In the Media

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

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.

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

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 Limited

ET Edge Best Organisations for Women 2026

Beyond the equipment itself, what are customers looking for most from their partners today, and how is GMMCO adapting to these expectations?

The traditional buyer-seller dynamic in our industry is completely obsolete. Earlier, selling a machine was purely transactional and led by a salesperson. Today, success requires being a true operational partner.

Customer priorities have shifted: contractors want to focus entirely on project execution without the burden of equipment management, maintenance headaches, or unplanned downtime. At GMMCO, in partnership with Caterpillar, we take full responsibility for machine lifecycle management. We ensure maximum uptime by managing parts supply, delivering operator training, and deploying advanced digital monitoring tools. Ultimately, our job is to run and support the fleet so our customers can focus on running their business.

With fuel directly impacting project economics, how critical has fuel efficiency become for customers?

Fuel accounts for at least 40% to 60% of total operating costs across most projects—averaging around 50%—and recent diesel price volatility has only intensified this pressure. Fuel efficiency isn’t just a preference anymore; it is a paramount economic priority.

How do GMMCO’s predictive maintenance solutions help customers minimize downtime and maximize equipment utilization?

All our machines are digitally connected to monitor critical indicators, including technical and running parameters, hydraulic pressure, and engine oil pressure. If any parameter deviates from normal operating ranges, the system immediately generates an alert to signal potential issues before a failure occurs. These real-time insights are shared simultaneously with both the customer and our support team, allowing us to address issues proactively. Predictive maintenance is no longer just a novelty—it has become an essential necessity for operational efficiency.

Why does GMMCO approach market support as a long-term strategy from the point of purchase rather than treating it as a standard after-sales requirement?

At GMMCO, selling equipment is not a one-off transaction; it is the start of a long-term partnership with the customer. We support our clients through every stage of the machine’s lifecycle:

We assist credit-worthy customers with tailored financing options to help them acquire the equipment.

We provide dedicated end-to-end service and maintenance throughout the machine’s operational life.

Because Caterpillar machinery is built to be rebuilt, we offer a CAT-Certified Rebuild after 6 to 7 years of heavy use. This restores the machine to a like-new condition, giving it a second life for another 3 to 4 years of profitable operation.

Ultimately, this full-lifecycle support shifts the customer’s financial model. Once the initial loans are fully paid off, the rebuilt machine allows the business owner to keep 100% of their earnings—rather than spending 70% to 80% of their income on ongoing machinery EMIs.

Which equipment categories or applications do you expect to drive demand for GMMCO over the next few years, and where are your largest growth opportunities?

Mining is going to be a major growth driver for us, largely because energy production remains heavily reliant on coal. We expect strong momentum in that segment. Additionally, rural road connectivity remains unfinished, creating significant opportunities across our entire excavator range—from compact models to heavy-duty mining machines.

In an increasingly competitive equipment market, how does GMMCO differentiate its approach to customer support?

At GMMCO, our customer support strategy centres on viewing every sale as the start of a long-term relationship rather than a one-off transaction. Rather than simply dispatching a service engineer to commission a machine, we welcome every customer as if they are entering their own home. Our relationship begins with a structured onboarding process, where we send a skilled technician directly to the customer’s site to train their operators hands-on.

To ensure they get the most out of modern fleet management, we also walk them through installing our digital tools and train them until they are fully confident using them. Beyond the initial setup, we offer comprehensive Customer Service Agreements spanning two to four years, backing our commitment with explicit guarantees on uptime and dependable parts supply.

How is GMMCO leveraging its service network and industry expertise to support customers across India’s diverse operating environments?

With a nationwide network of outlets and skilled technicians stationed across the country, machine maintenance is never a bottleneck for us. However, our true differentiator lies in operator training. We empower our customers’ operators to troubleshoot and resolve initial breakdowns themselves, minimizing downtime before a technician even needs to arrive on site. Building that operational self-reliance and confidence for our customers is a vital part of our service ecosystem.

