Growth Strategies Industrial Manufacturing Companies 1113 1

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Manufacturing

White Paper

Next Level Growth Strategies
for Industrial Manufacturing Companies

About the Author(s)

Milind Karve
Consulting Partner, Manufacturing Innovation and Transformation Group, TCS
Milind has over 22 years of rich experience in the manufacturing domain, covering areas
such as supply chain consulting, IT consulting, account management, IT strategy
definition, business planning and execution. He leads the Industrial Manufacturing subvertical within the Manufacturing Industry Solutions Unit at TCS, and is currently focused
on growing the unit's services in Japan.

Harish Shetty
Business Consultant, Manufacturing Innovation & Transformation Group (ITG), TCS
Harish has over 11 years of experience in the manufacturing consulting space. His
functional focus areas comprise production planning, strategic sourcing, order
management and new product introduction (NPI). Harish is a 'Lean Manufacturing'
expert and has successfully executed various cost optimization as well as product and
process improvement projects for leading industrial manufacturing organizations.

Pooja Ranjan
Assistant Consultant, Manufacturing Innovation and Transformation Group (ITG), TCS
Pooja Ranjan has over 10 years of experience in the manufacturing consulting space. Her
functional focus areas are customer experience management (CEM), primarily in the
sales and marketing function, where she has been a part of numerous successful
consulting engagements for several leading manufacturing organizations.

The industrial manufacturing industry has undergone significant change over the last two
decades. The core philosophy of manufacturing operations has changed, from the Plan-DoCheck-Act (PDCA) model prevalent in the 1990s, to the operational expenditure (OPEX)
focused model that we see in practice today. This shift is due to changes in the technology
landscape, emergence of new competitive forces and changing customer expectations. All
these parameters have increased the complexity of the industrial manufacturing business
environment. In such circumstances, manufacturers are attempting to increase the top line
by expanding their global presence, devising and adopting newer business models,
developing innovative products with differentiated pricing methods, and enhancing the
customer's positive experience — thereby ensuring loyalty and retention.
However, these initiatives alone cannot provide the necessary far-reaching effects unless they
are harnessed to the right technology enablers. Next generation technologies including
social media, mobility, Big Data coupled with analytics, and cloud, can not only change the
outlook of the industrial manufacturing industry, but also play a significant role in influencing
the growth trajectory of the industry.
This paper discusses the various trends that impact the growth of the industrial
manufacturing industry and sheds light on how next generation technologies will be
prominent influencers of growth.

Contents

Evolution of the Industrial Manufacturing Industry and the Changing Role of IT
Vendors

