The Gurgaon-headquartered commercial vehicle major looks beyond just selling trucks and buses. The company’s focus on digitalisation and aftersales, it believes, is what the new-age customers need.

In the high-stakes world of commercial transportation, time is money – quite literally. Every hour a truck is off the road can mean missed deliveries, idle drivers, delayed shipments and unhappy customers. In India’s competitive commercial vehicle (CV) industry, the ability to minimise downtime and maximise uptime has become a critical differentiator for automakers.

For VE Commercial Vehicles, this principle has been elevated into a business philosophy. Over the past few years, the company has invested heavily in digital tools, predictive maintenance capabilities and an expanded service footprint to ensure that customers’ vehicles are running at peak performance for as many hours of the year as possible.

In an exclusive interaction with Motoring Trends, Ramesh Rajagopalan, EVP - Customer Service, Retail Excellence & Network Development, at VECV, shared his team’s work spans a network of over a thousand service points, a nationwide telematics backbone and a growing portfolio of uptime initiatives that integrate technology, training and process discipline.

Building a network

VECV’s current footprint exceeds 1,100 outlets across India, with an average of 10–12 new additions each month. This network covers the full range of commercial vehicles – from heavy-duty trucks and buses to light and small commercial vehicles.

The company’s growth is not limited to conventional CV outlets. The small commercial vehicle (SCV) network, particularly for electric models, is being built almost from scratch.

Rajagopalan revealed that the company is “working towards creating a network of exclusive dealerships for the newly launched Eicher Pro X, designed to deliver a premium, digitally enabled customer experience. These born-digital outlets will function as one-stop destinations offering advanced product customisation, EV-ready infrastructure and seamless access to connected services. With a focus on uptime, personalisation and convenience, the Pro X dealerships will redefine commercial vehicle retail by offering a car-like, modern environment tailored to the evolving needs of today’s fleet operators.”

“The starting point for us was to identify where we’re missing out – the ‘white spots’, where customers are already buying trucks and buses, but we aren’t present. The East and Northeast were clear gaps. We also looked at the service side: customers expect to have the nearest touchpoint for any service need, parts availability anywhere and 24x7 breakdown support,” he said.

These expectations are complicated by India’s rapidly evolving road infrastructure. With new expressways and freight corridors coming online, VECV has had to rethink its physical network, sometimes relocating facilities, other times adding new ones to stay close to high-traffic routes.

Telematics as the backbone of service planning

The decision to equip 100 percent of VECV’s BS6 vehicles with telematics was a strategic move made early in the transition to the stricter emission norms. The company shared that the BS6 trucks are far more electronically complex, with multiple sensors feeding real-time data on performance, emissions and potential faults.

Rajagopalan explained, “In BS6, any sensor failure that risks an emissions breach triggers a limp-home mode. That’s standard globally. But it can disrupt a customer’s operations if not handled quickly. We saw early on that predictive algorithms could identify error-code patterns that lead to breakdowns, allowing us to intervene before the vehicle stops.”

One example is AdBlue misuse – diluting diesel exhaust fluid with water, which can cause the vehicle to derate. Through telematics, VECV can detect the signs and remotely guide drivers on corrective steps, often via a quick video call.

This predictive maintenance model categorises alerts into three groups:

• Stop Now – requiring immediate action to prevent damage.
• Do It Yourself – where drivers can resolve the issue with guided support.
• Visit Soon – logged into the system so any VECV workshop can address it at the next scheduled service.

Measuring each minute

Digitalisation doesn’t stop at the vehicle. Every VECV workshop uses tablets to track a vehicle from the moment it enters the workshop, through job card creation, repair start and completion, invoicing and gate-out. Customers can see their vehicle’s status in real-time on display boards.

This transparency is more than cosmetic; it drives accountability. Every morning, operational teams review any vehicle that missed its promised delivery time, escalating cases that need additional support.

A recent initiative even monitors waiting times before work begins. If a loaded truck sits for more than an hour, the central control centre calls the dealer to find out why and get it moving. “For our customers, every minute is money. We can’t afford bottlenecks,” revealed Rajagopalan.

Retention in telematics

A common challenge in connected services is renewal beyond the complimentary period. VECV includes two years of telematics subscription with every vehicle and has kept renewal costs at about INR 6,000 annually.

In the early days, renewal rates were low. But targeted engagement – including onboarding every customer on the My Eicher app at delivery, monthly operating review meetings with large fleets and customised reports – has pushed renewal rates among big operators to 80–85 percent.

For smaller operators, overall renewal rates are about 35 percent, but with over 350,000 connected vehicles on Indian roads, the base is significant. VECV also addresses multi-device fatigue – where customers were earlier forced to install separate tracking units for clients or state mandates, by offering API integration, allowing its data to feed into external systems and avoiding duplicate hardware.

Perhaps the most distinctive element of VECV’s service model is its Uptime Centre, located at the company’s manufacturing plant. This facility operates 24x7, staffed with technical experts who can remotely diagnose issues, advise on repairs and escalate complex cases to R&D or manufacturing engineers.

