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Time of India
a day ago
- Automotive
- Time of India
Lessons from space can help Indian auto leap ahead, says Pawan Goenka
As India races towards an electric mobility future, industry veteran Dr Pawan Goenka , Chairman of IN-SPACe and former Managing Director of Mahindra & Mahindra , believes the road ahead must begin with a fundamental transformation of India's automotive supply chain — starting with localising high-quality component manufacturing. 'In EVs, low-hanging fruits are already picked. We need to reach higher now,' Goenka told ET Manufacturing at the sixth edition of the Auto Tech Summit. 'India simply cannot afford to lag in developing capabilities for all major EV components — battery packs, motors, controllers, chargers, power electronics — everything. Today, the challenge isn't talent or ambition. It's scale.' Despite the emergence of hundreds of Tier-1 and Tier-2 suppliers across the country, Indian manufacturers still depend heavily on imports for several critical components, especially motors and advanced battery systems in the four-wheeler segment. Goenka pointed out that although battery pack assembly is now being done locally by most OEMs, large-scale motor manufacturing for electric cars remains elusive. 'Three-wheeler and two-wheeler motors are made here, but four-wheeler motors are still being imported. That must change,' he said. The Indian auto component industry recorded its highest-ever revenue of ₹5.6 lakh crore in FY24, according to the Automotive Component Manufacturers Association (ACMA), representing a 14.6 per cent year-on-year growth. The country also exported components worth $20.3 billion during the same period, showing India's competitiveness in global supply chains. But growth, Goenka said, is being held back by fragmentation and lack of scale. 'Multiple suppliers catering to small volumes means no one achieves efficiency. What's needed now is collaboration among OEMs — not competition — in sourcing key EV components. That's how we built scale in ICE vehicles over 25 years. We need to do the same for EVs.' He also warned OEMs not to regress to a 1990s mindset — prioritising short-term margins over long-term capability building. 'This is the time to push the supplier ecosystem forward, not cut corners,' he said. Space-age lessons for automotive scale Goenka's transition from the automotive sector to leading India's space commercialisation push has only reinforced his perspective on building ecosystems. 'Every sector change is an opportunity to learn and contribute. When I moved from cars to space, the technology complexity was staggering. But what I brought from automotive — supplier development, manufacturing discipline, ecosystem thinking — proved very useful.' He noted that while technology is unlikely to flow from automotive into space due to complexity gaps, process innovations certainly can. 'Space manufacturing today operates in batch mode. Automotive has mastered continuous flow. That's a mindset we can apply in space to scale faster,' Goenka said. India's space sector is also witnessing a parallel shift. Since the opening of the space economy to private players in 2020, over 190 space-tech startups have emerged in India, with investments crossing ₹1,000 crore in the past 24 months, as per IN-SPACe estimates. The ambition now is to grow India's share in the global space economy from the current 2 per cent to 10 per cent in the next decade — a leap that would require ecosystem-level thinking similar to what the automotive industry experienced two decades ago. Conversely, the automotive sector can stand to gain a lot from aerospace — if cost barriers are cracked. Technologies like advanced sensors, gyroscopes, anti-vibration systems, and thermal insulation, which are critical in space missions, could be translated into automotive use cases — particularly safety — if frugally engineered. 'The real challenge is bringing those costs down by removing unnecessary features and localising production. Institutions like ARAI could play a key role in bridging that gap,' he noted. Road Safety: A Cultural Imperative When asked about safety — especially for India's vulnerable two-wheeler users — Goenka acknowledged that while vehicle safety has improved drastically, the deeper issue lies elsewhere. 'Ten years ago, Indian cars weren't safe. Today, thanks to Gadkari's push, our norms match global standards. But the bigger problem is behaviour — lack of discipline on roads, refusal to wear helmets, disregard for rules. That's where we are failing.' India accounted for nearly 1.68 lakh road accident deaths in 2022, with two-wheelers involved in over 44 per cent of fatal crashes, according to Ministry of Road Transport and Highways data. Despite improved crash-test regulations and the proliferation of safer cars, India still leads the world in road fatalities. Goenka was blunt in his criticism: 'Educated people not wearing helmets — what could be more foolish? You're risking your life for what? There's no excuse. It's not a technology issue; it's a societal one.' EV Adoption: From promise to pragmatism Goenka was candid about the electric vehicle (EV) adoption journey in India. 'Three-wheelers led the charge because it made direct economic sense — more earnings, lower running costs. Mahindra's Treo helped create that ecosystem. Two-wheelers followed due to aggressive startup activity and affordability. But four-wheelers and commercial vehicles? OEMs just didn't back them early enough.' He believes momentum is finally picking up, thanks to improving products and falling battery costs. The average price of lithium-ion cells dropped by nearly 14% in 2023 globally, according to BloombergNEF, making EVs more competitive with ICE vehicles. 'New launches like the Tata BE.9, Maruti's eVX, and upcoming Korean models are changing the landscape. Once these vehicles become mainstream, adoption will accelerate. I drive a BE.9 myself — it's a joy. Costs ₹2 per km to run, compared to ₹17 for petrol. I took it to Pune and back without charging — range anxiety is no longer a real issue.' India's overall EV penetration stood at around 6.4 per cent in FY24, led primarily by electric two-wheelers and three-wheelers, which together account for nearly 90% of total EV sales. The passenger car EV segment, while growing, still forms only about 2 per cent of the total car market. Goenka expects this to change steadily: 'Let's not expect miracles. I would cautiously say 10 per cent penetration for EV four-wheelers by 2030 is achievable — provided manufacturers continue to launch compelling products and maintain pricing discipline.' He also dismissed the often cited charging infrastructure concern. 'Range has gone up so much that charging at home is enough for most use cases. Public chargers are growing anyway. That challenge is mostly behind us.' From space-grade safety principles to coordinated localisation in EVs, Dr Goenka's central message is clear: India must stop thinking small. Whether it's components, scale, or vision, the next phase of Indian mobility will demand more collaboration, deeper innovation, and unwavering focus on long-term value.
