With a vision to move beyond conventional steel processing towards value-added manufacturing, proprietary product development and technology-driven growth, PSPL Group is positioning itself for its next phase of expansion. At the helm of this transformation is Abhinandan Jain, Director & Group CEO of PSPL Group (PSPL Steel Processors Pvt. Ltd.), whose international exposure in business and strategic management has helped shape the group’s approach to leadership, operational excellence and long-term growth. In this interaction with Machine Edge Global, Jain discusses the group’s evolution, its focus on R&D and new product development, expansion plans across India, emerging opportunities in global supply chains, and the growing role of data analytics and AI in enhancing manufacturing efficiency, product quality and customer value
You have studied international business, and strategic management, and worked with leading financial institutions. How did this international exposure shape your approach to business and leadership?
My time in London, both studying and working, gave me a truly global perspective on business. While my studies provided the framework, working with large institutions gave me a practical understanding of risk, governance, long-term sustainability and continuous innovation, beyond just growth. I saw how large institutions plan with a 10, 15, and even 20-year vision.
My university thesis was on Cross-Cultural Management, at a time when Indian industry was increasingly expanding globally. Tata’s acquisitions of Corus and Jaguar Land Rover, and Mittal Steel’s historic takeover of Arcelor to create ArcelorMittal, were major headlines in London.
This learning became practical when, while still based in London, I led our side in joint venture discussions with Japan’s Ninomiya Industries. I travelled multiple times to Tokyo, Singapore and Bangkok for pre-JV negotiations, which eventually led to the signing in India with my family. This experience would not have been possible without my exposure to studying and working in the UK. These experiences shaped my core philosophy: to think globally, but execute locally, with trust and relationships at the centre.
What have been the most significant milestones in PSPL Group’s growth, and which decisions have had the greatest impact on its evolution?
PSPL Group’s growth has been shaped by a series of important transitions in how we operate and create value. We started as a trading company and gradually evolved into a reselling and processing company, before moving towards value-added solutions for our customers.
One significant milestone was our Japanese joint venture for driver cab manufacturing, which expanded our capabilities. Standardising processes, implementing ERP systems, and strengthening business development have also played an important role in building a more structured and efficient organisation.
Another major step has been our transition towards manufacturing through acquisitions and the development of new business verticals. We are also investing in a larger New Product Development (NPD) and R&D team, with the long-term vision of moving towards an Original Design Manufacturing (ODM) model.
Equally important has been the continuous upskilling of our employees and technology upgrades at every stage of our operations. Ultimately, our journey has been about continuously building new capabilities, improving processes, and preparing the organisation for its next phase of growth.
The steel processing industry is closely linked to fluctuations in demand, raw material prices and the broader industrial economy. How do you manage business risks and maintain stability in a changing market?
The steel industry is closely linked to fluctuations in demand and raw material prices. However, we have observed that when market demand is low, steel prices are often lower as well. As buyers, this gives us an opportunity to negotiate better prices and, for certain materials, maintain stock for up to a quarter to manage our requirements effectively.
We also use slower market periods to strengthen our operations. We plan shutdowns during these phases and encourage our teams to focus on Kaizen, improving quality, optimising costs and increasing productivity. Employee training and skill upgradation are equally important during this time.
Additionally, we see softer market conditions as an opportunity to invest in machinery and upgrade our capabilities. Our understanding is that demand and prices both will increase.
PSPL Group aims to evolve beyond its established foundation in steel processing and solutions towards a more diversified, innovation-driven business. What are the key drivers behind this transformation?
One of the key drivers behind our transformation is the need to address market saturation risks and build new avenues for sustainable growth. While steel processing remains our foundation, we believe that forward integration and greater value addition in steel and related products will help us create more value for our customers.
We also see significant opportunities for cross-sector growth in areas such as infrastructure, technology, data centres and energy. These sectors are evolving rapidly and offer opportunities to expand our capabilities and diversify our business.
Innovation and technology are equally important to this journey. We want to continuously improve our processes, develop new products and strengthen our manufacturing and design capabilities to meet changing market needs.
