Next Level Growth Strategies for Industrial Manufacturing Companies

White Paper

Manufacturing

Milind KarveConsulting 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 sub-vertical within the Manufacturing Industry Solutions Unit at TCS, and is currently focused on growing the unit's services in Japan.

Harish ShettyBusiness 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 RanjanAssistant 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.

About the Author(s)

The industrial manufacturing industry has undergone significant change over the last two decades. The core philosophy of manufacturing operations has changed, from the Plan-Do-Check-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 VendorsIndustrial 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 changed, with innovation and productivity improvements becoming important measurement parameters. Concurrently, reporting mechanisms have evolved, from transaction-based to diagnostic and more recently, to predictive reporting.

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.

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.

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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.

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

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

End-to-end ERP implementation

Concept to Component Product cost out (VAVE) SCM transformation

Identification of strategic opportunities

Develop IT/ NPI/ SCM roadmap Enhance customer experience

Thin margins Staff augmentation

Emerging markets Supplier collaboration

Shared infrastructure Multiple customer touchpoints Growth of enterprise data and

its increasing importance

Internet FTP Telecommunication technology

PLM CRM ERP/WMS BI

Social media Mobility Big Data/ Analytics Cloud

CAD/CAM/CAE MES

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

Savings by LOC program Supply chain cost COPQ

Net Promoter Score (NPS) Customer adoption rate Innovation index

Skill augmentation Accuracy Efficiency

Resource optimization Unique customer experience

for end user Disruptive innovation

Deming/PDCA

Six Sigma/ Lean/ VAVE Op-Ex

Mainframes Servers/ Internet Cloud

1990 - 2000Transaction-based reporting

(Data silos from multiple legacy systems)

2000 - 2010Diagnostic analysis

(Refreshed integrated enterprise data)

2010 onwardsPredictive analysis

(Real-time enterprise data)

Formal Relationship

Transaction based Mass production

Managed Services

Partnership Operational excellence

Outcome based

Business advisory Service & Innovation

Sample outsourced projects

Industry forces Technology enablers MetricsExpectations of

industrial manufacturers from IT service providers

Legend

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Growth Trends Shaping the Industrial Manufacturing IndustryFrom 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 MarketsEmerging 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-for-country 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.

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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

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-to-end 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 service-levels – 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

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

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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

[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

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 over-engineering. 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 benefits to the company, but to create services that add value for their customers. For example, a Swedish electrical multinational has listed the application of disruptive technology and/or business models to bring value propositions to customers, as one of its top five business priorities. The company is actively utilizing new technology and business models emerging from these technologies to position itself for market leadership.

Co-innovation, component reuse, and next generation technologies can help industrial manufacturers bring about significant product differentiation.

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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 IndustryIndustrial 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.

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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)

Growth Trends Social Media Mobility

Big Data coupled with Analytics Cloud

Use Case Impact Use Case Impact Use Case Impact Use Case Impact

Focus on New as well as Niche

Markets

Product Sentiment Analysis from social media

M

Real-time alignment of demand and

supply

MMarket

segmentation M

Real-time collaboration with channel

partners

H

Departure from

Traditional Business

Model

Solutions (Product+ services)

BrandingM

Intelligent Services * H

Actionable insights tied to

business outcomes of end-

customer

H

Collaboration with

customers for real time analytical services

H

Differentiated Pricing

Voice of Customer study for

competition analysis

HConfigure and

compare products on the move

LPricing and

Margin Analysis H

Use of cloud as centralized

data base to store pricing information

L

Differentiated

Product Platform

Supplier and customer

collaboration for innovation

M

Mobility enablement to reduce time-to-

market

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

Focus on Customer retention

Digital touch points & VOC for

customer careH

Mobile enabled e-commerce & customer care

HLeveraging Big Data for better

customer insightsH

Infrastructure for mobile equipment

H

Growth Trends

Social Media MobilityBig Data coupled with

Analytics Cloud

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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.

Figure 3: Illustrative use cases depicting influence of technology

MajorEmerging

TechnologyEnablers

Digital Touchpoints & VOC

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

Additional Enablers: Mobility, Big Data and Analytics

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

Pricing & Margin Analytics

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: Big Data and Analytics

KPIs affected: Net Productivity %, Gross Margin

Intelligent services refer to the continuous collection of time series data from smart devices, along with analysis and interpretation, to gain actionable intelligence to improve operational performance

Additional Enablers: Mobility, Big Data and Analytics, Cloud

KPIs affected: Net Efficiency improvement

Technologies allow smarter and faster ways for individuals

and teams to create value through interactions. It also

enables decentralization of innovation through collaborative networks, resulting in

Smart Products with reduced time to market.

Additional Enablers: Social media, Mobility, Big Data and Analytics

KPIs affected: Net Innovation Index,

Time to market

Intelligent ServicesCollaboration with

customers and business partners

Social Mobility Analytics and Big Data Cloud

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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 helpIT 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.

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ConclusionIndustrial 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 technology-enabled 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.

All content / information present here is the exclusive property of Tata Consultancy Services Limited (TCS). The content / information contained here is correct at the time of publishing. No material from here may be copied, modified, reproduced, republished, uploaded, transmitted, posted or distributed in any form without prior written permission from TCS. Unauthorized use of the content / information appearing here may violate copyright, trademark and other applicable laws, and could result in criminal or civil penalties. Copyright © 2013 Tata Consultancy Services Limited

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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).

About Tata Consultancy Services (TCS)Tata Consultancy Services is an IT services, consulting and business solutions organization that delivers real results to global business, ensuring a level of certainty no other firm can match.TCS offers a consulting-led, integrated portfolio of IT and IT-enabled infrastructure, engineering and

TMassurance services. This is delivered through its unique Global Network Delivery Model , recognized as the benchmark of excellence in software development. A part of the Tata Group, India’s largest industrial conglomerate, TCS has a global footprint and is listed on the National Stock Exchange and Bombay Stock Exchange in India.

For more information, visit us at www.tcs.com

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