How do major trade exhibitions like bauma support your business growth?

These events are invaluable on multiple fronts. First, they allow us to connect directly with walk-in visitors—many of whom are aspiring buyers eager to engage with the Caterpillar brand.

Second, trade shows serve as an ideal launchpad for new equipment. At this edition alone, we are launching three new products. A physical exhibition creates tremendous energy, driving customer demand while inspiring our internal team. It gives prospective buyers the opportunity to inspect machines up close in one convenient location without traveling long distances.

Finally, it provides a vital platform to strengthen relationships with existing clients, key accounts, and financial partners. Ultimately, these exhibitions are all about reconnecting with the market.

At GMMCO, our customer support strategy centres on viewing every sale as the start of a long-term relationship rather than a one-off transaction

India’s infrastructure ambitions are creating opportunities at an unprecedented scale. Roads, urban infrastructure, mining, quarrying and large construction projects are expanding rapidly, while expectations around productivity, execution timelines and cost efficiency are becoming equally demanding.

This is also changing the way businesses look at construction equipment.

For a long time, equipment selection was largely centred on specifications, machine capability and acquisition cost. Today, the conversation is becoming far more strategic. Customers are increasingly asking not simply, “Which machine should I buy?” but, “Which equipment investment will deliver the right business outcome for my project?”

Every machine represents a significant deployment of capital. Its true value therefore cannot be assessed only by horsepower, capacity or the initial purchase price. Productivity, fuel efficiency, uptime, serviceability, parts availability, operating costs and the ability to perform consistently throughout a project lifecycle are becoming equally important considerations.

Equipment selection, in other words, is no longer merely a procurement decision. It is increasingly a business decision.

The right machine starts with the business requirement

No two customers operate under exactly the same conditions.

A contractor executing a defined three-year infrastructure project may have very different equipment requirements from an organisation managing a fleet across multiple long-term projects. Similarly, equipment working in a quarry will face a different duty cycle from a machine deployed in road construction, material handling or mining.

This is why the industry needs to move away from a one-size-fits-all approach to equipment selection.

The starting point should be an understanding of the customer’s business requirement: What is the application? What output is expected? What are the site conditions? How intensively will the machine be utilised? What is the project tenure? What are the operating cost expectations? And importantly, what level of capital deployment makes commercial sense?

At GMMCO, this is central to the way we approach the SEM business. Our conversations begin with the customer’s application and operating requirement before moving to the equipment itself.

This is where solution selling becomes particularly relevant.

The objective is not necessarily to offer the biggest machine or the machine with the longest list of specifications. It is to bring together the right equipment, the right application fit and the right lifecycle support to help a customer achieve the intended business outcome.

For customers, particularly those working within clearly defined project economics, capital has to work as hard as the equipment itself.

Value is increasingly about getting the equation right

This is also where SEM, a Caterpillar brand, has an important role to play.

With a heritage dating back to 1958, SEM brings more than six decades of construction equipment experience. Since becoming a wholly owned subsidiary of Caterpillar in 2008, the brand has expanded internationally and today serves customers across more than 90 countries through the Caterpillar dealer network.

The relevance of SEM lies in a relatively straightforward proposition: dependable equipment designed around practical performance, affordability and application requirements.

This becomes particularly important in a market such as India, where customers operate across widely varying project sizes, applications and investment horizons.

The smartest investment may not always be the most expensive equipment available. In many cases, it is the machine that delivers the required productivity consistently while keeping capital deployment and operating economics aligned with the project.

SEM’s portfolio, which includes wheel loaders, motor graders, dozers, soil compactors and wide-body trucks, addresses applications across construction, mining, road development, quarrying, agriculture and allied sectors.

Machines such as the SEM 656D Wheel Loader, SEM 917F Motor Grader and SEM 818F and 824F Dozers address different operating requirements in the Indian market.

