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)

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Mumbai-headquartered conglomerate Mahindra Group has unveiled an ambitious long-term roadmap across its core mobility and equipment businesses, detailing plans for accelerated growth in the automotive, farm equipment, commercial vehicle and last-mile mobility segments.

The strategy, presented at its Investor Day 2025, underscores the Group’s intent to leverage India’s expanding economy while deepening global market participation.

Mahindra expects its consolidated automotive business to grow 8x between FY2020 and FY2030, driven primarily by a stronger push in sports utility vehicles (SUVs) and light commercial vehicles (LCVs).

The company aims to become the world’s fastest-growing SUV brand. Its product strategy is rooted in new-age platforms such as INGLO and NU_IQ, enhanced digital architecture under MAIA and Adrenox, and continued investment in safety and performance.

At present, Mahindra holds more than 26 percent revenue share in India’s SUV segment as of the first half of FY2026. Strong consumer traction for models including the Thar, XUV700, XUV3XO and the Born Electric (BE) series is expected to support the company’s international expansion to right-hand-drive and left-hand-drive markets across Europe, Australia, Africa and other regions.

Strengthening leadership in LCV segment

The LCV business, where Mahindra commands 54.1 percent volume share in vehicles under 3.5 tonnes (as of H1 FY2026), is set to be another pillar of growth. The product range has broadened through the Supro, MaXX and Veero platforms, including CNG and electric variants. The company is also preparing for wider adoption of lifestyle pickups, led by the upcoming Global Pik Up.

Mahindra’s LCV strategy emphasises best-in-class total cost of ownership, reduced downtime, enhanced comfort and technology integration, with the segment also targeted for eightfold revenue growth during the decade.

Farm business

Mahindra, the world’s largest tractor manufacturer by volume, has outlined plans for threefold revenue growth in its farm equipment division between FY2020 and FY2030.

The Indian tractor market has continued to shift towards higher horsepower models, particularly in the 40–50 HP range. Mahindra aims to consolidate share in this segment through newer platforms including Yuvo Tech+, Swaraj Protek and Next-Gen ranges. Improvements in crop profitability and a more favourable price environment for tractors are expected to support industry expansion.

Mechanisation levels in India remain uneven, with significant headroom in sowing, crop care and harvesting equipment. Mahindra is expanding its farm machinery portfolio while leveraging its extensive dealer network and manufacturing footprint. The division, already a business exceeding INR 10 billion, is poised for rapid scaling.

Mahindra continues to build presence in key global markets:

• Brazil: 8 percent share in the sub-120 HP category, and about 20 percent in sub-50 HP
• North America: more than 10 percent share in sub-20 HP; upcoming launches to deepen penetration
• ASEAN: early progress with about 4 percent share in pilot territories

Electrification, autonomy, precision agriculture and pay-per-use technology services form the next frontier for Mahindra’s farm business.

Targeting Top-Three Position in ILCVs

Following the acquisition of SML Isuzu, Mahindra is advancing a strategy to be among the top-three player in India’s intermediate and light commercial vehicle (ILCV) market. The domestic CV industry is projected to grow from approximately INR 15,000 billion in FY2025 to nearly INR 20,000 billion by FY2031, supported by infrastructure development, logistics modernisation and GST-driven reforms.

Mahindra aims to expand its presence in ILCVs, while pursuing a selective play in the heavy commercial vehicle category. The strategy benefits from combined advantages across product development, sourcing, aggregates, telematics and network coverage. The company expects up to sixfold revenue growth in its CV business during the decade.

Last-Mile Mobility

Mahindra Last Mile Mobility (MLM) is shaping an aggressive electrification-led growth plan, targeting sixfold revenue expansion and a cumulative one million electric vehicles on the road by 2031. EV sales climbed to 78,678 units in FY2025, led by the Treo series, which remains India’s top-selling electric three-wheeler.

The division has:

• Strengthened its engineering capabilities with a 400-member product development team
• Commissioned a new state-of-the-art manufacturing plant in Telangana
• Expanded production capacity two-fold
• Developed proprietary battery, motor and telematics systems

The product roadmap includes advanced electric three-wheelers and electric four-wheelers tailored for last-mile applications, along with plans to expand exports to more than ten markets. Mahindra’s EV fleet has cumulatively saved over 300 million litres of fuel and prevented more than 185 kilo tonnes of carbon dioxide emissions.

Across all mobility segments, Mahindra’s plan is anchored in product leadership, technology integration, capital discipline and global expansion. A stronger focus on electrification, platform consolidation, digital interfaces, manufacturing efficiency and customer-centric service models is expected to underpin the Group’s growth trajectory.

