Technology

Finer the fly ash or slag, more value it commands

Published

7 years ago

January 10, 2019

admin

– Bhalchandra Shrikhande, a freelance consultant, speaks on split grinding cement units.

What is your opinion on the ease-of-doing business?
There is lot of hype on "ease-of-doing business", but very little has happened in reality at the ground level. The percolation of progressive policies framed at the macro level to promote fast growth in business and manufacturing are yet to make a difference at the working level. The reasons of this are many.

A few among them are lack of clarity in executing the new policies, non-removal of some old and redundant rules and regulations, insistence to go by the letter, and not the spirit of the rules/regulations, sense of apathy among the government officers due to the fact that doing nothing attracts no penalty, but doing something, albeit with good intention, and not getting the desired result does attract enquiry, audits and penalties. There is no compulsion on the decision-making authorities to take appropriate decisions within a reasonable time frame, and to avoid duplicity of efforts in seeking approvals. Let us all hope that sooner or later ease-of-doing business becomes a reality.

What is your assessment of a business model of split grinding cement unit? What are the critical success parameters?
In the beginning, let us look at the parameters of success of a standalone split grinding cement unit. If we evaluate the parameters along with an integrated cement plant, the picture will not be clear. The success of a split grinding cement unit should be measured by the capacity utilisation and the EBIDTA margin of the unit. While working out the manufacturing cost; one should be judicious enough to consider the market prices of all inputs. Special attention needs to be given to the transfer price of clinker from the integrated plant to the grinding unit. It should be close to the real price of clinker in the market. The cornerstones of successful business grinding unit are:

Volume addition is an essential factor in achieving a reasonably good standalone EBIDTA in split grinding cement units. This depends on the percentage addition of mineral components (MiC) like fly ash or slag at the split unit. It is thus very beneficial to have the location of split unit near the source of MiC, i.e. power plant or steel plant. Such a location also helps to get power generated by the power/steel plant at the split unit reliably and cheaply.

Nearness to market having high potential of growth is another important factor concerning location. This results in the "last mile connectivity" to the end consumer and substantial logistics cost saving as well.

Can more of bulk cement (loose cement despatched in bulkers) be a better option for split grinding cement unit along with a smaller proportion of bagged cement?
In today’s world, the operating strategies must keep the customer at the focal point. Customers have different requirements at different times. E.g.: when a construction project is nearing completion, the customer may need more of masonry cement or readymade dry plaster or blended cement of lower grade for flooring/ tiling applications, that too in bags. When concreting job is in progress, he will need cement (OPC) of higher grades in bulkers. Therefore, the grinding unit must be able to cater to all the requirements of the customers. No split grinding plant can survive on bulk cement supply alone. Generally bulk cement goes to large infrastructure and residential projects, and RMC plants. These locations have dedicated batching plants at site. Small retail end users however prefer cement in bags. For packing the cement of different grades in bags, you need to have a packing plant with more number of cement storage silos. For supply of cement in bulk, you need to have arrangements for accommodating different types of bulkers directly under the silos and loading arrangements. Therefore, in order to be successful, you will need all the flexibility in the grinding unit.

The last mile connectivity also eliminates need to have warehouses, reduces double handling and transportation to the point of consumption, on-time delivery, and better quality perception in the mind of the customers.

Logistic seems to be a big challenge for split grinding plants, please comment. Inward and outward movement of materials being critical, how important it becomes to monitor and manage logistics?
Yes, logistics is a considerable challenge and an important cost component especially when you are sourcing clinker as a vendor. Incoming material logistics is essentially a bulk movement either by a rail or a ship. Clinker is moved by railway wagons and directly unloaded by wagon tippler inside the plant. The outgoing movement of cement by rail is desirable but not always feasible. You however need to have good road connectivity for cement evacuation. Export-oriented cement units are required to be located at ports near sea to facilitate direct loading of ships/barges.

