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Innovative Strategies for Cost Optimisation

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S Sathish, Partner and National Sector Leader – Industrial Manufacturing, KPMG India, explores key levers across energy, logistics, and manpower to drive efficiency and resilience.

Over the last two quarters, margins of cement players are under pressure and some of the players have shown a 25 to 30 per cent reduction in their EBITDA. While the key reasons can be attributed to the external situation of rising material prices and constraints to increase cement price, all the players are quite actively looking at strategies to enhance the bottom line to stay prosperous. The need of the hour for cement players is to think of innovative cost optimisation practices. We will deep dive into optimisation strategies for three major cost heads in this article.

Optimisation opportunities
A: Energy and fuel cost is one of the key costs for cement sector. While a lot of focus has been done on energy consumption optimisation, waste heat recovery areas, buying optimisation of coal and petcoke is a new area, which cement companies are focusing on.

Identifying the right import supplier and source country combination can help in optimising the buying cost. We have seen that if this aspect is intelligently done can lead to an optimisation of 8 to 10 per cent in fuel costs. This would entail mapping the importers in India, quantities they import, companies they supply and deciding the right contracting strategy with the right ones.
Analysing the quality of different sources of coal such as Indonesian, South African, Middle Eastern, American, etc. and deciding the right fit for your organisation based on equipment capability can help in optimisation.
Having an AI-based model to optimise the buying cost of fuel, based on petcoke price trends, price trends of coal from different sources, both import and domestic, quality variation analysis of different sources, etc. is a best practice adopted by some leading players to optimise fuel buying.
Exploration with green fuels and alternative fuel resources is another big area cement players are working on.
B: Logistics cost is the next biggest cost driver in cement sector. While prima facie this cost appears to be driven more by demand requirement and market conditions, a sharper focus on drivers of spend will help in optimising this cost.
Many companies operate with a long tail of transporters for each lane to de-risk themselves from the cost of unavailability of trucks. However, the share of business gets split across multiple transporters leading to lesser bargaining power. Some companies operate based on three quote negotiations even today where the breakup of price is opaque to the buyers. Leading companies adopt zero-based costing methodologies / should be cost modelling to build up the should be costs and use that for negotiation coupled with share of business optimisation. AI is used by some of the companies here as well in deciding the right share of business based on supplier price and transporter performance scores.
Synergy leverage between outbound, inbound, primary and secondary logistics is another innovative way of optimisation. Traditionally inbound and secondary logistics is managed by procurement function and outbound and primary transport is managed by sales function. This structurally does not allow for optimisation of spend and we have seen that the same transporter manages between two different functions and in some cases even with different rates for the same distance. Structured negotiation with the total spend share for the transporter can give substantial optimisation. Many companies have changed the logistics organisation structure between inbound and outbound logistics under a common reporting structure.
Load consolidations and right carrier/mode mix optimisation is a big lever. Based on analytics of load in a particular direction and the vehicle type used provides one with an option of increasing the vehicle capacity. An increased vehicle capacity can reduce the number of trips and at the same time reduces the logistics cost per ton. Loadability is often not measured which if optimised can help in reducing the costs. Evaluating the
right logistics mode in terms of road, rail and sea transport based on destination is another
lever used by different industries. Some of the leading cement players are exploring waterways to become more sustainable.
C: Manpower costs is one of the next biggest costs in cement sector. We can look at key strategies for contract manpower costs and white collar costs.
Typically contract manpower costs are a big contributor to manpower costs. Companies adopt the piece rate model or man-day rate model in areas such as packing where a daily output is involved. While a piece rate model may appear optimal, many companies don’t really get into details of how the piece rate is arrived at. Assumptions taken for piece rate calculation such as number of people planned to be deployed, skill levels of people considered, and wage rate assumed for each level leave a lot of room for optimisation. Once the value is unearthed, companies rationalise the number of contractors and increase share of business with a few contractors to realise the value unearthed.
Another innovative lever in white collar manpower is evaluating the people deployment/ cost incurred by core and non-core functions and exploring possibilities of managed services for non-core functions. Payroll/ IT service functions are mostly outsourced by many companies but companies today have started looking at other subfunctions/functions such as recruitment / tax / accounting where service providers are asked to reduce cost of service year on year through automation and digital interventions and. Another trend we see is even the non-core activities of core functions like procurement are being actively outsourced. The strategy here is to make variable the fixed costs, which helps companies in downturn to still stay profitable.

