Defence Industry

Can India be the Next Global Manufacturing Hub?
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Issue Courtesy: IDSA | Date : 21 Nov , 2020

Further, on May 12, 2020, Prime Minister Modi also announced a special stimulus package of Rs 20 lakh crore, which equals to 10 per cent of India’s GDP, aimed at making India independent against tough competition in the global supply chain.25 On May 17, Finance Minister Sitharaman announced detailed economic measures that included increased borrowing limits for state governments, from three to five per cent of the gross state domestic product; privatisation of public sector enterprise (PSEs), except in strategic sectors; and various incentives for micro, small and medium enterprises (MSMEs).26

Among 190 economies, India now ranks 13 in Protecting Minority Investors and 25 in Getting Credit.

The series of policy reforms and notable improvements in the business regulatory framework has had a tremendous impact on the development of India’s ability to attract FDI and trade in the manufacturing sector.  In fact, the World Bank’s Doing Business 2020 report ranked India as one of the 10 most improved economies in terms of ease of doing business score, especially due to reforms in paying taxes, trading across borders, and resolving insolvency.27

Other positive developments included improvement in India’s ranking in award of Construction Permits, from 184 in 2014 to 27 in 2019; and in Getting Electricity, from 137 in 2014 to 22 in 2019. Among 190 economies, India now ranks 13 in Protecting Minority Investors and 25 in Getting Credit.28 The construction sector has seen the highest growth of FDI equity during the last two fiscals (FY 2017-18 to FY 2019-20) at 190 per cent, followed by the telecommunications sector at 67 per cent, the automobiles sector at 35.12 per cent, and the services sector at 17 per cent. 29 India has also successfully moved towards online procedures and approval processes for tax filing platforms, property transfer, and showing greater transparency.

Conclusion

India has a huge young demographic, between 40-60 per cent of the country’s population, which requires jobs. India would have to commit to more policy reforms to be able to further scale up its manufacturing capacity. It must continue to significantly invest in the development of physical infrastructure and digital connectivity—high-speed train networks, new airports, seaports, roads, and broadband. It is important to offer efficient connectivity between industrial clusters and cities ensuring good transport links and logistics that support an effective and reliable industrial eco-system, which meets the demand of the international supply chain.

Currently, India is struggling to provide cheap access to electricity and clean water.

India also needs to liberalise its education sector and invest in international education and research partnerships. These efforts should be fortified by a government-led public-private partnership investments in R&D, innovation, entrepreneurship, and the strengthening of the industrial supply-chain in high-value manufacturing sectors, which will contribute to the development of regional clusters. One such initiative is the C-130J programme that created a partnership between the Lockheed Martin research programme and Indian universities to work with local industries and mentors from the Defence Research and Development Organisation (DRDO) to help design specifications.30

To support industrial clusters, India must consider prioritising investment into alternative renewable energy sources, such as solar and wind power. Currently, India is struggling to provide cheap access to electricity and clean water. Cheap renewable energy can generate capability and reach remote rural areas across the country; the surplus can be used for electric vehicles, such as scooters and rickshaws, which can then be locally produced for domestic and export markets. At the same time, these green technology related energy management initiatives will also address externalities such as high levels of carbon emission, pollution, and poor air quality and contribute towards sustainable manufacturing.

Additionally, there is a need to improve and follow-through India’s regulatory reforms such as labour and land acquisition reform, commercial law approval processes and regulations, tax credits and grants for investors in the emerging high-value manufacturing technology as well as enforcement of contracts. India can also introduce incentives to encourage advanced technology innovations in areas such as 3D printing and automotive real-time processes in manufacturing.

The government needs to further reduce red tape and overly complex approval processes and promote innovative and efficient business processes that will attract more foreign investors.

Last, but not least, the Indian small and medium enterprises (SMEs) sector should be incentivised to become internationally competitive and export-driven. Both state governments and the central government must coordinate and introduce incentives that will draw FDI at regional levels, as has been seen in Telangana and Tamil Nadu. The government needs to further reduce red tape and overly complex approval processes and promote innovative and efficient business processes that will attract more foreign investors.

