Seeking details on how the Passenger Vehicle Business Unit of Tata Motors, like many other vehicle makers, faced several challenges from the aftermarket perspective during the lockdown and COVID-19 induced New Normal, the company spokesperson said, there were not many challenges as everything had been planned from their end well in time. However, during the initial days of lockdown, getting special permission from local authorities in certain markets was one challenge the company faced which was eventually resolved.

Tata Motors ensured that its customers and COVID frontline workers received seamless customer experience. As a part of its initiative, the company introduced tips to take care of their vehicles during lockdown along with breakdown assistance and hotline service, that was attending calls 24x7 to provide the necessary support. It also introduced an exclusive helpline for frontline COVID workers and healthcare professionals during the lockdown. Customers could dial the dedicated numbers for assistance in case of any emergency needs. The company has taken necessary approvals from local authorities to attend to vehicles safely and efficiently with all precautionary measures. It serviced 200 plus vehicles of COVID fighters such as doctors/police during the lockdown period across the country. To further support, it also extended the warranty and scheduled service period.

For all pending service appointments, the team called customers to ensure them that their vehicle was in safe hands. Given the relaxation in curbs, restarting of service appointments will be planned in a staggered manner to ensure sanitisation and social distancing to maintain utmost customer safety, the spokesperson said.

However, the average time to respond to customers’ call for repair/ service varied depending upon various factors. For service requests, customers could call the customer care number, where specialists were available to answer queries 24x7, he said. In the case of emergency roadside assistance, the company made arrangements that the services team reaches the location within 60 minutes under city limits and within 120 minutes on ghat roads and other places. The average time per service appointment depends on the type of job that needs to be done on the vehicle. For regular paid service it takes around three to four hours, and free services or minor check-ups are taken care of within 90 minutes, he said. “We have 633 workshops across the country, 444 dealer workshops and 189 TASCs (Tata Authorised Service Centres),” he added.

While these initiative are taken to cater to the requirements of the customers, the vehicle makers also face specific issues about increasing number of stock-keeping units, triggered by more models and variants being introduced. However, Tata Motors has been using a very sophisticated analytical tool to predict the consumption and stock accordingly. The planning for spare parts inventory is done at the dealerships to ensure that sufficient stock is available for all the models based on consumption pattern.

Skilling

Talking on the need to upskill the workforce at authorised service centres, the spokesperson said, upskilling is a continuous process to keep all the dealer workforce updated on the latest technological introductions in the new range of vehicles. “We have seven training centres across the country and are currently conducting regular online training sessions to ensure that our dealer manpower is well acquainted with the same,” he said.

With technological advancements in the cars increasing with every new model, the challenge is to match the service centres to cater to the emerging requirements. From a customer’s perspective, it is more convenient to operate any function with the click of a button or a touch screen. Therefore, from a service perspective, it has become easy to identify service requirements in the vehicle through the medium of a laptop, thereby resulting in faster repairs. “Tata Motors Passenger dealerships have a separate profile of DET (Diagnostic Expert cum trainer) who is skilled in identifying such service requirements and ensures that repairs take place faster and with accuracy. We do not see any challenges from a security perspective, as all technology and electronics in the vehicles undergo multiple tests before being launched,” he said.

Talking on sustainable initiatives, he said, “Earlier in September, the Tata Nexon became the first Indian car to be published on the prestigious International Dismantling Information System (IDIS) platform for End-of-Life Vehicles (ELV). With this achievement, Tata Motors reiterated its holistic commitment towards making the entire life cycle of its products sustainable, i.e. from the development of ultra-low/zero-emission vehicles to responsible dismantling and recycling of the vehicle at the final ELV stage. This milestone on the Nexon signifies the increasing commitment of Tata Motors to ‘End of Life’ across its range of vehicles and the beginning of sustained declaration of dismantling procedures across its entire range of vehicles that are complex with increasing technological content, though over the years commercial vehicles have achieved good levels of recyclability where dismantling procedures are better understood.” (MT)

Comments (0)

ADD COMMENT

Link Copied!