Should split grinding cement units be automated by using modern technology in a better way than normal cement plants?
As a corollary to my earlier statement, I would add that to meet challenging customer requirements, like quick delivery and better quality assurance, usage of modern technology is the need of the hour. IoT (Internet of Things) has been successfully used by some cement grinding units for despatch of cement. Today transporters are given smart cards where the entire data of sales order is stored. This results in faster turnaround time of a truck/trailer/bulker. Ready availability of different grades of cement simultaneously meets diverse customer needs. Flexible plant design can operate fast only if equipped with good automation. At short notice you have to shift from one to the other product, different quantities, and different packaging and this can be managed by IoT. Having weighbridges under the loading spouts, auto loading spouts, automatic bag placers, auto pelletizers and loaders, CCTV monitoring of operations etc. help in managing complex tasks easily. Dependence on labour is not only unreliable and costly, but can also lead to delays.

Throw some light on the power scenario of such grinding unit?
For a given split cement grinding unit, power requirement is generally of the order of 8 to 12 MW depending on the size of the unit. In majority of cases power is drawn from the adjoining thermal power plant. If there is steel plant, power can be tapped from the steel plant CPP. In most of the cases it is B2B type of transaction. The practical way is to route it through HT cables. Grid power is unreliable, but given the nature of the grinding unit, this can be managed. However, installing a captive power plant, which is based on multiple DG sets, is ruled out because of high cost. My suggestion is rules should be simplified to draw power from wherever it is convenient and simple.

Most of the split grinding plants are located close to sea or river for easy water way transportation is it correct?
Considering that a very small quantity of cement today is getting exported, in the present situation location near to a port hardly matters. But waterways transport by rivers is an interesting option, which needs to be explored. Water transport eases load on the roads, reduces pollution and is more cost effective.

Is it possible for a grinding plant to invest money in improving the quality of blended materials like fly ash or slag? What has been the practice?
It is very much essential to pre-process the fly ash or slag. Quality of fly ash differs in properties with its particle size distribution. Generally for processing of fly ash, mechanical air classifiers are deployed. Finer the fly ash or slag, more reactive it is, and more value it commands. Superfine fly ash/slag can be directly added to concrete to produce high-performance concrete (HPC). Medium grade fly ash/ground granulated blast-furnace slag (GGBS) can be used to manufacture common grades of concrete. Coarse fly ash can be used in the spilt grinding unit to be co-ground with clinker. In case of blast furnace slag, the problem is getting slag lumps that need to be separated. The extent of addition of fly ash/slag component in cement depends on its quality. With better quality of fly ash or slag, more proportion can be added in cement (within what is prescribed by Bureau of Indian Standards (BIS) and the profitability of the grinding unit will be better.

Do you suggest any better tax structure to make grinding units viable?
Today cement attracts GST at 28 per cent, which is in the highest bracket. Being a basic commodity of construction and infrastructure, the tax component is certainly on the higher side. If the overall industry gets a relief of lower tax rate, then the grinding units also will get the benefit.

Bhalchandra Shrikhande graduated from IIT, Bombay
in Chemical Engineering, and joined ACC Ltd in 1980. After working in ACC for 31 years, he then joined the Indiabulls (now, Rattan India) Group as President – Operations in 2011. At present, Shrikhande is working as a freelance consultant. The businesses in which he has worked are cement and ready-mix concrete.

The functional areas in which he has worked are R&D, process engineering and development, production, strategy/business planning, project execution and management, project engineering and design, management audits, consultancy assignments, organisational development and training.

Concrete

Reimagining Logistics: Spatial AI and Digital Twins

Published

1 day ago

April 13, 2026

admin

Digital twins and spatial AI are transforming cement logistics by enabling real-time visibility, predictive decision-making, and smarter multi-modal operations across the supply chain. Dijam Panigrahi highlights how immersive AR/VR training is bridging workforce skill gaps, helping companies build faster, more efficient, and future-ready logistics systems.

As India accelerates infrastructure investment under flagship programs such as PM GatiShakti and the National Infrastructure Pipeline, the pressure on cement manufacturers to deliver reliably, efficiently, and cost-effectively has never been greater. Yet for all the modernisation that has taken place on the production side, the end-to-end logistics chain, from clinker dispatch to the last-mile delivery of bagged cement to construction sites, remains a domain riddled with inefficiencies, opacity and manual decision-making.
The good news is that a new generation of spatial computing technologies is now mature enough to transform this reality. Digital twins, spatial artificial intelligence (AI) and immersive augmented and virtual reality (AR/VR) training platforms are converging to offer cement producers something they have long sought: real-time visibility, autonomous decision-making at the operational edge, and a scalable solution to the persistent skills gap that hampers workforce performance.

