Contents

Introduction p3/India overview p5/Blueprint for digital success p18/ Methodology p19

Industry 4.0: Building

the digital enterprise
India highlights

www.pwc.in
2 PwC
Introduction

Behind the scenes of the world’s leading industrial companies, data seamlessly underpins the gains promised by Industry
a profound digital transformation is now underway. 4.0, which networks a wide range of new technologies to
Industrial leaders are digitising essential functions and create value.
processes. They are enhancing their product portfolio with
While terms like industrial Internet and digital factory are
digital functionalities and are investing in data analytics as
also used to describe these changes, in this report, we use
a foundational capability to drive innovation and significant
Industry 4.0 to describe the journey industrial companies are
improvements in efficiency. In India as well, we see industrial
companies planning to dramatically increase their overall level taking towards a complete value chain transformation.
of digitisation. While just 27% of the Indian respondents rate At the end of this transformation process, successful
their company as advanced today, 65% expect their company industrial companies will become true digital enterprises,
to reach this stage by 2020. with physical products at the core, augmented by digital
interfaces and data-based, innovative services. These digital
In this report, the term ‘Industry 4.0’ stands for the
enterprises will work together with customers and suppliers
fourth industrial revolution. Other related terms include
in industrial digital ecosystems. These developments
‘industrial Internet’ or ‘digital factory’, although neither
will fundamentally change individual companies as well
takes as complete a view. While Industry 3.0 focussed on the
as transform market dynamics across a whole range of
automation of single machines and processes, Industry 4.0
industries. And that is true in countries all around the
concentrates on the end-to-end digitisation of all physical
assets and their integration into digital ecosystems with value world—in both developed and emerging markets.
chain partners. Generating, analysing and communicating

Industry 4.0 framework and contributing digital technologies

Mobile devices
Cloud computing IoT platforms

tics as core c
naly
a apa
a nd bil
a ion and i ity
Augmented at itisat and ntegra
ig ical hori t Location detection
D

D ert z io
reality/wearables e chains ont
f v valu technologies
1.

n
al
o
p ro d

m er a ccess

Industry
sto n e s s
uct a nd
2 . D i g i ti e rvi

Multilevel customer 4.0

c u l b u si

interaction and customer Advanced human-machine

profiling interfaces
sa c
s

ita

n
ti o

g
e o
of f Di
fe r 3 . a nd
D in g s ls
at
a m od e y
an b ili t
Big data analytics and da pa
naly a
advanced algorithms t i c s a s c o re c

Authentication and
fraud detection

Smart sensors 3D printing

Industry 4.0: Building the digital enterprise 3

While the term ‘Industry 4.0’ is becoming increasingly
familiar, we use it in a specific way in this report. In our view,
Industry 4.0 is driven by the following:

Digitisation and integration of vertical

and horizontal value chains
Industry 4.0 digitises and integrates processes vertically across
the entire organisation—from product development and
purchasing to manufacturing, logistics and service. All data
about operations, processes, process efficiency and quality
management, as well as operations planning, are available in
real time, supported by augmented reality and optimised in an
integrated network. Horizontal integration stretches beyond
the internal operations from suppliers to customers and all key
value chain partners. It includes technologies from track and
trace devices to real-time integrated planning.

Digitisation of product and service

offerings
Digitisation of products includes the expansion of existing
products, for example, by smart sensors or communication
devices combined with data analytics, as well as the creation
of new digitised products which focus on complete integrated
solutions. By integrating new methods of data collection and
analysis, industrial companies are able to generate data on
product use and refine products to meet the increasing needs
of end customers.

Digital business models and customer

access
Beyond providing digitally enhanced products, leading
industrial companies expand their offering by providing
disruptive digital solutions such as complete, data-driven
services and integrated platform solutions. Disruptive digital
business models are often focussed on generating additional
digital revenues and optimising customer interaction and
access. Digital products and services are often part of
serving customers with a complete solution in a distinct
digital ecosystem.