The global automotive Light Detection and Ranging (LiDAR) market is projected to grow from USD 1.23 billion in 2025 to USD 6.54 billion by 2031, representing a compound annual growth rate (CAGR) of 32.09 percent says a report by Mordor Intelligence. The market value for 2026 is estimated at USD 1.63 billion.

This rapid expansion is attributed to the increasing adoption of Level 3+ autonomous driving systems, a reduction in sensor costs and more stringent global safety standards.

The report states that the shift from luxury-only integration to broader vehicle segments is being facilitated by several technological and economic factors:

• FMCW Technology: Frequency-Modulated Continuous Wave (FMCW) LiDAR enables a detection range of up to 400 metres.
• Performance Reliability: FMCW sensors capture both distance and motion, reducing signal interference in traffic and maintaining accuracy under strong sunlight.
• Cost Reduction: The price of solid-state LiDAR has fallen sharply due to silicon-based designs and automated manufacturing, making sensors accessible for mid-range and affordable vehicle segments.
• Economies of Scale: Increased production volumes are further driving down costs over time.

Adoption patterns vary significantly across global regions, influenced by local supply chains and regulatory environments. It finds that the Asia-Pacific region leads the market, with China at the centre of large-scale adoption. The growth is supported by government incentives for electric vehicles and strong local supply chains that accelerate production.

The North American market sees demand driven by autonomous trucking routes and hands-free driving features. Local manufacturing helps reduce import dependence, while Canada provides a testing ground for extreme weather conditions.

For the European region, while premium automakers lead in advanced integration, stricter regulations currently slow mass-market adoption across the continent.

Interestingly, it notes steady traction in the Middle East, Africa and Latin America, primarily driven by mining automation, smart city initiatives and fleet upgrades.

Phani Kumar, Senior Research Manager at Mordor Intelligence, said, "The automotive LiDAR market reflects steadily evolving adoption patterns shaped by regulatory direction and autonomous driving progress. Mordor Intelligence's structured validation approach and consistent triangulation of industry inputs provide a more dependable basis for strategic decisions than fragmented or assumption-led analyses."

Representational image credit: Pexels/Stephen Leonardi

Comments (0)

ADD COMMENT

Link Copied!

German chemicals major LANXESS has commissioned a new blending facility at its Jhagadia site to manufacture specialty lubricant additives for domestic and international markets.

The inauguration of the plant in Gujarat marks the first phase of development at the site. The facility is designed to serve India, currently the third-largest lubricants market globally, alongside the Middle East and other international regions. This expansion follows the establishment of the company’s Application Technology Centre in 2025 and aligns with its ‘local-for-local’ supply strategy.

In tandem with the plant opening, LANXESS signed a Memorandum of Understanding (MoU) with Indian Oil Corporation (IOCL) to introduce its lubricant technologies to the local market. The company also confirmed the commencement of third-party manufacturing activities for its Lubricant Additives business unit within India.

Dr Hubert Fink, Member of the Board of Management, LANXESS, said, “India stands at the forefront of global economic growth, offering significant opportunities across industries. LANXESS is committed to deepening our presence and investing in India’s future, aligning our long-term strategy with the nation’s dynamic potential. Through prudent investments and a focus on sustainable growth, we aim to contribute meaningfully to India’s evolving industrial landscape.”

Neelanjan Banerjee, Senior Vice-President and Global Head of the Business Unit Lubricant Additives, added, “India is the third largest lubricants market in the world and a key growth region for us. To participate in this key market, we set up our Application Technology Center in 2025. The commissioning of this new production site in India is a next milestone for us and a strong testament to the ‘Make in India’ initiative. With this plant we are reinforcing our strong commitment to our customers in the region.”

The new facility incorporates energy-efficient systems and safety protocols intended to support the increasing demand for industrial and mobility applications. By localising production, LANXESS aims to reduce lead times and enhance technical collaboration with regional customers.

Comments (0)

ADD COMMENT

Link Copied!

Hyundai Motor Group, the Korea International Cooperation Agency (KOICA) and Vietnam’s Ministry of Education and Training (MOET) have entered a trilateral strategic partnership to develop a high-skilled technical workforce in Vietnam.