Advancing logistics with digital twins
The cement supply chain is uniquely complex. A single integrated plant may manage limestone quarrying, kiln operations, grinding, packing and despatch simultaneously, with finished product flowing through rail, road, and waterway networks to reach hundreds of regional depots and distribution points. Coordinating this network using spreadsheets, siloed ERP data, and phone calls is not merely inefficient; it is a structural liability in a competitive market where delivery reliability is a key differentiator.
Digital twin technology offers a way out. A cement logistics digital twin is a continuously updated, three-dimensional virtual replica of the entire supply chain, from the truck loading bays at the plant to the inventory levels at district depots. By ingesting data from IoT sensors on conveyor belts and packing machines, GPS trackers on road and rail fleets, weighbridge records, and weather feeds, the digital twin provides planners with a single, authoritative picture of where every ton of cement is, in real time.
The value, however, goes well beyond visibility. Because the digital twin mirrors the physical system in dynamic detail, it can run scenario simulations before decisions are executed. If a primary rail corridor is disrupted, logistics managers can model alternative routing options, shifting volumes to road or coastal shipping, and assess the cost and time implications within minutes rather than days. If a packing line at the plant is running below capacity, the twin can automatically recalculate dispatch schedules downstream and alert depot managers to adjust receiving resources accordingly.
For cement companies operating multi-plant networks across geographies as varied as Rajasthan and the North-East, this kind of end-to-end situational awareness is transformative. It collapses information latency from hours to seconds, enables proactive rather than reactive logistics management, and creates the data foundation upon which AI-driven decision-making can be built. Companies that have deployed logistics digital twins in comparable heavy-industry contexts have reported reductions in transit time variability of up to 20 per cent and meaningful decreases in demurrage and detention costs, savings that flow directly to the bottom line.

Smart logistics operations
A digital twin is only as powerful as the intelligence layer that sits on top of it. This is where Spatial AI becomes the critical differentiator for cement logistics.
Traditional logistics management systems are reactive. They record what has happened and flag exceptions after the fact. Spatial AI systems, by contrast, are proactive. They continuously analyse the state of the logistics network as represented in the digital twin, identify emerging bottlenecks before they crystallise into delays, and recommend corrective actions.
At the plant gate, AI-powered visual inspection systems using spatial depth-sensing cameras can assess truck conditions, verify load integrity and confirm seal tamper status in seconds, replacing the manual checks that currently slow throughput. At the depot level, Spatial AI can monitor stock drawdown rates in real time, cross-reference them against pending customer orders and inbound shipment ETAs, and automatically trigger replenishment orders when safety thresholds are approached. In transit, AI systems processing GPS and telematics data can detect anomalous vehicle behaviour, including extended stops, route deviations, speed irregularities and alert fleet managers instantly.
Perhaps most significantly for Indian cement logistics, Spatial AI can optimise the complex multi-modal routing decisions that are central to competitive cost management. Given the variability in road quality, seasonal accessibility, rail rake availability, and regional demand patterns across India’s vast geography, the combinatorial complexity of routing optimisation is beyond human planners working with conventional tools. AI systems can process this complexity continuously and adapt routing recommendations as conditions change, reducing empty running, improving vehicle utilisation and cutting fuel costs.
The agentic dimension of modern AI is particularly relevant here. Agentic AI systems do not merely analyse and recommend; they act. In a cement logistics context, this means an AI system that can, within pre-authorised boundaries, directly communicate revised dispatch instructions to plant teams, update booking confirmations with freight forwarders and reallocate available rail rakes across plant locations, all without waiting for a human to process a recommendation and make a call. For logistics executives, this represents a genuine shift from managing a workforce to setting the rules of engagement and reviewing outcomes. The operational tempo achievable with agentic AI simply cannot be matched by human-in-the-loop systems working at the pace of emails and phone calls.