5

Growth Trends Shaping the Industrial Manufacturing Industry

7

Focus on Growth Markets

7

Departure from Traditional Business Models

8

Differentiated Pricing

9

Product Differentiation

9

Focus on Customer Retention

11

Next Generation Technologies Influencing Growth in the Industry

11

The Way Forward and How IT Service Providers can help

14

Conclusion

15

Evolution of the Industrial Manufacturing Industry and
the Changing Role of IT Vendors
Industrial manufacturing is a diversified industry that includes a wide range of discrete manufacturing products,
from simple hand tools to complex machines, from daily use appliances to heavy-duty industrial equipment, and
from standard machinery to turnkey projects involving engineer-to-order (ETO) manufacturing. Thus, customers of
this segment of the manufacturing industry range from retail consumers to large industrial set-ups.
The industrial manufacturing industry has come a long way since the 1990s - an era which marked a change in the
way the industrial manufacturing industry operated, due to a surge in the usage of computers and Information
technology. The core philosophy of industrial manufacturing has evolved from the Plan-Do-Check-Act (PDCA)
based-manufacturing in the 1990s, through lean-based manufacturing during the early 2000s, to operational
expenditure (OPEX) control-focused manufacturing in present times. Today, shared infrastructure, management of
multiple customer touch-points, explosive growth of enterprise data and its management, are factors contributing
to the many changes in the industry. The evolution of the industrial manufacturing industry from the perspectives
of manufacturing philosophy, outsourcing levels, and customer expectations, is shown in Figure 1. The figure also
shows how forces driving the industry have changed over time.
The expectations that industrial manufacturing players have from their system integrators have also changed.
Earlier, industrial manufacturing players focused on increasing accuracy and efficiency in transactional activities
and augmenting the skills of their workforce. These requirements have become hygiene factors today. Now
manufacturers demand innovative solutions with the potential to disrupt, something that allows them to provide a
unique experience to their increasingly empowered customers. They now focus on adopting newer technologies
for customer management and are aligning the enterprise as per the emerging business needs. Demand for
internet and telecommunications technology was strong in the 1990s, while Product Lifecycle Management (PLM),
Customer Relationship Management (CRM) and Enterprise Resource Planning (ERP) were widespread during the
early 2000s. In recent times, next generation technologies including social media, mobility, Big Data coupled with
advanced analytics, and cloud are high on the strategic agenda of
manufacturers. In line with other changes, performance metrics too have
Innovative solutions that
changed, with innovation and productivity improvements becoming
have the potential to
important measurement parameters. Concurrently, reporting mechanisms
disrupt the status quo and
have evolved, from transaction-based to diagnostic and more recently, to
allow manufacturers to
predictive reporting.
provide a unique
In light of the changing business priorities, the relationship between
manufacturers and information technology vendors has evolved from the
transaction-based relationship of the 1990s, to a more 'business advisory'
association in recent times, thus altering the strategic intent towards
technology adoption.

experience to their
increasingly empowered
customers are the need of
the hour.

5

Innovative solutions that have the potential to disrupt the status quo and allow manufacturers to provide a unique
experience to their increasingly empowered customers are the need of the hour.

Deming/
PDCA
1990 - 2000
Transaction-based reporting
(Data silos from multiple
legacy systems)




Y2K bug fixing
Engineering change notice
2D to 3D conversion

2000 - 2010
Diagnostic analysis
(Refreshed integrated
enterprise data)









Op-Ex

Six Sigma/ Lean/ VAVE

Thin margins
Staff augmentation




End-to-end ERP
implementation
Concept to Component
Product cost out (VAVE)
SCM transformation
Emerging markets
Supplier collaboration

2010 onwards
Predictive analysis
(Real-time enterprise data)













Internet
FTP
Telecommunication technology














Number of tickets solved
Number of drawings produced
Number of RFQs prepared

Skill augmentation
Accuracy
Efficiency

Formal Relationship









CAD/CAM/CAE
MES

Savings by LOC program
Supply chain cost
COPQ

Resource optimization














Shared infrastructure
Multiple customer touchpoints
Growth of enterprise data and
its increasing importance
Social media
Mobility
Big Data/ Analytics
Cloud

Net Promoter Score (NPS)
Customer adoption rate
Innovation index

Unique customer experience
for end user
Disruptive innovation

Cloud

Servers/ Internet

Mainframes






PLM
CRM
ERP/WMS
BI

Identification of strategic
opportunities
Develop IT/ NPI/ SCM roadmap
Enhance customer experience

Transaction based
Mass production

Managed Services



Outcome based

Partnership
Operational excellence




Business advisory
Service & Innovation

Legend
Sample outsourced
projects

Industry forces

Technology enablers

Metrics

Expectations of
industrial manufacturers
from IT service providers

Figure 1: Evolution of the partnership between the industrial manufacturing industry
and its IT partners (Source: TCS internal research)

6

Growth Trends Shaping the Industrial Manufacturing
Industry
From our assessment of the industry based on internal research and experience gained over multiple engagements
with leading industrial manufacturing players over the years, we have identified the following key growth trends
that are shaping and re-shaping the industry:

Focus on Growth Markets
Emerging economies including Brazil, China, India, Indonesia, Mexico, and Russia are increasingly becoming
epicenters of growth in the emerging context of global economic scenario; hence, most major industrial
manufacturers are considering venturing into these markets to fuel their growth. For instance, one of TCS'
customers, a large electrical and automation giant, desires to be in a 'best-in-class' emerging market position.
Another diversified Fortune 100 company and TCS customer has a strategic focus on 'High Growth Regions' and has
achieved growth of 17 percent CAGR in this region, compared to four to six percent growth in developed markets
in the last decade. Though emerging markets offer high growth opportunities, multinational organizations face
challenges that are different from what they face in the developed economies. Understanding local requirements
and incorporating the same into product design and price, and ensuring a balanced mix of local talent are some of
these challenges. Often, after-sales services like renting equipment that play a key role in revenue growth for the
industrial manufacturing industry in developed economies, are not as important in emerging markets probably
due to market immaturity. Industrial manufacturing organizations are therefore adopting various strategies as
mentioned below to counter these challenges in order to gain and thereafter, sustain market leadership.
1. In-country-for-country manufacturing – Industrial manufacturers are focusing on local or 'in-country-forcountry manufacturing' in emerging economies. The focus is shifting from 'Global R&D and Local Engineering' to
'Local R&D.' Manufacturers are using the latest available technology in their home countries to design products
and solutions that meet local customer needs. They are realizing the importance of becoming a 'Local
Competitor' in the local market. For example, a German automation giant which traditionally only manufactured
products in India has opened an 'India Engineering Centre' to design and test equipment suitable for the local
market.
2. Collaboration with local players as well as multinational competitors – Customers today demand one-stop
solutions and hence manufacturers are ready to collaborate with local as well as multinational competitors to
offer comprehensive end-to-end solutions. In India, a German multinational recently collaborated with a local
manufacturing giant to offer a comprehensive solution to a government customer. Industrial manufacturers,
once resistant to such arrangements, are now eager to tap these growth opportunities.
3. Focus on niche markets earlier ignored – Manufacturers are looking at opportunities to serve niche markets
which were earlier ignored as not having much growth potential. They are focusing on increasing the breadth as
well as the width of their customer base, by innovating solutions for niche markets as well as making existing
products available to untapped markets. For example, a multinational electrical and electronics manufacturer
has started providing finance packages to its customers to ensure that even small customers can afford its
products.
7

In addition to these strategies, manufacturers are using transfer pricing and
IP rights protection strategies to overcome the challenges in developing
markets.

Departure from Traditional Business Models

In-country-for-country
manufacturing, local and
international collaboration,
and niche market focus, are
emerging as key growth
strategies for industrial
manufacturing players.

One of the many concerns for businesses today is how to ride out the downs
in the business cycle, how to mitigate risks arising out of the economic
slowdown, and how to meet changing customer expectations that are
continuously evolving due to the changing business environment. These
concerns are spurring organizations to develop new business models along with a balanced product portfolio with
both short- and long-order cycle products.
In a bid to create differentiation, organizations are focusing on developing product portfolios comprising end-toend offerings for customers. Our research and experience shows that the R&D spend of leading industrial
manufacturing players has been increasing, indicating that they are allocating larger budgets to develop new
products or improve existing products. In addition to focusing on in-house product development, organizations are
leveraging their alliances and partnerships for product development. Besides, to fill the gaps in product offerings,
many organizations are acquiring companies that provide complementary offerings to theirs. For example, one of
our clients is a Swedish major in power and automation technology that spends four percent of turnover on R&D.
One of its key strategic initiatives for 2011-15 is to make value-creating acquisitions that will close key gaps in its
product portfolio, and market and geography lines. As a part of this strategy, it acquired a manufacturer of drives,
motors and generators, to broaden the product offerings of its Discrete Automation and Motion Division in North
America.
From our experience in working with leading manufacturers, and through our interactions with analysts, we have
found that industrial manufacturers are looking to their IT Service Provider to enhance their product/ service
offerings and consequently help in revenue growth. A consortium-based approach for large projects, led by the
prime IT service provider, in collaboration with sub-system vendors, is gaining ground in the industrial
manufacturing industry.
Organizations are innovating new business models to increase the top line as well as the bottom line. Many
manufacturers are moving away from a product-centric approach to a more service-oriented one. There has been a
visible leap from the traditional break-fix on demand services, to service solutions with agreements on servicelevels – a move towards providing services that are much more integrated, along with technology-driven,
intelligent services. Manufacturers are increasingly providing remote maintenance and diagnostics, proactive
condition monitoring for early detection of possible faults, asset performance management, software modeling of
components such as bearings and shafts, etc. Technologies such as industrial internet (integration of complex
physical machinery with networked sensors and software) are shaping the industry in a big way. For example,
today, services represent 75 percent of industrial earnings of one of our clients (an American multi-national
conglomerate), an increase of 100 percent over the past decade. Further, the conglomerate is making major