At the same time, we are looking at financial and sustainability levers that can support long-term growth and improve operational efficiency.
What capabilities, investments and technological developments will be necessary for PSPL Group to transition from steel processing and solutions to developing its own proprietary products?
The most important investment for this transition will be building a stronger team of people and minds in Research and Development (R&D) and New Product Development (NPD). We also plan to establish our own testing centre to strengthen product development and quality assurance.
Alongside this, market mapping will be essential to understand the demand for the products we develop and their potential applications in the aftermarket. This will help us ensure that our products address actual market needs and offer long-term value.
Our focus will remain on quality and creating greater convenience for customers and end users. We want to develop products that are not only technically sound but also practical and user-friendly. We also believe in adopting a more customer-centric approach to product approvals, ensuring that feedback and requirements are considered throughout the development process. Equally important will be building strong after-sales service capabilities to support customers beyond the point of sale.
Ultimately, our transition towards proprietary products will depend on combining the right talent, testing infrastructure, market understanding, quality standards and customer-focused innovation.
PSPL Group plans to expand its presence across western and southern India through new factory setups and enhanced manufacturing capabilities. Which markets or industrial clusters are you targeting, and what factors guide these expansion decisions?
At present, we are focusing on auto components for commercial vehicles and construction equipment, along with body-building solutions for vehicle applications across different industries. Our expansion plans are primarily focused on western India, followed by southern India.
In parallel, we have a separate team working on agricultural goods and attachments for agriculture and other industries. We are still evaluating the right location for this vertical and have not yet decided whether to establish operations in eastern India or another part of the country.
Our expansion decisions are guided by the availability of the right talent, the ability to execute projects efficiently, and the opportunities to strengthen our manufacturing capabilities. We believe that western and southern India offer an environment where we can move faster and access a stronger talent pool for our current focus areas.
Ultimately, our aim is to establish manufacturing capabilities in locations that support efficient execution, help us access skilled talent and enable us to serve our target industries effectively.
What opportunities do you see for Indian manufacturers in global supply chains, particularly in the commercial vehicle, construction equipment, machinery and railway sectors?
With the China+1 strategy and the growing demand for alternative suppliers in global markets, we see significant opportunities for Indian manufacturers, particularly in the commercial vehicle (CV) and construction equipment sectors.
However, our approach is to focus on a few products where our teams are already working, rather than expanding across multiple segments at once. These include excavator buckets, rock breaker chisels and selected commercial vehicle components.
Since this is our first step towards developing our own products, we want to take a measured approach. Our priority is to get the initial products right, establish quality and manufacturing standards, and build a successful model before scaling further.
As we progress, we will also evaluate inorganic growth opportunities and the addition of businesses in similar sectors through our group companies, wherever they align with our capabilities and long-term vision.
We see this as a journey of building expertise, proving our capabilities and scaling sustainably. Once we establish a successful model with our initial products, we will be better positioned to explore broader opportunities in global supply chains.
With manufacturing becoming increasingly data-driven, how is PSPL Group using data analysis and business intelligence to improve decision-making, operational efficiency and customer service?
At PSPL Group, we leverage cutting-edge software and AI tools to analyse over 15 years of historical data. Our dedicated analytics team works closely with management to extract actionable insights and drive smarter decision-making across the organisation, improving operational efficiency and customer service.
One of our key initiatives is the Global Nesting Project, which focuses on optimising raw material utilisation by treating waste as a valuable input. This initiative has resulted in a 7–8% overall yield improvement. We also use advanced nesting software to maximise material efficiency, implement quality assurance (QA) controls to ensure consistency in quality, and run ongoing skill upgradation programmes to enhance workforce productivity.
On the customer front, we use Customer Health Reports and analysis to assess strategic importance, profitability and portfolio fit. This helps us understand customer requirements better and make informed decisions. As a next step, we are working towards launching customer satisfaction initiatives to strengthen relationships and improve the overall customer experience.
Our edge lies in combining our steel industry expertise with digital tools and data-driven insights. This approach is helping us move up the ‘triangle of steel’ through value-added solutions, while continuously improving material utilisation, quality, productivity and customer service.