Shailesh Bishnoi

🚗 **Electric Car Market to Grow by 30% in 2024 – Insights from Rajeev Chaba of JSW MG Motor India** 🚗 Rajeev Chaba CEO Emeritus of JSW MG Motor India, shares optimistic projections for the electric vehicle (EV) market in 2024: ⏩ **Growth Expectations**: - The EV market is expected to grow by 30% in 2024. - New launches, including the Cloud EV, and rival products are anticipated to attract new buyers. - The market is set to surpass the 1 lakh units mark for the first time, potentially reaching 1.2 lakh units by year-end. ⏩ **Market Trends**: - Despite discussions on slowing EV adoption, the market has been achieving double-digit growth. - JSW MG Motor India has seen a robust 30% quarter-on-quarter growth. - In the first five months of 2024, 45,000 EVs were sold, marking a 17-18% growth. ⏩ **Company Performance**: - In the first six months of 2024, JSW MG Motor India sold approximately 26,000 cars, with EVs making up 40% of total sales. - The company's EV sales have already surpassed 10,000 units in 2024. - The Comet hatchback EV is nearing 1,000 units sold per month. - The premium ZS EV consistently sells over 750-800 units per quarter. ⏩ **Future Outlook**: - The upcoming Cloud EV, launching between September and October, is expected to significantly boost sales. - JSW MG Motor India aims for zero-emission vehicles to account for about 40% of its total sales. - With the Comet targeting the sub-Rs 10 lakh market and the ZS EV catering to the Rs 20-30 lakh segment, the new launch will address the Rs 10-20 lakh segment. Chaba concludes that with strategic product placements and continued market momentum, the electric vehicle sales are poised for sustained growth in the coming years. 🌱🔋 Rajeev Chaba JSW MG MOTOR INDIA JSW #ElectricVehicles #EVMarket #Growth #Innovation #JSWMGMotorIndia #SustainableFuture #AutomotiveIndustry #ElectricCarRevolution Source: https://lnkd.in/ghDZNkCN

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In Q4 it was observed that raw material (rubber and crude) prices went up as opposed to the last quarter. Due to this several tyre makers such as JK, Apollo and Ceat have decided to raise their prices in both replacement and OEM markets. The EPR (Extended Producer Responsibility) affected tyre makers' profits this quarter. It should be noted that in Q3 drop in raw material prices helped Tyre makers to sustain their profit. 'Link to my story - https://lnkd.in/dDHGyvCV #Tyre #OEM #Crude #Automobile

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On dated 24th Sep 2024, 84 participants joined for an engaging hybrid training session focused on Root Cause Analysis (RCA), Corrective action Preventive action (CAPA). In Class room mode, participants joined at MACE, Manesar and 74 participants joined in online mode from Tier1 and tier 2 supplier partners of Maruti Suzuki India Ltd. This critical methodology is designed to identify the underlying causes of problems, enabling us to implement effective solutions and prevent recurrence. Key Objectives The session aimed to: Understand the RCA Process: Participants learned the step-by-step approach to conducting an RCA, including data collection, cause identification, and solution development. Enhance Problem-Solving Skills: Through interactive activities, attendees practiced analytical techniques, fostering a deeper understanding of how to approach complex issues. Apply Tools and Techniques: We explored various RCA tools such as the 5 Whys, Fishbone Diagram, and Pareto Analysis, allowing participants to apply these methods to real-life scenarios. Highlights Interactive Exercises: Teams engaged in hands-on activities, encouraging collaboration and creative problem-solving. Case Studies: Real-world examples were analyzed, showcasing the practical application of RCA in different industries. Q&A Session: Participants had the opportunity to discuss challenges they face in their roles and how RCA can provide solutions. The training session was a valuable opportunity for Tier 1 and Tier 2 supplier partner’s team to enhance their analytical skills and foster a culture of continuous improvement. By mastering Root Cause Analysis, we can better identify issues and implement lasting solutions, ultimately driving efficiency and effectiveness in our operations. Thank you to all participants for your engagement and enthusiasm! Let’s continue to apply these techniques to our work for ongoing success. #RCA #Rootcauseanalysis #CAPA #problemsolving #RCAtrainer #Correctiveaction #preventiveaction

