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Indian Scenario of Engineering Services Outsourcing (ESO) Business

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 Indian Scenario of Engineering Services Outsourcing
(ESO) Business
Introduction:
Around the world, Indian IT vendors have shown their accomplishment reaching the pinnacle by setting an
example of achieving strength after strength as providers of Information Technology Outsourcing (ITO) and
Business Process Outsourcing (BPO) services to companies worldwide. Moreover, recent global trend shows
that the rest of the world is looking at India as an engineering knowledge hub which has created a new
possibility for India to add a third major services growth stream - Engineering Services Outsourcing (ESO) - to
its rapidly evolving economy. However significant potential still lies relatively unexplored.

The Engineering Services Outsourcing (ESO) market has witnessed substantial growth in recent decades, and
has evolved to encompass a broad range of new product development, value-engineering and engineering
consulting functions. At a global level, ESO spend is shifting proportionally from mature to emerging markets,
primarily to India. Captive operations have also grown significantly in India and China. Both trends reflect
underlying dynamics of the Global Engineering Outsourcing market.

Potential Market:
The global spending on Engineering Services from both, traditional verticals (Aerospace, Automotive, Telecom,
Semiconductors, Consumer Electronics & Construction/Heavy Machinery) and emerging verticals (Computing
Systems, Energy, Infrastructure, Industrial Automation & Medical Devices) is currently estimated at US$ 990
Billion per year. Of the US $990 Billion spent today, only US$ 50-55 billion is currently being offshored - a tiny
fraction of the total. India brings home about 18% of today‘s offshored market. By 2020, the worldwide spend
on engineering services is projected to increase to more than US$ 1.4 Trillion – around 40% growth in less than
Dr. Subhash Dev Hiwase 1
a decade. Out of US$ 1.4 Trillion spent, only a fraction of the total i.e. around US$ 125-150 Billion would be
offshored. Of this, India is expected to garner a share of around 40%, equivalent to US$ 50-60 Billion. Total
outsourcing spend on engineering services is estimated to be growing 3-4 times the rate of total spend on
engineering – an indicator of growing propensity to Outsource Engineering Services.

Today the scope of Outsourced Engineering Services has expanded beyond product design and R&D services to
include industrial services such as New Product Induction from conceptual design to final product development
and validation, process engineering and its improvement, plant automation and enterprise asset management.
However, India has the single largest pool of engineering talent (28%) among the emerging countries capable of
taking on this kind of work—more than Russia (11%) and China (10%) combined, but India must also overcome
some serious challenges if it is to succeed. First, although India trains more engineers suitable for BPO and ESO
than any other low-cost countries, not all are equipped with the skill sets required to succeed in this market. Even
allowing for a healthy growth rate of 4% a year in the number of graduates, the projected number of engineers
with the right specialized skills will not be nearly enough to meet the potential demand. Second, India‘s weak
engineering and physical infrastructures are likely to hamper growth as well. As opposed to ITO/BPO, ESO has
close links with manufacturing and it may be difficult for India succeed without significantly enhancing
manufacturing capabilities – not easily accomplished given the infrastructural constraints. ITO/BPO success has
been driven by companies investing in almost ―standalone‖ facilities to de-risk themselves; however, this won‘t
work with manufacturing.

It has been seen that global demand for ESO across five sectors—Automotive, Aerospace, Hi-tech/Telecom, Utilities, and
Construction/Industrial, which together represent a high percentage of the global engineering spend. For each of those
sectors, the trend is across different kinds of service offerings - product and component design, plant design, process
engineering, plant maintenance & operations and core innovation services. Along with the above industries one can include
the complete gamut of industries can be benefited from the ESO services are such as Automotive, Aerospace, Energy,
Power, Oil, Gas, Ship Building, Marine, Turbo-machinery, Chemical, Mechanical, Heavy Engineering, Medical & Health
Care, Consumer products, Military & Defense, Electric, Petroleum, Large structures, Construction, Micro Electro
Mechanical Systems (MEMS), Telecommunication, Embeded, Opto Electronics industry along with other associated
industries.

