S. Ramesh with a vision to provide opportunities to those who dream to join a large manufacturing organization. The group also involves retired industrial professionals, experts in their fields to play a crucial role in the organization's growth through a unique business model. They focus on HR and have successfully delivered the desired outcomes for the involved organizations.

(Disclaimer : The above Press Release is provided by HT Syndication and PTI will not take any editorial responsibility of this content.).

Electric Vehicles Poised to Slash Emissions, Enhance Air Quality, But Mass Adoption Key

Drone destination and iffco collaborate to enhance agricultural productivity on 30 lakh acres, secretary, education holds meeting on enhancing quality of early childhood care & education, delhi's air quality deteriorates significantly, western canada blazes cause evacuations, air quality concerns.

Mumbai Police on alert after caller warns of bomb blast at McDonald's in Dad...

Bank of Maharashtra tops among PSU banks in business growth in FY24

India among world's high-growing mkts; enterprise needs, innovation great fi...

More than 80 women survivors of cancer walk the ramp in Gujarat's Rajkot

Latest news, nikki haley faces a murky path forward and a key decision on whether or not to endorse trump, paok beats aris 2-1 to win greek league for 4th time, ls polls: 12.89 per cent voter turnout recorded till 9 am in up.

OPINION / BLOG / INTERVIEW

Fire on the fringe: mapping wildfire risks in urban expansion zones, breathe easy: the vital link between urban green spaces and mental health, how neuronal changes shape early brain development, breaking the resistance: ai's role in pioneering new antibiotics, connect us on.

• ADVERTISEMENT
• KNOWLEDGE PARTNERSHIP
• MEDIA PARTNERSHIP
• Art & Culture
• Economy & Business
• Energy & Extractives
• Law & Governance
• Science & Environment
• Social & Gender
• Urban Development
• East and South East Asia
• Europe and Central Asia
• Central Africa
• East Africa
• Southern Africa
• West Africa
• Middle East and North Africa
• North America
• Latin America and Caribbean

OTHER LINKS

• Write for us
• Submit Press Release
• Opinion / Blog / Analysis
• Business News
• Entertainment News
• Technology News
• Law-order News
• Lifestyle News
• National News
• International News

OTHER PRODUCTS

Email: [email protected] Phone: +91-720-6444012, +91-7027739813, 14, 15

© Copyright 2024