Time of India
4 days ago
- Automotive
- Time of India
Matter bets big on vertical integration and local supply chain
Founded in 2019, Matter recently inaugurated its first manufacturing facility in Gujarat, inaugurated by the Chief Minister. In a conversation with ET Manufacturing, Arun Pratap Singh , Chief Operating Officer of Matter, shares the company's manufacturing roadmap, product positioning strategy, and how deep integration of R&D is shaping the innovation trajectory for Matter's EVs. Q: You're one of the youngest players in India's EV two-wheeler space. What kind of capacity are you aiming for in the next five years? A: We began our journey in 2019 and inaugurated our first facility on April 5 this year. It was a proud moment to have the Chief Minister of Gujarat, Bhupendrabhai Patel, do the honors. Our current facility has a production capacity of 1,20,000 vehicles annually. We aim to achieve this output within the next two to three years. As for the five-year roadmap, we're targeting a capacity expansion to 3 to 6 lakh units annually, with multiple product lines and likely a shift to a larger facility within that timeframe. Q: Those are ambitious targets. But scaling production is one side—how do you plan to market and sell this volume in such a dynamic EV market? A: That's a critical point. We were deliberate in our product development approach. After multiple stages of market research, we went from concept to prototype, tested the prototype, refined it, and seeded the final product in the Ahmedabad market to gather customer feedback. We made further improvements based on that. Now, we are expanding our dealer network. We've already launched in Ahmedabad and recently opened in Jaipur. This month, we're opening five more dealerships across Delhi, Pune, Mumbai, and Bengaluru. By August 2025, we aim to have 35 dealerships operational. And by next year, we plan to scale that number to around 85 dealerships, ensuring that the plant output aligns with market absorption. Q: How did you arrive at the final price point? Is there room for price changes in the future? A: We ran a pre-booking campaign in 2023 at a particular price point, which helped us gauge market sentiment. When deliveries began in October, we gathered further feedback and fine-tuned our pricing based on competitive benchmarking and customer expectations. Our product is pitched in the 150-200cc segment, and we've ensured that over a three-year ownership period, our EV is not just competitive, but also delivers greater savings than the cost of the petrol bike it replaces. The total cost of ownership (TCO) makes it a highly viable alternative for value-conscious Indian customers. Q: I was told by your co-founder that the product isn't being positioned as a sports bike despite its looks and performance. What's the idea behind this unique positioning? A: While many EV startups are branding their bikes with race dynamics or sports pedigree, we took a different route. Our idea is to offer the commuter a sporty, feature-rich, and safe riding experience—without being limited to a niche. The bike is built for intra-city usage but has the styling and performance to appeal to young Indians. It features a connected dashboard with Bluetooth, Wi-Fi, navigation, and music streaming. All of this, combined with a favorable TCO, makes the offering stand out in a practical, everyday context. Q: A colleague at your plant mentioned the bike feels like a 125cc, 150cc, or 180cc depending on the mode. Can you elaborate? A: Absolutely. The bike offers three riding modes: Eco, City, and Sport. These modes effectively mimic the performance of 125cc, 150cc, and 180cc petrol bikes, respectively. While our target segment is 150-200cc, customers from the 125cc category may also find it appealing due to long-term cost savings. We've designed it to deliver performance and economy across multiple use cases. The value proposition broadens our appeal beyond traditional sport or commuter bike segmentation. Q: Yours is the world's first geared electric motorcycle. What was the learning curve like? Did you take cues from existing EV manufacturing practices? A: We didn't follow a template. We built our own technology from the ground up. Our team comes from the automotive industry, so we brought that rigour to product development and manufacturing. Our product isn't a generic design—it's fully patented, with over 300 patents filed and 70+ granted. The battery alone has 55 patents. So, yes, while we are aware of industry benchmarks, we built our own processes suited to our unique architecture. Q: How did your process innovations make lifetime warranty for batteries possible? A: We've made significant process innovations, especially in battery manufacturing. While the current facility is in an initial phase, we are gradually increasing automation and adopting Industry 4.0 practices. Our machines are interconnected, allowing real-time IoT-based monitoring of parameters like usage, wastage, and process time. This data allows us to make accurate capacity and quality predictions. While we will scale automation, we are also conscious of employment generation, so we are striking a balance between human and machine inputs. Q: Could you elaborate on what Matter does in-house and what you outsource? A: When we say 'everything that makes the bike electric' is ours, we mean it. We design and manufacture our battery systems, motors, controllers, gearboxes—the entire EV drivetrain. These components are designed