The total engineering spend is highly fragmented by industry verticals with Automotive at 19%, Aerospace at 8%, Utilities
at 3%, Construction/Industrial 8%, Hi-tech/Telecom 30%, Defense 20% and others 12%. Hi-tech/Telecom is the dominant
and fastest growing sector, with 30% of the market depicts it is more towards Hi-tech design services at US$ 175 Billion
and is estimated to reach US$ 300 Billion by 2020. Hi-tech is also estimated to have the largest engineering spend and is
the most open to global engineering processes. India enjoys a relatively strong position in the automotive and hi-
tech/telecom engineering services market with a US$ 25 billion opportunity by 2020. Aerospace offers the greatest
potential for expansion – though it is also one of the toughest opportunities to tap because of its close association with the
defense sector.

The area wise offshoring business depicts that USA contributes maximum spend in Engineering services outsourcing along
with Europe specifically Germany, UK, France and Italy. Moreover, Japan has 21% share of the global spend.

It has also been found that 36% of companies sent some of their engineering offshore, 31% offshored some research and
development, and 16% shipped out a portion of their product design. The offshoring of innovation services has largely
been done in advanced countries - only 9% of the world‘s budget for engineering found its way to low-cost countries.

Many companies begin offshoring to cut costs, but then expand their commitments for more strategic reasons. Consider the
Automotive sector, for example, which offshores engineering. While some companies - such as GM - use offshoring
primarily as a tactical tool to help cut costs, others - such as Toyota - see the offshoring of product development in more
strategic terms, as a way to help open up new markets and boost overall productivity and quality. This more strategic view
will become increasingly prevalent over time. Executives in many industries are now beginning to believe that sending
product development offshore is a smart way not only to reduce the price tag of product innovation, but to accelerate speed
to market and add to the sheer quantity of innovation.

Dr. Subhash Dev Hiwase 2

To capitalize on its opportunity, India must equip five to seven cities with world-class infrastructure over the
next 4 years (by 2020). It must expand its opportunities for engineering education. And it must market itself in a
systematic way, to let corporate decision-makers around the world know that Indian engineers can do much more
than code. Without serious investments in education and physical plants, and an unprecedented campaign that
joins business and government leaders to meet these demands, ESO could be a missed opportunity for India -
and part of another country‘s boom.

Evolution of Engineering Services:

Today, globalization of innovation is being spearheaded by the largest spenders on innovation, in terms of both
regions and sectors and Engineering Services Offshoring is being used to expand global innovation capacity.

Over the years, for instance outsourced product engineering (mechanical) services have graduated from basic
drawing conversions and CAD migration assignments, through 2D - 3D modeling & digital mock-ups,
innovative conceptual design, analysis, validation & optimization; complete design outsourcing, lean
manufacturing coordination, CPC / PDM; overall process quality improvement, e-engineering solutions, remote
monitoring and system architecture development. An ESO evolution figure is presented below, clearly shows
that there are tremendous opportunities exist to cultivate and then successfully reap out at its maturity.

Activities listed in the above figure are indicative of the increasing maturity of outsourced engineering
services in product design (mechanical) and may not be exhaustive.

Engineering design is a very iterative process and equally importantly these iterations take place across different
user groups such as Product design teams, manufacturing teams, suppliers and finally, consumers. What this
means is that in order to become a truly world-class engineering design company, an organization must develop
the capability and capacity to seamlessly work with these different user groups and provide value. Moreover,
today increasing levels of digitization have resulted in much of the product development process being
performed virtually using computing technologies. Further, the development of common enterprise management
applications and technology platforms have driven information integration across the value stream to facilitate
more efficient planning, deployment and management of capital assets and production.

The following table outlines the scope of engineering services (with indicative service offerings) currently
considered outsource-able.