8

investments in software and analytics to make smarter machines with the ability to extract and analyze data, by
leveraging the power of the industrial internet.
Also, some of the heavy engineering manufacturing companies in this industry are adopting the 'design anywhere,
manufacture anywhere and service everywhere' concept to strengthen the market spread and bring uniformity and
standardization in product design and manufacturing technologies. The 'service everywhere' concept also supports
the service-centric approach highlighted above, since it focuses on rendering services to the customer globally.
This demands improvisation in service models and execution, and provides new opportunities for revenue growth.

Differentiated Pricing
Traditionally, industrial manufacturers have used the cost-plus pricing strategy to determine the selling price, based
on the manufactured cost and adding the target gross profit margins. However, due to eroding margins and
customers demanding more value for the price they pay for products and services, this pricing method is not viable
in today's environment. Many manufacturers are now shifting to newer models of bundled pricing, dynamic pricing
and value-based pricing. While bundled pricing aims to lower marketing and selling cost, dynamic pricing allows
the price to change in response to supply and demand conditions (a basic, yet highly effective form of dynamic
pricing is online auctioning). Industry analysts and subject matter experts (SMEs) predict that up to one-third of
B2B e-commerce in the next several years will involve dynamic pricing. In contrast, value-based pricing is almost
the opposite of cost-driven pricing, and uses the buyer's perception of value to drive the price by allowing
companies to grab a higher share of consumer surplus for the value being rendered to the consumer.
In addition, as services are gaining ground in the portfolio of industrial manufacturers, the latter are actively
considering lifecycle costing and performance-based approaches. The lifecycle costing-based approach takes into
account the outlay of money required during the entire lifecycle of the product — purchase, installation,
maintenance, disposal etc. Thus it allows manufacturers to tap into the customer services opportunity while
creating a unique buying experience for the end-customer. Performance-based pricing, on the other hand, allows
the buyer to pay only for actual services rendered by the service provider. This approach is gaining ground because
customers today want the seller to share the risk related to the execution of the services, and often have
performance-linked penalty clause(s) written into the service contracts. However, the transition to these pricing
models offers numerous challenges and often demands a holistic approach from the organization.
In addition to adopting newer pricing models, manufacturers are also investing in newer technologies to aid in
pricing and profitability management. For instance, one of our clients, a Fortune100 industrial manufacturer,
recently employed an advanced pricing tool along with SAP ECC 6.0, to improve visibility and to take more
informed pricing decisions; this tool has helped deliver 1-6% incremental return on sales for some of the product
segments.