However, the larger opportunity is not simply about having multiple products available. It is about helping customers identify which equipment is most appropriate for a particular application.

When equipment selection is driven by the job to be done rather than specifications alone, customers can move from simply purchasing machines towards creating fleets that are more productive and economically sustainable.

The meaning of affordability is also changing

Affordability is sometimes interpreted purely in terms of purchase price. But for equipment owners, the true economics of a machine emerge only over its working life.

A lower acquisition cost provides limited advantage if the equipment experiences excessive downtime, requires difficult-to-source parts, takes longer to service or fails to deliver the expected productivity.

An idle machine has consequences beyond maintenance.

It can mean lost production, project delays, underutilised manpower and ultimately a direct impact on the customer’s business.

This is why uptime and total cost of ownership need to be considered alongside the initial investment.

SEM’s lifecycle proposition includes parts, service options, customer support agreements and extended protection offerings aimed at supporting equipment availability and maintenance requirements.

But products and programmes alone are not enough. The capability of the organisation supporting the machine on the ground becomes equally important.

From selling machines to enabling customer outcomes

This is where the role of an equipment dealer is also evolving.

At GMMCO, we increasingly see our responsibility extending beyond supplying a machine. The equipment itself is only one part of the solution.

The greater value comes from understanding how that equipment fits into the customer’s operating environment and supporting it through its working life.

That means conversations around application, productivity, utilisation, uptime, maintenance, operating economics and lifecycle support.

The objective is not simply to place SEM equipment at a customer site. It is to ensure that the equipment selected is appropriate for the requirement and continues to deliver the value for which it was purchased.

For us, solution selling fundamentally means connecting equipment performance with customer business performance.

SEM brings the product proposition, engineering heritage and Caterpillar backing. GMMCO adds its understanding of Indian customer applications, operating environments and lifecycle requirements, together with the support ecosystem required to keep equipment working.

The combination enables a different kind of customer conversation.

Instead of beginning with, “What machine are you looking for?”, the more meaningful question is, “What outcome are you trying to achieve?”

That shift may appear simple, but it represents an important change in how the construction equipment industry creates value.

The next phase will belong to smarter equipment decisions

India’s continued infrastructure development will create significant demand for construction equipment. At the same time, equipment buyers are likely to become increasingly discerning about how they deploy capital.

Specifications will continue to matter. Technology will matter. Productivity will matter.

But all of these will increasingly be considered alongside utilisation, operating costs, uptime, project tenure and return on investment.

For SEM, this creates a strong opportunity to address customers seeking dependable performance while keeping a close eye on project economics.

For GMMCO, the opportunity goes further. It is about taking that equipment proposition to market through a solution-selling approach that combines application understanding, equipment selection and lifecycle support around the customer’s business requirement.

The future of construction equipment will therefore not simply be about selling more machines.

It will be about helping customers make smarter equipment choices — choices that balance capability with affordability, performance with economics, acquisition cost with lifecycle value, and most importantly, equipment performance with business outcomes.

Ultimately, the value of a machine is not determined on the day it is purchased.

It is determined every day that the machine performs, the project progresses and the customer’s business moves forward.

Beyond the Machine: Why smarter equipment choices will define the next phase of infrastructure growth

How was the overall response at bauma CONEXPO INDIA 2026?

The response has been tremendous. The scale of participation this year is clearly larger than what we saw in the previous edition. Beyond the presence of leading OEMs, what is particularly encouraging is the amount of innovation coming from across the Indian ecosystem.

If you walk through the indoor exhibits, you see innovation not only in equipment, but also in technology, components and support-service solutions. It reflects how rapidly the construction and infrastructure ecosystem in India is evolving.

What is your focus for this edition? What does GMMCO and Caterpillar have for customers?

Caterpillar has always been a forward-looking organisation with a strong focus on innovation, technology and productivity. Its machines have been present in India for decades and are proven across some of the most demanding applications.

