Make in India
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tsunami
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Make in India: Special incentive package for electronic manufacturing to stay
NEW DELHI: The government has extended the special incentive package for electronic manufacturing in India by five years, a move aimed at giving a boost to Prime Minister Narendra Modi's 'Make in India' campaign.
The package, called M-SIPS (modified special incentive package scheme), has been sweetened by including 15 new product categories to the list and by easing the procedure to receive the subsidy. Smart cards, liquid crystal modules, consumer appliances such as refrigerators, air- conditioners, microwaves, fully automatic washing machines, Internet of Things products, multi-functional electronic devices and optical fibre are some new categories, a senior government official said.
Under M-SIPS, investment proposals worth Rs 20,825 crore from 63 companies had come in until May, of which proposals worth over Rs 9,500 crore were approved, according to the official. Among the 40 whose proposals were approved are Tata PowerBSE -1.71 % SED, Continental Automotive, Samsung, Bosch, Nidec, Tejas Networks, Motherson Sumi Systems, Nippon Audiotronix, Continental Automotive, GE BE Pvt Ltd and WiproBSE 0.52 % GE healthcare. It subsidies capex by 20% for investments in SEZs and 25% for projects outside SEZs. It even provides for countervailing duties/excise for capital equipment for the non-SEZ units.
Further, reimbursement of central taxes and duties is provided for high-technology and highcapital investment units like fabs. The government has now made it easier to receive benefits, with disbursement of incentives on a quarterly basis as against annually earlier. It has also extended M-SIPS for units located in any part of the country rather than only in certain notified areas. The M-SIPS incentives will now be allowed from the date of submission of application instead of later.
Make in India: Special incentive package for electronic manufacturing to stay - The Economic Times
NEW DELHI: The government has extended the special incentive package for electronic manufacturing in India by five years, a move aimed at giving a boost to Prime Minister Narendra Modi's 'Make in India' campaign.
The package, called M-SIPS (modified special incentive package scheme), has been sweetened by including 15 new product categories to the list and by easing the procedure to receive the subsidy. Smart cards, liquid crystal modules, consumer appliances such as refrigerators, air- conditioners, microwaves, fully automatic washing machines, Internet of Things products, multi-functional electronic devices and optical fibre are some new categories, a senior government official said.
Under M-SIPS, investment proposals worth Rs 20,825 crore from 63 companies had come in until May, of which proposals worth over Rs 9,500 crore were approved, according to the official. Among the 40 whose proposals were approved are Tata PowerBSE -1.71 % SED, Continental Automotive, Samsung, Bosch, Nidec, Tejas Networks, Motherson Sumi Systems, Nippon Audiotronix, Continental Automotive, GE BE Pvt Ltd and WiproBSE 0.52 % GE healthcare. It subsidies capex by 20% for investments in SEZs and 25% for projects outside SEZs. It even provides for countervailing duties/excise for capital equipment for the non-SEZ units.
Further, reimbursement of central taxes and duties is provided for high-technology and highcapital investment units like fabs. The government has now made it easier to receive benefits, with disbursement of incentives on a quarterly basis as against annually earlier. It has also extended M-SIPS for units located in any part of the country rather than only in certain notified areas. The M-SIPS incentives will now be allowed from the date of submission of application instead of later.
Make in India: Special incentive package for electronic manufacturing to stay - The Economic Times
tsunami
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Microsoft excited about India’s ‘Make in India’ and ‘Digital India’ initiatives
Microsoft recognises India as a “growth opportunity”, a senior company executive has said as he voiced enthusiasm over the potential of combining the firm’s technological tools with the country’s ambitious campaigns like ‘Make in India’ and ‘Digital India’.
“What is really exciting is the initiatives going on with the government” and technology plays a very critical role in all, whether it is Make in India, Digital India or the Skill India campaign, General Manager SMS&P (Small and Midmarket Solutions & Partners) at Microsoft India, Meetul Patel told PTI on the sidelines of the Microsoft Worldwide Conference that concluded last week in Orlando.
“The government has done a tremendous job in building excitement around India. The programmes are easy and simple to understand,” he said in an interview.
“From Make in India, Digital India to the (focus on) smart cities, it is pretty evident that things are happening and it makes it easy for us as business people to talk to others in the rest of the world and say here is a story and there is a resonance that already exists in their minds about what is going on and it helps a lot,” he added.
Patel voiced optimism and enthusiasm over the possibility of a technological “explosion” in India as technology converges with the political environment.
“Microsoft’s technology combined with India’s passion and desire to enter the 21st century and our partners’ ecosystem readiness, you put all of this together and we are looking at a new era in terms of technology adoption in the country,” Patel said.
He said while it has been only a year for many of the government’s ambitious programmes to come in, “we can feel and see the momentum beginning to happen.”
He noted that while manufacturing is the focus of the Make in India initiative, quality and collaboration will be necessary to fit into the global supply chain and Microsoft tools like Office and Skype provide that very capability.
“In order to plug into a global supply chain, productivity, quality and collaboration are going to be necessary… Microsoft tools like Office provide that very capability,” allowing firms to communicate and collaborate across the world, Patel said.
“We have the technologies to allow them to become world class and integrated into the global supply chain,” he said.
Patel said that Microsoft’s partners recognise that India is a “growth opportunity” as they simply look at the “white space in the country – the population that has not started using technology.”
“Not many countries in the world have the size of population – consumer and small business – that have not begun to use technology as in India,” he said.
The solution providers that develop the applications that can be on cloud are also talking to the company and inquiring about applications relevant to the Indian consumer and small business, he said.
“The India story is a very exciting one. It is the biggest white space that exists in terms of opportunity for many companies to come in,” he added.