in-house, patented, and assembled at our plant. For components like wheels, tyres, and other standard mechanical parts, we collaborate with external partners. Today, we work with around 150+ suppliers, and barring cells and rare-earth magnets, everything else is sourced from India. Q: What does your bill of materials (BoM) look like in terms of India vs. imports? A: If you consider complete assemblies, around 60 per ent of our BoM by value is sourced from India. However, if you go deeper and analyse the core inputs like semiconductors—which are not yet manufactured in India—that number can shift. That said, our partners assemble most of these parts here, so the final value addition in India is significant. As semiconductor fabs and component facilities start coming up—particularly in Gujarat—we are open to localizing further. Q: Are any such localisation conversations already underway with Indian semiconductor or magnet manufacturers? A: Not yet. At this point, we are focusing on established, reliable suppliers to ensure consistency and scalability. But yes, as Indian component manufacturing ecosystems mature, we will definitely explore domestic partnerships. Q: What are some innovations you've implemented at your plant that set Matter apart from the rest of the industry? A: Without revealing too much, I can say that our battery assembly line is one area where we've built considerable IP. Some of those innovations will be filed as process patents soon. These improvements not only enhance quality and safety but also improve efficiency and allow us to train workers faster. In fact, our approach to Design for Manufacturability (DFM) and Design for Assembly (DFA) has significantly reduced production complexity. That's an outcome of our deep R&D investment. Q: You mentioned that Matter has a team of 900+, including 400 engineers. How has this engineering focus shaped your manufacturing processes? A: The synergy between our R&D and manufacturing teams has been foundational. Having over 400 engineers helped us design components that are not only innovative but also easy to assemble, repair, and scale. This integrated approach ensures smoother production, better quality control, and faster go-to-market timelines. Q: Final thoughts—what would you say is Matter's core manufacturing philosophy? Our manufacturing philosophy is rooted in three pillars: Design in India, Make for India, and Continuously Innovate. Every Matter motorcycle that rolls off the assembly line carries our core DNA—deep R&D, process innovation, and customer-centric engineering. We're building not just a vehicle, but a value-driven ecosystem for the future of Indian mobility.
Time of India
6 days ago
- Business
- Time of India
NLC India's renewable arm wins 500 MWh battery energy storage project in Tamil Nadu, ET Manufacturing
ET Aerospace & Defence Manufacturing Summit 2025 India's aerospace and defence sector is experiencing rapid expansion, driving forward the manufacturing industry by producing aircraft, ships, spacecraft, and weapon systems, among other equipment that meet international quality standards. This growt ET Supply Chain & Logistics Conclave 2025 The logistics sector, a linchpin in trade and commerce, plays a pivotal role in supporting India's import and export business and contributes significantly to its overall economic growth. Follow Us Follow ETManufacturing on LinkedIn for event updates and latest news.
Time of India
20-06-2025
- Business
- Time of India
Servotech acquires 27% stake in Rhine Solar to expand solar manufacturing, ET Manufacturing
ET Aerospace & Defence Manufacturing Summit 2025 India's aerospace and defence sector is experiencing rapid expansion, driving forward the manufacturing industry by producing aircraft, ships, spacecraft, and weapon systems, among other equipment that meet international quality standards. This growt ET Supply Chain & Logistics Conclave 2025 The logistics sector, a linchpin in trade and commerce, plays a pivotal role in supporting India's import and export business and contributes significantly to its overall economic growth. Follow Us Follow ETManufacturing on LinkedIn for event updates and latest news.
Time of India
18-06-2025
- Business
- Time of India
Bharat Forge, Turgis Gaillard join hands to manufacture AAROK UAV, ET Manufacturing
Advt By , ETManufacturing Join the community of 2M+ industry professionals. Subscribe to Newsletter to get latest insights & analysis in your inbox. Get updates on your preferred social platform Follow us for the latest news, insider access to events and more. Bharat Forge has announced that it has entered into a strategic partnership with France-based Turgis Gaillard to co-develop and manufacture the AAROK Unmanned Aerial Vehicle ( UAV ) in India AAROK, designed by Turgis & Gailard , is classified as a medium altitude long endurance (MALE) UAV. These drones are capable of ISR (Intelligence, Surveillance , and Reconnaissance ), strike, and multi-mission roles while maintaining a low logistical footprint and high operational versatility. It can carry a payload of over 1.5 tonnes of weapons which can be fired from a safe the MoU signed, the pune-headquartered Bharat Forge will be manufacturing and integrating AAROK in India. The move further boosts India's flagship Make in In India the Defence Research and Development Organisation , as part of the government's strategy to boost indigenous defence manufacturing, also transferred technology for the mounted Gun system to Bharat Forge.