But for Caterpillar and GMMCO, the India opportunity is not simply about putting more machines on the ground. The bigger opportunity is to make every machine already operating on the ground more productive, more available and more efficient.

That requires an equally strong ecosystem behind the equipment. Our objective is that when a machine goes down, we get it back into production as quickly as possible. We are strengthening our parts availability, field support, technology and service infrastructure with this objective at the centre.

I believe the industry also needs to increasingly look beyond the number of machines sold and focus on the output those machines generate — how much earth is moved, how quickly a road is built, how efficiently a mine operates and how effectively a project is completed.

A machine that is idle is not creating economic value.

Productive equipment is what contributes to infrastructure creation and ultimately to India’s growth.

What are the highlights of GMMCO’s aftermarket services?

The equipment is only one part of the solution. What differentiates GMMCO is the ecosystem we have built around the customer throughout the lifecycle of that equipment.

Today, we have more than 1,000 engineers supporting customers on the ground. We have invested significantly in rebuild capabilities, workshops, parts infrastructure, field support and on-site customer solutions.

All these capabilities come together with one objective: to maximise equipment availability and productivity for our customers.

For us, aftermarket is therefore not simply about servicing a machine when something goes wrong. It is about helping customers keep their assets operating efficiently throughout their lifecycle.

How is the connected ecosystem playing a major role in aftermarket services?

Construction and mining are becoming increasingly technology-driven industries. Connected assets and IoT-enabled equipment have already created enormous amounts of machine data.

Across the GMMCO ecosystem, we have a large connected population of equipment. But collecting data itself is not the objective. The real value comes from converting that data into actionable insights for the customer. That is where our focus lies.

For example, we have invested significantly in Scheduled Oil Sampling. By continuously monitoring oil samples and identifying changes in patterns, we can detect potential internal deterioration much earlier. This allows us to intervene before a problem becomes a failure and potentially prevents unplanned downtime.

That represents the next stage of aftermarket support — moving from reactive maintenance to predictive and preventive interventions.

Technology becomes meaningful only when it improves availability, reduces downtime and makes the customer’s operation more productive.

How is GMMCO creating a strong aftermarket ecosystem?

A contractor does not ultimately buy a machine simply to own equipment. The machine is purchased to deliver an outcome — to move a certain volume of earth, construct a kilometre of road or achieve a production target.

Our aftermarket philosophy therefore revolves around three things: availability, productivity and capability.

First is availability. The machine must be operational when the customer needs it. We are challenging ourselves to bring machines back into operation within defined turnaround times, supported by strong parts and service capabilities.

Second is productivity. Availability alone is not enough. The machine must deliver the required output efficiently. That means optimising equipment configurations, selecting the right combinations of loading and hauling equipment, managing site-specific operating conditions and helping customers improve fuel and operating efficiency.

Third is operator capability. Even the best equipment and technology cannot deliver their full potential unless the operator knows how to use them effectively.

That is why we are investing in operator development through simulators, driver trainers and structured customer training programmes. At customer sites, we work closely with operators to help them use the equipment safely, efficiently and productively.

When equipment, technology, service and people come together, that is when the customer begins to see the full value of the solution.

India is at an exciting point in its growth journey.

A road today is not simply a road. It connects markets, reduces travel time, lowers logistics costs and unlocks economic activity. A railway line creates new supply chains. A mine supports industries further downstream. Every infrastructure project has a multiplier effect on the economy.

Therefore, the opportunity ahead is not simply about building more infrastructure. It is about helping India build infrastructure faster, safer and more efficiently. That is where organisations such as GMMCO and Caterpillar have an important role to play.

Our responsibility is to bring together world-class equipment, technology, aftermarket capabilities, people and customer support to help projects achieve higher levels of productivity.

At GMMCO and Caterpillar, our role is to support the India growth story — by helping our customers achieve more from every asset, every site and every hour of operation.

And given the scale of infrastructure development ahead of us, we are extremely excited about what the future holds.

