EVENTS

Vidarbha CAT 424 Roadshow

Equipment procurement is increasingly being evaluated not only on acquisition cost, but on productivity, uptime, service support and operating economics across a machine’s lifecycle. In an interaction with B2B Purchase, Rahul Shorey, Head – Construction Equipment, GMMCO, explains how financing, operator training, connected assets, service support and rebuild solutions can help construction and mining contractors improve equipment utilisation and meet project commitments.

What was the focus of GMMCO’s showcase at bauma CONEXPO INDIA?

At bauma CONEXPO INDIA, we presented a comprehensive portfolio from GMMCO and Caterpillar, including the new Cat® 355 Hydraulic Excavator, Cat D5 Dozer and Cat 120 GC Motor Grader, catering to applications across quarrying, mining, heavy infrastructure and road construction. Visitors could also explore a rebuilt machine, digital solutions and rental offerings within the same pavilion.

The objective was to demonstrate that our relationship with customers extends well beyond supplying equipment. Whether a customer is looking to purchase a new machine, extend the productive life of an existing asset, improve fleet visibility or explore alternate ownership models, GMMCO can support those requirements across the equipment lifecycle.

How do these solutions help contractors manage total cost of ownership?

Total cost of ownership begins from the day a customer acquires a machine and continues throughout its productive life. We support customers at the acquisition stage through Cat Finance, with financing options and repayment structures designed around individual business requirements. Customer Value Agreements and service contracts can also help provide greater predictability around maintenance and operating costs.

The same lifecycle approach extends to the machine’s second life. After several years of operation, customers can evaluate whether rebuilding a Caterpillar machine is commercially more appropriate than replacing it. With dedicated workshops and Cat-certified rebuild capabilities, we help customers assess these options and maximise the productive value of their assets. Ultimately, the objective is to improve lifecycle economics rather than look at equipment cost only at the point of purchase.

How should equipment selection reflect project requirements?

Equipment selection has to begin with a clear understanding of the customer’s work order and operating requirements. We consider factors such as the volume of material to be moved, expected operating hours, project duration, site conditions and the specific application—whether it involves excavation, earthmoving, quarrying, road construction or material handling.

Our sales teams therefore need to understand the project before recommending a machine. The role is not simply to sell equipment, but to work with the customer to identify the right configuration and support structure required to deliver the desired output. That solution-based approach becomes particularly important when customers are working against defined production targets and project timelines.

What role does operator training play in improving performance?

Operator capability has a direct impact on productivity, fuel efficiency, machine health and overall equipment performance. Operator training is therefore an important part of our customer onboarding process. After a machine is commissioned, certified trainers visit the customer site and provide hands-on guidance on machine features, recommended operating practices and the effective use of the equipment in actual site conditions.

This ensures that the engagement does not end with machine delivery. Customers receive practical support from the beginning so that operators can use the equipment effectively and understand the features available to them. The engagement continues through refresher programmes conducted by our service and aftermarket teams at customer sites, training centres, branches and regional locations.

How is digital connectivity changing fleet management?

We have nearly 19,000 connected assets linked through VisionLink, giving customers access to important machine information such as operating hours, fuel consumption, alerts and equipment status. As more assets become connected, digitalisation is enabling us to become increasingly proactive in the way we support customers.

Connectivity helps both the customer and our teams identify issues earlier. When a machine generates an alert, the relevant information can be reviewed and communicated quickly, enabling faster intervention where required. An important part of customer onboarding is therefore not only providing access to digital platforms, but also helping customers understand how to use the information available to them.

The real value of connectivity comes when data is translated into operating decisions—whether that relates to utilisation, fuel consumption, maintenance planning or responding to machine alerts.

Can older machines also join a connected fleet?

Yes. Connectivity is not restricted to new machines. Older assets can also be retrofitted with a connectivity device and brought onto the digital fleet management platform. This allows customers to view older and newer machines within the same ecosystem and gain better visibility across a mixed-age fleet.