If a problem can’t be resolved remotely within a couple of hours, specialist engineers, or what the company calls ‘flying doctors’, are dispatched to the vehicle location. The Uptime Centre also monitors parts queries, workshop performance and telematics alerts, ensuring that field teams have expert backup at all times.

Parts availability

Downtime isn’t just about repairs, but it is also about parts. To address this, VECV has identified 250 high-demand parts and mandated that every workshop keeps them in stock. If any of these parts is unavailable and not supplied within 24 hours, it is provided free of charge.

This guarantee is part of a broader spare parts strategy that includes decentralised stocking, demand forecasting based on telematics data and close coordination between dealers and the central supply chain.

With trucks and buses running more kilometres per year than ever – e-commerce trucks and long-distance buses reaching 200,000 km annually – service demand is growing even as reliability and service intervals improve.

To meet this, VECV has:

• 70 workshops operating round-the-clock, 365 days a year.
• Nearly 300 workshops running extended hours or double shifts.
• Training programmes to upskill technicians for faster, more accurate repairs.
• Investments in better workshop tools and equipment to boost productivity.

Dealers as partners in performance

Rajagopalan believes dealer capability is as important as infrastructure: “Today’s customers don’t tolerate delays. Delivery commitments that were acceptable in a week are now expected in hours. That pressure flows through the entire supply chain.”

VECV has put process discipline and transparency at the core of dealer operations. Every dealer is connected to the central system, with KPIs on breakdown response time, parts availability and repair turnaround. These metrics are published internally, creating healthy competition among regions to be ‘best-in-class.’

Rajagopalan shared his five strategic priorities or key focus areas –

1. Service Capacity Expansion – adding workshops, increasing working hours and boosting throughput per facility.
2. Competency Development – continuous technician training for faster, first-time-right repairs.
3. Parts Availability – maintaining high stock levels of critical components, backed by guarantees.
4. Predictive Maintenance Evolution – extending analytics beyond sensor data to wear-and-tear parts like clutches and brakes.
5. Telematics Insights – leveraging connected data for deeper operational recommendations to customers.

While much of VECV’s work is grounded in engineering and technology, Rajagopalan emphasises that the company’s philosophy is human-centred. “Our uptime promise is non-negotiable. Every innovation, whether digital or operational, is aimed at keeping our customers’ wheels turning. That’s how they earn and that’s how we build trust,” he said.

From a strategic perspective, VECV’s approach reflects an industry-wide shift. The CV market is no longer just about selling hardware; it’s about selling an ecosystem of services, digital capabilities and operational support – and backing it up with the speed and reliability that today’s logistics-driven economy demands.

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Tata Motors, a leading passenger vehicle manufacturer, has added another feather to its cap, bagging two Red Dot Design Awards for the Avinya X Concept and Sierra Concept models. Martin Uhlarik led the in-house design for both models.  

The Red Dot Design Award, which was established in 1955, assesses design quality across three categories: Product Design, Brands & Communication Design and Design Concept. The competition has operated for nearly 70 years under the current brand structure developed in the 1990s by Red Dot CEO Professor Dr Peter Zec.

The Avinya X Concept first showcased at Bharat Mobility 2025 was recognised for its innovation through its design, stance and proportions. The vehicle features technologies such as matrix LED lighting, aero enhancements and wheels, which boost efficiency and emphasise its elegance. Its silhouette and enclosed surfaces balance strength, power and off-road capability while offering cabin space.

The interior is designed to rejuvenate mind and body, blending craftsmanship with wellness. Cabin details include fabric-wrapped soundbars, aroma diffusers and lounge-style rear seating. The dashboard integrates technology, providing information while minimising distractions for a driving experience. The Samudra exterior colour, paired with protective accents and detailing, enhances the concept's presence. The rear interior, crafted from materials, offers a lounge-like experience.

On the other hand, the revived Sierra design captures the charm of the original while embracing sophistication, balancing nostalgia with elegance. The rear glass has been reimagined as a combination of a finisher along the roofline and a panoramic sunroof to recreate the illusion of glass. This design gives the concept a roof appearance while meeting safety standards.

The exterior features surfaces that convey confidence and elegance. Haunches and a shoulder line contribute to a stance, reflecting the vehicle’s character. The rear is designed to express width and stability, with a tailgate that reinforces the stance. This design enables taillights. A D-pillar enhances the roof effect, creating continuity and flow.

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A traffic management initiative, undertaken by the Institute of Road Traffic Education (IRTE) for Gurugram Traffic Police and supported by the Hyundai Motor India Foundation (HMIF), aims to improve traffic management across 22 major intersections in Gurugram.

A scientific audit for these 22 intersections was completed by the Traffic Engineering Centre (TEC) and Organisation Development Centre (ODC), established by IRTE for the Gurugram police. Work to improve traffic management at two intersections, Rajiv Chowk and Shankar Chowk, has begun.