At GMMCO and Caterpillar, our role is to support the India Growth Story

In conversation with V Chandrashekar, Managing Director, GMMCO.

As India accelerates its infrastructure and industrial development, how do you see GMMCO contributing to the country’s nation-building journey?

India is entering an important phase of growth, with infrastructure, mining, energy and industrial development playing an increasingly significant role in shaping economic progress. The scale of opportunity is immense, but expectations from customers are also evolving. Today, they are looking beyond equipment alone. They need higher productivity, stronger equipment availability, predictable operating costs and partners who can support them throughout the lifecycle of an asset.

At GMMCO, this is the transformation we have been steadily driving — from being a traditional equipment supplier to becoming a comprehensive, holistic solutions provider. Our role begins with understanding the customer’s application, operating environment and business priorities, and then bringing together the right equipment, technology, financing, service support and lifecycle solutions to create measurable value.

Nation building ultimately happens at the project site — where roads are built, mines are developed, infrastructure is created and industries are powered. Every additional hour of uptime, every improvement in productivity and every efficiently maintained asset contributes to that larger outcome. We therefore see our responsibility not merely as supplying machines, but as helping customers achieve better project outcomes, improve asset utilisation and maximise value throughout the equipment lifecycle.

What were the key highlights for GMMCOCAT at bauma CONEXPO India 2026, and how is technology changing the customer proposition?

Bauma CONEXPO India provided an important platform to demonstrate how the industry itself is moving from a machine-centric approach towards integrated solutions.

GMMCOCAT showcased Caterpillar’s new Cat® 355 Hydraulic Excavator, Cat D5 Dozer and Cat 120 GC Motor Grader, addressing applications across quarrying, mining, heavy infrastructure and road construction. These machines bring together productivity, efficiency, ease of operation and a focus on lowering ownership costs.

However, for us, the larger story goes beyond the equipment. The right machine, when combined with application expertise and dependable support, can have a direct impact on project timelines, operating costs, utilisation and customer profitability.

The broader showcase also reflected how the customer proposition today extends to connected technologies, aftermarket services, financing, rental and used equipment, and lifecycle support.

Technology is an important enabler of this shift. Connected solutions such as Cat Product Link and VisionLink enable customers to monitor machine performance, enhance jobsite visibility and make better-informed operational decisions. At GMMCO, we are building on these capabilities through connected assets, digital inspections, condition monitoring and other digital initiatives. The objective is to use data and digitalisation to improve equipment availability, utilisation and productivity.

What will be GMMCO’s strategic focus over the next 12 to 18 months?

Our focus will be on strengthening customer relationships and expanding integrated equipment and lifecycle solutions across infrastructure, mining, energy and industrial sectors.

One of the most important shifts taking place in our industry is from a transactional relationship centred on the sale of equipment to a partnership built around outcomes. Customers increasingly expect a partner who understands their application, supports the equipment throughout its working life and remains focused on productivity and value long after commissioning. That is where GMMCO’s lifecycle capabilities become increasingly important.

Our focus will remain on helping customers increase productivity



V Chandrashekar, Managing Director, GMMCO

Planned maintenance, genuine parts, Customer Value Agreements and rebuild solutions can help customers manage their assets more effectively over the long term. Rental and used-equipment offerings, together with financing solutions, also provide greater flexibility to address varying project, utilisation and capital requirements.

Over the next 12 to 18 months, our priorities will therefore include deepening engagement across our key sectors, accelerating the adoption of connected technologies, strengthening aftermarket capabilities and expanding integrated lifecycle solutions. Our focus will remain on helping customers increase productivity, improve equipment utilisation, reduce total cost of ownership and maximise asset value.

By combining Caterpillar’s products and technology with GMMCO’s application expertise, service capabilities and lifecycle support, our ambition is to remain a trusted long-term partner to our customers and contribute meaningfully to India’s growth journey.

