As industrial manufacturers navigate increasing volatility, evolving customer expectations, and supply chain complexities, AI is emerging as a key enabler of smarter, faster, and more resilient decision-making. The opportunity extends beyond automation, enabling organisations to optimise operations, anticipate risks, and unlock new sources of value across the enterprise.
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- Scaling manufacturing excellence with Artificial Intelligence
- India’s trillion-dollar manufacturing ambition requires a workforce productivity revolution
- 6th National CPA seminar 2026
- Autodesk Construction Connect 2026
- Powering India's energy transition through battery circularity
- Future Rail India 2026
- Driving seminconductor ambitions into reality
- Supply Chain and Logistics Conclave
- RAHSTA Expo 2026
- Powering India's rise in advanced semi conductor innovation
- ET Edge - India road safety & smart mobility summit 2026
- Sunit Sinha
- Sharad Maloo
Workforce productivity is India's most underleveraged growth lever. The next era of manufacturing competitiveness will not be won only by adding more people or assets, but by fundamentally redesigning how work gets done. Organisations that act now can unlock significant value, accelerate growth, strengthen profitability and help power the next chapter of India's manufacturing journey.
Many organisations continue to face a productivity illusion, where high levels of activity disguise underlying inefficiencies. Sustainable productivity gains will require businesses to simplify structures, strengthen frontline capability, codify critical knowledge and build workforce models that can adapt to changing business needs. Organisations that take a systematic approach to productivity transformation will be better positioned to improve performance and competitiveness.
India has undertaken significant reforms to unlock growth in the coal sector. The next phase of transformation lies in accelerating the journey from allocation to production through faster mine operationalisation, integrated infrastructure planning, technology-enabled execution, and stronger stakeholder coordination.
Achieving this will require a shift from sequential approvals to parallel execution, supported by digital technologies, robust project governance, and integrated planning across the mining value chain. Modernisation is no longer just about streamlining approvals; it is about delivering outcomes that enhance energy security, strengthen industrial competitiveness, and create sustainable economic value.
Suneel Vora (PMP®)
Partner and Head - Major Projects Advisory Services, Business Consulting
KPMG in India
India's next phase of growth will not be defined by the projects we announce, but by our ability to deliver them with certainty. As projects become larger and more complex, success will increasingly depend on foresight rather than hindsight. The real advantage lies in identifying risks early, making informed decisions closer to the field, and creating a shared view of project performance across stakeholders.
Contractors who can turn project controls and dynamic resource information into actionable intelligence will deliver not only better outcomes, but also greater predictability, transparency, and confidence throughout the project lifecycle. In today's environment, predictability is no longer a project metric, It is a strategic advantage.
As EV adoption and energy storage deployment accelerate, building a resilient battery ecosystem will require greater focus on critical mineral security, recycling infrastructure, and circular supply chains.
India's next phase of energy transition will be defined not only by how many batteries it produces, but also by how effectively it recovers, reuses, and recirculates critical materials.
We need to place rail logistics service at par with passenger service and enhance the customer experience on an end-to-end basis thereby promoting an access-centric view of railways. The 3 innovative frameworks should be considered carefully to help achieve these.
Dedicated boards should be established for each of the six focus areas for Semicon 2.0, with clear accountability for outcomes, progress tracking and bottleneck resolution.
At the apex, a central command centre should monitor milestones, facilitate stakeholder participation and drive coordination across ministries, states, industry and academia. Only then can India turn its semiconductor ambitions into a globally competitive reality.
For years, supply chains were built to be efficient. Today, they have become strategy centres, expected to be efficient, resilient, globally intelligent, tech-enabled and environmentally aware at the same time.
Today, about 60% more leaders view resilience and agility as critical to growth and competitive advantage than they did five years ago, while nearly three in four business leaders are prioritising resilience investments, with 74% seeing resilience as a driver of growth.
The organisations that can successfully balance these priorities will build a clear competitive advantage.
Suneel Vora (PMP®)
Partner and Head - Major Projects Advisory Services, Business Consulting
KPMG in India
India's strongest opportunity lies in semiconductor design, advanced packaging, and system-level integration. India can build a differentiated position by integrating design, packaging and domain-specific applications such as EVs, industrial electronics, and other emerging sectors.
Additional indicators suggest the sector may be entering a new phase. Indian startups are now taping out chips at global foundries, while partnerships involving manufacturing, workforce training, and technology transfer are beginning to create deeper ecosystem capabilities.
Every four minutes, India loses a life on its roads. This is not just a statistic, it is a systemic gap that calls for a shift in approach.
Our focus needs to move from reactive reporting to proactive risk management. Post incident data has limited impact unless it informs prevention. The real opportunity lies in building pre-incident intelligence that can anticipate risks and enable timely intervention.
Technologies such as AI and IoT sensors can play a meaningful role, but their value depends on how effectively they are deployed within an integrated road safety framework. With the right institutional alignment, data-led insights can drive better enforcement, smarter infrastructure planning, and ultimately, safer mobility outcomes:
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Vinodkumar Ramachandran
National Sector Leader - Industrial Manufacturing and Head - Business Consulting
KPMG in India
