Exploring Operational and Administrative Constraints in Electric Vehicle Manufacturing: Issues and Strategic Perspectives
Kaveri Dattatray Suryavanshi and Dr. Mungi Ashlesh
Aug 2026· International Journal of Advanced Research in Science, Communication and Technology· pp. 697· 0 citations· 11 references
Abstract
The Indian electric vehicle (EV) industry has moved from an experimental phase to a phase of commercial scale-up, with annual registrations crossing twenty-five lakh units and overall penetration touching approximately 8.5 per cent of total vehicle registrations in FY 2025-26. This growth, however, has not been matched by a proportionate maturing of the manufacturing base. Manufacturers continue to confront a dual burden: operational constraints arising from import dependence, thin supplier depth, capacity under-utilisation, skill shortages and validation infrastructure gaps; and administrative constraints arising from procedural complexity, delayed incentive disbursement, policy discontinuity, multi-agency clearances and compliance costs. The present study examines these two constraint domains in an integrated manner. Primary data were collected from 120 respondents drawn from EV original equipment manufacturers and auto-component units located in the Pune-Chakan-Chhatrapati Sambhajinagar industrial corridor of Maharashtra, using a structured five-point Likert scale instrument. The data were analysed through descriptive statistics, reliability testing, one-sample and paired-sample t-tests, one-way ANOVA and correlation analysis. The findings indicate that both operational and administrative constraints are perceived as significantly severe, that the difference between the two domains is not statistically significant, and that perceived severity varies inversely with firm size. Constraint severity is negatively correlated with capacity utilisation. The paper concludes with a set of strategic perspectives covering supply-chain de-risking, single-window administrative reform, predictable and time-bound incentive architecture, cluster-based shared testing facilities and skill formation, aimed at converting policy intent into manufacturing capability.
The electric vehicle (EV) manufacturing sector has emerged as the central pillar of the global transition towards low-carbon mobility, and India has positioned itself as an aspiring manufacturing hub through a succession of demand- and supply-side interventions. Yet the pace at which manufacturing capacity, localisation and firm-level profitability have advanced remains uneven and, in several segments, considerably slower than policy targets envisaged. This paper undertakes a critical review of the administrative barriers and managerial challenges that constrain EV manufacturing enterprises, with particular reference to the Indian context. Drawing upon secondary sources including government notifications, scheme documents of the Ministry of Heavy Industries, industry association data, reports of policy research institutions and peer-reviewed scholarship published between 2012 and 2026, the study synthesises the existing evidence into an integrated framework. Administrative barriers are classified into six domains covering policy discontinuity, procedural complexity in subsidy administration, multiplicity of approving authorities, certification bottlenecks, taxation anomalies and centre-state divergence. Managerial challenges are grouped into seven domains covering supply chain and critical-mineral dependence, cost and pricing pressure, technology absorption, skill deficits, quality and after-sales management, distribution and financing constraints, and organisational change. The review argues that these two sets of constraints are not independent; administrative friction is frequently transmitted into managerial cost, and managerial weaknesses in compliance capability in turn amplify administrative delay. The paper concludes that a shift from episodic incentive-led policy towards predictable, rule-based and digitally administered regulation, combined with deliberate managerial investment in supplier development, skill formation and compliance systems, is necessary if the sector is to achieve scale economies. Limitations of the secondary-data design are acknowledged and an agenda for empirical firm-level research is proposed.
Kaveri Dattatray Suryavanshi and Dr. Mungi Ashlesh· International Journal of Adv...· 0 citations
This study investigates strategic capacity planning in an electronics manufacturing firm constrained by capital limitations and compressed timelines. It develops an integrated decision framework to evaluate the trade-offs between internal capacity expansion and subcontracting under demand volatility. A mixed-method approach combining SWOT analysis, 4M-based Root Cause Analysis, and stakeholder-validated Test of Theory assessment was employed to diagnose structural barriers to capacity optimization. Findings identify capital intensity, subcontractor technological immaturity, and the absence of a formalized dual-sourcing architecture as principal constraints. A linear programming model was formulated to minimize total cost subject to capacity and demand constraints, and SAS JMP desirability analysis was applied to rank subcontracting alternatives based on cost competitiveness, technological readiness, and projected savings. Results demonstrate that subcontracting approximately 20 million units per quarter yields the most robust balance between economic efficiency, operational flexibility, and strategic control. The study proposes phased capital deployment and structured dual-sourcing governance as mechanisms for resilient and financially sustainable capacity management.
Erwin A. Sangalang, J. German· 2026 6th International Confe...· 0 citations
This study develops an energy- and emission-constrained production-allocation model for North Sumatra to balance economic performance, resource availability, and environmental limits. A quantitative applied-operations-research design used January–December 2025 operational records from 150 medium- and large-scale manufacturing establishments across six subsectors. Provincial totals were estimated using an overall expansion factor of 8.667 as a uniform-factor approximation to the stratified estimator because stratum-specific population weights were unavailable. Multi-objective linear programming with AUGMECON-R compared observed, economic-only, resource-constrained, environmentally constrained, and integrated scenarios. The economic-only solution was projected to increase contribution margin by IDR 3.32 trillion (11.7%) but also increase energy use by 5.18 PJ and greenhouse gas emissions by 0.69 MtCO2e. The integrated solution increased projected contribution margin by IDR 1.65 trillion (5.8%) while reducing raw materials by 6.6%, energy by 12.2%, water by 15.2%, greenhouse gas emissions by 21.2%, solid waste by 21.5%, and wastewater by 21.6%. Production shifted most toward rubber and plastics (+12.4%) and away from non-metallic minerals/fabricated metals (−13.3%).