For us, the future of equipment is not simply about more powerful machines. It is about delivering assured productivity, dependable support and lasting customer value — and, in doing so, helping build the India of tomorrow.

Building India’s next chapter: From equipment to end-to-end productivity

For Indian customers, the combination of a proven genset brand and GMMCO’s on-ground expertise is important. FG Wilson provides product reliability, while GMMCO ensures the right application fit, customised solutioning, installation quality, service readiness and long-term support. P M Kulkarni, Business Head of FGW Sales, shares more.

For customers, the question is no longer only whether a backup power system exists. The more important question is whether it will perform reliably when required.



P M Kulkarni, Business Head - FGW Sales

Why is reliable backup power becoming more critical for Indian businesses and infrastructure?

Power continuity has become central to safety, productivity and customer experience. Whether it is a high-rise building, hospital, data centre, commercial complex, manufacturing facility or infrastructure project, even a brief power disruption can affect lifts, pumps, fire safety systems, security, lighting, equipment and overall operations.

For customers, the question is no longer only whether a backup power system exists. The more important question is whether it will perform reliably when required. This is where GMMCO adds value - by helping customers choose, customise, install and maintain dependable genset solutions designed for real operating conditions and long-term performance.

How does GMMCO create value beyond genset supply?

GMMCO’s strength lies in delivering integrated and customised power solutions rather than only supplying equipment. The engagement begins with understanding the customer’s site requirements, load profile, space availability, application criticality, installation needs and long-term service expectations.

From consultation and sizing support to customised acoustic enclosures, control panels, synchronisation systems, installation, commissioning, warranty management, preventive maintenance, emergency support and genuine parts, GMMCO provides customers with a single-window experience across the genset lifecycle.

GMMCO also supports customers with integrated power solutions that can include solar, battery storage, DG integration, automation, energy management and balance-of-plant solutions, depending on project requirements. This helps customers build power systems that are reliable, efficient, scalable and aligned with evolving energy needs.

What role does FG Wilson play in GMMCO’s integrated power solutions portfolio?

FG Wilson gensets strengthen GMMCO’s ability to offer reliable backup power solutions for a wide range of applications. FG Wilson is a trading name of Caterpillar (NI) Limited, and its gensets are built for durability, efficiency and reliability, with integrated testing to ensure key components such as the engine and alternator work together effectively before deployment.

For Indian customers, this combination of a proven genset brand and GMMCO’s on-ground expertise is important. FG Wilson provides product reliability, while GMMCO ensures the right application fit, customised solutioning, installation quality, service readiness and long-term support.

Why do customers trust GMMCO for critical power applications?

Backed by over five decades of experience, GMMCO has supported critical infrastructure across commercial buildings, residential high-rises, data centres, hospitals and industrial hubs. The company’s role extends from project planning to execution, preventive maintenance and emergency repairs, ensuring that customers receive dependable support through every stage of the power system lifecycle.

This is especially important in applications where downtime directly impacts safety and business continuity. A genset is tested not when everything is normal, but when the grid fails. GMMCO’s integrated support model ensures that customers are better prepared for such moments.

Operational efficiency in power generation depends on more than equipment capacity. It depends on the right selection, customised engineering, proper installation, reliable commissioning, responsive service and lifecycle support. With FG Wilson gensets, backed by GMMCO’s integrated solutions and strong customer support, businesses can ensure critical systems keep running when power matters most.

A genset is tested when the grid falls

For over six decades, GMMCO has been enabling India's infrastructure, mining, construction, power and industrial growth by delivering integrated equipment solutions backed by strong service capabilities, technical expertise and digital innovation. As one of India's leading providers of equipment and lifecycle support, GMMCO has witnessed first-hand the evolution of customer expectations - from simply purchasing machines to seeking complete productivity solutions. Today, through GMMCO Rentals, the company is helping contractors and project owners move beyond equipment ownership towards a smarter operating model focused on assured uptime, operational flexibility and lifecycle value.

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