Tele-Talk新鲜的花,深入分析和观点从受人尊敬的行业领导者

印度会导致另一种电子产品供应链

“需要大修的计划,看看一些现成的解决方案创建一个印度领导替代电子供应链不仅符合印度也有助于使印度成为一个重要的电子中心世界各地,”表明费萨尔Kawoosa,创始人,首席分析师,techARC。

费萨尔Kawoosa
费萨尔Kawoosa 创始人、首席分析师techARC

Every time we have a geo-political situation, we become patriotic and start recognising the significance of Made in India. In some time, it fizzles out. Irrespective of the present situation and its impact on world trade, the need to have India\u2019s self-reliant electronics industry has already been felt and accepted.

There have been some good results since the Government of India announced its intent followed by a slew of measures to attract electronics manufacturing in the country. However, the challenges of domestic value addition growing beyond a certain level and emergence of strong India brands continue to be there.

There is a need to have a complete overhaul of the initiative and look at some out of box solutions to create an India led alternative electronics supply chain which not only serves India but also helps in making India an important electronics hub world over. The schemes and incentives announced from time to time are primarily focused around attracting investments and creating jobs. These are more quantitative objectives where qualitative aspects like increasing domestic value addition, creation of India IP products, etc., are undermined. For instance, in mobile manufacturing the investments would have already crossed $10 billion, but the value addition is still meagre 20% in best of the examples to showcase.

Here are some strategies enumerated which could have better results and help achieve strategically important goals.

India-Israel R&D collaboration:<\/strong> Over the years, our R&D efforts have been limited. There are several reasons ranging from inadequate investments to lack of expertise. If India has to excel and advance in IP development and product design in electronics, the R&D efforts need to be propelled inorganically. This is where we need a strategic partner, someone like Israel. Israel is among leaders in R&D in electronics and allied sectors. Inherently, the Israeli companies have chosen to expertise in R&D and product development and not create a consumer facing brand. From chip design to development of codecs for audio, video and several applications, Israeli companies have always been pivotal. Many of the Israeli companies got acquired in US.

India and Israel have been collaborating in many fields. There are many synergies already that work well for the two countries. India must go for a long-term strategic tie-up with Israel to develop R&D and product design capabilities with technology transfer agreement. To begin with there could be an IDH set up in India anchored by an Indian brand with support from Israeli ecosystem. This IDH can cater to a pool of Indian brands in Consumer Electronics including mobiles. This will help India lay the foundation of a very strong R&D capability in electronics which can then cater to other elements in the value chain like manufacturing.

10 Billion for 10 Leaders:<\/strong> There are several technology leaders of Indian origin responsible for billions of dollars\u2019 worth of business. Sundar Pichai, Satya Nadella, Arun Krishnan are among few of these notable names. The schemes and incentives so far announced are for companies to set up shops in India. This should be complimented with a scheme for eminent business leaders of Indian origin interested in setting up technology companies in India including hardware and software. There could be a $10 billion fund created for 10 such business leaders of Indian origin with each getting up to $1 billion of incentives and other support from government to set up in India. Only then we can have Bill Gates, Steve Jobs and likes emerging from India. This could trigger a chain reaction, which in turn will create more such leaders going forward.

Creating India equivalents:<\/strong> There must be a roadmap for next 10 to 20 years where the objective should be to create equivalents of global technology companies. These companies should not be positioned as India alternatives but equivalents where there could be possibilities of collaborations as well. The first goal should be to have an equivalent of Samsung or LG in next 5-10 years. This could be followed by an equivalent of Apple in 15 years. Finally, we could get deeper in to technology development by aspiring to have equivalents of Intel, Google, etc., over next 20 years or so.

This should be a goal-seek activity where the objective is clear and everything required to achieve this is worked upon. So, the focus is on ends rather than means. With the present policy framework, we tend to focus more on means without clarity about end results. For instance, can we be sure with a certain degree of confidence that with the present PLI scheme, we will have an India equivalent of Samsung in next 10 years. Perhaps not.

By this approach, there would be clarity in goals being pursued, fundamentals would be strengthened inorganically creating a new order of electronics supply chain and would attract exceptional talent driving investments. India definitely has a larger role to play in the global electronics value chain. However, there are some smart moves required which can result in creation of a strong ecosystem resulting in a win-win situation for the partnering countries. At present, the schemes are designed in a way where we are attracting value chain which is already established in other countries and to get them to India is a herculean task. Since, they are also well established in their primary markets, it becomes very difficult for us to match their expectations. Contrary to this, if India collaborates with someone like Israel for which it would be a greenfield initiative, the expectations could be reasonably met by India.