Product Differentiation
Industrial manufacturers today are attaching great importance to product differentiation to drive revenue growth.
They understand that to improve sales, customers need to be convinced of the superior value of the product or

9

service as compared to a competitor's products. Recently, the CEO of a Fortune 100 diversified manufacturing
company spelt out his vision for the company — “We want to become the 'Apple' of the manufacturing world.”
Manufacturers are consciously trying to develop and project various value-adds of their products to their
customers, thereby building a differentiated brand.
Traditionally, New Product Introduction (NPI) in the industrial manufacturing industry was primarily to improve the
bottom line of the company. Manufacturers considered it important to optimize costs in the NPI process and create
a product portfolio as per the available technology in the market. But now, manufacturers are focusing on
developing products as per customer needs and preferences. Our internal research shows that to remain ahead of
competition and capture market leadership, industrial manufacturers are adopting various strategies for product
differentiation as mentioned below:
1. Co-innovation strategy: Co-innovation or co-creation involves collaborating with customers as well as
suppliers in the product development process. This ensures that the products are designed as per customers'
requirements and are aligned with the manufacturing processes. Most global organizations leverage online
panels of engineers to evaluate their products during the development phase, thus avoiding rework and overengineering. Co-innovation improves the chances of a successful product launch and ensures realization of
expected revenues.
2. Product Platform strategies: A platform strategy involves component re-use to leverage economies of scale
across different products or offerings, while minimizing its impact on performance and/or differentiation of any
product variant. This strategy has been widely employed in the automotive industry, Volkswagen being a prime
example (the auto giant uses four platforms to roll out all its vehicles). This concept is gaining popularity with
industrial manufacturers as, with increasing competition, there is now a stronger focus on introducing new and
differentiated products with reduced 'time to market.' Industrial manufacturers, specifically power tool, power
equipment, and control and automation equipment manufacturers, are increasingly utilizing this strategy.
3. Next generation technologies: Mobility, Big Data and cloud computing are transforming the way
manufacturing companies operate. These technologies have the potential to change the business model of
manufacturing companies. Industrial manufacturing companies are realizing the importance of employing
these new generation technologies in order to remain relevant in the
ever-evolving business environment. Manufacturers are looking at
opportunities to leverage Big Data and mobility, not just for tangible
Co-innovation, component
benefits to the company, but to create services that add value for their
reuse, and next generation
customers. For example, a Swedish electrical multinational has listed the
technologies can help
application of disruptive technology and/or business models to bring
industrial manufacturers
value propositions to customers, as one of its top five business priorities.
bring about significant
The company is actively utilizing new technology and business models
product differentiation.
emerging from these technologies to position itself for market
leadership.

[1] Security Systems News, Honeywell aims at doubling residential penetration (Nov 2012), accessed Aug 5, 2013,
http://www.securitysystemsnews.com/article/honeywell-aims-doubling-residential-penetration

10

Focus on Customer Retention
In today's connected world with empowered customers, customer management has become the focal point for all
businesses. Manufacturers are focusing on newer models to retain their customers, thereby ensuring recurring
revenues as a result of repeat purchase of products, services and spares. They are also changing their business
approach, moving away from 'transactional' relationships to the management of 'user experiences'— and giving
their customers a unified and unique experience across all touch points. This calls for a 360-degree view of the
customer that can potentially open new avenues for manufacturers to generate revenue at various touch-points.
Therefore, leveraging technology in order to digitize all touch-points across multiple channels and glean actionable
insights into customer behavior is high on the investment agenda. For instance, a Fortune 100 industrial
manufacturer has taken the initiative to enhance customer experience by developing a holistic view of the
customer interaction with the organization. This demanded changes not limited to any specific tool, technology, or
an IT solution, but at the organization level.
Also, a next generation supply chain that is closed loop, scalable and visible enough to provide collaboration
opportunities from vendor to end-customer is of primary importance to operational excellence in customer
management. For instance, warranties have traditionally been considered in isolation, but now companies can
improve the quality and reliability of the product by offering closed loop warranties.
Manufacturers are also paying more attention to managing the installed base of customers in order to mine every
opportunity to cross-sell and up-sell products. In addition to increasing the top-line, this also helps improve the
relationship with the customer.