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*Running highly profitable Sheet metal components manufacturing company for sale at Bangalore* # ISO 9001:2015 certified company started in the year 1992 # Core strength in the sheet metal industry majorly into the Pressed parts division with a capacity of processing of 12mm sheet thickness. # Have wide range of Presses (Both Power, Pneumatic and Hydraulic Press) starting from 10 ton -250 ton capacity # Continuous growth in automotive and non-automotive business # Diversified customer base, not affected by any one customer's orders # Most of the parts are supplied as a single source #'DOL - green channel as we focus on quality. # They are 100 PPM certified by Hyundai motors. # High demand in business in the current year and have already crossed last year's total revenue. # Catering to both EV and ICE car manufacturers # High demand from EV manufacturers. # Buyer will get the entire company with business, goodwill & all its physical assets. # 20,000 sq ft land in KSSIDC with 25,000 sq ft construction # Age of equipment and machinery ranges between 6 months to 10 years. FY 22-23 Revenue : ₹ 45 cr. FY 23-24 (E) Revenue: ₹ 43 Cr. EBITDA Margin :15-18 % *Asking Price: ₹ 64 cr.* Includes physical assets worth ₹ 35 cr. # Option of buying a business without land and building @ ₹ 52 Cr. Reason: The business owner wants to retire & no successor LOI required from buyer with business profile for further details/ visit. Milind Panse DealDrivz Pune M: 8788938990 [email protected] #bangalore #sheetmetal #autocomponents #fabrication #assembly #sale #acquisition #M&A #company #manufacturing

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In a recent interview Mr. Sudarshan Venu, Managing Director at TVS Motor Company was quoted saying “Two-wheeler sales in India will surpass pre-Covid peak either this fiscal year or the next” Read more at: https://lnkd.in/gzsiGBEZ In the light of the upbeat market sentiment, let us take a quick look into the domestic two-wheeler growth trends in the recent years. #TwoWheeler #MarketAnalysis #SalesTrends #PostPandemicRecovery #besmak #besmakindia #automobileindustry #Automotive

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***Hyundai Motor India IPO a success for its parent. What about local shareholders?*** The issue—a milestone for both the company’s parent Hyundai Motor Co. (HMC) and the Indian stock market as the country’s largest public offering so far—is a key part of Hyundai’s strategy to enhance the valuation of its global businesses as part of the South Korean government’s Corporate Value-Up Program. The programme seeks to improve operational efficiencies in large conglomerates like Hyundai, while enhancing corporate value and returning more cash to shareholders. In March this year, Hyundai Motor India paid a special dividend of ₹107.82 billion to Hyundai Motor Co. following strong earnings. This amounted to a dividend of ₹13,270 per equity share. Over the past three years, dividends have increased steadily, from ₹1,838 per share in FY22 to ₹5,727 per share in FY23. What the market says? 🔊 “It’s a significant moment for the Indian stock market, as we can absorb such a large issue. In 2007, Reliance Power was the biggest IPO with a size of ₹11,563 crore, and although it turned out to be a disaster, the market managed to absorb it. The size and scale of IPOs change over time," KRANTHI BATHINI at WealthMills Securities pvt Ltd, told Mint. 🔊 “The Hyundai IPO shows that for quality offerings from large, reputable companies in consumer-facing sectors, there is no dearth of money despite sluggish market conditions," Deepak Jasani of HDFC securities said. He said institutional players are excited to participate in India’s growth story, especially through an IPO like Hyundai’s, which represents the company’s first listing outside of its home country. 🔊 The market’s reaction to Hyundai’s listing has also led to broader discussions about the future of MNCs in India. Many MNCs are likely to pursue IPOs despite flat or negative listing performances, as they can still secure higher valuations for their stake during the listing process. Brands like LG and Whirlpool are speculated to be next in line, with several other MNCs awaiting their turn, having already submitted DRHP to the Sebi over the past two years. Take a look at what Alisha Sachdev and I have written on this👇🏻 https://lnkd.in/dhxuk5U6

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Tesla alumni-led R&D company, DG Innovate has decided to enter the Indian market via a joint venture with EVage. The partnership is said to manufacture 98.5% efficient electric motors which not only increase efficiency but also reduce the price of an electric motor. Read the whole article to know more about this. #EV #EVMotor #AutoTech #Autotechnology #Autoupdates #Tesla