In electronics India has either looked for partners in east or far west. There needs to be a shift in this policy and forge strong ties with Israel to build strong R&D fundamentals which could trigger IP development in India leading to creation of strong technology companies which have strengths of both \u2013 R&D from Israel and marketing and sales of India. That would create a win-win model helping India emerge as a strong value chain alternative in technology domain, especially electronics.","blog_img":"","posted_date":"2020-07-12 12:42:13","modified_date":"2020-07-13 08:50:41","featured":"0","status":"Y","seo_title":"India can lead an alternative electronics supply chain","seo_url":"india-can-lead-an-alternative-electronics-supply-chain","url":"\/\/www.iser-br.com\/tele-talk\/india-can-lead-an-alternative-electronics-supply-chain\/4382","url_seo":"india-can-lead-an-alternative-electronics-supply-chain"}">
投资和创造就业机会是至关重要的,但这些政策应该推动创建全球品牌的印度

每一次我们有一个地缘政治形势,我们成为爱国,开始承认在印度的重要性。在某些时候,它失败了。不管现状及其对世界贸易的影响,印度需要自力更生的电子行业已经感觉和接受。

有一些好的结果自印度政府宣布其意图紧随其后的一系列措施,吸引电子制造业。然而,国内的挑战价值增长到一定水平和强大的印度品牌的出现继续存在。

有一个需要大修的计划,看看一些现成的解决方案创建一个印度领导选择电子产品供应链不仅符合印度也有助于使印度成为一个重要的电子中心。不时地宣布的计划和激励措施主要集中在吸引投资和创造就业机会。这些更量化目标,定性方面增加国内价值之外,印度创造知识产权产品,等等,都破坏了。例如,在手机制造业的投资已经跨越了100亿美元,但仍仅20%的附加价值最好的例子来展示。

这里有一些策略枚举可能有更好的效果和帮助实现具有重要战略意义的目标。

India-Israel研发合作:多年来,我们研发的努力是有限的。有几个原因从投资缺乏专业知识不足。如果印度excel和推进知识产权开发和产品设计在电子技术中,需要推动及研发工作。这就是我们需要一个战略伙伴,像以色列。以色列是在电子和盟军领导人在研发部门。本质上,以色列公司选择在研发和产品开发方面的专业知识,而不是创建一个面向消费者的品牌。从芯片设计到开发音频编解码器,视频和多个应用程序,以色列公司一直是关键。许多以色列公司收购了我们。

印度和以色列已经在许多领域的合作。已经有许多协同效应,适合两国。印度必须去与以色列长期战略合作开发研发和产品设计能力与技术转让协议。一开始会有一个IDH在印度建立了由一个印度品牌在以色列的支持下的生态系统。这个IDH可以迎合印度的品牌在手机等消费电子产品。这将帮助印度奠定基础的一个非常强大的研发能力在电子产品可以满足像制造业价值链中的其他元素。

100亿年10领导人:有几种技术印度裔领导人负责价值数十亿美元的业务。Sundar Pichai,萨提亚Nadella、阿伦Krishnan等一些著名的名字。的方案和激励机制到目前为止宣布公司在印度设立商店。这应该是称赞为著名的印度裔商界领袖计划感兴趣在印度设立科技公司包括硬件和软件。可能有一只100亿美元的基金为10这样的商界领袖的印度裔创建与每个获得至多10亿美元的激励和其他支持政府在印度设立。只有这样我们可以比尔盖茨,史蒂夫乔布斯,喜欢新兴来自印度。这可能引发连锁反应,进而将创造更多这样的领导人。

创建印度同类产品:必须有一个路线图未来10到20年的目标应该是创建全球科技公司的等价物。这些公司不应该定位在印度替代但等价物,可能有合作的可能性。第一个目标应该是等效的三星LG在未来5 - 10年。这可能是紧随其后的是一个相当于苹果15年。最后,我们可以得到更深层次的技术开发的有抱负的等价物的英特尔、谷歌等等,在未来20年左右的时间。

这应该是一个单变量求解活动的目标是明确和实现这一目标所需的所有工作。所以,重点是目的而不是手段。目前的政策框架,我们往往更关注没有明确目的的手段的结果。例如,我们可以确保一定程度的信心,在当下PLI方案,我们将有一个印度在未来10年相当于三星。也许不是。

通过这种方法,会有明确的目标追求,基本面将加强及创建一个新的电子产品供应链的订单,将吸引优秀人才推动投资。印度肯定有更大的作用在全球电子产品价值链。然而,也有一些明智的举措要求从而导致建立一个强有力的生态系统导致国家合作双赢的局面。目前,方案设计在某种程度上我们吸引价值链已建立在其他国家和印度是一个艰巨的任务。以来,他们也建立在他们的主要市场,它就非常困难对我们匹配他们的期望。与此相反,如果印度与像以色列这样的人,这将是一个绿地倡议,期望可以合理了印度。

在电子印度东部或西部寻找合作伙伴。需要转变这一政策和建立强有力的联系与以色列建立强大的研发基础,这可能引发知识产权发展在印度导致创建强大的科技公司的优势——研发从以色列和印度的市场营销和销售。这将创建一个双赢的模型帮助印度成为一个强大的价值链替代技术领域,特别是电子产品。

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Every time we have a geo-political situation, we become patriotic and start recognising the significance of Made in India. In some time, it fizzles out. Irrespective of the present situation and its impact on world trade, the need to have India\u2019s self-reliant electronics industry has already been felt and accepted.