4 PwC
India overview

Digital is now a priority for most CEOs of industrial companies developed economies given their greenfield starting positions.
in India. More than a quarter (27%) of the industrial As a result, they have fewer legacy issues pertaining to outdated
companies in our survey have rated their level systems, processes, technological capabilities, etc., which need
of digitisation as high, and this value is expected to rise to to be addressed.
65% within the next five years.
In order for industrial companies to leverage the full value of
Industrial leaders in India are digitising essential functions Industry 4.0, they need to overcome key challenges. These
within their internal vertical operations processes and are include lack of a clear digital operations vision from the
focussed on driving both revenue growth and operational leadership (45%), lack of skills in data analytics capabilities
efficiencies by adopting Industry 4.0. Also, 9 out of 10 (53%) and fostering a strong digital culture (41%). Operational
companies expect to expand their product portfolio with disruption from cyber security breaches is another top concern
digital offerings. for Indian industrial companies. Overcoming these challenges
will enable them to reach their potential and objectives of
It was observed that industrial companies in Asia-Pacific and
digitisation by 2020.
India have the advantage to leapfrog ahead of those in the

Key findings from our research

From talk
to action

Big Digitisation
investments drives quantum
with big impacts: leaps in
It's time performance.
to commit.

Industry 4.0
is accelerating Deepen digital
globalisation, but relationships with
with a distinctly more empowered
regional customers.
flavour.
Industry
4.0

Robust,
enterprise-wide Focus on
data analytics people and
capabilities require culture to drive
significant Data analytics transformation.
change. and digital
trust are the
foundation of
Industry 4.0.

Industry 4.0: Building the digital enterprise 5

From talk to action

Significant increase in digitisation The areas of focus include digitising and connecting
functions, such as digital order processes, customised product
by 2020 development and the automated transfer of product data to
Industry 4.0 is no longer a ‘future trend’. For many connected planning and manufacturing systems, and further
industrial companies, it is now a part of their strategy on to integrated customer service. These are also the areas
and research agenda. Companies are combining advanced that they anticipate will be advanced in five years’ time.
connectivity and advanced automation, cloud computing, Currently, India (27%) is slightly behind the global average
sensors and 3D printing, connected capability, computer- (33%) and Asia-Pacific (36%) in terms of level of digitisation.
powered processes, intelligent algorithms and Internet of While advanced digitisation and integration of horizontal
things (IoT) services to transform their businesses. value chain (i.e. with suppliers, customers and other value
About 30% of the industrial companies surveyed in chain partners), digital business models and customer
India believed their vertical value chains and their channels are progressing a little slowly, big advances are
product development and engineering functions were expected in five years’ time. Most Indian companies expect
already benefitting from an advanced level of digitisation to reach a digitisation level of around 65% in five years as
and integration. against 67% in Asia-Pacific.

Figure 1: Industry decision makers expect an overall surge in digital operations

What levels of In five years

digitisation and
integration are
Current status
India 65%
you expecting in
the next five 27%
years?

Current status
In five years
Global
72% 33%

6 PwC
Figure 2: Digital operations: Big gains all across the board

How would you classify the current level of digitisation and integration in the following areas in your company?
Note: Global figures in brackets

31% (35%)
Customer access, sales channels and marketing
60% (68%)

48% (42%)
Product development and engineering
61% (71%)

25% (29%)
Digital business models
70% (64%)

39% (41%)
Vertical value chain
71% (72%)

36% (34%)
Horizontal value chain
77% (65%)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Current status In five years

Percentage of companies surveyed reporting high degrees of digitisation

Industry 4.0: Building the digital enterprise 7

Digitisation drives quantum leaps in performance

Generating additional revenues through through to enterprise resource planning (ERP) systems—
with information from horizontal value chain partners,
new digital products and services like inventory levels or changes in customer demand.
Industrial companies that successfully implement Industry Integrated shop floor planning improves asset utilisation
4.0 no longer need to choose between focussing on a better and product throughput time. Another example is predictive
top or bottom line. They can improve both at the same time. maintenance of key assets, which uses predictive algorithms
More than 80% of the respondents in India are expecting to optimise repair and maintenance schedules and to improve
a greater than 10% improvement in efficiency gains. Also, asset uptime.
more than 60% are expecting an over 10% reduction in costs Nine in ten industrial companies plan to introduce and invest
from operations and an over 10% improvement in additional in at least one digital solution to generate more revenue over
revenue in the next five years. High levels of cost reduction the next five years. Also, Indian companies seem to believe
are expected in every industry sector studied for this report. that they will benefit more from digitising their product
Some of these cost savings can be achieved by implementing portfolio or introducing newer digital products. In contrast,
smart manufacturing initiatives such as integrated planning their global counterparts think that enhancing digital services
and scheduling for manufacturing. Such systems combine to customers will be more beneficial.
data from within the enterprise—from sensors all the way

8 PwC
 Figure 3: Revenues from digitising the product and service portfolio to grow significantly in the future

Which of the following new digital products or services do you plan to introduce and expect will generate more than 10% of your future revenue
over the next five years?