Bridging the skills gap
Technology investments in digital twins and spatial AI will deliver diminishing returns if the human workforce cannot operate effectively within the new systems they create. This is a challenge that India’s cement industry cannot afford to underestimate. The sector relies on a large, geographically dispersed workforce, including truck drivers, depot managers, despatch supervisors, fleet maintenance technicians, many of whom have been trained on paper-based processes and manual workflows. Retraining this workforce for a digitised, AI-augmented environment is a substantial undertaking, and conventional classroom or on-the-job training methods are poorly suited to the scale and pace required.
Immersive AR and VR training platforms offer a fundamentally different approach. By creating photorealistic, interactive simulations of logistics environments, such as a plant dispatch bay, a depot yard, the interior of a cement truck cab, allow workers to practice complex procedures and decision-making scenarios in a safe, consequence-free virtual environment. A depot manager can work through a simulated rail rake delay scenario, making decisions about customer allocation and communication
without the pressure of real orders being affected. A truck driver can practice the correct procedure for securing a load of bagged cement without the risk of a road incident.
The learning science case for immersive training is compelling. Studies consistently show that experiential, simulation-based learning produces faster skill acquisition and higher retention rates than didactic instruction, with some research indicating retention rates three to four times higher for VR-based training compared to classroom methods. For complex operational procedures where muscle memory and situational awareness matter as much as conceptual knowledge, the advantage of immersive simulation is even more pronounced.
Today’s leading cloud-based spatial computing platforms enable high-fidelity AR and VR training experiences to be delivered on standard mobile devices, removing the hardware barrier that has historically made immersive training impractical for large, distributed workforces. This is particularly relevant for cement companies with depots and logistics operations in tier-two and tier-three locations, where access to specialised training hardware cannot be assumed.
The integration of AR into live operations also creates ongoing learning opportunities beyond formal training programs. As an example, maintenance technicians equipped with AR overlays can receive step-by-step guidance for equipment procedures directly in their field of view, reducing error rates and service times for critical plant and fleet assets.

New strategy, new horizons
India’s cement industry is entering a period of intensifying competition, rising logistics costs, and demanding customers with shrinking tolerance for delivery variability. The companies that will lead over the next decade will be those that treat logistics not as a cost centre to be minimised, but as a strategic capability to be built.
Digital twins, spatial AI and immersive AR/VR training are not distant future technologies, they are deployable today on infrastructure that Indian cement companies already operate. The question is not whether to adopt them, but how quickly to do so and where to begin.

About the author:
Dijam Panigrahi is Co-Founder and COO of GridRaster Inc., a provider of cloud-based spatial computing platforms that power high-quality digital twin and immersive AR/VR experiences on mobile devices for enterprises. GridRaster’s technology is deployed across manufacturing, logistics and infrastructure sectors globally.

Concrete

Beyond Despatch: Building a Strategic Supply Chain Process

Published

1 day ago

April 13, 2026

admin

Dr SB Hegde, Global Cement Industry Leader discusses the imperative need for modern cement plants to recognise packaging and bag traceability as critical components of quality assurance and supply chain management.

In cement manufacturing, considerable attention is given to clinker quality, kiln operation, grinding efficiency and laboratory control. Yet the final stage of the process, cement packaging and despatch, often receives less strategic focus. The cement bag leaving the plant gate represents the final interface between the manufacturer and the customer. Even if clinker chemistry, fineness and strength development are well controlled, weaknesses in packaging, handling, or distribution can affect product quality before it reaches the construction site.
Operational experience from cement plants across different regions shows that packaging efficiency and bag traceability have a significant influence on product reliability, logistics performance and brand credibility. In modern cement plants, packaging systems are no longer viewed merely as despatch equipment. They are increasingly recognised as an important part of quality assurance, supply chain management and customer confidence.

Operational importance of packaging
Cement packaging systems must operate with high speed, accuracy and reliability to support efficient despatch operations. Rotary packers equipped with electronic weighing systems have improved packing accuracy and productivity in many plants.
However, maintaining operational discipline remains essential. Regular calibration of weighing systems, maintenance of packer spouts and proper bag application are important for maintaining consistent bag weights and preventing cement loss.
Operational benchmarks observed in many cement plants are summarised in Table 1.
Plants that improved calibration discipline and equipment maintenance have reported packing loss reductions of about 1 per cent to 1.5 per cent, which represents significant annual savings.

