PSR Power Systems Research India Private Limited (PSR India), is the India office of Power Systems Research (PSR). Our experienced analysts, including our team in India, work with OEMs, engine and component manufacturers, dealers, fleet managers and industry experts to compile model-level data that is considered the leading source of global information on engines, drivetrains and powered vehicles and equipment.
Ashok Leyland’s move to develop and assemble its own battery packs marks one of its most strategically significant announcements in recent years. As India transitions toward a cleaner, multi-fuel commercial mobility ecosystem, this decision places the company at the center of the country’s electric commercial vehicle (ECV) transformation. The implications extend across technology, cost structure, competitive positioning, and long-term industry dominance.
At the core, battery packs account for 35–45% of an electric vehicle’s total cost, making them the single most influential factor in pricing and margins. By internalizing battery pack development, Ashok Leyland is aiming to break its dependence on third-party suppliers, reduce bill-of-materials cost, and secure tighter control over the EV value chain. This is crucial as global cell prices fluctuate and supply chains remain vulnerable to geopolitical shifts. In-house pack assembly gives the company cost stability, greater design flexibility, and freedom to optimize packs specifically for Indian duty cycles—ranging from stop-and-go urban e-buses to long-haul e-LCVs and future heavy-duty platforms.
In March, the government of India released the draft proposal for TREM V emission norms, setting in motion what could become the most significant regulatory transition for the off-highway sector since the adoption of TREM IV.
Covering construction equipment, agricultural machinery, mining vehicles, and gensets, the proposed norms represent a decisive push towards global alignment, tighter emission control, and advanced digital monitoring.
TREM V aims to sharply reduce particulate matter, nitrogen oxides, and ultrafine particle emissions by mandating technologies such as diesel particulate filters (DPF), selective catalytic reduction (SCR) systems, enhanced engine calibration, and robust onboard diagnostics. While this brings India closer to frameworks like EU Stage V, it also sets the stage for a disruptive cost cycle for OEMs and customers alike. Early estimates indicate that machine prices may rise between US$ 1,600-US$ 3,200 (₹1.5–3 lakh) depending on horsepower and engine configuration, creating immediate uncertainty around demand planning and inventory strategies.
The evolving automotive relationship between India and Indonesia is increasingly defined by structured, government-linked procurement and industrial collaboration rather than routine export activity. Recent transactions involving Tata Motors, Mahindra & Mahindra, and Ashok Leyland signal a measurable expansion of India’s commercial vehicle footprint in Southeast Asia’s largest economy.
Indonesia’s infrastructure expansion, rural logistics formalization, and cooperative-based distribution programs have generated concentrated demand for light and medium commercial vehicles. Unlike fragmented retail-driven sales, these programs are characterized by bulk institutional procurement, creating predictable order pipelines and scale efficiencies for suppliers. Indian manufacturers, with established competencies in cost-optimized, durable vehicle platforms suited to emerging market operating conditions, have been able to secure sizeable allocations.
India’s two-wheeler market has re-entered a phase of strong recovery, marking one of the most encouraging periods for the segment in the post-pandemic cycle.
After an extended stretch of muted retail activity—driven by rural income pressure, price inflation, and delayed replacements—the current upswing reflects deeper, broad-based improvements in consumer sentiment. The revival is being powered by a mix of macroeconomic stabilization, rural liquidity improvements, urban premiumization, and targeted OEM strategies.
Ford Motor Company’s decision to re-enter the Indian market marks one of the most closely watched developments in the auto industry this year. After exiting mass-market operations in 2021, due to persistent losses and an increasingly competitive environment, Ford’s return signals a significant strategic recalibration driven by changing market dynamics, India’s rising manufacturing relevance, and the company’s global EV transformation agenda.
Unlike the last decade—when Ford struggled with scale, cost structures, and a limited product pipeline—its new India plan is built around focused investments, platform sharing, premium positioning, and leveraging India as an export and engineering powerhouse.