Note: Global figures in brackets

67% 50% 37% 35%

(47%) (44%) (42%) (38%)
Digitisation of the Introduction of a new Other digital services Big extra analytical
existing product digital product to external services to external
portfolio portfolio customers customers

Figure 4: In addition to improved efficiency and costs, double-digit revenue gains are expected by a majority of decision makers

What cumulated benefits from digitisation do you expect in the next five years in India?

40%
40% 38% 39%
36% 35%
35%
31%
30%

24%
25%

20%
17%

15% 14%
12%

10% 9%

5% 4%

0%
Efficiency gains (%) Lower costs (%) Additional revenue (%)

Respondents who expect to benefit from digitisation by:

More than 50% 31-50% 11-30% Upto 10%

Note: Percentages have been rounded off.

Industry 4.0: Building the digital enterprise 9

Deepen digital relationships with more
empowered customers
Enabling industrial companies to Greater integration of data between manufacturers and
customers can open up new collaboration opportunities.
optimise customer relationships Clever use of pooled data, for example, can allow
Customers will be at the centre of the changes to value chains, manufacturers in business-to-business (B2B) markets to help
products and services. Products, systems and services will be customers in value-chain planning, drive efficiencies within
increasingly customised to customer needs, and many of our the customer’s operations and vice versa. Many companies
survey respondents (53%) said they plan to use data analytics have such collaborative opportunities in sight. Over a third
to understand and meet them. First movers who are able to (35%) of the companies in our survey said they planned to
establish successful industrial platforms will have a significant offer their big data services to external companies.
advantage over competitors. Ultimately, industrial companies
will need to own relationships with the end consumers who
drive demand, even if that is not a model they are pursuing
today. Businesses are also strengthening their offerings to
customers by digitising existing products, either by offering
them through digital channels, offering connected services or
using data analytics to find hidden correlations to identify new
product ideas even before customers know they want them.
The opportunity is there not only to greatly increase the ability
to respond flexibly and more rapidly to customer demands
but also to anticipate demands, thereby helping customers get
ahead of themselves in a range of predictive ways.

Figure 5: Nearly three-quarters of companies (71%) expect the

use of data analytics to substantially improve customer relationships
and customer intelligence along the product life
cycle in the next five years

To what extent does your company use big data analytics

to improve relationship and customer intelligence along the product
life cycle today and to what extent is it expected to do so in the next
five years?

80%

70%

60% 21%

50%

40%

30% 50%

20%

10%

0%
Improvement of customer relationship and intelligence
along the product life cycle
Current status Growth potential

10 PwC
Focus on people and culture to drive
transformation
The biggest challenge: Lack of digital organisation, leadership and skills rather than external
issues such as whether the right standards, infrastructure
culture and training and intellectual property protection are in place. The lack
Industry 4.0 has massive implications on how a company of a clear digital operations vision (45%), the absence of a
chooses to organise itself and its delivery model. Companies digital culture and the lack of right training were identified
will need to make sure that employees understand how the as top challenges by most companies (41%). Lack of skills or
company is changing and how they can be a part of it. competencies in the company’s workforce was also rated as
one of the biggest challenges by survey respondents when it
From our interviews with industrial companies, the biggest came to making use of data analytics (53%).
challenges centre around internal issues such as culture,

Figure 6: Establishing digital leadership is among the greatest challenges India is facing today

What are the biggest challenges or inhibitors for building digital operations capabilities in your company?

Note: Global figures in brackets

45% 41% 41%

(40%) (50%) (38%)
Lack of a clear digital Lack of digital Unclear economic
operations vision and culture and training benefit of digital
support/leadership from investments
top management

Figure 7: Decision makers mainly address skill-level challenges

What are the biggest challenges with regard to the utilisation of data analytics?