India can emerge as the next global manufacturing hub. In times of deep economic crisis, such as the one brought on by the COVID-19 pandemic, a swift government intervention through strong fiscal response and injection of capital into the economy is necessary. While the economy as a whole needs significant support, the government must see this as an opportunity to strategically invest in high technologies for priority sectors such as agriculture, electronics and electrical equipment, including computers, telecommunication and space. It should inject aggressive economic incentives and review the current business practises to bring in more trade and investments into advanced manufacturing sectors.

At the same time, the commercial sector, especially electronics and electrical sectors, must be incentivised to attract FDI from global electronic component manufacturers, review existing business models, and invest in upskilling and retraining as a move to enhance overall industrial capability and capacity. India should now turn to greater public-private partnership collaborative model, where the government and industry take collective responsibility for promotion and growth of the Indian manufacturing sector. Finally, India should capitalise on its diaspora and international industrial partnership programmes, such as the Access India Programme (AIP) introduced under the United Kingdom India Business Council (UKBIC), to generate new opportunities for innovation and entrepreneurship.

Notes: 

1.Takashi Tsuji and Kazuhiro Furuyama, “Japan preps first subsidy to company moving production out of China”, Nikkei Asian Review, April 21, 2020 (Accessed June 21, 2020); and “Japan reveals 87 projects eligible for ‘China exit’ subsidies”, Nikkei Asia, July 17, 2020 (Accessed September 30, 2020).

2.Eulises Quintero, “Top 10 Companies Outsourcing electronics manufacturing in 2019”, Titoma, 2019 (Accessed October 15, 2020).

3.Takako Gakuto, “Japan adds India and Bangladesh to ‘China exit’ subsidy destinations”, Nikkei Asia, September 04, 2020 (Accessed September 30, 2020).

4.“Let us resolve to make India self-reliant: PM Modi”, narendramodi.in, May 12, 2020; “‘Aatmanirbhar Bharat’ merges the local with the global: PM Modi”, narendramodi.in, September 03, 2020. For more details, see “Archives For Aatma Nirbhar Bharat Abhiyan”, narendramodi.in (Accessed October 16, 2020).

5.See Country Profile India, UNIDO Statistics Data Portal (Accessed October 15, 2020).

6.See Country Profile China, UNIDO Statistics Data Portal (Accessed October 15, 2020).

7.Country Profile India, n. 5.

8.Country Profile China, n. 6.

9.“Doing Business 2015: Going Beyond Efficiency”, World Bank, Table 1.1 Ease of Doing Business Ranking, 2014, p. 4 (Accessed October 22, 2020); and “Doing Business 2020”, World Bank, Table 0.1, Ease of Doing Business Ranking, 2020, p. 4 (Accessed August 25, 2020).

10.“Doing Business 2020”, n. 9.

11.“Global FDI Flows Flat in 2019: Moderate Increase Expected in 2020”, United Nations Conference on Trade and Investment (UNCTAD), Investment Trends Monitor, Issue 33, Figure 3, January 2020, p. 3 (Accessed November 05, 2020).

12.“Consolidated FDI Policy (Effective from August 28, 2017)”, Ministry of Commerce, Government of India, Chapter 5: Sector Specific Conditions on FDI, p. 22 (Accessed September 30, 2020).

13.“Review of Foreign Direct Investment (FDI) Policy in Defence Sector”, Press Note No. 4 (2020 Series), FDI Policy Section, Department for Promotion of Industry and Internal Trade, Ministry of Commerce and Industry, Government of India, 2020 (Accessed October 16, 2020).

14.Alexander Chipman Koty, “China’s FDI Policy: Wider Market Access, Regional Incentives Announced”, China Briefing, October 09, 2018 (Accessed June 22, 2020).