Patel also cited the initiatives taken by Microsoft in India to get women initiated in IT, programs to educate teachers and investment in educational institutions as “our efforts to get the environment and ecosystem ready to be able to support this growth.”
Referring to the government’s Skills India initiative, Patel said Microsoft’s cloud and mobility can help people learn and acquire new skills in unprecedented ways.
“The internet provides the ability to people to remote learn and get access to information…This is what cloud and mobility provide… We are opening the doors for people to learn and develop skills in a different format in a scale and speed that were never accessible before,” he said.
Patel, however, said that infrastructure still remains a challenge. “Not many countries in the world have the size of population – consumer and small business – that have not begun to use technology as in India,” he said.
The solution providers that develop the applications that can be on cloud are also talking to the company and inquiring about applications relevant to the Indian consumer and small business, he said.
“The India story is a very exciting one. It is the biggest white space that exists in terms of opportunity for many companies to come in,” he added.
Patel also cited the initiatives taken by Microsoft in India to get women initiated in IT, programs to educate teachers and investment in educational institutions as “our efforts to get the environment and ecosystem ready to be able to support this growth.”
Referring to the government’s Skills India initiative, Patel said Microsoft’s cloud and mobility can help people learn and acquire new skills in unprecedented ways.
“The internet provides the ability to people to remote learn and get access to information…This is what cloud and mobility provide… We are opening the doors for people to learn and develop skills in a different format in a scale and speed that were never accessible before,” he said.
Patel, however, said that infrastructure still remains a challenge.
Microsoft excited about India’s ‘Make in India’ and ‘Digital India’ initiatives | The Financial Express
Microsoft recognises India as a “growth opportunity”, a senior company executive has said as he voiced enthusiasm over the potential of combining the firm’s technological tools with the country’s ambitious campaigns like ‘Make in India’ and ‘Digital India’.
“What is really exciting is the initiatives going on with the government” and technology plays a very critical role in all, whether it is Make in India, Digital India or the Skill India campaign, General Manager SMS&P (Small and Midmarket Solutions & Partners) at Microsoft India, Meetul Patel told PTI on the sidelines of the Microsoft Worldwide Conference that concluded last week in Orlando.
“The government has done a tremendous job in building excitement around India. The programmes are easy and simple to understand,” he said in an interview.
“From Make in India, Digital India to the (focus on) smart cities, it is pretty evident that things are happening and it makes it easy for us as business people to talk to others in the rest of the world and say here is a story and there is a resonance that already exists in their minds about what is going on and it helps a lot,” he added.
Patel voiced optimism and enthusiasm over the possibility of a technological “explosion” in India as technology converges with the political environment.
“Microsoft’s technology combined with India’s passion and desire to enter the 21st century and our partners’ ecosystem readiness, you put all of this together and we are looking at a new era in terms of technology adoption in the country,” Patel said.
He said while it has been only a year for many of the government’s ambitious programmes to come in, “we can feel and see the momentum beginning to happen.”
He noted that while manufacturing is the focus of the Make in India initiative, quality and collaboration will be necessary to fit into the global supply chain and Microsoft tools like Office and Skype provide that very capability.
“In order to plug into a global supply chain, productivity, quality and collaboration are going to be necessary… Microsoft tools like Office provide that very capability,” allowing firms to communicate and collaborate across the world, Patel said.
“We have the technologies to allow them to become world class and integrated into the global supply chain,” he said.
Patel said that Microsoft’s partners recognise that India is a “growth opportunity” as they simply look at the “white space in the country – the population that has not started using technology.”
“Not many countries in the world have the size of population – consumer and small business – that have not begun to use technology as in India,” he said.
The solution providers that develop the applications that can be on cloud are also talking to the company and inquiring about applications relevant to the Indian consumer and small business, he said.
“The India story is a very exciting one. It is the biggest white space that exists in terms of opportunity for many companies to come in,” he added.
Patel also cited the initiatives taken by Microsoft in India to get women initiated in IT, programs to educate teachers and investment in educational institutions as “our efforts to get the environment and ecosystem ready to be able to support this growth.”
Referring to the government’s Skills India initiative, Patel said Microsoft’s cloud and mobility can help people learn and acquire new skills in unprecedented ways.
“The internet provides the ability to people to remote learn and get access to information…This is what cloud and mobility provide… We are opening the doors for people to learn and develop skills in a different format in a scale and speed that were never accessible before,” he said.
Patel, however, said that infrastructure still remains a challenge. “Not many countries in the world have the size of population – consumer and small business – that have not begun to use technology as in India,” he said.
The solution providers that develop the applications that can be on cloud are also talking to the company and inquiring about applications relevant to the Indian consumer and small business, he said.
“The India story is a very exciting one. It is the biggest white space that exists in terms of opportunity for many companies to come in,” he added.
Patel also cited the initiatives taken by Microsoft in India to get women initiated in IT, programs to educate teachers and investment in educational institutions as “our efforts to get the environment and ecosystem ready to be able to support this growth.”
Referring to the government’s Skills India initiative, Patel said Microsoft’s cloud and mobility can help people learn and acquire new skills in unprecedented ways.
“The internet provides the ability to people to remote learn and get access to information…This is what cloud and mobility provide… We are opening the doors for people to learn and develop skills in a different format in a scale and speed that were never accessible before,” he said.
Patel, however, said that infrastructure still remains a challenge.