Note: Global figures in brackets

53% 45% 45%

(53%) (45%) (41%)
Lack of skills and Lack of analytical Poor existing data
competencies in the methods or algorithms quality
company’s workforce to be applied

Industry 4.0: Building the digital enterprise 11

Data analytics and digital trust are the
foundation of Industry 4.0
Data at the heart of Industry 4.0
Data forms the core of Industry 4.0 and embedding data
analytics in operations workflow will make organisations truly
digital enterprises. Around 53% of the industrial companies in
India are already using data analytics and 90% expect data to
have a significant impact on their decision-making in five years.

Figure 8: Data and analytics are becoming increasingly important

to decision-making

What significance does the gathering, analysis and utilisation of data for
decision-making have for your company?

53% 90%

Current status In five years

High significance High significance

The volume, velocity (data refresh rates) and variety (types

Our survey respondents feel that their companies are
of data formats) have exploded in the last few years; hence,
focussing the most on efficient asset utilisation, both for now
it is important to use innovative techniques to analyse
and for the next five years.
structured and unstructured data for deriving meaningful
business insights.

Figure 9: Industrial companies are expanding the usage of data and analytics in India

In which areas are you using data analytics today? In which additional areas will your company use data analytics in five years?

Current status Growth potential in five years

Efficient maintenance/service of own assets or customer products 41% 18% 59%

Better cooperation and decision making with partner companies 43% 12% 55%

Optimisation of transport and logistics cost/efficiency 46% 13% 59%

Development of new or optimisation of existing products/services 50% 11% 61%

More efficient asset utilisation or operational efficiency 63% 2% 65%

Improvement of customer relationship and intelligence along the product life cycle 50% 21% 71%

Improved product or process quality 57% 14% 71%

Increase of sales revenue 59% 14% 73%

Optimisation of overall business planning and controlling 61% 12% 73%

Better manufacturing/operations planning 61% 15% 76%

0% 10% 20% 30% 40% 50% 60% 70% 80%

12 PwC
As industrial organisations are increasingly operating in concern. Their other concerns include unauthorised data
digital ecosystems, it is important for them to treat data extraction and liability risks due to data losses. Although
security as an integral part of systems and processes. Around digital trust is a complicated issue, it is based on three pillars:
60% of the industrial companies in India feel that operational transparency, legitimacy and effectiveness.
disruptions due to cyber security breaches are the main

Figure 10: Data security concerns in India

What are the main concerns in terms of data security?

Note: Global figures in brackets

Operational disruption due to cyber 60% (54%)

security breaches (hacking)

Unauthorised data extraction/modification 37% (40%)

within company-internal data flow

Liability risks through data loss 37% (40%)

Damage to company reputation and loss 37% (39%)

of trust due to data loss

Misuse of data during exchange of 33% (37%)

information with partners

Loss of intellectual property 35% (35%)

Violation of regulations and laws 19% (30%)

on data security or data privacy

Endangerment of operators or users 7% (10%)

Industry 4.0: Building the digital enterprise 13

Robust, enterprise-wide data analytics
capabilities require significant change
Seventeen per cent of the respondents in India rated their global counterparts in outsourcing analytics to external
maturity in data analytics as advanced, while the majority partners to the tune of 8%. This points to a trend where
(62%) rated it as medium, which is better than the global Indian and global enterprises are looking to build in-house
result (52%) for medium. Also, Indian companies match their capabilities in data analytics, rather than outsourcing it.

Figure 11: Lack of mature data analytics capabilities

How mature are the data analytics capabilities in your organisation?

Note: Global figures in brackets

In-house

62%
(52%)

17%
(18%)
13%
(22%)
8(8 %)
%

Advanced Medium Poor

Outsourced

Industrial companies have not been able to utilise data

analytics effectively in their operations. More than half
of the companies either rely on the selective, ad hoc data
analytics capabilities of individual employees or have no
significant data analytics capabilities at all.
One-third have embedded data analytics into specific
functions, giving themselves the flexibility and proximity to
business knowledge in order to fully utilise the potential of
data analytics. Around 16% of Indian industrial companies
have a dedicated department for data analysis serving many
functions across the company. This is higher than the global
figure of 14%.