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Though decarbonisation is an essential yet difficult to achieve target, Indian Auto Industry has to now work diligently on ESG issues (Environmental, Social and Governance) to sustain themselves in the coming years. #WorldEnvironmentDay

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#LucasTVS group has launched our Leadership Institute recently. The renowned management guru and prolific author Dr Ram Charan was our chief guest. He enlightened us with the following nuggets: * For any business Growth is not optional ; it’s essential for long term sustainability. * Sustainable growth of business is possible only when capabilities of leaders and team members are increased through deliberate efforts. * Leadership is required at every level to sustain the growth momentum. * Developing mastery at personal level is very important for leaders at any level. * In addition leaders must commit to improve the capabilities of others. * Leaders must have the curiosity to know what’s new in the environment as there’s constant discontinuity keeps happening due to rapidly changing environment - technology, geo politics and more. * When they identify something new that could be useful to their business or likely to disrupt their business, they must have the commitment to learn more about it from the relevant practitioners and experts. * This requires the intent and the ability to listen - to understand and internalise what others say. This capability distinguishes an effective leader from others. * Sustainable growth is possible only when the business develops competitive advantages that differentiate them from their competitors. * Developing competitive advantage requires the participation and collaboration beyond departmental silos. * Mastering problem solving through Cross Functional Teams can be a great competitive advantage for business. * Diversity of thoughts and points of view are possible only through teamwork. * Leadership is not about individual heroism. It’s about collective achievement in an environment of mutual accountability. * Consensus for the sake of it will not be constructive. * Getting things done is the primary job of any leader. * To get things done the leader must focus on the vital few KPI, the ones that matter to achieve the objectives of the organisation. * These KPI must be monitored the right way - right frequency, right people and right approach to move forward to achieve objectives * The leader must follow through continuously to ensure the objectives are achieved. * Execution is the key element of successful strategy. It’s not the intellectual brilliance of the strategy that wins the day. It’s the cadence and rigour of getting things done that makes the difference. * The interaction of a leader with anyone requires investing in the other person. * This investment starts with understanding the unique talent of every person in the team and connecting it to achieve the objective of the team. * If things go awry, helping the team members understand what delayed or derailed the course and collaboratively developing a recovery to achieve the objectives helps improve employee satisfaction as they feel listened to and guided appropriately. #leadershiplessons #executionexcellence #DrRamCharan

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The rapid growth of the Lithium-ion battery market in India has led to a surge of both organized and unorganized players entering the sector, often without substantial investment in R&D or robust quality processes.While this has brought certain benefits to consumers, it has also introduced a range of challenges that pose safety risks and impact product quality and after-sales service. R&D: Lack of know-how and financial resources needed for thorough R&D is a key challenge. This results in battery packs that may not be optimized for Indian conditions, such as high temperatures or varied usage patterns, leading to frequent malfunctions, reduced lifespan, and heightened safety risks. Quality Standards: To compete on price, sourcing substandard cells and materials that may not meet safety standards. Poor-quality BMS and cell balancing techniques can cause issues like thermal runaway, which increases the risk of fires or explosions in improperly designed or tested battery packs. Manufacturing: Lack of standardized production and testing processes often leading to inconsistencies across batches. This variability affects the performance and reliability of batteries, undermining consumer trust and increasing the likelihood of field failures. Regulatory: Regulatory frameworks for lithium-ion batteries in India are still evolving, and enforcement is inconsistent. While BIS has established standards, adherence is not yet widespread. This gap allows low-quality products to enter the market without adequate checks, exposing consumers to potential hazards. Safety- Poor-quality batteries with inadequate thermal management can be dangerous, particularly in a high-temperature country like India. The risk of overheating and fires is especially high in low-quality packs.This not only endangers consumers but also risks damaging the reputation of lithium-ion technology as well. Service: due to lack of dedicated after-sales service infrastructure, consumers are often left without effective support for battery repairs, replacements, or troubleshooting. In a market where reliability and performance are critical, inefficient after-sales service results in high consumer dissatisfaction and limits the longevity of lithium-ion solutions. Environmental Concerns: The lack of standardized recycling and disposal processes for lithium-ion batteries exacerbates environmental hazards and there is little accountability on manufacturers for the end-of-life management of their batteries, leading to increased pollution and safety risks associated with improper disposal. however all said and done, the influx of new players in the lithium-ion battery market has driven down prices, making battery-based technologies more accessible bringing the short term price benifits for cost-sensitive applications such as E2W, E-rick, and backup sol in particular. However, these cost benefits often come at the expense of quality, longevity, and safety.

