As digital technologies redefine manufacturing competitiveness in the tube and pipe industry, companies are increasingly leveraging AI, analytics and automation to improve efficiency, quality and responsiveness. In an exclusive interview with Tube & Pipe India, Mr. Vipin Rustagi, CIO, Ashirvad by Aliaxis, shares how the company is embedding AI-led decision-making across operations, supply chain and customer engagement. He discusses Ashirvad’s structured digital transformation roadmap, use of predictive maintenance, IoT and analytics platforms, and the importance of governance-led execution. Mr. Rustagi also outlines how digital platforms are strengthening ecosystem engagement and building long-term operational resilience in a traditionally under-digitised sector.

Tube & Pipe India: AI and advanced analytics are increasingly influencing manufacturing competitiveness. From your perspective, how is AI reshaping operations in the tube, pipe, and fluid management industry?

Vipin Rustagi: AI and analytics are improving efficiency, quality, and speed of decision-making in manufacturing. At Ashirvad, we use predictive maintenance to reduce unplanned downtime and analytics-based demand forecasting to improve production planning. Anomaly detection supports stronger quality control.

Real-time dashboards give us visibility across plant operations, supply chain, and sales performance. We also use technology like IoT systems to monitor manufacturing parameters and encrypted QR codes on products to support traceability and reduce defects. These digital tools help us achieve consistent operational performance and better customer outcomes.

TPI: What were the key operational or business challenges that prompted Ashirvad to accelerate its digital and technology transformation journey? What are your major takeaways now?

VR: PVC and pipe manufacturing, as an industry segment, has traditionally lagged in technology adoption. We recognised that to stay competitive and improve governance, we needed to move beyond traditional ways of working. Our ERP was mature, but we needed better analytics, integrated data, and customer engagement tools.

Our major takeaways are that transformation must be grounded in business outcomes, phased in priority areas, and supported with strong governance. We balance compliance-related investments with those that deliver competitive advantage. Integration across systems and data platforms is crucial to deliver this at scale.

TPI: As CIO, how did you define the roadmap for integrating AI, data analytics, and automation across Ashirvad’s manufacturing and supply chain functions?

VR: Our roadmap focuses on three areas. Firstly, modernising core systems such as SAP ERP and consolidating data in an enterprise data lake for reliable insights. Secondly, enabling analytics platforms to bring operational and supply chain data together for real-time reporting. And driving automation in key processes such as claims and scheme processing, logistics and planning.

We also extended digital tools across customer and partner ecosystems with CRM platforms and engagement systems for dealers and plumbers. These steps have improved planning accuracy, reduced turnaround times and strengthened operational discipline.

At Ashirvad, we use predictive maintenance to reduce unplanned downtime and analytics-based demand forecasting to improve production planning. Anomaly detection supports stronger quality control.

TPI: Digital transformation often involves significant challenges. How has Ashirvad addressed the hurdles during modernization of its core systems?

VR: The challenges included legacy technical debt, integration complexity, and capability gaps within the organisation. We addressed these by modernising SAP ERP in phases, building middleware and API layers for system interoperability, and investing in analytics platforms like Snowflake to unify data.

On the people side, we focused on training existing teams, hiring specialised talent, and creating cross-functional squads to improve adoption. Clear governance and leadership communication helped align teams and reinforce quality and compliance standards.

TPI: What tangible business benefits has Ashirvad realized so far from adopting digital technologies, whether in productivity, cost optimization, or customer responsiveness?

VR: We have seen measurable benefits in efficiency, cost control, and customer responsiveness. Automation of internal processes like scheme and claim handling has reduced processing time significantly. Analytics-led planning has improved forecasting accuracy and reduced operational variances. IoT monitoring and encrypted QR codes have strengthened product traceability and quality control. Digital platforms for dealers, distributors and plumbers have enhanced engagement, improved service responsiveness, and provided transparent execution visibility across our ecosystem.

TPI: How are analytics and digital platforms helping Ashirvad better engage with its wide ecosystem of dealers, plumbers, infrastructure partners, and end customers?

VR: Digital platforms are enabling smoother engagement across our business ecosystem. We have deployed dealer and plumber apps and a CRM system to support order management, scheme claims, loyalty and service interactions. Analytics gives us visibility into channel performance and scheme effectiveness, enabling more targeted engagement and faster resolution cycles.

These platforms improve transparency and strengthen partner satisfaction by providing timely information and tools to manage their work more effectively.

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TPI: Talent availability is often a constraint in advanced digital adoption. How are you building internal capabilities while bridging skill gaps in areas such as AI, data, and digital platforms?

VR: We follow a dual approach of internal capability development and strategic hiring. We run focused training programmes on analytics, data platforms and digital tools. At the same time, specialised talent has been brought in for key transformation initiatives. Cross-functional teams help spread knowledge and build sustained capability within the organisation.

TPI: Looking ahead, what emerging technologies do you believe will have the most significant impact on Ashirvad’s future growth and on the broader tube and pipe manufacturing ecosystem in India?

VR: Advanced planning tools, and digital process optimisation will drive the next phase of growth. Continued use of IoT and analytics will improve operational resilience.

We will also adopt technology in ways that balance compliance, governance, and competitive value, focusing on solutions that deliver measurable business outcomes. Digital transformation is a long-term journey, and we are investing with that perspective.

Our major takeaways are that transformation must be grounded in business outcomes, phased in priority areas, and supported with strong governance.