Next Generation Technologies Influencing Growth in
the Industry
Industrial manufacturers, who mainly operate in the B2B market segment, are realizing the strong impact of next
generation technologies on revenue growth. We have found that industrial manufacturing companies are seriously
evaluating and investing in next generation technologies to stay ahead of competition and to continue to be the
preferred choice of their customers. Table 2 illustrates the impact of next generation technologies on various
factors contributing to growth in the present time.

11

Growth
Growth
Trends
Trends

Focus on
New as
well as
Niche
Markets

Social Media
Social Media
Mobility

Big Data coupled with
Analytics Cloud

Big Data coupled
Mobility
with Analytics

Cloud

Use Case

Impact

Use Case

Impact

Use Case

Impact

Use Case

Impact

Product Sentiment
Analysis from
social media

M

Real-time
alignment of
demand and
supply

M

Market
segmentation

M

Real-time
collaboration
with channel
partners

H

H

Actionable
insights tied to
business
outcomes of endcustomer

H

Collaboration
with
customers for
real time
analytical
services

H

H

Use of cloud as
centralized
data base to
store pricing
information

L

H

H

Departure
from
Traditional
Business
Model

Solutions
(Product+ services)
Branding

Differentia
ted Pricing

Voice of Customer
study for
competition
analysis

M

H

Intelligent Services
*

Configure and
compare products
on the move

Differentia
ted
Product
Platform

Supplier and
customer
collaboration for
innovation

M

Mobility
enablement to
reduce time-tomarket

Focus on
Customer
retention

Digital touch
points & VOC for
customer care

H

Mobile enabled
e-commerce &
customer care

L

Pricing and
Margin Analysis

M

Track entire
product
development
cycle process
effectively
through stage
gate analytics for
better decision
making

H

Real time
collaboration
of engineering
centers across
geographies

H

Leveraging Big
Data for better
customer insights

H

Infrastructure
for mobile
equipment

L= Low, M=Medium, H=High
* Intelligent services refers to the continuous collection of time series data from smart devices, along with analysis and
interpretation, to gain actionable intelligence to improve operational performance. For example, the sensor on the air
compressor installed on the shop floor sends an alert to the maintenance manager that the temperature is climbing, enabling
the maintenance manager to look into the cause of the problem and avoid a fault or breakdown.

Figure 2: Framework depicting the influence of technology on growth trends
(Source: TCS internal research)

12

Figure 2 depicts the impact (Low - L, Medium – M and High - H) of social media, mobility, analytics and cloud
(SMAC) technologies on the growth trends in the industrial manufacturing industry, along with illustrative use
cases. For instance, we believe that organizations can leverage Big Data to gain valuable customer insights which
can then be used in decision making, and take corrective action to improve the customer retention levels. Thus, Big
Data can have a high impact on the 'Focus on Customer Retention' growth trend.
A few illustrative use cases listed in Figure 2 are elaborated in some detail in Figure 3.
Digital Touchpoints
& VOC

Pricing & Margin Analytics

Ability to know the customer,
satisfy the customer and monetize
the customer relationship by
leveraging actionable insights from
multiple customer touchpoints and
listening to the voice of the customer

Achieving operational excellence by
leveraging the power of real time
data and analytics. Deriving
actionable insights by modeling
business ‘scenarios’ related
to SKU reduction and pricing
optimization

Additional Enablers:
Mobility, Big Data and
Analytics

Additional Enablers:
Big Data and Analytics
KPIs affected: Net
Productivity %, Gross Margin

KPIs affected: Net
Promoter Score (NPS),
Adoption Rate

Major
Emerging
Technology
Enablers
Intelligent Services

Collaboration with
customers and business partners

Technologies allow smarter
Intelligent services refer to
and faster ways for individuals
the continuous collection of time
and teams to create value
series data from smart devices,
through interactions. It also
along with analysis and
enables decentralization of innovation
interpretation, to gain
through collaborative networks, resulting in
actionable intelligence
Smart Products with reduced time to market.
to improve operational
performance
Additional Enablers:
Social media, Mobility,
Additional Enablers:
Big Data and Analytics
Mobility, Big Data and Analytics,
Cloud
KPIs affected:
Net Innovation Index,
KPIs affected: Net
Time to market
Efficiency improvement