Shifting from Mass-Market to Strategic Segments Ford’s earlier struggle stemmed largely from competing in high-volume, price-sensitive segments dominated by Maruti Suzuki, Hyundai, and later Tata and Kia. The new strategy avoids this path.
Ford Motor Company’s decision to re-enter the Indian market marks one of the most closely watched developments in the auto industry this year. After exiting mass-market operations in 2021, due to persistent losses and an increasingly competitive environment, Ford’s return signals a significant strategic recalibration driven by changing market dynamics, India’s rising manufacturing relevance, and the company’s global EV transformation agenda.
Unlike the last decade—when Ford struggled with scale, cost structures, and a limited product pipeline—its new India plan is built around focused investments, platform sharing, premium positioning, and leveraging India as an export and engineering powerhouse.
India’s auto sector delivered a resilient performance in the first half of FY26 (April–September 2025), supported by healthy two-wheeler volumes, steady passenger-vehicle demand, and a modest recovery in commercial vehicles — even as the industry navigated EV market churn and shifting policy tailwinds.
Two-wheelers continued to underpin volume growth: production and domestic sales surged, with about 10,200,000 (1.02 crore) two-wheelers produced/sold in 1H FY26. This strength was driven by durable rural demand, improved affordability, and strong scooter and motorcycle cycles during the pre-festive and monsoon seasons.
Passenger vehicles showed robustness across the board, with roughly 2.05 million units recorded in the six-month period (Apr–Jun ~1.01m; Jul–Sep ~1.04m). OEMs benefited from a combination of steady urban demand, renewed festive spending and a partial easing of supply constraints. Strong export momentum — India recorded a record H1 export tally — also helped OEM plant utilizations.
The Indian automobile industry has received a significant policy boost with the rollout of GST 2.0, a major change in indirect taxes aimed at restoring affordability and stimulating consumption. The reform, which reduces GST rates on vehicles and components, arrives at a crucial juncture when entry-segment sales, rural demand, and OEM margins have been under pressure.
Scale of reduction and market impact. GST 2.0 lowers the rate on small cars and two-wheelers from 28% to 18%, while standardizing the rate on most auto components at 18% instead of the earlier 18%–28% range. Larger SUVs and luxury models now fall under a simplified 40% composite slab, down from nearly 50% earlier. These changes translate into tangible price cuts—ranging from $750 USD (₹65,000) for hatchbacks to over $3,400.00 USD (₹3 lakh) for premium models—resulting in an estimated 10-percentage-point drop in overall tax burden for the sector. Analysts see this as a long-awaited correction that could lift FY26 passenger-vehicle demand by 8–10%.
The September 2025 GST Council meeting introduced sweeping tax revisions that significantly lower GST rates across multiple vehicle and farm equipment categories. Tractors and their components now attract a 5% rate (from 12% for standard tractors, and from 18% for parts), while small cars, two-wheelers (up to 350cc), three-wheelers, buses, and certain commercial vehicles are enjoying reduced GST from 28% to 18%.
These changes are expected to improve affordability, stimulate demand (especially in rural and semi-urban areas), boost manufacturing and ancillary industries, and lead to job growth across the value chain.
India is preparing for one of its biggest tax reforms in recent years, targeting the Goods and Services Tax (GST) structure. If approved, the proposal will slash GST on small cars and two-wheelers from 28% to 18% and reduce GST on insurance premiums to between 5% and zero. The change, expected around Diwali, has the potential to reshape production planning and sales strategies for automobile manufacturers.
Impact on Small Cars and Two-Wheelers. Small cars and two-wheelers have traditionally been the backbone of India’s automobile industry, serving middle-class buyers who are highly price sensitive. However, in recent years, growth in these categories has slowed as buyers shifted toward SUVs, which now account for nearly half of passenger vehicle sales. By lowering taxes, the government aims to make small cars and two-wheelers more affordable, correcting the imbalance in demand and giving OEMs in these categories a much-needed boost.