Product Design Plant Automation Services

(Mechanical & Electronic)

Dr. Subhash Dev Hiwase 3

  Engineering analysis  Control System Integration
 Design Optimization  Production Optimization
 Electronics and embedded software  Manufacturing Execution system
 Knowledge based engineering  Life estimation & improvement
 PLM solutions  Automated systems Consolidation

Plant Design / Process Engineering Enterprise Asset Management

 Detailed plant design  TPM solutions

 Process planning & process improvement  Product implementation
 Construction and commissioning support  OEM solutions

There are several innovative technologies being used in product design and development. These technologies are
primarily aimed at improving the engineering quality, effectiveness, efficiency & productivity, collaborative
engineering, improving the performance and functionality of products. CAX technologies have been extremely
useful in achieving all of these and more. Increasingly, in industries where product safety and reliability are of
utmost importance, these latest technologies will help simulate the actual environment in which the product will
be used and thereby help companies design products that will meet the regulations as well as user preferences. It
is important to note that these technologies are also driving the costs down in product design.

In the engineering services space which is being addressed by the Indian IT industry, companies need to focus on
technologies that enable faster, safer and easier transfer of large volumes of data. They must also focus on
collaborative working technologies that will enable different teams in different parts of world to concurrently
work together.

Indian ESO Service Providers:

The ITO and software industry is continuously renewing itself and seeking to grow by addressing newer service
lines and the latest one being engineering services. Companies in India have developed capabilities and skill sets,
and invested in technology platforms to leverage this opportunity. The growth in engineering services signifies
the need for global corporations to expand their R&D pool beyond their home countries and hence all important
stakeholders including the government of India, academic institutions, service providers and trade bodies such as
NASSCOM will need to undertake a series of important measures.

Exponential growth in Engineering Services Outsourcing business can be witnessed from the amount of
investment made from the top IT firms in India referring quite a few names such as TCS, Infosys, Wipro,
Mahindra Satyam, iGate, HP, IBM, HCL, L&T Infotech, Tech Mahindra etc.

In India, the Engineering Services are offered by four different categories of companies:

1. IT Companies, which also offer Engineering Services

2. Manufacturing companies, which offer Engineering Services
3. Large MNCs who have their own captives in India
4. Third party vendors, plain Engineering Service Provider

There are at least eight to ten key players in each of the above four categories. First category of the company
includes, TCS, Wipro, Infosys, Mahindra Satyam, iGate, KPIT, Accenture, Cognizant, Capgemini, Aricent
Dr. Subhash Dev Hiwase 4
Group, Atos Origin, Auriga, Clasoft Labs India, Cybage Software, GlobalLogic, Mindfire Solutions, Sonata
Software, Dell, HP, IBM, HCL Tech, HCL Insys, CSC, Tech Mahindra, L&T Infotech, Tata Elexi, Syntel,
Mphasis, Mind Tree, Birla Soft, Tech Pacific, Redington, Ingram Micros, NIIT, Mahindra BT, Zensar,
Hexaware, Persistant, Infinite, Mastek & CMC, etc. The major chunk of ESO services revenue is shared by these
companies only and which is nothing but the half of the industry pie.

The second category includes Tata Technologies, Tata Autocomp, Mahindra Engineering Services, L&T,
Samtel, Pricol, Sona Engineering Services, Tequmche, Hero Group, TVS Group, Kinetic Group, Lokesh
technologies, Bajaj Group, Ashok Layland Group, Eicher Group, Escort Group, etc.

The third category includes such as GE, Genpact, Boeing, Airbus, Rolls Royce, Scecma, Honeywell, EDAG,
Emerson, Whirlpool, Tower Automotive, Ford, Caterpillar, Bucyrus, Joy Mining, John Deere, CNH, Cummins,
JCB, Kobelco, KSPG, LeeBoy, ACE, Terex, CRH, Metso, TIL, Doosan, Kamatsu, Telcon, Writgen, Kohler,
Parkar, Siemens, Carraro, Minda, Valeo, Faurecia, Atlas Copco, Sandvik, Eaton Corporation, BOSCH, Delphi,
Continental, AVL, Recardo, FEV, Magna Styre, Daimler, Mercedes Benz, Chrysler, Fiat, GM, Toyota Motor,
Honda, Nissan Motor, Renault, Mitusbishi, Opel, Volkswagen, Volvo, Hyundai, Johnson Controls, Lear Inc,
United Technologies, PMC-Sierra, Alcatel Lucent, Aricent, Ericson, Juniper, Sasken, Vodaphone, SITM,
Samsung, Ingersoll Rand, etc.