Dr Rohit Baluja, President, IRTE, said, “The Traffic Engineering Centre (TEC) has been designed to scientifically audit develop sustainable traffic management system for Gurugram under the aegis of the Gurugram Traffic Police, where IRTE's Road Safety Engineers observe traffic movement, violations, and behavioural issues of vulnerable road users, along with studying the causative factors related to congestion. These will be monitored and analysed through camera inputs of 218 junctions with the valuable support of the ICCC Gurugram.”

Under the Easy roads project, the IRTE team provided support to the Gurugram Traffic Police for:

• Conducting safety and traffic engineering audits across 22 major junctions and intersections.
• Reviewing and improving 15 km of key road stretches prone to congestion and risk.
• Rectifying identified blackspots to reduce accident occurrences.
• Developing safety and traffic management measures for school zones.
• Conducting feasibility studies on stakeholder proposals related to road safety and mobility.

Vikas Arora, Commissioner, Gurugram Police, said, “In coming days Gurugram police will increase enforcement by deploying 10-15 officers at each traffic violation spot across the city for a week to challan and stop violations. The Gurugram police has also increased challans for drunk driving as 30,000 challans were issued in a year as compared to 4000 in previous year. 32 black spots have been recognized in Gurugram and are being rectified by improving road engineering and signages”.

Saurabh S. Shrama, of Hyundai Motor India, said, “This initiative marks a significant step toward a data-driven and scientific approach to traffic management. Through collaboration with enforcement agencies and the application of forensic methodologies, we can ensure more sustainable and effective road safety interventions.”

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Iron Mountain, a global leader in information management services, has become an Official Partner of the McLaren Formula 1 Team, kickstarting a new multi-year partnership that will commence at the 2025 United States Grand Prix. The collaboration will leverage Iron Mountain’s expertise to spearhead a digital transformation of McLaren Racing’s legendary heritage archive.

Utilising an advanced AI-powered platform, the project will convert priceless historical materials, including vintage photography, film and technical blueprints, into an intelligent and dynamic digital resource. This initiative is designed to unlock new value from these assets, enabling McLaren to share its iconic history with a global audience. By creating new and immersive stories, the team aims to connect fans and partners more deeply to its legacy and the sport.

Furthermore, McLaren will utilise Iron Mountain’s global leadership in the secure and efficient management of end-of-life IT assets. As part of the agreement, Iron Mountain branding will be featured on the team’s race cars beginning in Austin, with additional visibility planned throughout the 2025 season and beyond.

Nick Martin, Co-Chief Commercial Officer, McLaren Racing, said, “Our fans are at the centre of what we do, and we are passionate about sharing our storied past with them. With the integration of Iron Mountain, we will be able to bring to life more of the team’s rich history for our fans and partners as we look to shine a light on the McLaren Racing brand.”

Greg McIntosh, Executive Vice President & Chief Commercial Officer, Iron Mountain, said, “We are proud to partner with the McLaren Formula 1 Team, which embodies the spirit of innovation and high performance at Iron Mountain. Our AI-enabled digital platform will help to fuel new opportunities for success and transform McLaren Racing’s iconic heritage media – protecting these timeless assets for future generations, connecting them to fans and partners and activating them to unlock value like never before.”

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The latest wholesales data shared by the Society of Indian Automobile Manufacturers Association (SIAM) for Q2 FY 2025–26 shows mixed domestic performance across segments, but strong growth in exports.

During Q2, passenger vehicle sales stood at 1.04 million units, down 2 percent compared to 1.05 million units last year. However, sales in September 2025 were up by 4 percent, with SUV segment with 204,938 units, down 1 percent YoY, accounting for around two-thirds of sales.

Two-wheelers posted sales of 5.56 million units, a growth of 7 percent YoY, supported by higher economic activity and the positive impact of a GST rate reduction. The scooter segment grew by 12 percent, compared to 5 percent YoY growth in motorcycles.

Three-wheelers recorded their highest-ever Q2 sales of 229,239 units, with a growth of 8 percent YoY, driven by the Passenger Carrier sub-segment’s 12 percent growth YoY.

Commercial vehicles sales stood at 239,781 lakh units, reflecting a growth of 8 percent YoY. Growth was broad-based, with Medium & Heavy Commercial Vehicles (MHCVs) and Light Commercial Vehicles (LCVs) both showing improvement.

The industry enters the second half of FY 2025–26 with renewed cheer, supported by the festive season momentum, stable macroeconomic conditions and GST 2.0 reforms. The extended festive and wedding season is expected to sustain growth momentum through Q3.

Shailesh Chandra, President, SIAM, said, "The GST 2.0 reform is a landmark decision of the Government of India, which apart from catapulting the Indian auto industry to the next level, would bring in vibrancy in the entire economy, as this industry is closely intertwined with strong forward and backward linkages. Inspite of the new GST rates coming into effect from of September, i.e. only for 9 days of the month, Passenger Vehicles, Two-Wheelers and Three-Wheelers have already posted their highest ever sales of September. In addition, very strong exports growth, in all segments in Q2, indicates the growing brand acceptance on Indian made vehicles. Looking ahead, the outlook for the sector remains encouraging on the back of key tailw

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