Microsoft excited about India’s ‘Make in India’ and ‘Digital India’ initiatives | The Financial Express
tsunami
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Make in India in Defence: From rhetoric to reality
The last two months have been an interesting roller-coaster for defence minister Manohar Parrikar. While his humility, IITian intellect, decisiveness and workaholic nature have been appreciated, his statements on imported Ganesha idols, cross-border ops, OROP and the ‘Andhra mirchi’ rose temperatures. His decision to avoid speaking to the media for six months is fantastic, since it may allow him time to focus on bigger problems—like converting Make-in-India from rhetoric to reality.
The two defence giants—the US and China—have contrasting manufacturing models, with dependence on private and government sector, respectively. Excellence in the US is driven by the capital markets and in China by the fear of instant retribution. The US allows fully owned subsidiaries of foreign defence companies such as Airbus, BAE, Saab, Rolls Royce, Elbit, etc, while China doesn’t.
There are similarities, too. Both the US and China have a fierce will to dominate the world through a robust economy and a strong military. Both draw heavily on experts from their industry, universities and the SME sector; and use sale of defence products as a strategic tool in diplomatic negotiations.
In the late 1970s, the Chinese realised that their defence industry was becoming a ‘golden rice bowl’—rich, yet begging for more. Undertaking radical reforms, they were the fifth-largest arms exporters by 1987 and, in 2014, the third-largest.
In contrast, India, with the third-largest military and the seventh-largest defence budget, is totally dependent on the West for critical equipment. Several parliamentary committees and experts have highlighted a shortage of fighter jets, helicopters, submarines, missiles, artillery, assault rifles and ammunition, etc. India’s battle-readiness vis-a-vis the China-Pakistan alliance is getting worse by the day. This needs to change.
DPP 2015: Panacea or hype?
The Defence Procurement Procedure (DPP) 2015 is being awaited with great excitement. Media reports hint that DPP 2015 may accept the private sector as ‘prime integrators’ in complex projects. There are also scary concepts such as capping private firms to one ‘strategic’ project each, disallowing cross-holdings and expecting indigenisation targets of 60-65% under Buy and Make (Indian) programme.
The DPP expert committee comprises retired bureaucrats and military officers with no representation from the private sector. Despite hints from Parrikar of going for the ‘jugular’, DPP 2015 could turn out to be a cosmetic improvement of the previous version. This doesn’t gel with the expectations that industry had from the pro-reform NDA government.
For real Make-in-India to happen, we need a bold three-pronged approach: abolish state monopolies, support Indian private sector, and ease the entry of global OEMs.
Abolish state monopolies
Many blame our current state on poor government support to DRDO and DPSUs, ‘import-obsession’ of the forces and dubious defence deals in the past. While some of it is true, the fact remains that the state monopolies have failed on most counts, barring a few exceptions. Monopolies breed complacency, mediocrity and arrogance. Parrikar, who suffered DRDO’s arrogance as a young entrepreneur, has lamented how they ‘treat the supplier as dirt’.
The private sector is the employer of India’s best engineering and scientific talent. Thanks to their pathological disdain for the private sector, DRDO and DPSUs have systematically sidelined this vast talent pool. Their aloofness is camouflaged under the term ‘national security’, as if DRDO and DPSU employees are the sole preserve of integrity and patriotism.
DARPA, the US equivalent of DRDO, led by Delhi-born American scientist Dr Arati Prabhakar, has just around 140 technical personnel and no labs. It depends entirely on American industry, universities, government labs and individuals for cutting-edge research for the mighty US forces.
The 52 labs of DRDO and the 41 factories of OFB need to be audited for their output and the feedback from the end-users—the forces. The top 5-10 labs and factories may be retained, while the rest should be privatised or shut down if there are no takers.
Strengthen Indian private sector
Creating a robust defence industrial base in India will require several attitudinal shifts.
1.Our target should be the global market and not just domestic. We have done that in the space sector, with Isro routinely launching satellites for the UK, France, Germany and Singapore. It’s tough but not impossible.
2.The armed forces leadership should identify 8-10 technologies critical to India. The list may include missiles, stealth systems, cyber-security, avionics, communication systems, electronic warfare, super-alloys, composites, etc. The rest can come off-the-shelf. China is pragmatic enough to use imported engines for its fighter jets, while working hard to develop its own. Their strategy of ‘import, innovate and export’ has worked wonders.
3.Allocate at least 10% of the defence budget to R&D. Every R&D project and manufacturing contract should be bid out, with nothing going to state entities on a nomination basis.
4.Consolidate orders instead of each service headquarter doing its own thing. Going for a common platform along with customisation for different end-users makes better commercial sense.
5.Create 4-5 world-class defence and aerospace manufacturing hubs. Provide 10-year tax holidays. Establish a Defence Industry Promotion Fund (DIPF) for seed-funding of MSMEs.
6.Lastly, the defence ministry should engage better with the private sector. In the West, military procurement is handled by professional consultants with deep knowledge of supply chain, manufacturing, finance and legal issues; under the supervision of their defence ministries. This leads to faster deal closure, better contracts, reduced project costs and lower risk of obsolescence. The Rafale fiasco is a good case in point.
Ease the entry of global OEMs
The superficial bonhomie displayed by visiting heads of states should not mask harsh realities. Most love India as an arms market and not as a partner. They won’t pass on the latest defence technology to India and create competition for themselves. Their objective is to maximise growth and employment in their country, not in India.
We negotiated offsets with the American, Russian, French, British and Israeli companies for different equipment on a piecemeal basis. Theypassed on ‘build to print’ capabilities to Indian companies, which adds limited value. Instead, India should have consolidated requirements and demanded setting up of complete assembly lines for 2-3 critical platforms. China did precisely that. It consolidated its future demand for commercial aircraft as a bargaining chip and convinced Airbus to establish an A320 assembly plant in Tianjin. There’s now a facility for components of the A350 at Harbin and an A330 completion centre planned in Tianjin. In parallel, China’s aerospace company COMAC is working hard on its indigenous C919 and ARJ21 commercial aircraft.