The fourth category includes companies such as Cyient, QUEST Global, Geometric Software, Onward
Technologies, Satyam Venture, Symphony, Ashley, Defiance, Automotive Robotics, Plexion Technologies,
AxisCades, CSM Software, GSS, Zinnov, Easitech, D-Cube, Design Tech, G-4, I-Design, Mouldtech, E-mug
Technologies, Harita, Rolta India, Neilsoft, Altran, etc.

Based on the above categories and the present business scenario, among the big three of Indian ITO and ESO
service providers, TCS happens to be in almost all the areas. Wipros‘ positioning on other hand needs a bit of
explaining. It may come as a surprise that Wipro draws most of its engineering services revenues from telecom
and semiconductor. Wipro is more of an R&D services player than an engineering services player. The clear tilt
towards telecom and semiconductor is because R&D constitutes a significant part of these outsourced services.
However, with the acquisition of Quantech, it should strengthen its position in automotive, aerospace, and
consumer products as well. Infosys ranks fairly high in the list though traditionally not known as a product
engineering company. Almost all of its revenue from engineering services comes from manufacturing. But the
contribution of engineering services to the overall revenue is on a steady decline.

The most interesting story in engineering services pertains to the next tier companies. The next three multi-
services firms, without exception, identified engineering services as the differentiator. Mahindra Satyam, which
does not boast about its engineering services capability, fares quite impressively with as much as 6.5% of its
revenue coming from this area. Also, Mahindra Satyam, like TCS, has a balanced portfolio with automotive,
aerospace, consumer products, and construction all contributing significantly. HCL, the next player, is the other
extreme. It draws more than 85% of its engineering services revenue from aerospace. But by far, iGate
engineering services are most mature services after taken over of Patni Computers. Not only has it a balanced
portfolio in terms of industries addressed, its geographical presence is also most diverse. Japan, which according
to Nasscom-Booz Allen Hamilton report on engineering services, accounts for 21% of global engineering
services spend, is not penetrated well enough by anyone other than iGate (Patni Computers).

The real surprise comes in the form of the No 2 ranked Tata Technologies. This specialized engineering services
firm started as an in-house IT and engineering services division of Tata Motors. Tata Technologies grew
impressively by virtue of a single large acquisition that of INCAT. The estimated revenues exclude that from
India and other businesses like training and ERP implementation. INCAT is extremely strong in training.

Dr. Subhash Dev Hiwase 5

The next specialized firm, Cyient, comes at No 7. The company that boasts among its clientele, aerospace
players such as Pratt & Whitney, Boeing and Airbus. Like Cyient, most niche players are focused on one
industry or two. For example, Neilsoft is fairly focused on construction & industrial automation. L&T Infotech is
focused on construction, Geometric Software is focused on automotive & consumer products, Onward
Technologies is focused on automotive & industrial products.

India‟s Advantages:
India possesses some formidable strength as a potential powerhouse of engineering services. At the top of the list
is the widespread availability of highly skilled, English speaking engineers. At present, India accounts for 28
percent of all of the available ESO and BPO talent in low-cost countries. The next largest sources of low-cost
supply, Russia and China, contribute only 11% and 10%, respectively.