Quality assurance beyond the plant gate
Quality control in cement plants traditionally focuses on laboratory parameters such as fineness, compressive strength and chemical composition. However, the condition of cement when it reaches the customer is equally important.
Cement bags may travel through several stages including plant storage, transport vehicles, dealer warehouses and retail outlets before reaching the construction site. During this journey, cement may be exposed to humidity, rough handling and improper storage conditions.
Table 2 shows common factors that may affect cement quality during distribution.
Studies indicate that cement stored under humid conditions for long periods may experience 10 per cent to 20 per cent reduction in early strength. Therefore, maintaining proper packaging integrity and traceability is essential.

Role of cement bag traceability systems
Traceability systems allow manufacturers to identify when and where cement was produced and despatched. These systems connect packaging operations with production records and logistics data.
When customer complaints occur, traceability enables manufacturers to identify:

Production batch
Packing date and time
Plant location
Laboratory test results

Several technologies are used to implement bag traceability, as shown in Table 3.
Among these technologies, QR code authentication systems are becoming popular because customers can verify product authenticity through smartphones.

Digital transformation
Digital technologies are transforming cement packaging operations. Modern packing lines now integrate:

automated rotary packers
electronic bag counting systems
robotic palletising systems
ERP-based despatch management
digital supply chain monitoring

These technologies improve operational efficiency and transparency across the supply chain.
Such systems help manufacturers track cement movement across the distribution network and respond quickly to quality concerns.

Case Study: Digital Cement Bag Authentication
Several cement manufacturers in Asia and the Middle East have implemented QR code-based bag authentication systems to improve supply chain transparency.
In one integrated cement plant, QR codes were integrated into the rotary packing machine. Each cement bag received a unique digital identity linked to the production database.
The QR code contained information such as:
• plant location
• manufacturing date and time
• product type
• batch number

Customers and dealers could scan the code using a mobile application to verify product authenticity.
After implementation, the company reported:
• reduction in counterfeit bag circulation
• improved despatch data accuracy
• faster resolution of customer complaints
• better visibility of distribution networks

The system was also integrated with the company’s ERP platform, enabling real-time monitoring of production and despatch activities.

Future-Smart Packaging Systems
The future of cement packaging lies in the integration of Industry 4.0 technologies with logistics and supply chain management.
Packaging lines will increasingly become part of connected digital ecosystems linking production, quality control, despatch and market distribution.
Artificial intelligence and data analytics may also help detect abnormalities in bag weight variations, equipment performance and despatch patterns.

Global benchmark indicators
Global benchmarking of cement packaging operations highlights the increasing importance of efficiency, automation and digital traceability in modern cement supply chains. Leading cement plants are now focusing on key performance indicators such as packer availability, bag weight accuracy, packing losses, truck turnaround time and digital traceability coverage. Studies show that overall equipment effectiveness (OEE) in many industrial operations is still around 65 per cent to 70 per cent, whereas world-class plants aim for levels above 85 per cent, indicating significant scope for improvement in operational efficiency.
At the same time, the global cement packaging sector is expanding steadily, supported by growing infrastructure demand and increased emphasis on reliable and moisture-resistant packaging solutions. The cement packaging market is projected to grow steadily in the coming decade as companies adopt automation, smart packaging technologies and integrated logistics systems to improve despatch efficiency and supply chain transparency. In this context, benchmarking against global indicators helps cement plants identify performance gaps and adopt best practices such as automated bagging systems, QR-based traceability, ERP-linked despatch monitoring, and predictive maintenance of packing equipment.

Strategic Recommendations
To fully benefit from packaging and traceability systems, cement manufacturers should consider the following approaches.
• Packaging systems should be treated as an integral part of the manufacturing value chain rather than simply despatching equipment.
• Investments in modern packers, automated loading systems and digital traceability technologies should be encouraged.
• Industry associations may also promote standard traceability practices to reduce counterfeit products and improve transparency in the cement market.
Finally, continuous training of plant personnel in packaging operations and maintenance practices is essential for sustaining operational efficiency.

Conclusion
Cement packaging has evolved from a routine mechanical operation into a strategic component of modern cement manufacturing. Efficient packaging systems ensure that the quality achieved within the plant is preserved during transportation and distribution. Traceability technologies allow manufacturers to track cement movement, investigate complaints and prevent counterfeit products.
As the cement industry moves toward digitalisation and integrated supply chains, packaging and bag traceability will play an increasingly important role in quality assurance, operational efficiency and customer confidence. Ultimately, the cement bag leaving the plant carries not only cement but also the reputation and responsibility of the manufacturer.

