As Make in India completes 12 years, the Confederation of Indian Industry says the programme is entering a more demanding phase: one defined not by the number of factories built, but by the depth of capability those factories can sustain. The industry body's assessment reflects a broader recalibration in India's manufacturing strategy, where the central challenge is no longer simply adding capacity, but embedding domestic supply chains, improving technology intensity and strengthening the country's position in global trade and production networks.
For the automotive, electric vehicle and mobility sectors, this shift carries particular weight. These industries sit at the intersection of industrial policy, export ambition and clean-energy transition, and they are among the clearest tests of whether India can move from assembly-led growth to a more sophisticated manufacturing base. CII's message suggests that the next stage of Make in India will be judged by how much value is created within the country, how quickly firms can localise critical components and how effectively Indian manufacturers can compete in overseas markets.
Supply Chains First
CII's core argument is that India must deepen its domestic supply chains if it wants manufacturing growth to be durable. In practical terms, that means reducing dependence on imported inputs, developing a wider base of component makers and improving the reliability of upstream and downstream linkages. For the auto and EV ecosystem, this is especially relevant because the sector depends on a dense network of suppliers, from metals and electronics to batteries, semiconductors and precision engineering.
The push for domestic supply chains is not merely about import substitution. It is also about resilience. Global manufacturing has been repeatedly disrupted in recent years by shipping bottlenecks, geopolitical tensions and commodity volatility. A stronger local supplier base can help Indian manufacturers absorb shocks, shorten lead times and improve cost control. That, in turn, can make Indian plants more attractive to global original equipment manufacturers looking for stable production hubs.
Technology Over Scale
CII's framing also points to a more technology-intensive model of industrial growth. The organisation's emphasis on deeper capabilities indicates that India's manufacturing success will increasingly depend on design, engineering, automation, software integration and advanced process control. In the mobility sector, where electric drivetrains, battery systems, power electronics and connected vehicle platforms are reshaping competition, technology capability is becoming as important as labour cost or installed capacity.
This is a notable evolution in the Make in India narrative. The early years of the programme were often associated with attracting investment, expanding industrial output and encouraging domestic production. The current phase, by contrast, appears to be focused on moving up the value chain. That means Indian firms must not only produce more, but produce better, with higher productivity, stronger quality standards and greater innovation content.
For EVs in particular, the stakes are high. Battery supply chains remain globally concentrated, and critical mineral access continues to shape the economics of the transition. India's ability to build competitive EV manufacturing will depend on whether it can localise key technologies, attract capital into component ecosystems and create scale without sacrificing efficiency.
Global Markets Matter
CII's remarks also underline that Indian manufacturing can no longer be viewed solely through a domestic lens. Integration with global markets is now central to the Make in India agenda, both as a source of demand and as a benchmark for competitiveness. Export performance, compliance with international standards and participation in cross-border supply chains will increasingly determine which Indian manufacturers thrive.
That is particularly relevant for the automotive sector, where global buyers expect consistent quality, cost discipline and delivery reliability. India has already built a reputation as a significant production base for small cars, two-wheelers and auto components. The next challenge is to extend that reputation into higher-value segments, including EV components, advanced mobility systems and technology-rich subassemblies.
CII's assessment suggests that policy support alone will not be enough. The manufacturing base will need sustained investment in skills, infrastructure, logistics and research and development. It will also need a regulatory environment that rewards scale, innovation and export orientation. As Make in India enters its second decade, the question is no longer whether India can manufacture more. It is whether it can manufacture with enough depth, sophistication and global relevance to compete at the top tier of industrial economies.