How does service support help protect project schedules?

For a contractor, machine uptime is closely linked to project delivery. That makes service support as important as the equipment itself. Under GMMCO’s Service Commitment 2.0, we have defined service commitments around machine restoration and parts availability under applicable service agreements, including restoring machines within 48 hours and making parts available within 24 hours at the nearest outlet.

Delivering this requires significant planning behind the scenes—from stocking the right parts and positioning service engineers to maintaining a strong service network. For mining customers operating under customised service agreements, we can also plan parts inventory at site depending on operating requirements. The objective is to enable customers to focus on equipment utilisation and project execution while we manage the agreed service responsibilities that support machine availability.

What will drive the next improvement in equipment economics?

Productivity and fuel efficiency will continue to be fundamental to equipment economics. Faster cycle times, the right equipment configuration, appropriate reach and digging depth, improved utilisation and reduced downtime can all contribute to higher output over the life of a machine. Digital services will become increasingly important as well. Customers expect greater convenience and visibility—whether that means ordering parts digitally, monitoring equipment remotely or receiving actionable operating information.

Our responsibility is to make these technologies practical and relevant to the customer. Ultimately, the next improvement in equipment economics will come from bringing the machine, operator, data, service support and lifecycle solutions together so that customers can achieve higher productivity, better uptime and greater value from their equipment investment.

Rahul Shorey
Head of Construction, Equipment Business
GMMCO Ltd (A CKA Birla Group company)

How GMMCO is creating value across the equipment lifecycle

Equity is promoted through fair hiring, merit-based growth and transparent compensation aligned to role, performance and market benchmarks. Women’s representation, including in leadership, is tracked through defined metrics and leaders’ balanced scorecards, reinforcing accountability across the organisation. Inclusive practices extend beyond representation to creating a safe and supportive workplace. GMMCO continues to strengthen women’s participation across technical, field and corporate roles, supported by POSH awareness and certification, safe travel provisions, well-being initiatives and programmes addressing unconscious bias. Together, these practices help create an environment where women are valued, treated fairly and empowered to grow based on capability, performance and potential.

Diversity is a leadership priority at GMMCO, with gender representation goals built into leaders’ balanced scorecards. Women are supported through equitable hiring, development and opportunities in traditionally male-dominated roles. A breakthrough example is seven women engineers in critical condition-monitoring roles at the world’s second-largest mine—reflecting GMMCO’s values of Entrepreneurship, Empowerment and Excellence through inclusive leadership and business impact.

Women are supported through parental leave, role-based flexibility, empathetic manager support and structured return-to-work assistance. Wellness and engagement initiatives help employees balance career and caregiving while staying connected and confident. These practices improve continuity, productivity and retention, creating a supportive workplace where women can thrive personally and professionally.

Future-ready skills are built through technical training, digital learning, live projects, coaching and on-the-job exposure. Cross-functional assignments and operational responsibilities broaden business understanding and strengthen leadership confidence. This practical, performance-led approach improves career visibility, prepares women for larger roles and supports growth based on merit, potential and continuous learning.

Women’s achievements are celebrated through leadership appreciation, internal platforms, employee stories and recognition forums—building confidence, pride and morale while creating visible role models across the organisation. Beyond recognition, GMMCO enables women to strengthen their capabilities through digital learning, leadership development and company-sponsored management education programmes. High-potential women are encouraged to build executive presence, communication and leadership skills, preparing them to take on broader responsibilities and challenging roles. By making achievements visible and creating opportunities for continued growth, GMMCO reinforces a culture where contribution, performance and potential are recognised and celebrated.

Innovation is strengthened by ensuring women contribute across corporate, customer-facing, technical and operational functions. Women today are participating in engineering, service operations, digital solutions, workshops and mining environments—bringing diverse perspectives to problem-solving, customer engagement and decision-making. A breakthrough example is seven women engineers working in critical 24x7 condition-monitoring roles at a major mine, challenging traditional perceptions of women’s roles in the mining industry. As operations increasingly adopt digital technologies, automation, remote monitoring and connected equipment, GMMCO is creating opportunities for women to contribute to technology-led roles and help shape safer, smarter and more productive operations.