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Secret behind how JSW’s MG Motor plans to launch a new car every 6 months 🤫🤫 Note: It’s a long story that most people don’t know about. So, let’s not waste time! .. Shanghai Automotive Industry Corporation (SAIC) was founded 69yrs ago by the Chinese Govt, it has grown to be one of the world’s biggest automakers. -> But, its true rise began in 1997, when it formed a JV with US’ General Motors -> Later in 2002, the JV merged with another Chinese state-owned automaker Wuling Hence was born SAIC-GM-Wuling or SGW! .. Leveraging GM’s IP, SGW fed on the raging Chinese demands for bigger cars. -> But, that JV aside, SAIC wanted global domination. Thus, in 2006, it tried acquiring the defunct British automaker Morris Garages -> But, when it was out-bid by a fellow Chinese automaker, SAIC acquired that company itself, winning the ownership of MG, its tech, models & plants! .. Come 2010, it acquired the tech & IP owned by another defunct British brand LDV! This led to the birth of a new wholly-owned SAIC brand called Maxus which was all about large vans & SUVs. .. Same year, the SAIC-led SGW launched a fresh new brand called Baojun. This was all about producing cheaper versions of GM’s Chevrolet cars, particularly SUVs! Well-timed with the exponential surge in demand for SUVs in China, this was another big win. .. Outcome? -> SAIC now directly owned MG & Maxus -> And its JV, SGW owned Wuling & Baojun -> Wuling was more about smaller van-like cars, Baojun was majorly about SUVs And this is where the real magic began! .. SAIC stitched a deal: MG Motor could put its logo on the models of the other three & sell them in nations where those brands didn’t directly operate while paying them royalty on every car sold. This dramatically scaled up the MG’s ability to launch a massive set of new vehicles everywhere it operated, in a really low time & at very low development costs. And this is exactly what MG did when it entered India! .. So far, Morris Garages India has only launched one car of its own in India: Astor & its EV version. Apart from that: 2019: Hector - rebadged Baojun 530 (itself is a rebadged Chevrolet Captiva) 2022: Gloster - rebadged Maxus D90 - sold in China, Australia & NZ 2023: Comet - rebadged Wuling Air EV - sold in China & Indonesia 2024: Windsor - rebadged Wuling Cloud EV - sold in Indonesia Also working to launch a rebadged Wuling Bingo EV - a small car sold in China & Philippines. .. Developing an altogether new model at such a high pace is no easy job. And it’s costly too. But, JSW’s MG can do it every 6 months because it has to undertake no major development costs. That’s the secret! .. And, what’s the arrangement between JSW and SAIC? On every car sold JSW’s MG shall pay a significant royalty/licensing fee to SAIC and its JV body SGW. That’s the deal! Did you know this? .. PS: Check my 18.2k+ member WhatsApp community (Biz News+) here: https://lnkd.in/gRK7z6Xa Best, Jayant

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Dear Leaders Under the global partnership, Toyota Kirloskar Motor (TKM) is currently selling four Maruti Suzuki rebadged models in India, as mentioned above. Maruti Suzuki is selling one model from the Toyota stable – the Invicto, a C segment MPV which is a rebadged Toyota Innova Hycross. So, why is Toyota, the largest carmaker globally after Volkswagen AG,selling rebadged cars when it has great cars in its own stable? Does it make good business sense for Toyota? And what does this collaboration mean for Maruti Suzuki? The concept must be applied to optimise the resource utilisation and fuel your R&D team with more opportunities. Worth referring #ev #evindia #siam #acma #businessstrategy #owners #ceoforum #csuite #marutisuzuki #toyota #strategy

