In an exclusive interaction with Tube & Pipe India, Mr. Raghav Beriwala, Director, Zhuzoor Infratech Private Limited, shares a grounded and forward-looking perspective on the evolving Indian tube and pipe industry. He describes the current decade as one of “intelligent growth,” marked by a shift from volume-driven expansion to application-specific quality, better planning, and long-term value creation. Highlighting India’s emerging edge in quality and application knowledge, he explains how Zhuzoor is strengthening supplier processes, leveraging digital systems for transparency, and adopting a practical approach to sustainability. His views reflect a leadership philosophy focused on building resilient systems, trusted partnerships, and solutions aligned with India’s long-term infrastructure and industrial growth.
Tube & Pipe India: If you had to define the current decade for the Indian tube and pipe industry in one phrase, what would it be, and why?
Raghav Beriwala: “A decade of intelligent growth.” The industry is expanding steadily and there is more focus now on doing things better like- better planning, better quality, and products that actually suit the job instead of just pushing volume.
TPI: Where do you see India’s manufacturing edge emerging: cost, quality, or innovation? How is your company positioning itself to lead on that front?
RB: Earlier, India was mostly known for cost. That’s changing. Today, quality and application knowledge matter just as much. At Zhuzoor, we work closely with reliable manufacturing partners and focus on supplying products suited to specific uses such as solar projects, fire safety systems, structural applications, and industrial requirements. Our aim isn’t just to sell pipes, but to make sure the material performs well at site.
TPI: What is the most significant operational improvement you have made in recent years?
RB: For us, the biggest improvement has been tightening how we work with our suppliers. We’ve become more selective, more process-driven, and clearer on quality expectations. This has helped reduce issues on site, improve consistency, and keep projects moving without unnecessary delays.
TPI: Beyond automation, how are you leveraging data, AI, or digital twins to reimagine efficiency or product design in your plants?
RB: We use digital systems for demand planning, order tracking, documentation, and supplier coordination. It makes things more transparent for customers and helps us stay organised, especially on projects where approvals and traceability are important.
TPI: Sustainability is now a boardroom conversation. How are you balancing decarbonisation targets with profitability and competitiveness?
RB: For us, sustainability means using resources wisely. We take a practical and balanced approach to sustainability. That means reducing unnecessary movement, avoiding wastage, and supplying products that last longer. We also prefer working with partners who are making an effort toward cleaner and more efficient manufacturing. In the long run, this actually saves cost instead of adding to it.
“For us, the biggest improvement has been tightening how we work with our suppliers. We’ve become more selective, more process-driven, and clearer on quality expectations.”
TPI: In the metals and manufacturing sectors, recycling and material efficiency are game changers. What steps has your organisation taken to close the loop?
RB: We work with manufacturers who focus on efficient scrap utilisation and improved cutting practices to minimise waste. On the customer side, we guide them toward solutions that don’t need frequent replacement. This is especially important in sectors like water supply, PEB structures, and solar projects.
TPI: Among technology partnerships, joint R&D, and co-branding with downstream users, which form of collaboration do you find most valuable, and why?
RB: We find project-level collaboration the most useful. When manufacturers, suppliers, and customers are aligned from the start, the outcome is always better. It avoids guesswork and ensures the right product is used for the right purpose.
TPI: How are government schemes like PLI and Gati Shakti affecting the industry?
RB: They’ve definitely brought more confidence into the system. Infrastructure is improving, projects are moving faster, and demand feels more structured than before. For companies like ours, it helps in planning better and committing resources with more clarity.
TPI: If we meet again next year, what progress would you want to showcase?
RB: We would like to showcase a more integrated Pan-India supply network with improved traceability, digital vendor coordination, and an expanded portfolio of value-added pipe and tube solutions.
TPI: Finally, what’s the one belief or leadership principle guiding you through this phase of rapid industrial evolution?
RB: “Build for the future of India, not just the order.” Think long-term. Short-term wins don’t build businesses. Trust, consistency, and doing the right thing even when it’s harder — are what actually last.
“We use digital systems for demand planning, order tracking, documentation, and supplier coordination.”