We have wasted a year on the pointless debate on FDI. The increase from 26% to 49% has yielded precious little. It needs to be raised to at least 74% to enable real high-tech investments. The ecosystem that will be created will allow Indian companies and professionals to learn, innovate and export back to the OEMs. Two decades from now, some Indian companies may rise to become competitors to global defence players. The time for ‘band-aid’ solutions is over.
(Assisted by Manuj Jain, manager, aerospace and defence, KPMG in India)
The author is partner and India head of Aerospace and Defence at global consultancy KPMG.
Make in India in Defence: From rhetoric to reality | The Financial Express
The last two months have been an interesting roller-coaster for defence minister Manohar Parrikar. While his humility, IITian intellect, decisiveness and workaholic nature have been appreciated, his statements on imported Ganesha idols, cross-border ops, OROP and the ‘Andhra mirchi’ rose temperatures. His decision to avoid speaking to the media for six months is fantastic, since it may allow him time to focus on bigger problems—like converting Make-in-India from rhetoric to reality.
The two defence giants—the US and China—have contrasting manufacturing models, with dependence on private and government sector, respectively. Excellence in the US is driven by the capital markets and in China by the fear of instant retribution. The US allows fully owned subsidiaries of foreign defence companies such as Airbus, BAE, Saab, Rolls Royce, Elbit, etc, while China doesn’t.
There are similarities, too. Both the US and China have a fierce will to dominate the world through a robust economy and a strong military. Both draw heavily on experts from their industry, universities and the SME sector; and use sale of defence products as a strategic tool in diplomatic negotiations.
In the late 1970s, the Chinese realised that their defence industry was becoming a ‘golden rice bowl’—rich, yet begging for more. Undertaking radical reforms, they were the fifth-largest arms exporters by 1987 and, in 2014, the third-largest.
In contrast, India, with the third-largest military and the seventh-largest defence budget, is totally dependent on the West for critical equipment. Several parliamentary committees and experts have highlighted a shortage of fighter jets, helicopters, submarines, missiles, artillery, assault rifles and ammunition, etc. India’s battle-readiness vis-a-vis the China-Pakistan alliance is getting worse by the day. This needs to change.
DPP 2015: Panacea or hype?
The Defence Procurement Procedure (DPP) 2015 is being awaited with great excitement. Media reports hint that DPP 2015 may accept the private sector as ‘prime integrators’ in complex projects. There are also scary concepts such as capping private firms to one ‘strategic’ project each, disallowing cross-holdings and expecting indigenisation targets of 60-65% under Buy and Make (Indian) programme.
The DPP expert committee comprises retired bureaucrats and military officers with no representation from the private sector. Despite hints from Parrikar of going for the ‘jugular’, DPP 2015 could turn out to be a cosmetic improvement of the previous version. This doesn’t gel with the expectations that industry had from the pro-reform NDA government.
For real Make-in-India to happen, we need a bold three-pronged approach: abolish state monopolies, support Indian private sector, and ease the entry of global OEMs.
Abolish state monopolies
Many blame our current state on poor government support to DRDO and DPSUs, ‘import-obsession’ of the forces and dubious defence deals in the past. While some of it is true, the fact remains that the state monopolies have failed on most counts, barring a few exceptions. Monopolies breed complacency, mediocrity and arrogance. Parrikar, who suffered DRDO’s arrogance as a young entrepreneur, has lamented how they ‘treat the supplier as dirt’.
The private sector is the employer of India’s best engineering and scientific talent. Thanks to their pathological disdain for the private sector, DRDO and DPSUs have systematically sidelined this vast talent pool. Their aloofness is camouflaged under the term ‘national security’, as if DRDO and DPSU employees are the sole preserve of integrity and patriotism.
DARPA, the US equivalent of DRDO, led by Delhi-born American scientist Dr Arati Prabhakar, has just around 140 technical personnel and no labs. It depends entirely on American industry, universities, government labs and individuals for cutting-edge research for the mighty US forces.
The 52 labs of DRDO and the 41 factories of OFB need to be audited for their output and the feedback from the end-users—the forces. The top 5-10 labs and factories may be retained, while the rest should be privatised or shut down if there are no takers.
Strengthen Indian private sector
Creating a robust defence industrial base in India will require several attitudinal shifts.
1.Our target should be the global market and not just domestic. We have done that in the space sector, with Isro routinely launching satellites for the UK, France, Germany and Singapore. It’s tough but not impossible.
2.The armed forces leadership should identify 8-10 technologies critical to India. The list may include missiles, stealth systems, cyber-security, avionics, communication systems, electronic warfare, super-alloys, composites, etc. The rest can come off-the-shelf. China is pragmatic enough to use imported engines for its fighter jets, while working hard to develop its own. Their strategy of ‘import, innovate and export’ has worked wonders.
3.Allocate at least 10% of the defence budget to R&D. Every R&D project and manufacturing contract should be bid out, with nothing going to state entities on a nomination basis.
4.Consolidate orders instead of each service headquarter doing its own thing. Going for a common platform along with customisation for different end-users makes better commercial sense.
5.Create 4-5 world-class defence and aerospace manufacturing hubs. Provide 10-year tax holidays. Establish a Defence Industry Promotion Fund (DIPF) for seed-funding of MSMEs.