The Pareto frontier retained 94.7% of the economic-only contribution margin at an 80% combined resource-and-environmental ceiling, declining to 90.5% at 75% and 84.0% at 70%, indicating a sharper trade-off below approximately 75–80%. The study contributes a province-level cross-subsector framework linking production allocation with demand-side energy and emissions benchmarks for industrial efficiency and renewable-energy planning.
Meslin Silahahi, Lia Saniah· Journal of Renewable Energy...· 0 citations
Represents a transformative era for the global manufacturing sector, where the Electric Vehicle (EV) industry must reconcile rapid technological scaling with ethical sustainability. This research investigates the 10-year strategic outlook for EV manufacturing, focusing on the phenomenon of "Financial Resilience" where firms navigate high initial capital requirements through disciplined fiscal planning. By analyzing a longitudinal projection, this study demonstrates that strategic management incorporating tax efficiency through loss carryforward and optimized Marketing Expenses (stabilized at 2.5% to 3.0% of revenue) facilitates a robust transition from early-stage investment losses to long-term net profitability. From an epistemological perspective, the research evaluates the validity of market forecasting for the 2035 horizon, asserting that future manufacturing "truth" must be grounded in both empirical data and pragmatic utility. Furthermore, the study explores the axiological evolution of the industry, manufacturing success will be judged not only by economic output ( instrumental value ) but by its intrinsic contribution to global carbon neutrality and human welfare (moral value). The findings suggest that the 10-year manufacturing phenomenon will shift toward "Pragmatic Excellence," where success depends on the researcher's moral responsibility to maintain data integrity and policy relevance. Projections indicate that companies adopting this holistic framework can successfully evolve from tax-shielded recovery phases into global leaders of the sustainable energy transition.
JEL Codes:
Keywords: Strategic Management, Global EV Industry, Financial Resilience, Tax Efficiency, Axiological Ethics, Manufacturing Transformation.
Dwi Handoko, Bondan Haryono, I. Kartasasmita et al.· Global Conference on Busines...· 0 citations
Indonesia's Tingkat Komponen dalam Negeri (TKDN) regulation mandates that four-wheeled battery electric vehicles achieve progressively increasing local content, targeting 80% by 2030. Yet aggregate Indonesian BEV output reached only 9,847 units in 2023 approximately 0.5% of internal combustion engine production with adoption remaining near 1% of the 2030 target by September 2024. This study applies quantified VRIO to identify, score, and compare BYD and Wuling's strategic resources across Value, Rarity, Inimitability, and Organization within Indonesia's 80% TKDN threshold addressing a gap in prior research on EV incentives, consumer barriers, and sectoral challenges. This qualitative multiple-case study examined BYD and Wuling the two largest Chinese BEV investors in Indonesia using quantified VRIO across four dimensions: Value, Rarity, Inimitability, and Organization. Data are triangulated from annual reports, TKDN records, investment disclosures, and regulatory documents (2019–2024). The empirical findings reveal that both firms score equivalently on Value (4/5), yet their binding constraints diverge sharply. Wuling's lowest score is Inimitability (2/5), reflecting an underdeveloped local supplier ecosystem for critical BEV components that exposes its entry-level product positioning to replication. BYD's lowest score is Organization (2/5), reflecting a pre-operational Indonesian footprint where governance routines and supplier-liaison capacity remain unverified despite globally rare technology capabilities. Neither firm satisfies the joint VRIO condition required for sustained competitive advantage under the resource-based view but the remediation pathway differs systematically: Wuling requires supplier ecosystem development, while BYD requires organizational scaffolding installation.
D. Herawan, K. Yp, Deni Agustian et al.· Journal Research of Social S...· 0 citations
Inventory management is a critical task for enterprises and organizations across all economic sectors. In the retail and trade sector, it is essential for striking a balance between product shortages and surpluses. In agriculture, it ensures that seasonal operations are completed within strict timeframes despite high levels of uncertainty (such as weather conditions and biological factors). In manufacturing, it guarantees continuous production at minimal cost. However, effective management is impossible without the proper classification and analysis of inventory. The article examines the implementation of combined ABC/XYZ analysis at a large plant manufacturing steel bridge structures, set against the backdrop of a sectoral decline in demand during the first quarter of 2025. The author proposes a two-level inventory management matrix integrated into the “1C:ERP” system, featuring strictly defined safety stock standards for each of the nine product categories. Calculations confirm the effectiveness of this combined ABC/XYZ analysis, demonstrating a reduction in the inventory turnover period and the release of working capital.
O. A. Tsvirkun· EKONOMIKA I UPRAVLENIE: PROB...· 0 citations