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AUTOMOTIVE COMPONENT MANUFACTURERS ASSOCIATION OF INDIA ACMA India Shradha Suri Marwah Subros Limited Vinnie Mehta Shradha Suri Marwah, President ACMA India & CMD Subros Limited, shares her thoughts on the #UnionBudget2024, stating, “The budget, a blueprint for #ViksitBharat, will drive #sustainable yet #inclusive growth, especially in the #manufacturing industry, at a rapid pace. Focus on strengthening #MSMEs through #CreditGuaranteeScheme and #creditsupport during the stress period; measures to bolster #energysecurity; and encouragement to #startups by abolishing the #angeltax are indeed steps in the right direction. Further, the proposals for personal #IncomeTax will put more money in the hands of people, thus #fuelingconsumption and leading to #economicgrowth." She continued, “ACMA India is also delighted by the measures announced towards #employment, #skilling, #internships, and #research. Reduction in customs duty to nil on critical minerals such as lithium, copper, cobalt, nickel, etc. will encourage #cellmanufacturing in the country and add to the evolving #EVecosystem in the country. That apart, measures to facilitate higher participation of #womeninworkforce are indeed welcome for fostering #inclusivegrowth and encouraging #genderdiversity in the #automotivevaluechain."

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Tata Motors Unveils CURVV Defining a new era in SUV design, Tata Motors, India’s leading automotive manufacturer, today unveiled the Tata Curvv ICE and EV. Born of powerful philosophy, form and function, the Curvv is India’s first SUV Coupé. Exhibiting the new-age SUV typology, the Curvv artfully blends the toughness and practicality of an SUV with the elegance and sporty silhouette of a coupé. Launching on 7th August, the all-new Curvv will follow Tata Motors’ strong multi-powertrain strategy and will be first available in its EV version which will soon be followed by its ICE counterpart. The Curvv is a perfect blend of stunning design that captivates, practicality that empowers, and performance that exhilarates. The Curvv's SUV coupé body style, in contrast to the conventional boxy design that is common in the mid-SUV market, carries over the strong aerodynamic theme demonstrated in the concept show car, highlighting its strong character to the front and carrying it boldly through the vehicle. The raised ride height, tough cladding, and dynamic proportions contribute to its appeal. The Curvv's sharply sloping roofline allows it to efficiently slice through wind resistance, while its large wheels, high approach and departure angle, and increased ground clearance give it a planted and balanced stance. The SUV coupé will debut in two new color shades: Virtual Sunrise in the Curvv.ev and Gold Essence in the Curvv ICE. Practically designed for the Indian family that loves going out for long drives, the Curvv with its SUV coupé design has a modern and uncluttered interiors that combine the functionalities of an SUV with its impressively spacious cabin and does not sacrifice storage as imagined in a coupé body style. The emphasis on premium appeal is apparent in its integration of best-in-class technologies in the cabin and a bold yet smart selection of colors, materials, and finishes. The panoramic glass roof allows natural light to flood into the cabin, giving the occupants a sense of space and freedom. The boot space has also been reconfigured to meet customer needs, offering increased and accessible storage space. The Curvv offers powerful engine options in petrol and diesel, as well as electric variants with best-in-class long driving range. Combined with its body style, which provides agility and excellent handling, it promises a unique and sporty driving experience for the customer. Packed with advanced infotainment, large screens, and connected car technology, the Curvv boasts of several smart features unheard of in this segment and usually found in higher-segment vehicles. Furthermore, it continues Tata Motors’ legacy of safety by being engineered to meet the strictest safety norms with a host of active and passive safety features. #TataMotors #launches #curvv #petrol #diesel #ev