6.Lastly, the defence ministry should engage better with the private sector. In the West, military procurement is handled by professional consultants with deep knowledge of supply chain, manufacturing, finance and legal issues; under the supervision of their defence ministries. This leads to faster deal closure, better contracts, reduced project costs and lower risk of obsolescence. The Rafale fiasco is a good case in point.
Ease the entry of global OEMs
The superficial bonhomie displayed by visiting heads of states should not mask harsh realities. Most love India as an arms market and not as a partner. They won’t pass on the latest defence technology to India and create competition for themselves. Their objective is to maximise growth and employment in their country, not in India.
We negotiated offsets with the American, Russian, French, British and Israeli companies for different equipment on a piecemeal basis. Theypassed on ‘build to print’ capabilities to Indian companies, which adds limited value. Instead, India should have consolidated requirements and demanded setting up of complete assembly lines for 2-3 critical platforms. China did precisely that. It consolidated its future demand for commercial aircraft as a bargaining chip and convinced Airbus to establish an A320 assembly plant in Tianjin. There’s now a facility for components of the A350 at Harbin and an A330 completion centre planned in Tianjin. In parallel, China’s aerospace company COMAC is working hard on its indigenous C919 and ARJ21 commercial aircraft.
We have wasted a year on the pointless debate on FDI. The increase from 26% to 49% has yielded precious little. It needs to be raised to at least 74% to enable real high-tech investments. The ecosystem that will be created will allow Indian companies and professionals to learn, innovate and export back to the OEMs. Two decades from now, some Indian companies may rise to become competitors to global defence players. The time for ‘band-aid’ solutions is over.
(Assisted by Manuj Jain, manager, aerospace and defence, KPMG in India)
The author is partner and India head of Aerospace and Defence at global consultancy KPMG.
Make in India in Defence: From rhetoric to reality | The Financial Express
tsunami
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Volvo to export buses made in India to Europe
BENGALURU: Swedish commercial vehicles major Volvo on said it plans to use India for exporting its buses manufactured in the country to developed markets in Europe.
"We plan to use India for exporting our buses manufactured in India to developed markets in Europe," Volvo Buses President Hakan Agnevall told reporters here.
The first bus made in the Indian facility will be unveiled later this year in Europe, he added.
Agnevall said that among leading players in the global bus market "the company's Asia Leverage strategy aims to utilise its manufacturing presence in India and China to cater to demands also from other global markets."
The inter-city coaches and city buses, at present, from the Indian facility are being exported to countries in South Asia and South Africa, he informed.
"We are confident that going forward we will leverage the skills and strengths in India to meet the European market requirements," he added.
The other aspect of the Asia Leverage programme is to ensure that by catering to exports, the India facility will be able to face the cyclical domestic market demands, he said, adding, "the company will gradually scale up exports from India to cater to more and more markets in future."
Volvo Buses Senior Vice President (Business Region International) Akash Passey said the company is actively exploring opportunities to supply to new markets and in the long-term aims to enhance the role of India in its export plans.
Volvo Buses' plans coincide with central government's efforts to promote manufacturing through the 'Make in India' initiative, Passey said.
"This is a welcome step that will encourage companies to use local competence and expertise to cater to both domestic and export markets," he added.
To strengthen various manufacturing procedures, the company has invested an additional Rs 400 crore since 2011 to strengthen various manufacturing procedures, Passey said.
Presently, Volvo's manufacturing facility in Hoskote has a production capacity of 1,500 buses, he added.
Volvo to export buses made in India to Europe - The Times of India
BENGALURU: Swedish commercial vehicles major Volvo on said it plans to use India for exporting its buses manufactured in the country to developed markets in Europe.
"We plan to use India for exporting our buses manufactured in India to developed markets in Europe," Volvo Buses President Hakan Agnevall told reporters here.
The first bus made in the Indian facility will be unveiled later this year in Europe, he added.
Agnevall said that among leading players in the global bus market "the company's Asia Leverage strategy aims to utilise its manufacturing presence in India and China to cater to demands also from other global markets."
The inter-city coaches and city buses, at present, from the Indian facility are being exported to countries in South Asia and South Africa, he informed.
"We are confident that going forward we will leverage the skills and strengths in India to meet the European market requirements," he added.
The other aspect of the Asia Leverage programme is to ensure that by catering to exports, the India facility will be able to face the cyclical domestic market demands, he said, adding, "the company will gradually scale up exports from India to cater to more and more markets in future."
Volvo Buses Senior Vice President (Business Region International) Akash Passey said the company is actively exploring opportunities to supply to new markets and in the long-term aims to enhance the role of India in its export plans.
Volvo Buses' plans coincide with central government's efforts to promote manufacturing through the 'Make in India' initiative, Passey said.
"This is a welcome step that will encourage companies to use local competence and expertise to cater to both domestic and export markets," he added.
To strengthen various manufacturing procedures, the company has invested an additional Rs 400 crore since 2011 to strengthen various manufacturing procedures, Passey said.
Presently, Volvo's manufacturing facility in Hoskote has a production capacity of 1,500 buses, he added.
Volvo to export buses made in India to Europe - The Times of India
tsunami
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iPhone maker Foxconn in talks to build first Apple plant in India
Foxconn Technology is in talks to manufacture Apple's iPhone in India, government officials said, in a move that could lower prices in the world's No.3 smartphone market where the U.S. firm trails Samsung Electronics and local players.
India could help Foxconn mitigate accelerating wage inflation in China, where it makes the majority of iPhones, and base production sites closer to markets where its key clients want to grow.
Lower production costs could also help Foxconn keep hold of Apple orders amid intensifying competition with nimble manufacturing rivals such as Quanta Computer Inc.
"Foxconn is sending a delegation of their officers to scout for locations in a month's time," Subhash Desai, Industries Minister of India's western state Maharashtra, told Reuters.