There have been some good results since the Government of India announced its intent followed by a slew of measures to attract electronics manufacturing in the country. However, the challenges of domestic value addition growing beyond a certain level and emergence of strong India brands continue to be there.

There is a need to have a complete overhaul of the initiative and look at some out of box solutions to create an India led alternative electronics supply chain which not only serves India but also helps in making India an important electronics hub world over. The schemes and incentives announced from time to time are primarily focused around attracting investments and creating jobs. These are more quantitative objectives where qualitative aspects like increasing domestic value addition, creation of India IP products, etc., are undermined. For instance, in mobile manufacturing the investments would have already crossed $10 billion, but the value addition is still meagre 20% in best of the examples to showcase.

Here are some strategies enumerated which could have better results and help achieve strategically important goals.

India-Israel R&D collaboration:<\/strong> Over the years, our R&D efforts have been limited. There are several reasons ranging from inadequate investments to lack of expertise. If India has to excel and advance in IP development and product design in electronics, the R&D efforts need to be propelled inorganically. This is where we need a strategic partner, someone like Israel. Israel is among leaders in R&D in electronics and allied sectors. Inherently, the Israeli companies have chosen to expertise in R&D and product development and not create a consumer facing brand. From chip design to development of codecs for audio, video and several applications, Israeli companies have always been pivotal. Many of the Israeli companies got acquired in US.

India and Israel have been collaborating in many fields. There are many synergies already that work well for the two countries. India must go for a long-term strategic tie-up with Israel to develop R&D and product design capabilities with technology transfer agreement. To begin with there could be an IDH set up in India anchored by an Indian brand with support from Israeli ecosystem. This IDH can cater to a pool of Indian brands in Consumer Electronics including mobiles. This will help India lay the foundation of a very strong R&D capability in electronics which can then cater to other elements in the value chain like manufacturing.

10 Billion for 10 Leaders:<\/strong> There are several technology leaders of Indian origin responsible for billions of dollars\u2019 worth of business. Sundar Pichai, Satya Nadella, Arun Krishnan are among few of these notable names. The schemes and incentives so far announced are for companies to set up shops in India. This should be complimented with a scheme for eminent business leaders of Indian origin interested in setting up technology companies in India including hardware and software. There could be a $10 billion fund created for 10 such business leaders of Indian origin with each getting up to $1 billion of incentives and other support from government to set up in India. Only then we can have Bill Gates, Steve Jobs and likes emerging from India. This could trigger a chain reaction, which in turn will create more such leaders going forward.

Creating India equivalents:<\/strong> There must be a roadmap for next 10 to 20 years where the objective should be to create equivalents of global technology companies. These companies should not be positioned as India alternatives but equivalents where there could be possibilities of collaborations as well. The first goal should be to have an equivalent of Samsung or LG in next 5-10 years. This could be followed by an equivalent of Apple in 15 years. Finally, we could get deeper in to technology development by aspiring to have equivalents of Intel, Google, etc., over next 20 years or so.

This should be a goal-seek activity where the objective is clear and everything required to achieve this is worked upon. So, the focus is on ends rather than means. With the present policy framework, we tend to focus more on means without clarity about end results. For instance, can we be sure with a certain degree of confidence that with the present PLI scheme, we will have an India equivalent of Samsung in next 10 years. Perhaps not.

By this approach, there would be clarity in goals being pursued, fundamentals would be strengthened inorganically creating a new order of electronics supply chain and would attract exceptional talent driving investments. India definitely has a larger role to play in the global electronics value chain. However, there are some smart moves required which can result in creation of a strong ecosystem resulting in a win-win situation for the partnering countries. At present, the schemes are designed in a way where we are attracting value chain which is already established in other countries and to get them to India is a herculean task. Since, they are also well established in their primary markets, it becomes very difficult for us to match their expectations. Contrary to this, if India collaborates with someone like Israel for which it would be a greenfield initiative, the expectations could be reasonably met by India.

In electronics India has either looked for partners in east or far west. There needs to be a shift in this policy and forge strong ties with Israel to build strong R&D fundamentals which could trigger IP development in India leading to creation of strong technology companies which have strengths of both \u2013 R&D from Israel and marketing and sales of India. That would create a win-win model helping India emerge as a strong value chain alternative in technology domain, especially electronics.","blog_img":"","posted_date":"2020-07-12 12:42:13","modified_date":"2020-07-13 08:50:41","featured":"0","status":"Y","seo_title":"India can lead an alternative electronics supply chain","seo_url":"india-can-lead-an-alternative-electronics-supply-chain","url":"\/\/www.iser-br.com\/tele-talk\/india-can-lead-an-alternative-electronics-supply-chain\/4382","url_seo":"india-can-lead-an-alternative-electronics-supply-chain"},img_object:["","retail_files/author_1509706883_temp.jpg"],fromNewsletter:"",newsletterDate:"",ajaxParams:{action:"get_more_blogs"},pageTrackingKey:"Blog",author_list:"Faisal Kawoosa",complete_cat_name:"Blogs"});" data-jsinvoker_init="_override_history_url = "//www.iser-br.com/tele-talk/india-can-lead-an-alternative-electronics-supply-chain/4382";">