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**This is not a political post** Here are the top five management lessons drawn from the BJP's average performance in the Lok Sabha elections and their impressive comeback in Haryana and Maharashtra: 1. Adaptability in Strategy The BJP demonstrated the ability to recalibrate its approach, emphasizing regional issues and tailoring campaigns to resonate with local voters. This underscores the importance of agility in management to pivot strategies based on feedback and situational needs. 2. Effective Ground-Level Execution The party focused on strengthening booth-level management and grassroots connectivity. Similarly, in organizations, success often depends on strong execution at the operational level, ensuring alignment between strategy and action. 3. Balancing Central (Corporate) and Local (Plant) Leadership While central leadership provided vision, BJP's success in Maharashtra and Haryana was partly due to empowering state leaders. This shows the value of balanced decision-making by leveraging both top-down guidance and local expertise. 4. Resilience in Adversity Despite setbacks in the Lok Sabha elections, BJP worked to regain voter trust by addressing weaknesses. For leaders, resilience and a proactive approach to challenges are key to turning situations around. 5. Data-Driven Decision Making The BJP utilized data analytics for voter segmentation and targeted outreach. This highlights the importance of making informed decisions based on robust data in both political campaigns and business environments. These lessons emphasize the significance of #adaptability, grassroots #involvement, #resilience, #leadership balance, and #data-driven #strategies for success in any domain. **All these need to run a business successfully. Isn't it?** Please share your thoughts in comments.

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Lets indulge in a thought excercise( Your World View)-7 Predictions 1. Do you have a model for what will happen in Electric Vehicles in next 5 years( 2030) 3. Will fleet/Taxis/Tool for trade-(operating cost focussed segment) be converted 100% from CNG to electric? 2. What will the Indian market structure and leading OEMs business model look like. Will there be new non legacy OEMs? 3. What will happen to battery production, range and KWh cost? 4. What would happen to Power electronics efficiency ( Main inverter-driver/DC-DC cconverter/Onboard Chargers/Power distribution Units/Widebandgate Semiconductors)? 5. How will Charging ecosystem and speed of charging change? 6. How will the mobility habits change.? 7. How will Power distribution companies amd networks evolve?

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Forge's Manu'Futuring mantra is aimed at enabling India to realise its future as an economic and industrial superpower by Innovating Manufacturing for Manufacturing Innovations. This strategy materialises at 2 levels of transformation: first comes Innovation OF Manufacturing - the MACRO, BIG PICTURE, followed by Innovations IN Manufacturing - the MICRO, MASTER STROKES. The relentless pursuit of economies of scale has been the hammer that shaped our industrial might. With the dawn of a new era, a broader vision & strategy is demanded - "The Innovation OF Manufacturing". The ever-evolving market, with its dynamic consumer demands, technological disruptions and relentless competition necessitates a revolution in manufacturing. Innovation OF Manufacturing isn't about a flashier machine on the assembly line; it's about a complete reimagination of how we bring products to life : 1️⃣ The never-ending singular pursuit of gains from economies of scale should shift to the pursuit of wins in efficiency, quality, productivity, flexibility, and profitability. 2️⃣ To win in the age of automation, industrial companies need to upgrade their technical workforce to technological talent - the advent of industrial robotics and automation necessitates a shift in skill sets from operational capabilities to technical know-how and managing technologies that execute the work at hand. A direct result of this transformation is the increase in revenue per capita for these enterprises, as employees engage in this transformation. 3️⃣ Becoming self-reliant not merely in production and the product but in technology and that too at global best - innovations ultimately leverage technology to deliver a winning advantage for a company over its competitors, realised in the form of operational excellence and is measured and managed as transformation goals. 4️⃣ Agility and speed are critical drivers that need to be harnessed via precisely targeted products, localised production and fast distribution. These transformative approaches to Innovation OF Manufacturing combined with the next level of transformation - Innovations IN Manufacturing (micro, masterstrokes at a factory and product level), will orbit shift India’s status to a manufacturing & economic superpower, with technology-powered and innovation-catalysed industrial digital transformation at the core of it all. What are your thoughts? Tell us in the comments below. State Industries Promotion Corporation of Tamil Nadu Limited (SIPCOT) Vedanta Spark Bosch Global Software Technologies Confederation of Indian Industry Guidance Tamil Nadu StartupTN FaMeTN Hosur Industries Association TIDCO Tamil Nadu Industrial Investment Corporation Limited Vish Sahasranamam Dr. B.L.Lakshmi Meera Dr. Mahesh Veezhinathan Dinesh Subburaj Aritro Ghosh Arun Suresh Ashwini Metri Thanushree Anand Upasana Srinivasan Guruprasad Sharma #manufacturing #technology #industry #innovation

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JSW MG Windsor challenges cost related to EV ownership: Here's how https://lnkd.in/gTaV7d57