Framework for making India a great investment destination

India should aim to become the top investment destination:

  • FDI receipts of more than $250 billion in the last five years show that global firms believe in the India’s prospects.
  • With crucial reforms being put in place over the past few years, India should aim to become a top investment destination.

India should be a place where it is easy to do business:

  • For becoming the top investment destination, India needs to become an excellent place for doing business.
  • This would require taking steps on enhancing the investor experience at every step from the beginning of the project, from helping in choosing the right support package, identifying the location for production to importing the raw materials, and shipping the products.
  • This would be the best red carpet welcome to an investor.

A framework to boost investment

Identify sectors for priority treatment:

  • We need to focus on key industries like electronics, computers, telecom, precision equipment, factory machinery products etc, where India’s manufacturing and exports are weak.
  • These industries constitute 70% of global trade, but India’s share is a low 0.7%.
  • A good start has been made in this regard, with most product groups identified for support under the recent production-linked incentive (PLI) scheme are part of the list.

Recognise sectoral concerns:

  • A sector may generate a large turnover, but net earnings may remain small because of large import dependence.
    • For example, for doing the iPhone’s final stage assembly, China gets just $12, which is less than 2% of its retail price of $700.
    • Assembling an EV battery from imported lithium cells or making mobile phones from imported subassemblies fall in the same low value add category.
  • A better model may be inviting an anchor firm along with component suppliers and do most manufacturing in the country.

Invite top global firms to become anchor manufacturers in priority sectors:

  • With thousands of manufacturing units in most sectors, India needs a few large anchor firms in each sector, like Suzuki did for automobile sector in India.
  • Their use of innovation and technology will result in gains for all firms in the entire sector.
  • Example of Maruti-Suzuki:
    • Suzuki’s technology and India’s expertise in casting, forging and fabrication were crucial factors in driving India’s automobile sector in the early 1980s.
    • In less than 20 years, the sector’s productivity, and not just Maruti-Suzuki’s productivity, went up by 250%, mainly due to competitive pressures set off by Suzuki.
    • Today the automobile sector contributes to half the manufacturing GDP.
  • We need a repeat of the Maruti-Suzuki story for a few other sectors.

Develop effective coordination with lead investors:

  • India needs mechanisms for one-to-one discussion at the senior level to resolve difficult issues to build confidence.
  • For instance, investors and officials may discuss available location options or extra support the investor may need.
  • Nominating an officer to coordinate with government on the firm’s behalf for the entire project cycle would be useful.

Provide ready-to-manufacture space:

  • Delay in buying land and approvals drives away investors.
  • China and many other countries have hundreds of operation-ready industrial zones.
    • Each zone takes necessary permissions for all future units.
    • For example, a chemical zone will take approvals for effluent discharge and quality. The investor will agree to follow these.
    • Once ready, the investor moves in, installs machinery, and starts production in a few weeks/months.
  • Industrial corridors being developed across 32 places in India under the National Master Plan may adopt this model.

Ensure quick factory to ship movement:

  • Slow factory to ship movement hinders India from becoming a part of the production supply chain.
  • We can reduce the time taken in transporting goods from factory to port through dedicated freight corridors.
  • Locating industrial zones near the sea is another option.
  • Port and customs procedures must be done in the industrial zone to avoid crowding at the port and ensuring just in time arrivals.

Review the import duty structure:

  • There is need to review our import duty structure is also the key to signing good FTAs.
  • Our 90% of imports-by-value take place in less than 10% product tariff lines.
  • We must test the impact of lowering of import duty on the production and export ecosystem of remaining products.
    • For example, most electronic products are assemblies of thousands of components manufactured across many countries.
    • Components combine into subassemblies and then into the finished product. A part crosses country borders many times.
    • In such a scenario, even a modest duty on components has a multiplier effect.
    • For this reason, most countries charge no import duty on parts or electronics products.

Ensure predictability in policy regime:

  • Investors need a predictable policy regime.
  • For this, we need to avoid backdated policy changes, and reduce scope for interpretation in tax laws by use of clear, unambiguous language.
    • For example, both India and Nokia interpreted the royalty provisions of the double tax avoidance treaty in different ways a few years back.
    • When Nokia shut its India operations, annual mobile phone exports from India fell from $2 billion to zero; 10,000+ direct jobs were lost. 

Quick dispute resolution:

  • India needs to set up systems for quick resolution of disputes.
  • Firms enter into contracts with other firms and individuals for the supply of goods and services. In case of dispute, parties approach the court for enforcing the contract.
  • Long delays at the Indian courts compromise India’s attractiveness.
  • Quick improvement is a must for improving investor confidence.

Conclusion:

  • Smart global firms grow in a supportive environment, India needs to be a nurturing place for investment. Returns for such an approach are high.
    • We should learn from the case of Samsung, which started small in Vietnam 10 years back but after good experience, expanded its operations to export more than $50 billion of products now. Its success also pulled others.
  • The above mentioned framework if implemented will enhance India’s appeal as a credible manufacturing and investment destination.

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