References

Hewlett, P.C., & Liska, M. (2019). Lea’s Chemistry of Cement and Concrete. Butterworth-Heinemann.
Schneider, M., Romer, M., Tschudin, M., & Bolio, H. (2011). Sustainable cement production. Cement and Concrete Research, 41(7), 642–650.
International Cement Review. (2023). Advances in cement packaging and logistics systems.
World Business Council for Sustainable Development (2021). Cement Industry Supply Chain Innovation Report.
Gartner, E., & Hirao, H. (2015). Reducing CO2 emissions in cement production. Cement and Concrete Research.
ScienceDirect Industry Studies. (2024). Operational efficiency benchmarks and overall equipment effectiveness in industrial manufacturing systems.
World Cement Association. (2022). Digital Transformation in Cement Manufacturing and Logistics. London.
Towards Packaging Research. (2024). Global cement
packaging market trends and technology outlook. Industry Market Analysis Report.
Towards Packaging Research. (2024). Global cement
packaging market trends and technology outlook. Industry Market Analysis Report.

About the author:
Dr SB Hegde is a Professor at Jain College of Engineering, Karnataka, and Visiting Professor at Pennsylvania State University, USA. With 248 publications and 10 patents, he specialises in low-carbon cement, Industry 4.0, and sustainability, consulting with cement companies to support India’s net-zero goals.

Table 1. Key Operational Parameters for Cement Packaging Systems

Parameter Typical Industry Range Recommended Target Operational Significance
Rotary packer capacity 2400–3600 bags/hr 3000–4000 bags/hr Improves despatch efficiency
Bag weight tolerance ±0.5 kg ±0.25 kg Reduces customer complaints
Bag leakage rate 1 per cent to 2 per cent <0.5 per cent Minimises cement loss Packing accuracy 98 per cent to 99 per cent >99.5 per cent Ensure compliance with standards
Truck loading time 30–45 minutes 20–30 minutes Improves logistics efficiency

Table 2. Causes of Cement Quality Degradation During Distribution
Factor Typical Cause Impact on Cement
Moisture exposure Poor storage or rain exposure Lump formation
Long storage duration Slow inventory turnover Loss of early strength
Bag damage Rough handling Cement loss
Improper stacking Excessive loading Bag rupture
Counterfeit bag reuse Refilling of empty bags Brand damage

Table 3. Comparison of Cement Bag Traceability Technologies
Technology Advantages Limitations
Printed batch code Low cost and simple Limited traceability
Barcode Fast scanning Requires equipment
QR code Smartphone verification Requires digital platform
RFID tagging Automated tracking Higher cost
Blockchain systems High transparency Complex implementation

Economy & Market

SEW-EURODRIVE India Opens Drive Technology Centre in Chennai

Published

3 weeks ago

March 25, 2026

admin

The new facility strengthens SEW-EURODRIVE India’s manufacturing, assembly and service capabilities

SEW-EURODRIVE India has inaugurated a new Drive Technology Centre (DTC) in Chennai, marking a significant expansion of its manufacturing and service infrastructure in South India. The facility is positioned to enhance the company’s responsiveness and long-term support capabilities for customers across southern and eastern regions of the country.

Built across 12.27 acres, the facility includes a 21,350-square-metre assembly and service setup designed to support future industrial growth, evolving application requirements and capacity expansion. The centre reflects the company’s long-term strategy in India, combining global engineering practices with local manufacturing and service capabilities.

The new facility has been developed in line with green building standards and incorporates sustainable features such as natural daylight utilisation, solar power generation and rainwater harvesting systems. The company has also implemented energy-efficient construction and advanced climate control systems that help reduce shopfloor temperatures by up to 3°C, improving production stability, product quality and working conditions.

A key highlight of the centre is the 15,000-square-metre assembly shop, which features digitisation-ready assembly cells based on a single-piece flow manufacturing concept. The facility also houses SEW-EURODRIVE India’s first semi-automated painting booth, aimed at ensuring uniform surface finish and improving production throughput.

With the commissioning of the Chennai Drive Technology Centre, SEW-EURODRIVE India continues to strengthen its manufacturing footprint and reinforces its long-term commitment to supporting industrial growth and automation development in India.