The strong track record of Indian vendors in BPO and ITO is also likely to boost the confidence of would-be
global clients in India‘s capabilities. It‘s hardly a secret that many marquee name companies have found India to
be a reliable service partner. Indeed, many multinationals could easily have an ―India Inside‖ label printed on
their products. The Booz Allen study found that in innovation, for example, firms that outsourced such
development work to India met projected savings goals. A third positive factor for India is the fact that many of
the vendors who will evolve into engineering services providers are likely to already have a great deal of
experience winning and retaining BPO and ITO contracts. The delivery models are well established, and after a
decade or more in business, these vendors are likely to have developed the ability to maintain a very high level
of quality control. Indeed, quality levels among current Indian providers of engineering services are already high
and climbing fast— matching or exceeding the ―first time right‖ levels of the firm‘s own engineers.

Out of US$ 1.4 Trillion spent, only a fraction of the total i.e. around US$ 125-150 Billion would be offshored.
Of this, India is expected to garner a share of around 40%, equivalent to US$ 50-60 Billion.

If it is handled well, India‘s share of the global ESO market could take off at the same time as worldwide
demand for ESO increases. India has the potential to control 40% of the global market for offshored engineering
services by 2020, that number could be US$ 50-60 Billion of the expected US$ 125-150 Billion market. Of
India‘s total market share in offshored engineering services, Hi-tech/Telecom will likely represent the largest
slice, capitalizing on India‘s existing relationships and expertise. Automotive will most likely be the second-
largest sector.

Of course, India‘s potential depends in part on the amount of experience and expertise available, which vary
substantially between sectors. Unsurprisingly, vendors have the most years of ESO experience in Hi-
tech/Telecom, with an average of 16 years of work experience. This number is nearly matched by 14 years‘
average experience for vendors in the automotive industry. Construction/ Industrial, Aerospace, and Utilities
vendors, on the other hand, are all relative youngsters, with averages of 6, 6.4 years experience respectively.

As might be expected in such a burgeoning market, the engineers who work for these vendors in the ESO
industry have only a few years experience. Right now, the average level of work experience for individual
engineers is less than 5 years, across all five sectors. Automotive and Construction/Industrial have the highest
level of average experience, about 5.0 years, followed by High-Tech/Telecom (4.6 years), Aerospace (4.1 years)
and Utilities (3.0 years).

Beyond the capacities of individual firms, India‘s growing economic clout is also expected to act as an
increasingly attractive lure for many global companies. The Economist Intelligence Unit forecasts that by 2020,
India‘s GDP is likely to have grown to 2.5 times its current size, with a strong emphasis on personal

Dr. Subhash Dev Hiwase 6

consumption - a boon for consumer products companies. This trend may prove to be a powerful additional
incentive for potential ESO clients to use Indian engineering services as a way to increase their presence in and
knowledge of the Indian market. The increasing GDP may also become a useful lever for policymakers, who
may be able to make a commitment to increase local sourcing of engineering services part of a larger deal to
increase the company‘s domestic market access.

India‟s Challenges:
Along with quite a few advantages, at the same time, India faces substantial challenges as well. If address the
challenges appropriately, engineering services offshoring (ESO) can help the Indian offshore services industry
further consolidate its leadership position and build a significant skill-value advantage over the competition.

The most crucial challenge, perhaps, is the cultivation of talent. Right now, approximately 65,000 engineers
work in engineering services. By 2020, India could need as many as 350,000 to truly reach its potential in terms
of market share. While India is already the largest producer of engineers suitable for BPO and ESO outsourcing
among other low-wage countries, it will not have enough trained professionals to handle the projected volume of
work as the ESO space develops. Although India has almost 1,500 engineering schools, only a handful of
schools are recognized as providing a world-class engineering education. Discussion with vendors suggests that
recruiters consider candidates from only a fraction of these schools. Furthermore, not all of the engineering
graduates from these institutions are suitable for engineering services, given the skill requirements and domain
knowledge. Unlike BPO, where the primary requirement is English-speaking capability, engineering services
calls for candidates with a good grasp of engineering fundamentals. Shortages will be especially acute in sectors
other than Hi-tech/Telecom, since computer science, electronics and electrical engineering account for more than
60% of majors, drawn by rising salaries in the sector and the general excitement surrounding the IT boom.