Foxconn has said it is aiming to develop 10-12 facilities in India, including factories and data centers, by 2020, but had given no detail.
The Taiwan-based tech giant, the world's largest contract maker of electronic products, declined to comment on detailed plans on Thursday, citing commercial sensitivity.
Desai said Foxconn had yet to make any firm commitment, but he said the group was looking to manufacture iPhones, iPads and iPods, both for domestic as well as global sales.
Apple representatives in India did not respond to a request for comment on Thursday.
Apple's iPhone 6 with 16 GB sells for around 44,000 rupees ($687.82) in India, versus Samsung's Galaxy S6 with 32 GB which sells for around 40,000 rupees ($625.29).
It has 10 percent market share in India, trailing Samsung and local manufacturers such as Micromax, which dominate the market, according to Counterpoint Research Market Monitor.
MAKE IN INDIA
A return of Foxconn -- which was forced to shut up shop in India last year after client Nokia closed -- would be a major victory for India, which badly needs to turn its tech boom into a manufacturing and employment boost.
India, under Prime Minister Narendra Modi, has sought to reboot manufacturing, but the country is yet to rival China, particularly in technology where most factories will likely be assembly units to begin with.
But local businessmen are betting that as global companies invest in the country, suppliers will follow.
A lack of good infrastructure and suppliers are the biggest hurdles to making technology products in the country, forcing most of India's more than 100 different phone companies to get their products from the mature markets of China and Taiwan.
Apple is among the biggest clients for Foxconn -- the trade name for Hon Hai Precision Industry Co Ltd -- which also makes components for companies such as Xiaomi, Acer and Sony.
"The smartphone boom in India indicates the time is just right to focus on expansion plans and increasing volume in India to a comparable level with the China market in the next five years," said Sky Li, vice president of phone manufacturer OPPO.
India has the second-highest number of mobile phone accounts behind China. According to networking solutions company Cisco Systems, there will be 650 million smartphones in the country by 2019. The number of tablets will rise 9 percent to 18.7 million by then.
iPhone maker Foxconn in talks to build first Apple plant in India| Reuters
Foxconn Technology is in talks to manufacture Apple's iPhone in India, government officials said, in a move that could lower prices in the world's No.3 smartphone market where the U.S. firm trails Samsung Electronics and local players.
India could help Foxconn mitigate accelerating wage inflation in China, where it makes the majority of iPhones, and base production sites closer to markets where its key clients want to grow.
Lower production costs could also help Foxconn keep hold of Apple orders amid intensifying competition with nimble manufacturing rivals such as Quanta Computer Inc.
"Foxconn is sending a delegation of their officers to scout for locations in a month's time," Subhash Desai, Industries Minister of India's western state Maharashtra, told Reuters.
Foxconn has said it is aiming to develop 10-12 facilities in India, including factories and data centers, by 2020, but had given no detail.
The Taiwan-based tech giant, the world's largest contract maker of electronic products, declined to comment on detailed plans on Thursday, citing commercial sensitivity.
Desai said Foxconn had yet to make any firm commitment, but he said the group was looking to manufacture iPhones, iPads and iPods, both for domestic as well as global sales.
Apple representatives in India did not respond to a request for comment on Thursday.
Apple's iPhone 6 with 16 GB sells for around 44,000 rupees ($687.82) in India, versus Samsung's Galaxy S6 with 32 GB which sells for around 40,000 rupees ($625.29).
It has 10 percent market share in India, trailing Samsung and local manufacturers such as Micromax, which dominate the market, according to Counterpoint Research Market Monitor.
MAKE IN INDIA
A return of Foxconn -- which was forced to shut up shop in India last year after client Nokia closed -- would be a major victory for India, which badly needs to turn its tech boom into a manufacturing and employment boost.
India, under Prime Minister Narendra Modi, has sought to reboot manufacturing, but the country is yet to rival China, particularly in technology where most factories will likely be assembly units to begin with.
But local businessmen are betting that as global companies invest in the country, suppliers will follow.
A lack of good infrastructure and suppliers are the biggest hurdles to making technology products in the country, forcing most of India's more than 100 different phone companies to get their products from the mature markets of China and Taiwan.
Apple is among the biggest clients for Foxconn -- the trade name for Hon Hai Precision Industry Co Ltd -- which also makes components for companies such as Xiaomi, Acer and Sony.
"The smartphone boom in India indicates the time is just right to focus on expansion plans and increasing volume in India to a comparable level with the China market in the next five years," said Sky Li, vice president of phone manufacturer OPPO.
India has the second-highest number of mobile phone accounts behind China. According to networking solutions company Cisco Systems, there will be 650 million smartphones in the country by 2019. The number of tablets will rise 9 percent to 18.7 million by then.
iPhone maker Foxconn in talks to build first Apple plant in India| Reuters
tsunami
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Make In India: Vivo to open manufacturing plant in Noida in 3-4 months
Chinese handset-manufacturer Vivo on Wednesday said its new manufacturing plant in Noida will be operational in 3-4 months.
“Our 3 lakh square feet Noida facility will start operations in three-to-four months and by the end of the year will look at hiring 2,000 people. Our plant will have the ability to produce one million handsets by the end of next year,” Jerome Chen, deputy general manager at Vivo India, said.
Chen also said that the company would be investing Rs.125 crore by the end of the year in India.
Talking about competition, Chen said: “We are in India as the country is seeing a massive smartphone growth. We are not focusing on competition but on our core competencies like music, design to woo consumers and give them satisfaction.”
“We at Vivo are more concerned about avoiding big mistakes in our strategy. We aim to sell two million smartphones in India this year and six million handsets by the end of the next year,” he added.