14 PwC
Figure. 12: Nearly half of the companies need to develop a robust organisation that supports data analytics excellence

How are data analytics capabilities organised in your company?

16% D at a & A

it
naly
ti
tics as core c

on a nd i
isa and h tegra
n
apa
bil
it 33%

y
Dedicated department for g al or Data analytics is
data analysis serving Di ertic lue chain izon ti embedded within
v va s t

on l
many functions across specific functions
1.
of

a
the company

c e o f fe r i n g s
m o d e ls a n d c u
2 . D i g i t a s to

se i o n o f
12% 8%
d ti s a t
r vi
Data analysis services
lb

No significant s are outsourced and

m ine ig
i
u

31%
data analysis D performed by
capabilities e ra ss . n
3 t a external service
cce c
rod u
D providers
at ss phoc t y
a& Selective, ad il i
data analysis
a p ab
capabilities of
single employees

Industrial companies need to develop various skills in order individuals trained in analytics. Other challenges include
to excel in data analytics, including data management, lack of analytical methods and overall poor quality of data.
statistical modelling and data visualisation in addition However, organisations can overcome the challenges if they
to workflow integration for decision support. Our survey follow the strong data governance and structured analytics
results shows that lack of these skills sets is a major concern development methodology.
for the companies in India as there is a general scarcity of

Figure 13: Data analytics: Top five challenges

What are the biggest challenges with regard to the utilisation of data analytics?
Note: Global figures in brackets

Lack of skills and competencies

53% (53%)
in your company's workforce
Lack of analytical methods or algorithms
45% (45%)
to be applied

Poor existing data quality 45% (41%)

Uncertainty regarding data property

40% (28%)
or data security
Lack of top management support
38% (31%)
or willingness to invest

Industry 4.0: Building the digital enterprise 15

Accelerating globalisation, but with distinct
regional flavours
Many industrial organisations have operations across the highest level of digitisation. However, the companies in the
world, so successful Industry 4.0 implementation is not Americas and Europe, the Middle East and Africa (EMEA) are
limited to specific countries and can be done across the globe. more confident of increasing their digitisation in the next
The companies in the Asia-Pacific region currently have the five years.

Figure 14: Companies all over the world are expecting to dramatically increase digitisation over the next five years

What levels of digitisation and integration are you expecting in the next five years?

32% +42% 74%

Level of digitisation today Level of digitisation in five years
Americas

36% +31% 67%

Level of digitisation today Level of digitisation in five years
Asia-Pacific

30% +41% 71%

Level of digitisation today Level of digitisation in five years
Europe, Middle East and Africa

More than two-thirds (71%) of the organisations in India Figure 15: Preferred big data platform for Indian companies
prefer ERP-based solutions for their big data platform.
This is followed by large vendor solutions and internally Which is the most suitable big data analytics platform?
developed solutions. Further, only 2% of the Indian
Note: Global figures in brackets
industrial companies prefer to have open-source solutions, Percentages have been rounded off.
whereas globally, a large number of organisations are
embracing open-source technologies due to their lower 2%
cost of ownership and access to latest research and (7%)
development. Another area where Indian industrial
10%
companies are catching up is the hosting of analytics
(20%) ERP-based solutions
solutions on the cloud infrastructure where vendors are
currently providing analytics as a service. Complete/large
17% vendor solution
(19%)
Internally developed/
71% small vendor solution
(53%) Open source solution

16 PwC
Big investments with big impact: It’s time
to commit
Indian industrial companies are willing to invest heavily Indian industrial companies are more optimistic than their
in digitisation technologies such as sensors or connectivity global and Asia-Pacific counterparts in terms of the payback
devices as well as software and applications such as period. All of them believe that they can get the return on
manufacturing execution systems. investment (ROI) within five years, with 68% expecting it
within two years. Further, a majority of the decision makers
There is a tremendous change in the outlook of Indian believe that it is the right time to invest and they intend
industrial companies in terms of their commitment to to make substantial efficiency gains as well as generate
investments for digital operations solutions. According to the additional revenue using digital technologies in the future.
survey, 39% of the companies plan to invest more than 8%
of their annual revenues in digital programmes in the next Organisations need to act fast. Investing sooner and spreading
five years, which reflects their commitment to the vision of out investments over a period of time will enable companies
Industry 4.0. to avoid any huge capital investment costs later on. Within the
The survey suggests that the average amount the companies next five years, implementation of Industry 4.0 will no longer
are seeking to invest in the next five years is 5.1% of their be a luxury for organisations, but a necessity to drive their
annual revenue. Companies are fast realising that being the operations effectively and profitably.
first mover can provide them with a substantial competitive
advantage over other players who have not been investing in Figure 17: More than two-thirds of Indian companies expect Industry
digitisation programmes. 4.0 investments to pay back in two years

What ROI period do you expect from your digital investments?