Effectively, this means that the number of graduates suitable for ESO work today is actually a small percentage
of today‘s 280,000 graduating engineers. Even in the most popular sector, Hi-tech/Telecom, shortages are
expected.

Infrastructure is another key issue. While the IT infrastructure is adequate for current needs, India still lags other
key Asian countries in most respects. In speed and cost of Internet access, road infrastructure, port infrastructure,
air infrastructure, and telecom infrastructure, Thailand, Malaysia, and Singapore are all still ahead of the game.
In fact, of those five types of essential infrastructure, only India‘s telecom infrastructure can be considered
adequate. Perhaps more significantly, India also lags behind China in such metrics as roads, airports, and
telecom infrastructure - all of which may be of crucial importance as China is likely to become India‘s main
competitor for this business.

A key consideration for India in its bid to become the dominant player in offshored engineering services is its
competition from other low-cost countries. Within the developing world, a number of countries are likely to
participate in the growth of ESO. Participants who can provide low-end services are likely to include small
countries unfamiliar to players in the BPO markets, such as Nigeria and Vietnam. When it comes to high-end,
complex tasks, however, the most likely scenario is that India and China will bring home the most contracts,
since there are very few (if any) countries that can pose a threat, given their lack of scale relative to India and
China.

China is likely to be a formidable competitor for India: While India has the advantage in terms of English
language skills, cultural compatibility with the West, a robust political and legal system, and relatively strong
protection of intellectual property (IP), China has a much stronger infrastructure and a well-developed
manufacturing base.

Dr. Subhash Dev Hiwase 7

Strategies for Success:
To target the maximum potential revenue of US$ 50-60 Billion by 2020 – all important stakeholders including
the government of India, academic institutions, service providers and trade bodies will need to undertake a series
of important measures. A carefully thought out strategy that combines strong marketing efforts - such as the
development of an ‗Engineered in India‖ brand, with investments in infrastructure, workforce & expertise is
required. In addition, it‘s important for all stakeholders to get together and think about how India‘s domestic
growth can become a strategic advantage in the long term.

To realize this opportunity, India needs to develop a multi-pronged strategy for success. Some of the
recommended actions are broader in scope, related to those required to sustain its lead in ESO along with ITO &
BPO business as a cumulative - and are already at various stages of planning and execution. Others are more
specific, targeted at addressing the engineering services market.

o Build the “Engineered & Manufactured in India” brand

- Marketing India as a destination of choice by creating a division which specifically addresses this
segment.
- Establishing industry specific international trade bodies, conducting regular trade shows and
leveraging Indian consulates for educating local and international governments on benefits of
offshoring.
o Build domain expertise through symbiotic relationships with experts
- In public sector entities within India.
- Acquiring design houses in the US, Europe and Japan to gain requisite expertise and hiring experts
from other countries.
o Focus on infrastructure creation
- With an island of infrastructure approach for physical infrastructure and consortium based approach
for engineering infrastructure.
o Undertake initiatives to improve workforce
- Address quantity issues with investment in academic institutions, special national level technical
diploma programs, allow for private spend to increase quantity.
- Address quality issues by standardizing curricula, training and certification programs and investment
in long-term internships and solicit government help in retention.
o Leverage local industry „offsets‟
- The government should take a structured approach to leveraging industry – for e.g. large imports in
Aerospace, Defense, and Utilities should be leveraged through offset programs.
o Align government policy and incentives
- Policy towards facilitation of adequate visas is available for professional services.
- Policy towards conducive bilateral relations between the institutions, organizations and even
countries as well.
- Policy towards investment in infrastructure and strengthen law to enhance IP protection.
- Incentives for investing in R&D and innovation.