Vivo, which is one of the top three players in China in terms of revenue, also launched the 4G LTE enabled X5 Pro smartphone at Rs.27,980.
Interestingly, the company has skipped the eye scanner which can be found on the Chinese version of the smartphone.
The device, which sports a 1.5GHz Snapdragon 615 octa-core processor and a 2GB RAM unit, will come with 16 GB ROM and an expandable memory of 128 GB. The phone will run on Android Lollipop at the base with Vivo’s Funtouch operating system 2.1 on top.
The smartphone, which has a 13MP rear and 8M front camera, comes with a 2,450mAH battery, dual SIM slots and a 5.2-inch super AMOLED full HD display.
Make In India: Vivo to open manufacturing plant in Noida in 3-4 months - Tech2
Chinese handset-manufacturer Vivo on Wednesday said its new manufacturing plant in Noida will be operational in 3-4 months.
“Our 3 lakh square feet Noida facility will start operations in three-to-four months and by the end of the year will look at hiring 2,000 people. Our plant will have the ability to produce one million handsets by the end of next year,” Jerome Chen, deputy general manager at Vivo India, said.
Chen also said that the company would be investing Rs.125 crore by the end of the year in India.
Talking about competition, Chen said: “We are in India as the country is seeing a massive smartphone growth. We are not focusing on competition but on our core competencies like music, design to woo consumers and give them satisfaction.”
“We at Vivo are more concerned about avoiding big mistakes in our strategy. We aim to sell two million smartphones in India this year and six million handsets by the end of the next year,” he added.
Vivo, which is one of the top three players in China in terms of revenue, also launched the 4G LTE enabled X5 Pro smartphone at Rs.27,980.
Interestingly, the company has skipped the eye scanner which can be found on the Chinese version of the smartphone.
The device, which sports a 1.5GHz Snapdragon 615 octa-core processor and a 2GB RAM unit, will come with 16 GB ROM and an expandable memory of 128 GB. The phone will run on Android Lollipop at the base with Vivo’s Funtouch operating system 2.1 on top.
The smartphone, which has a 13MP rear and 8M front camera, comes with a 2,450mAH battery, dual SIM slots and a 5.2-inch super AMOLED full HD display.
Make In India: Vivo to open manufacturing plant in Noida in 3-4 months - Tech2
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Make In India: Korea agrees for tech transfer; LNG ships to be built locally
In what could give a boost to the Make in India campaign, the government could soon nominate three local firms — Cochin Shipyard, L&T Shipbuilding and Pipavav Defence & Offshore Engineering — to build liquefied natural gas (LNG) transportation vessels for state-run GAIL (India).
The move comes in the light of these three shipyards signing memorandums of understanding (MoUs) with Korean firms for technology-sharing. Earlier, the Korean shipyards had expressed reservations in transferring their state-of-the-art technologies to Indian firms, even as they were keen on the business opportunity offered by India’s planned LNG imports.
Sources said after the ministry of external affairs took up the matter with the Korean government, the latter has agreed to allow Korean shipbuilders to share technologies with Indian firms as joint venture partners. The MoUs pave the way for construction of LNG vessels, which are cost-intensive and sophisticated, in India for the first time.
“These three firms would be nominated to build three vessels each in India,” a source privy to the development told FE.
B C Tripathi, chairman and managing director of GAIL, however, declined to comment.
GAIL (India) has drawn up a plan to invest an estimated $7.57 billion for hiring a fleet of sophisticated LNG ships to ferry gas from the US to India for 20 years, starting 2017. The cost, excluding fuel, canal and port call charges, which, again to be borne by GAIL, is seen to be close to $30 million.
The PSU gas marketing firm had failed to attract any Japanese or Korean shipbuilders to build LNG vessels in India after floating global tenders. The government had insisted that GAIL should ensure that a third of the shipbuilding must be on the Indian soil. However, no Indian shipyard has ever built a vessel to transport LNG and foreign giants based in Korea and Japan turned down India’s request to form joint ventures that facilitate transfer of technology.
The delay in finalising the tender could land GAIL in a crisis of not having LNG vessels on time to import gas from the US. The tender was first launched with a cut off date of October 30, 2014, which was later extended thrice: To December 4, January 6 and, finally, to February 17. External affairs minister Sushma Swaraj and petroleum minister Dharmendra Pradhan made an aggressive diplomatic push with South Korea for the exchange of technology.
In December last year, during Swaraj’s maiden trip to Seoul, she discussed with Korean minister of trade, industry and energy Yoon Sang-jick about co-production of LNG ships here, as part of the ‘Make in India’ programme.
Reports also said Swaraj offered that India would purchase giant LNG tankers from Korea outright, given its growing energy needs.
Four Korean shipyards qualified to participate in GAIL’s tender namely Samsung Heavy Industries, Daewoo Ship Building and Marine Engineering; Hyundai Heavy Industries and STX Offshore & Shipbuilding.
http://lng-projects.com/2015/07/19/...ps-to-be-built-locally-the-financial-express/
In what could give a boost to the Make in India campaign, the government could soon nominate three local firms — Cochin Shipyard, L&T Shipbuilding and Pipavav Defence & Offshore Engineering — to build liquefied natural gas (LNG) transportation vessels for state-run GAIL (India).
The move comes in the light of these three shipyards signing memorandums of understanding (MoUs) with Korean firms for technology-sharing. Earlier, the Korean shipyards had expressed reservations in transferring their state-of-the-art technologies to Indian firms, even as they were keen on the business opportunity offered by India’s planned LNG imports.