Figure 16: Investments in digital applications to increase in five years Note: Global figures in brackets

How high are your company’s future investments in digital

operations solutions?
Within two years

Two to five years

39% 0%
More than five years

35% (08%)

Expected ROI on

26% Industry 4.0 investment

32% (37%)
68% (55%)
0-3% 4-7% > 8%
Investments as a percentage of annual revenue

Industry 4.0: Building the digital enterprise 17

 Blueprint for digital success
To move forward with Industry 4.0, digital capabilities are all-important. These take time and concentration,
and a step-by-step approach is important. But it’s important to move with deliberate speed, so that you do not lose
the first-mover advantage to competitors.

Figure 18: Blueprint for digital success

Map out Create Define the Become a Transform Actively plan

your Industry initial pilot capabilities virtuoso in data into a digital an ecosystem
4.0 strategy projects you need analytics enterprise approach

1 2 3 4 5 6
5%)
1) Map out your Industry 4.0 strategy: Evaluate your own embedded in your functional organisation. Learn to get value
digital maturity now and set clear targets for the next five out of data by building direct links to decision-making and to
years. Prioritise the measures that will bring the most value intelligent systems design.
to your business and make sure they are aligned with your
overall strategy. 5) Transform into a digital enterprise as capturing the
full potential of Industry 4.0 often requires a company-wide
2) Create initial pilot projects and use them to establish transformation. Look to set the ‘tone from the top’, with clear
proof of concept and demonstrate business value. Target leadership, commitment and vision from the C-suite and
a confined scope, but highlight the end-to-end concept of financial stakeholders. Also, foster a digital culture whereby
Industry 4.0. Not every project will succeed, but they will all all your employees think and act like digital natives.
help you learn the approach that works for your company.
6) Actively plan an ecosystem approach by developing
3) Define the capabilities you need by building on the complete product and service solutions for your customers.
lessons learned in your pilots, and map out in detail what Use partnerships or align with platforms if you cannot develop
capabilities you need to achieve your vision. Include how a complete offering internally.
enablers for Industry 4.0, like an agile IT infrastructure, can
fundamentally improve all of your business processes. Real breakthroughs in performance happen when you actively
understand consumer behaviour and can orchestrate your
4) Become a virtuoso in data analytics: Consider how you company’s role within the future ecosystem of partners,
can best organise data analytics; cross-functional expert teams suppliers and customers.
are a good first step. Later, these capabilities can be fully

18 PwC
Methodology
The PwC Global Industry 4.0 Survey is based on research conducted between November 2015 and January
2016 with almost 2,100 senior executives from industrial products companies in 26 countries across Europe, the
Americas, Asia-Pacific, the Middle East and Africa. The majority of participants were chief digital officers (CDOs) or
other senior executives with top-level responsibility in their company for Industry 4.0 strategy and activity.

This territory findings report is based on interviews with 52 executives in India.

Contacts
Bimal Tanna Sudipta Ghosh Ashootosh Chand
Leader, Industrial Products Leader, Data and Analytics Partner, Digital
[email protected] [email protected] [email protected]

Regional contacts

North West

Dhiraj Mathur Bimal Tanna

[email protected] [email protected]

Dinesh Arora Kavan Mukhtyar

[email protected] [email protected]

Pallab De Nilesh Narwekar

[email protected] [email protected]

Shashank Tripathi
East [email protected]

Sudipta Ghosh
Arnab Basu
[email protected]
[email protected]

South

Ashootosh Chand
[email protected]
Acknowledgements
Arnab Basu Sangeeta Singh
Joyce Lemos Saurabh Bansal
Manan Tolat Sujit Kumar
Pallavi Dhingra Vijay Kannan
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