M&M says its multi-layered mitigation strategy has helped avoid volume loss even as global and domestic supply disruptions persist.
27 Nov 2025 | 1797 Views | By Prerna Lidhoo & Ketan Thakkar
Mahindra & Mahindra’s multi-pronged de-risking strategy has helped the company maintain production volumes despite ongoing global and domestic supply chain uncertainties, Executive Director Rajesh Jejurikar said. He noted that the company has acted on multiple fronts to diversify sourcing and build buffers for critical components.
“We have put in ...
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Mahindra & Mahindra’s multi-pronged de-risking strategy has helped the company maintain production volumes despite ongoing global and domestic supply chain uncertainties, Executive Director Rajesh Jejurikar said. He noted that the company has acted on multiple fronts to diversify sourcing and build buffers for critical components.
“We have put in place multiple de-risking and mitigation actions to insulate ourselves from supply chain disruptions,” Jejurikar said. “And the outcome is visible — we have not lost any volume over the last several quarters.”
Jejurikar said supply chain unpredictability continues to be a structural challenge across the auto industry, driven by global geopolitical shifts and domestic constraints. He acknowledged that the company encounters intermittent issues but has been able to navigate them without a significant impact on output.
“Supply chain uncertainty is a global issue today. It’s not like we don’t face supply issues within the country as well,” he said. “We are continuing to implement mitigation measures, but obviously, we won’t go into the details.”
He made it clear that he did not wish to disclose the specific de-risking steps, citing competitive sensitivity. When asked whether restrictions on Chinese investments unintentionally provide insulation to Indian OEMs, Jejurikar declined to comment on policy matters and reiterated that Mahindra’s priority is operational resilience, not geopolitics.
He emphasised that the company’s focus is on internal preparedness and capability-building rather than external protections.
M&M today is the most significant EV player by revenue and the second largest by volume. The company portfolio and a monthly EV run rate of 4,000 to 5,000 units, supported by its expanding portfolio, are preparing to ramp up operating capacity to 8,000 units by March 2026 as new models scale up.
“Our role is to de-risk our supply chains and create products that can compete with anyone globally,” Jejurikar said. He added that sourcing decisions, operational actions and platform-level planning are being structured with this objective in mind.
Jejurikar said Mahindra’s new EVs — including the XEV 9S and XEV 9E — have been engineered to global benchmarks, with an emphasis on performance, refinement and real-world usability.
“The products we have launched can stand in comparison to the best in the world,” he said. Mahindra is also investing in new platforms and technologies that will feed into its long-term passenger vehicle roadmap from 2027 onwards, including the next wave of EV architectures and product derivatives.