Sources said after the ministry of external affairs took up the matter with the Korean government, the latter has agreed to allow Korean shipbuilders to share technologies with Indian firms as joint venture partners. The MoUs pave the way for construction of LNG vessels, which are cost-intensive and sophisticated, in India for the first time.
“These three firms would be nominated to build three vessels each in India,” a source privy to the development told FE.
B C Tripathi, chairman and managing director of GAIL, however, declined to comment.
GAIL (India) has drawn up a plan to invest an estimated $7.57 billion for hiring a fleet of sophisticated LNG ships to ferry gas from the US to India for 20 years, starting 2017. The cost, excluding fuel, canal and port call charges, which, again to be borne by GAIL, is seen to be close to $30 million.
The PSU gas marketing firm had failed to attract any Japanese or Korean shipbuilders to build LNG vessels in India after floating global tenders. The government had insisted that GAIL should ensure that a third of the shipbuilding must be on the Indian soil. However, no Indian shipyard has ever built a vessel to transport LNG and foreign giants based in Korea and Japan turned down India’s request to form joint ventures that facilitate transfer of technology.
The delay in finalising the tender could land GAIL in a crisis of not having LNG vessels on time to import gas from the US. The tender was first launched with a cut off date of October 30, 2014, which was later extended thrice: To December 4, January 6 and, finally, to February 17. External affairs minister Sushma Swaraj and petroleum minister Dharmendra Pradhan made an aggressive diplomatic push with South Korea for the exchange of technology.
In December last year, during Swaraj’s maiden trip to Seoul, she discussed with Korean minister of trade, industry and energy Yoon Sang-jick about co-production of LNG ships here, as part of the ‘Make in India’ programme.
Reports also said Swaraj offered that India would purchase giant LNG tankers from Korea outright, given its growing energy needs.
Four Korean shipyards qualified to participate in GAIL’s tender namely Samsung Heavy Industries, Daewoo Ship Building and Marine Engineering; Hyundai Heavy Industries and STX Offshore & Shipbuilding.
http://lng-projects.com/2015/07/19/...ps-to-be-built-locally-the-financial-express/
tsunami
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Make in India programme to boost stainless steel demand
Government's Make in India programme will help in increasing stainless steel demand in the country, experts said.
They also urged the government and the private players to generate steel demand in the country and give push to developments in areas like ports, civil aviation, urban infrastructure and others.
Experts from the sector were participating in the fourth International Conference and Exposition on Indian Steel Industry: Going Global and Sustainable here.
"Stainless steel production share is more than 4 per cent of the total steel production in India as compared to less than 2.5 per cent globally.
"If substitution strategy continues to replace carbon steel with stainless steel, there will be a surge in demand for stainless steel in our country," Yatinder Pal Singh Suri, Country Head, Finnish stainless steel global major Outokumpu, one of the largest stainless steel maker, said.
There are over 400 grades of stainless steel for the diverse range of end use applications, he said.
In India, the dominant demand is from the utensils and kitchenware application segment, as high as 65 per cent, he said adding the industrial applications constitute about 35 per cent of the overall demand.
"The local product range capability is rather limited, so imports are vital for high end advanced materials requirements of end users," he said.
Speaking at the Steel Summit, he said per capita use of stainless steel in India is less than 2.5 kg as compared to 10 Kg in China.
"Due to Make in India campaign, the need for stainless steel for industrial equipment will gallop and hopefully in next decade we can aim to achieve per capita of 6 Kg. Imagine how much more capacities we would create to meet that demand," he said.
Research and development capability in domestic stainless industry needs to be enhanced, he said.
The government should encourage cooperation between the global majors and local mills to upgrade domestic capabilities, steel makers opined.
India has extremely ambitious infrastructure growth plans ahead, they said.
http://www.business-standard.com/ar...st-stainless-steel-demand-115072300866_1.html
Government's Make in India programme will help in increasing stainless steel demand in the country, experts said.
They also urged the government and the private players to generate steel demand in the country and give push to developments in areas like ports, civil aviation, urban infrastructure and others.
Experts from the sector were participating in the fourth International Conference and Exposition on Indian Steel Industry: Going Global and Sustainable here.
"Stainless steel production share is more than 4 per cent of the total steel production in India as compared to less than 2.5 per cent globally.
"If substitution strategy continues to replace carbon steel with stainless steel, there will be a surge in demand for stainless steel in our country," Yatinder Pal Singh Suri, Country Head, Finnish stainless steel global major Outokumpu, one of the largest stainless steel maker, said.
There are over 400 grades of stainless steel for the diverse range of end use applications, he said.
In India, the dominant demand is from the utensils and kitchenware application segment, as high as 65 per cent, he said adding the industrial applications constitute about 35 per cent of the overall demand.
"The local product range capability is rather limited, so imports are vital for high end advanced materials requirements of end users," he said.
Speaking at the Steel Summit, he said per capita use of stainless steel in India is less than 2.5 kg as compared to 10 Kg in China.
"Due to Make in India campaign, the need for stainless steel for industrial equipment will gallop and hopefully in next decade we can aim to achieve per capita of 6 Kg. Imagine how much more capacities we would create to meet that demand," he said.
Research and development capability in domestic stainless industry needs to be enhanced, he said.
The government should encourage cooperation between the global majors and local mills to upgrade domestic capabilities, steel makers opined.
India has extremely ambitious infrastructure growth plans ahead, they said.
http://www.business-standard.com/ar...st-stainless-steel-demand-115072300866_1.html
pmaitra
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Thread were merged. Posts were not merged, IIRC.
salute
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not what merged why and who ???
Last edited:
pmaitra
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Already answered in post #71. Please refer to post #71.