While we have deliberated on strategies for three top cost heads with a few levers, there are other cost heads such as indirect spend and packaging costs, which also provide more optimisation potential. The need of the hour for cement players is to think of an innovative approach to cost optimisation with new levers, to achieve higher order bottomline benefits.

About the author:
S Sathish, Partner and National Sector Leader- Industrial Manufacturing, KPMG, is responsible for increasing revenues for the industrial manufacturing sector, and increasing penetration in sector key accounts/corridors. He has rich experience in auto, industrial manufacturing and consumer market sectors. He has delivered more than 100+ engagements in India and abroad in his 27 years of experience.

Concrete

Budget 2026–27 infra thrust and CCUS outlay to lift cement sector outlook

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Higher capex, city-led growth and CCUS funding improve demand visibility and decarbonisation prospects for cement

Mumbai

Cement manufacturers have welcomed the Union Budget 2026–27’s strong infrastructure thrust, with public capital expenditure increased to Rs 12.2 trillion, saying it reinforces infrastructure as the central engine of economic growth and strengthens medium-term prospects for the cement sector. In a statement, the Cement Manufacturers’ Association (CMA) has welcomed the Union budget 2026-27 for reinforcing the ambitions for the nation’s growth balancing the aspirations of the people through inclusivity inspired by the vision of Narendra Modi, Prime Minister of India, for a Viksit Bharat by 2047 and Atmanirbharta.

The budget underscores India’s steady economic trajectory over the past 12 years, marked by fiscal discipline, sustained growth and moderate inflation, and offers strong demand visibility for infrastructure linked sectors such as cement.

The Budget’s strong infrastructure push, with public capital expenditure rising from Rs 11.2 trillion in fiscal year 2025–26 to Rs 12.2 trillion in fiscal year 2026–27, recognises infrastructure as the primary anchor for economic growth creating positive prospects for the Indian cement industry and improving long term visibility for the cement sector. The emphasis on Tier 2 and Tier 3 cities with populations above 5 lakh and the creation of City Economic Regions (CERs) with an allocation of Rs 50 billion per CER over five years, should accelerate construction activity across housing, transport and urban services, supporting broad based cement consumption.

Logistics and connectivity measures announced in the budget are particularly significant for the cement industry. The announcement of new dedicated freight corridors, the operationalisation of 20 additional National Waterways over the next five years, the launch of the Coastal Cargo Promotion Scheme to raise the modal share of waterways and coastal shipping from 6 per cent to 12 per cent by 2047, and the development of ship repair ecosystems should enhance multimodal freight efficiency, reduce logistics costs and improve the sector’s carbon footprint. The announcement of seven high speed rail corridors as growth corridors can be expected to further stimulate regional development and construction demand.

Commenting on the budget, Parth Jindal, President, Cement Manufacturers’ Association (CMA), said, “As India advances towards a Viksit Bharat, the three kartavya articulated in the Union Budget provide a clear context for the Nation’s growth and aspirations, combining economic momentum with capacity building and inclusive progress. The Cement Manufacturers’ Association (CMA) appreciates the Union Budget 2026-27 for the continued emphasis on manufacturing competitiveness, urban development and infrastructure modernisation, supported by over 350 reforms spanning GST simplification, labour codes, quality control rationalisation and coordinated deregulation with States. These reforms, alongside the Budget’s focus on Youth Power and domestic manufacturing capacity under Atmanirbharta, stand to strengthen the investment environment for capital intensive sectors such as Cement. The Union Budget 2026-27 reflects the Government’s focus on infrastructure led development emerging as a structural pillar of India’s growth strategy.”

He added, “The Rs 200 billion CCUS outlay for various sectors, including Cement, fundamentally alters the decarbonisation landscape for India’s emissions intensive industries. CCUS is a significant enabler for large scale decarbonisation of industries such as Cement and this intervention directly addresses the technology and cost requirements of the Cement sector in context. The Cement Industry, fully aligned with the Government of India’s Net Zero commitment by 2070, views this support as critical to enabling the adoption and scale up of CCUS technologies while continuing to meet the Country’s long term infrastructure needs.”