Signed in late April 2026, the Memorandum of Understanding (MoU) establishes a training ecosystem designed to support Vietnam’s rapidly industrialising automotive sector.

The program, scheduled to run from the second half of 2026 through 2031, aims to create a ‘virtuous cycle’ by bridging the gap between vocational education and active industrial careers.

The partnership leverages the unique strengths of each signatory to ensure graduates are production-ready from day one:

• Curriculum & Expertise: Hyundai Motor Group will lead the design of the curriculum, focusing on hands-on manufacturing disciplines including die-casting, press forming and welding.
• Governance & Operations: KOICA will oversee the broader program management and technical training modules.
• Administrative Support: MOET will coordinate the program through its network of vocational training institutions across Vietnam.

Upon completion, graduates will be directly connected with employment opportunities at small and medium-sized component manufacturers operating within Vietnam, addressing a critical labour shortage in the regional supply chain.

Vietnam is a cornerstone of Hyundai Motor Group’s ASEAN strategy. The Group operates the Hyundai Thanh Cong Vietnam Auto Manufacturing Corporation (HTMV) joint venture, which recently expanded with a second plant in Ninh Binh.

Sung Kim, President of Hyundai Motor Group, said, "Vietnam's automotive market is growing fast, and the demand for skilled professionals is growing with it. We aim to give Vietnamese students real educational opportunities and build a virtuous cycle from classroom to career."

Comments (0)

ADD COMMENT

Link Copied!

The German Association of Suppliers (ArGeZ), an interest group representing approximately 9,000 suppliers and supported by several industry associations, has reported that the domestic automotive supplier industry remains trapped in a deep structural crisis with no economic recovery in sight. Weak order intake, rising operational costs and mounting international competitive pressure continue to threaten industrial resilience and value chain stability.

This prolonged crisis extended into 2025, marked by a 1.1 percent drop in revenue and a 1.0 percent fall in production, the fourth consecutive annual decline. Excluding a temporary recovery in 2021, the sector has faced a structural downturn since 2019. Employment fell by 3.4 percent year-on-year in 2025, with growing job cuts underscoring the weakening state of German suppliers.

The first two months of 2026 offered no turnaround. Employment kept falling by another 3.4 percent, and production decreased by 0.4 percent. The ifo Business Climate Index for German suppliers plunged from -14.4 points in February to -24.1 points in March 2026, ending any hesitant stabilisation. ArGeZ spokesperson Christian Vietmeyer noted that only about one in ten suppliers rates their current situation as good, while just 16 percent expect improvement in the next six months.

Weak demand from key customer sectors remains the principal cause, with order intake too volatile for sustainable stabilisation. Geopolitical tensions, trade policy uncertainties and rising energy prices are compounding difficulties. International competitive pressure is increasing, as imports of iron and steel products rose about 10 percent in 2025, with even stronger growth for numerous automotive parts.

The German government is still expected to deliver bold economic transformation. High labour costs are forcing suppliers out of business and driving production shifts abroad. ArGeZ calls for longer working hours, curbing sick-leave absenteeism by abolishing phone-based sick notes and reducing non-wage labour costs to a maximum of 40 percent. Dr Martin Theuringer, Managing Director of the German Foundry Industry Association, stated that supplier management repeatedly invests in foreign plants instead of German locations, leading to a slow bleeding out of the industry.

Promised energy price reductions have not materialised. Many suppliers are excluded from electricity tax cuts. For small and medium-sized enterprises, gas prices are burdened by a national CO₂ price higher than the EU Emissions Trading System price. ArGeZ demands suspending the national CO₂ price until the European small-installation price (ETS 2) is introduced. The EU’s proposed ‘Made in Europe’ label is a step forward but must avoid bureaucracy, and technological openness beyond 2035 remains essential.

Regarding the expected introduction of the EU End-of-Life Vehicles Directive (ELVR) this summer, Michael Weigelt has demanded that the competitiveness of secondary materials be guaranteed. He called for streamlined, low-bureaucracy processes and energy cost relief for recycling companies, because only economically viable recyclates will enable international competitiveness.

Comments (0)

ADD COMMENT

Link Copied!