India’s manufacturing sector is at the centre of the most consequential shift in global supply chain geography since the post-WTO expansion of Chinese manufacturing capacity in the early 2000s. The China-plus-one sourcing reorientation — accelerated by US-China trade tensions, Section 301 tariffs, and the supply chain fragility exposed by the pandemic — has made India a strategic priority for global buyers across electronics, textiles, pharmaceuticals, automotive components, and industrial goods. The PLI scheme, covering 14 sectors with an outlay of Rs 1.97 lakh crore, has approved 836 applications, attracted committed investments of over Rs 2.16 lakh crore, generated cumulative sales above Rs 20.41 lakh crore, and supported exports above Rs 8.3 lakh crore as of December 2025. FDI inflows grew 14% to $81.04 billion in FY2024-25. Electronics became India’s third-largest and fastest-growing export category, with Foxconn targeting 25-30 million iPhone units assembled in India by end 2025. Yet the supply chain infrastructure behind this manufacturing ambition remains the sector’s most exposed constraint. Logistics costs at 14% of GDP, inventory practices designed for a pre-GST tax environment, vendor bases that have not been rationalised for the volumes and quality standards that global buyers now impose, and export documentation processes that create avoidable friction at customs — these are the operational gaps that determine whether India’s manufacturing opportunity translates into durable competitive position or remains dependent on policy incentive rather than genuine supply chain efficiency. We work with Indian manufacturers, trading companies, and global buyers sourcing from India on the four supply chain disciplines that close this gap.