Dr Raghavpat Singhania, Vice President, CMA, said, “The government’s sustained infrastructure push supports employment, regional development and stronger local supply chains. Cement manufacturing clusters act as economic anchors across regions, generating livelihoods in construction, logistics and allied sectors. The budget’s focus on inclusive growth, execution and system level enablers creates a supportive environment for responsible and efficient expansion offering opportunities for economic growth and lending momentum to the cement sector. The increase in public capex to Rs 12.2 trillion, the focus on Tier 2 and Tier 3 cities, and the creation of City Economic Regions stand to strengthen the growth of the cement sector. We welcome the budget’s emphasis on tourism, cultural and social infrastructure, which should broaden construction activity across regions. Investments in tourism facilities, heritage and Buddhist circuits, regional connectivity in Purvodaya and North Eastern States, and the strengthening of emergency and trauma care infrastructure in district hospitals reinforce the cement sector’s role in enabling inclusive growth.”

CMA also noted the Government’s continued commitment to fiscal discipline, with the fiscal deficit estimated at 4.3 per cent of GDP in FY27, reinforcing macroeconomic stability and investor confidence.

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Concrete

Steel: Shielded or Strengthened?

CW explores the impact of pro-steel policies on construction and infrastructure and identifies gaps that need to be addressed.

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Going forward, domestic steel mills are targeting capacity expansion
of nearly 40 per cent through till FY31, adding 80-85 mt, translating
into an investment pipeline of $ 45-50 billion. So, Jhunjhunwala points
out that continuing the safeguard duty will be vital to prevent a surge
in imports and protect domestic prices from external shocks. While in
FY26, the industry operating profit per tonne is expected to hold at
around $ 108, similar to last year, the industry’s earnings must
meaningfully improve from hereon to sustain large-scale investments.
Else, domestic mills could experience a significant spike in industry
leverage levels over the medium term, increasing their vulnerability to
external macroeconomic shocks.(~$ 60/tonne) over the past one month,
compressing the import parity discount to ~$ 23-25/tonne from previous
highs of ~$ 70-90/tonne, adds Jhunjhunwala. With this, he says, “the
industry can expect high resistance to further steel price increases.”

Domestic HRC prices have increased by ~Rs 5,000/tonne
“Aggressive
capacity additions (~15 mt commissioned in FY25, with 5 mt more by
FY26) have created a supply overhang, temporarily outpacing demand
growth of ~11-12 mt,” he says…

To read the full article Click Here

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Concrete

JK Cement Commissions 3 MTPA Buxar Plant, Crosses 31 MTPA

Company becomes India’s fifth-largest grey cement producer

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JK Cement  has commissioned its new 3 MTPA grey cement plant in Buxar, Bihar, taking the company’s total installed capacity to 31.26 million tonnes per annum (MTPA) and moving it past the 30 MTPA milestone. With this addition, JK Cement now ranks among the top five grey cement manufacturers in India, strengthening its national presence.

Commenting on the development, Dr Raghavpat Singhania, Managing Director, JK Cement, said, “Crossing 31 MTPA is a significant turning point in JK Cement’s expansion and demonstrates the scale, resilience, and aspirations of our company. In addition to making a significant contribution to Bihar’s development vision, the commissioning of our Buxar plant represents a strategic step towards expanding our national footprint. We are committed to developing top-notch manufacturing capabilities that boost India’s infrastructure development and generate long-term benefits for local communities.”

Spread across 100 acres, the Buxar plant is located on the Patna–Buxar highway, enabling efficient distribution across Bihar and neighbouring regions. While JK Cement entered the Bihar market last year through supplies from its Prayagraj plant, the new facility will allow local manufacturing and deliveries within 24 hours across the state.

Mr Madhavkrishna Singhania, Joint Managing Director & CEO, JK Cement, said, “JK Cement is now among India’s top five producers of grey cement after the Buxar plant commissioning. Our capacity to serve Bihar locally, more effectively, and on a larger scale is strengthened by this facility. Although we had already entered the Bihar market last year using Prayagraj supplies, local manufacturing now enables us to be nearer to our clients and significantly raise service standards throughout the state. Buxar places us at the center of this chance to promote sustainable growth for both the company and the region in Bihar, a high-growth market with strong infrastructure momentum.”

The project has involved an investment of Rs 5 billion. Commercial production began on 29 January 2026, following construction commencement in March 2025. The company said the plant is expected to generate significant direct and indirect employment and support ancillary industrial development in the region.

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