India Can Become a Global Automotive Supply Chain Leader: Maruti Suzuki’s Hisashi Takeuchi
Summary
Hisashi Takeuchi, MD & CEO of Maruti Suzuki India Ltd, told the ACMA 65th Annual Session that India can become a trusted global partner in the automotive supply chain if industry players combine clear strategic intent with the country’s demand, talent and policy advantages. He urged manufacturers and component suppliers to invest in R&D, climb the value chain and scale up to global standards. Takeuchi also highlighted export opportunities, localisation progress (notably in EV and hybrid battery components) and challenges such as high US duties on some Indian component exports.
Key Points
- India has the fundamentals — domestic demand, a large working-age population and improving policy support (PLI, Make in India, Atmanirbhar Bharat) — to become a global automotive supply chain hub.
- Maruti Suzuki is positioning India as a production base for global EVs (eg the eVITARA) and advancing localisation for hybrid-battery components, except for raw materials not available domestically.
- Auto component exports hit around $23 billion in FY24-25 and, according to Takeuchi, could more than double by 2030 if firms climb the maturity ladder.
- Global disruptions (pandemic, war, trade tensions, Suez Canal blockage) revealed fragilities and created an opportunity for India to offer resilient, sustainable supply chains.
- Export hurdles remain: nearly 30% of Indian component exports go to the US, where duties of up to 50% can apply — a major concern that the government is reportedly aware of.
- Takeuchi called on companies to invest in R&D, treat employees as partners, and build globally scaled organisations to seize the opportunity.
Content summary
Speaking at ACMA’s annual session in New Delhi, Takeuchi framed the moment as a strategic inflection point. He outlined how suppliers can progress from traders and processors to module suppliers and global leaders by investing in capability building and innovation. He referenced recent supply-chain shocks to stress the value of resilience and sustainability, and pointed to government measures — tax reductions, PLI, Make in India — that are creating a more enabling environment. He also celebrated milestones such as the eVITARA export flag-off and hybrid battery electrode production in India, while acknowledging remaining gaps (notably raw materials and trade frictions).
Context and relevance
This is a timely read for supply-chain, automotive and manufacturing professionals: India’s scale and policy environment are improving, but realising global-leader status will require coordinated industry action. The article connects macro policy (PLI, tax changes) to firm-level imperatives (R&D, localisation, workforce engagement) and highlights export friction — an immediate commercial risk for component makers targeting the US market.
Author style (punchy): Takeuchi’s message is a clear wake-up call — think big, invest, and climb the value chain now or risk being left behind. The opportunity is large, but the window to act is open only so long as firms prioritise capability and scale.
Why should I read this?
If you work in automotive, supply chains or manufacturing in India (or with Indian partners), this cuts through the noise: the government support is real, global demand is shifting, and Maruti Suzuki — a major OEM — is signalling a push to make India a production and export base for EVs and components. Read it because it tells you where the centre of gravity in the industry is moving and what you might need to do about it — quickly.