Social

Mobility

Analytics and Big Data

Cloud

Figure 3: Illustrative use cases depicting influence of technology

13

We have found from our experience that the manufacturing industry has been slower than other industries like
retail and telecom, to incorporate new technologies into its operations. However, today industrial manufacturers
are increasingly exploring business cases and possible return on investment (ROI) opportunities that new
generation technologies can offer. Even though they may be unsure about the exact rate of return, no one has any
doubts about the long term impact these technologies will have on the way business is carried out in future. In
addition, most do not wish to lag behind and miss the opportunity.

The Way Forward and How IT Service Providers can
help
IT service providers are no longer looked upon as just IT vendors – there is a visible shift in the role they play, as can
be seen in Figure 1. As stated earlier, IT service providers are expected to play the role of a true service integrator in
executing large projects by collaborating with sub-system vendors.
Industrial manufacturers are now looking at leading service providers to help them harness the power of next
generation technology to fuel their growth. Some of the areas where industrial manufacturers looked to use next
generation technologies are:


Fostering product innovation and conceptualization by shortening the decision time in adopting out-of-box
ideas, and reducing time-to-market.



Augmenting the service portfolio by bundling products with service offerings enabled by next generation
technologies. For instance, a building automation business unit of a large automation and controls solutions
company has started offering services comprising mobile monitoring and control applications along with home
security, safety and comfort products.



Optimizing plant operations leading to improved operational performance and productivity on the plant floor.



Predictive maintenance on the shop floor.



Quality improvements by exploiting untapped unstructured enterprise-wide quality data to improve product
quality, reduce cost, increase profits and reduce waste.



Increasing customer responsiveness

Service providers are gearing up to support this challenge by creating industry-specific solutions, and leveraging
their cross-industry experience to help industrial manufacturers with use cases and solutions in technologies like
Big Data and enterprise mobility. They have built accelerators as their proprietary tools to aid in faster
implementation of next generation technologies. These tools help in Meta data management, social media data
adoption, data migration and sensor data capture and transport. In this way, service providers can also take on the
role of business advisors to enable manufacturers to bring about disruptive innovations leveraging next generation
technologies.
14

Conclusion
Industrial manufacturing organizations are striving hard to increase their top line amid increasingly complex and
competitive industry dynamics. Managing business challenges while ensuring growth demands a change in
strategy, business models, processes and technology. Next generation technologies are disrupting the status quo,
and have immense potential to influence growth. Thus, manufacturers need to carefully evaluate technologyenabled options to craft their strategies for profitable growth, starting with a 'working prototype' and scaling up
depending on the initial success. Accurately strategized and executed technology-enabled business models
present tremendous opportunities to profitably grow the business and create enormous shareholder value for
industrial manufacturing businesses.

15

About the Manufacturing Solutions Unit
Global manufacturers are trying to reduce operational expenditure, invest in process improvements,
utilize existing capacity optimally and increase efficiencies, while maintaining product quality and
meeting safety and regulatory norms. TCS' Manufacturing Solutions Unit provides you the
bandwidth to innovate on business models by leveraging contemporary technology solutions.
We believe in leveraging learning from across segments in developing business solutions. Be it in
applying the concepts of Lean new product introduction from discrete industries to a chemical
manufacturer, or leveraging the aerospace industry experience in service management for the
automotive sector, our dedicated Manufacturing Centers of Excellence (CoEs) dedicated to these
focus verticals are continuously looking at breakthrough solutions. Clients can benefit from our rich
experience in both the discrete (automotive, industrial machinery and equipment, aerospace) and
process industries (chemicals, cement, glass and paper).

Contact
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