Conclusion:
For India to become a global hub for engineering services, building an eco-system with high quality engineers,
world-class infrastructure, investments in building domain knowledge, research & development, and growing
domestic manufacturing industry are very vital. If address properly the Indian ESO service providers will
increasingly create competitive advantage by accessing and building core innovation capabilities in a world-class

Dr. Subhash Dev Hiwase 8

global network.

The ESO market, like other market, is going to become progressively more difficult to break into over time,
particularly as cost is unlikely to be the most important factor in sourcing a project design. That is good news for
the countries that capture that market early and keep it, and not so good for those that waits for the market to
mature.

Finally, it can be well understood that the stakes for India are even higher than the loss of one potential market.
Current service relationships in BPO and ITO could well be impacted if India fails to help its engineers further
ascend the value chain. If BPO and ITO are seen merely as cost-saving commodities, sooner or later, outsourcers
will look elsewhere for a lower price. To maintain their current, hard-won relationships, vendors will need to add
more value - the kind of value that a mature engineering services provider will be able to offer.

References:
(i) Globalization of Engineering Services – The next frontier for India - A joint study on the potential of
outsourcing engineering services to India by NASSCOM and Booz Allen Hamilton.
(ii) Indian Scenario of Engineering Services Outsourcing (ESO) Business in India - A study on the potential of
outsourcing engineering services to India, Dr. Subhash Deo Hiwase, Published on net.
(iii) Business Plan on Engineering Services Company in India – A complete business plan for opening an
Engineering Services Company in India, including the timeline and financials by Dr. Subhash Deo hiwase,
2003, 2005, 2008, 2012, 2013, 2014, 2015, 2016.
(iv) Aeronautical Engineering – A way towards Future, 16-17 August 2012, An Inaugural Talk as a Chief
Guest at Technical Fest–Vignan‘s Praudhyogiki-2K12, Vignan‘s Institute of Technology & Aeronautical
Engineering, Hyderabad, India.
(v) Evaluation of FEM based fracture mechanics technique to estimate life of an automotive forged steel
crankshaft of a single cylinder diesel engine, Rajesh Metkar, Vivek Sunnapwar, Subhash Hiwase, Vidya
Sagar Anki, Mahendra Dumpa, (2013), Journal of Procedia Engineering, ELSEVIER, Vol 51 (2013), pp
567-572. Doi:10.1016/j.proeng.2013.01.080.
(vi) Multidimensional modeling of direct injection diesel engine with multiple stage fuel injections, Subhash
Hiwase, S Moorthy, Hari Prasad, Mahendra Dumpa, Rajesh Metkar, (2013), Journal of Procedia
Engineering, ELSEVIER, Vol 51 (2013), pp 670-675. Doi:10.1016/j.proeng. 2013.01.095.

About Author:

Dr. Subhash Dev Hiwase, Ph.D. (Mechanical Engineering), IIT Kharagpur

Subhash Dev Hiwase is a Global Professional Leader, Doctorate from IIT Kharagpur in Mechanical
Engineering, having 25 years of Extensive Experience on Global Business Operations & Product Development

Dr. Subhash Dev Hiwase 9

Strategy Execution – broadly in the area of Lean Business Transformation, Business Performance Optimization,
Product Development, Continuous Improvement & Technology Innovation.

He enjoys presenting to groups of all sizes and has a successful record of creating programs, developing
strategies, cultivating high performance teams and Fortune 500 client relationships. Additionally, Subhash has an
extensive financial background and significant international business experience.

If any organization/individual is willing to start a new vertical in Engineering Services Business, please feel free
to reach him at subhash.deo.s@gmail.com.

He has already developed and executed several full proof Engineering Services Business Plans in India. And, at
present, he can support with several low hanging ESO Business worth quite a good value from India and
Abroad. Along with, he is a active member of several IIT Alumni Associations, Groups, Forums & Committees,
where he has direct reach to most of the IIT Alumni all over the World, who are working on Top & Decision
Making Positions in Several Renowned Organizations – and through this network, he has developed various
Clients and Potential Leads for their Engineering Services Outsourcing Business.

Dr. Subhash Dev Hiwase 10

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