India’s CV industry stands out with strong domestic participation and a clear openness to new technologies. This unique mix of scale and adaptability positions it well for the next phase of growth and innovation.
The world today is very different from what it was even five years ago. Supply chains have been tested again and again. Geopolitics is influencing costs, availability and even how companies plan their future. And in this changing world, competitiveness is no longer just about cost. It is about control—control over technology, supply chains and markets, Mr. Harish Lakshman, Chairmen, Rane Group has said.
Speaking at the recently concluded Commercial Vehicle Summit 2026, on ‘Manufacturing competitiveness, supply chain & exports,’ he said, in this shift, “I see a big opportunity for India.” More and more, the country is being seen as a reliable, long-term manufacturing base. But this opportunity will not come automatically. “We have to earn it through execution,” he said.
From a commercial vehicle industry perspective, India is in a unique position. It has strong domestic participation, and is open to adopting new technologies—whether it is in powertrains, safety or connected systems. This gives both resilience and the ability to grow. But to truly compete globally, “we need to get the basics right at the factory level,” he said. Today, it is not about choosing between cost, quality or speed. It is necessary to deliver all of them together. That means better processes, less waste, higher efficiency and building quality right at the source. It also means using automation and digital tools in a smart way—not everywhere, but where it truly adds value.
At the same time, supply chains have to become stronger. The old model of chasing the lowest cost is no longer enough. “We need deeper localisation, closer partnerships with suppliers and better visibility through digital systems. It is about moving from just efficiency to resilience,” he pointed out.
From the investors standpoint, one thing is very clear—they are looking at India seriously. But being considered is not the same as being chosen. They want consistency, clarity and proof that the country can deliver. Government policies are moving in the right direction, and infrastructure is improving. But “as an industry, we must match that with discipline and speed,” he mentioned.
Another important shift is in how to think about products. It is not enough to build for India alone. “We must design, build and export from India. That means understanding global needs, meeting global standards and delivering consistently. When we do that, ‘Made in India’ will stand for capability, not just cost,” he noted.
Mr. Lakshman he believed that success will depend on four key factors—speed of execution, depth of capability, strength of collaboration across the value chain, and the willingness to invest ahead of time. In today’s world, waiting for certainty is not an option. To lead, companies must move early—and move with conviction, he emphasised.