Our leadership style empowers people to take ownership, contribute ideas and pursue excellence. We aim to build diverse, future-ready leaders who drive innovation, sustainable growth and meaningful impact.



Shahid Ashraf
Chief Human Resources Officer
GMMCO Ltd (A CKA Birla Group company)

ET Edge Best Organisations for Women 2026

My professional journey began from the ground up, with early experiences on the shop floor that taught me discipline, execution, teamwork and respect for people who keep businesses moving. Those years shaped my belief that leadership is built through learning, humility, and hands-on understanding. Each phase of my education and career strengthened my ability to connect strategy with execution and purpose with performance. At GMMCO, this experience finds meaning in building an integrated solutions-led organisation that solves customers’ toughest challenges and helps power the nation’s progress.

My leadership has evolved from learning on the shop floor to leading teams through complex and changing business realities. Over time, I have understood that leadership is not about power or position, but about taking responsibility. I strongly believe teams must be encouraged to try, innovate and have no fear of failure. At GMMCO, we believe the biggest failure is failing to try. Our culture is driven by the Three E’s — Entrepreneurship, Empowerment and Excellence — enabling people to take initiative and grow with confidence.

Resilience at GMMCO is built on staying close to customers, strengthening operational discipline and enabling teams to respond with speed to changing market realities. During uncertain periods, our focus has been business continuity through strong service support, parts availability, digital enablement and deeper customer engagement. We continue to invest in capability building, process efficiency and data-led decision-making to anticipate customer needs better. I believe resilience also comes from identifying opportunities in challenges and building teams that place solutions above obstacles.

One key challenge has been supporting customers in a fast-changing environment where timelines, costs and uptime are critical. At GMMCO, we turned this into an opportunity by strengthening our solution-led approach — moving beyond standalone offerings to lifecycle support, rentals, rebuilds, parts, service and technology-enabled solutions. This was possible because teams were encouraged to experiment and serve customers better. The lesson was clear: barriers become breakthroughs when people innovate and solve customers’ toughest challenges.

Staying Agile in a Changing Business World

Business priorities today are being redefined by speed, technology, sustainability and customer expectations. Traditional models focused on product availability and transactions; today, customers expect integrated solutions, faster response, lifecycle support, digital visibility and measurable value. At GMMCO, this shift is reshaping engagement across infrastructure, mining, energy and allied sectors. Agility means connecting solutions, service, parts, rentals, rebuilds, technology and people into one seamless ecosystem, while building a culture where teams try, learn and contribute.

I am inspired by people who rise from the ground up, lead with humility and create opportunities for others. The belief that “excellence is not an act, but a habit” guides my approach. It reminds me that lasting success is built through discipline, continuous learning, and empowering people to grow.

The coming decade will be shaped by technology, sustainability, automation, data intelligence and the need for faster, reliable execution. Customers will expect solutions that improve productivity, reduce downtime, optimise costs and support responsible growth. For GMMCO, this means strengthening digital enablement, predictive support, lifecycle solutions, rental models, energy-efficient offerings and integrated customer support. Innovation will also depend on service excellence, skilled people, smarter processes and teams empowered to experiment, learn and execute with discipline.

Chandrashekar V
Managing Director & CEO
GMMCO Ltd (A CKA Birla Group company)

Equipment

Attachments

Power Systems

Workshops

Warehouses

All Events

Vidarbha CAT 424 Roadshow

GCI

Media

How GMMCO is creating value across the equipment lifecycle

ET Edge Best Organisations for Women 2026

Most Promising Business Leaders of Asia 2025-26: Chandrashekar V

Need help in finding the right product?

Get in touch

1800 425 2546