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Enterprise & Industrial
Rebuilding EV & Automotive Manufacturing
India's automotive sector is racing toward a $300B target with ₹25,938 Cr of PLI capital on the table — but the incentives come with hard localisation mandates (50%+ DVA), and most manufacturers are wrestling with import-dependent supply chains, claim-filing complexity, and an organisation built for ICE, not EV. The capital is available; the operating model to deploy it isn't.
The board-level pressures
Where the pressure sits
PLI and PMP localisation mandates (minimum ~50% domestic value addition) require deep supply-chain re-engineering, and the DVA-determination and claim-filing process itself is operationally complex and under-resourced.
Persistent raw-material and cell dependence (lithium, cobalt, nickel, rare-earth magnets, power electronics) exposes the business to price volatility and geopolitical supply risk.
The organisation, talent and processes were built for ICE; the EV transition needs new engineering, software, battery and thermal-management capability the firm doesn't yet have.
Capex execution risk — giga-scale and new-line projects face delays, and new lines often run at low utilisation while ramping, straining returns.
Legacy ERP/MES and siloed plant systems give leadership no real-time, single view of cost, quality, throughput and localisation status across sites.
Go-to-market and brand are still product-and-dealer-led, while the EV buyer expects a software-defined, direct, digital ownership experience the company isn't structured to deliver.
How we rebuild it
The rebuild, system by system
Capital allocation & governanceBuild the PLI/DVA capital-deployment and claim-governance model — localisation roadmap, value-addition tracking, and a financial model that ties incentive capture to capex and unit economics line by line.
Org design, talent & capabilityRedesign the org and capability plan for the EV transition — software, battery, power-electronics and thermal talent — with a build/buy/partner strategy and a succession-aware leadership structure.
Leadership, succession & decisionsRe-architect leadership decision rights and governance so a promoter-led group can move at EV-transition speed without every strategic call routing through the top.
Commercial engine & key accountsStand up an EV commercial engine — key-account and fleet/B2B management, dealer-network transition, and a direct/digital ownership experience — alongside the legacy ICE channel.
Demand generation & digital GTMReposition the brand for the EV/software-defined buyer and build digital demand generation, rather than relying on dealer footfall and product spec sheets.
Market positioning & reputationEstablish credibility on the dimensions EV buyers and global OEM partners actually weigh — quality, safety, localisation, sustainability — to win export and tier-1 supply contracts.
The digital & AI layer
Built over your systems, not beside them
ERP / MES / QMS / LIMS-aware — a roadmap that gives leadership a single, real-time view and compounds after we step back.
A unified plant-and-cost data layer over existing ERP/MES giving leadership real-time visibility of throughput, quality, cost and DVA/localisation status across sites.
AI-assisted DVA/PLI claim preparation and localisation tracking to reduce the manual burden and error risk in incentive filings.
Predictive maintenance and quality-analytics on the line to lift utilisation and first-pass yield on new EV lines.
Supply-chain risk and scenario modelling for critical minerals/cells, with alternate-source and inventory-buffer simulation.
A digital ownership/CRM stack for the EV commercial engine — direct leads, fleet accounts, connected-vehicle and after-sales data.
The opportunity
The value on the table
Directional, not promises — the specific targets get set in the diagnostic, against your numbers.
Disciplined PLI/DVA capital deployment turns available incentive capital into captured incentive — a board-level value lever most firms under-realise.
Backward integration and supply-chain de-risking insulate margin from critical-mineral volatility and strengthen export competitiveness.
An EV-ready org and digital plant lift new-line utilisation and yield, where most of the early-stage margin leaks.
A software-defined, direct ownership experience builds a customer relationship and recurring revenue the dealer model never captured.
China+1 and export demand reward manufacturers who can prove quality, localisation and reliability to global OEMs.
How we'd work with you
We begin with an executive Transformation Diagnostic across the six systems — leadership, operating model, plant/digital maturity, supply chain, commercial engine and capital/PLI position — then deliver a prioritised transformation roadmap and partner through the rebuild and capability transfer.