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Chennai-based conglomerate Murugappa Group has announced the passing of Arunachalam Vellayan (1953–2025) following an illness.

Vellayan was the Chairman Emeritus of Coromandel International and the Former Chairman of the Murugappa Group. He is survived by his wife, Lalitha Vellayan, his sons, Arun Vellayan and Narayanan Vellayan, and his grandchildren.

The Former Chairman dedicated several decades to the Group, providing strategic direction across its businesses. His approach to value creation helped strengthen and expand the Group, contributing to its reputation as a respected conglomerate.

He served on the Boards of various Murugappa Group companies, including as Chairman of Coromandel International and EID Parry.

Outside the Group, he served on the Boards of entities such as Kanoria Chemicals & Industries, EXIM Bank and Indian Overseas Bank.

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Tier 1 automotive supplier Tata AutoComp Systems has won the Deming Prize for the third time in two years. The award recognises organisations for excellence in Total Quality Management (TQM) and continuous improvement.

It was on 5th October, Motoring Trends first broke the news that Tata AutoComp Hendrickson Suspensions, a business unit of Tata AutoComp Systems, had become the latest recipient of the prize, becoming the world’s first commercial vehicle suspension system manufacturer to receive the honour. The company's other two business units that won the Deming Prize were the Composites Division and Tata Ficosa, both awarded in 2024.

Arvind Goel, Vice-Chairman – Tata AutoComp Systems, said, “Winning back-to-back Deming Prizes in 2024 and 2025, three prizes in two years, is a proud milestone that emphasises the paramount importance of Total Quality Management in our organisation. As we expand into new segments, geographies and technologies, quality management remains our foremost priority. This achievement is a testament to our collective dedication. TQM is a people’s movement and every employee has played a pivotal role in this journey. Building on this momentum, we have a well-defined and ambitious plan for other BUs to adopt the TQM way and pursue the Deming Prize.”

Manoj Kolhatkar, MD & CEO, Tata AutoComp Systems, added, “Total Quality Management is a people’s movement, and the Deming Prize reflects how we are enabling a quality mindset, driving customer-centric transformation, and promoting sustainable growth through quality leadership.”

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Blue Ocean Corporation, a globally recognised leader in supply chain consulting and training, is strengthening its engagement with India's evolving economic landscape through a significant strategic appointment. The company has welcomed Pushpinder S Puniha, a distinguished figure who chairs the Consultative Group on Tax Policy at NITI Aayog, to its Advisory Board. This move is designed to create a powerful synergy between high-level policy expertise and practical industry application.

Puniha’s arrival coincides with a period of profound structural change within the Indian economy, where modernising supply chains, implementing tax reforms and executing policy-driven initiatives are central to national progress. His deep expertise in fiscal governance and public policy will equip Blue Ocean with critical insights, enabling the firm to precisely align its consulting, training and capacity-building programmes with the country's development goals. This collaboration not only accelerates Blue Ocean’s expansion within India but also solidifies its commitment to cultivating a robust supply chain ecosystem and a highly skilled workforce. The appointment acts as a strategic bridge, connecting the government’s economic vision with global professional standards.

By integrating thought leadership from India's premier policy institution, Blue Ocean ensures its services directly support national campaigns such as Make in India and Skill India while remaining forward-looking and relevant. Puniha’s recent participation at the company's International Procurement and Supply Chain Conference in New Delhi underscores this shared mission to merge international best practices with India's ambitions for sustainable growth. As an Indian-owned multinational, Blue Ocean is actively broadening its domestic footprint with new offices in Tier 1 and 2 cities. Puniha’s advisory role is anticipated to be a catalyst in this expansion, reinforcing the corporation's position as a key partner in India's journey towards becoming a USD 5 trillion economy and a global hub for talent.

Sourav Ganguly, Member of Board at Blue Ocean Corporation, said, "Having worked with Puniha earlier at the BCCI, I know the value he brings through his expertise and professionalism. It is a privilege to work with him again at Blue Ocean, where his presence on the Advisory Board will help us drive our future growth and impact."

Puniha said, "At Blue Ocean, I see a strong commitment to aligning global expertise with India’s economic priorities. Together, we will drive initiatives that build skilled talent and strengthen India’s position as a global supply chain hub."

Dr Sathya Menon, Group CEO of Blue Ocean Corporation, said, "India is positioning itself as the world’s supply chain hub. Puniha’s expertise will strengthen our India strategy and make our initiatives more impactful."

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