15.Prabha Raghavan and Karunjit Singh, “Self-Reliant India: Which Sectors Depend on Imports, and Which Do Not”, The Indian Express, May 14, 2020 (Accessed June 21, 2020).

16.“Doing Business 2020”, n. 9, p. 31 (Accessed August 25, 2020).

17.See “Government of India’s Measures to Boost Business, Improve EoDB & Welcome FDI During COVID-19”, Strategic Investment Research Unit (SIRU), April 30, 2020. Also see “After tax incentives, govt brings in FDI reforms to propel growth”, The Times of India, August 28, 2019 (Accessed September 30, 2020).

18.“World Investment Report 2020: International Production Beyond the Pandemic”, UNCTAD, June 2020, p. 36 (Accessed November 5, 2020).

19.“National Manufacturing Policy”, Press Note No. 2 (2011 Series), Manufacturing Policy section, Department of Industrial Policy and Promotion, Ministry of Commerce and Industry, Government of India, November 04, 2011 (Accessed October 19, 2020).

20.These 25 sectors include: automobile; automobile components; aviation; biotechnology; chemicals and petrochemicals; construction; defence manufacturing; electrical machinery; electronic systems; food processing; IT and BPM; leather; media and entertainment; mining; oil and gas; pharmaceuticals; ports and shipping; railways; renewable energy; roads and highways; space; textiles and garments; thermal power, tourism and hospitality; and wellness. See Sectors, Make in India (Accessed September 17, 2020).

21.“Make In India: The Vision, New Processes, Sectors, Infrastructure And Mindset”, Make In India (Accessed October 03, 2020).

22.Author’s interview with a Lockheed Martin official based in South Korea, May 10, 2020. Also see “TATA Sikorsky JV Delivers First Fully Indigenous S-92® Helicopter Cabin”, Lockheed Martin, October 24, 2013; and Manju V., “First indigenous S-92 helicopter cabin by TATA Sikorsky JV”, The Times of India, October 24, 2013 (Accessed October 23, 2020).

23.“Finance Minister announces Government Reforms and Enablers across Seven Sectors under Aatma Nirbhar Bharat Abhiyaan”, Press Information Bureau, Government of India, May 17, 2020 (Accessed June 23, 2020).

24.“Cabinet approves the proposal of National Policy on Electronics 2019”, Press Information Bureau, Government of India, February 19, 2019 (Accessed October 24, 2020).

25.“Let us resolve to make India self-reliant: PM Modi”, narendramodi.in, May 12, 2020 (Accessed October 16, 2020).

26.“Finance Minister announces Government Reforms and Enablers across Seven Sectors under Aatma Nirbhar Bharat Abhiyaan”, n. 23.

27.“Ease of Doing Business”, Make in India; and “Doing Business 2020”, World Bank, p. 8, 10. (Accessed October 16, 2020).

28.“Ease of Doing Business”, Make in India (Accessed October 16, 2020).

29.“Sectors Attracting Significant FDI in India in 2019-20”, Make in India (Accessed October 19, 2020).

30.“Five Indian university teams accept Lockheed Martin challenge to design C-130J”, Indian Defence Review, November 26, 2014 (Accessed November 03, 2020); “C-130J Super Hercules”, Lockheed Martin (Accessed November 05, 2020); and “Indian university students participate in C-130J Super Hercules roll-on/roll-off competition”, Business Standard, August 25, 2015 (Accessed November 05, 2020).

Courtesy: First published on www.idsa.in

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The views expressed are of the author and do not necessarily represent the opinions or policies of the Indian Defence Review.

About the Author

Dr Kogila Balakrishnan and Saurabh Kukreja

Dr. Kogila Balakrishnan - Director, Client and Business Development (East Asia) at WMG, University of Warwick; Adjunct Professor at Malaysian National Defence University; and former Under Secretary, Malaysian Ministry of Defence. Saurabh Kukreja is a WMG alumnus with M.Sc. in Management for Business Excellence.

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