A land of opportunities is how Abhishek Prakash views India in its current state. As CEO of Beumer India, his stance reflects that of the multinational intralogistics firm, which is focused on empowering its local team to tap into the country’s dynamic momentum.
“Beumer has definitely demonstrated its trust and belief in the abundance of opportunities for India,” Prakash tells The CEO Magazine. “Our message to the industry and stakeholders is that sustainable growth in today’s complex global market requirements requires a relentless kind of focus and agility.”
This can only be achieved through operational excellence and a commitment to empowering Beumer’s people, according to Prakash.
“We must go from our traditional operation model to highly resilient localized strategies, such as what we are doing in the area of well manufacturing,” he adds.
“Amid this increasingly globalized market, we must bring strategic sourcing initiatives to our supply chains to mitigate geopolitical risks and secure long-term success.”
Critical timing
This focus is paramount now, in his view. Prakash believes that true transformation is not achieved through capital or infrastructure alone.
“It is driven by building resilience and networks and coaching diverse teams to challenge the status quo. Right now, India is a platform for all global capabilities, and that’s why,” he says.
Beyond greater localization, Beumer is also committed to deeper penetration of its key sectors, underpinned by a five-year strategic cycle.
“By expanding the local production capabilities, we can serve the domestic customer with shorter lead times,” he adds.
“We have never worked for short-term profit, we always look for long-term relationships.”
Investment in new manufacturing capacity in India is central to this approach, allowing Beumer to localize critical components, strengthen its supply chain and mitigate geopolitical risks.
Acquisitions have also expanded its capabilities and product portfolio, including ENEXCO and German company FAM. Partners are also key and Prakash says Beumer values relationships with all vendors and partners who support the company’s business execution.
As a family-owned company, Beumer’s strategy is deliberately focused beyond immediate returns.
“We have never worked for short-term profit, we always look for long-term relationships and profit,” he says.
It is an approach neatly captured by the group’s CEO Rudolf Hausladen: “We think in generations, not quarters.”
Ready to rumble
Meanwhile, Beumer’s readiness to scale up thanks to the availability of resources puts it in a great position to support the dynamics at play. As Prakash is quick to point out, success is no longer simply a matter of price.
“Availability and scalability are more important these days than in former times, when the focus was purely on cost,” he says.
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This approach aligns well with Beumer’s ethos as a family-owned company, focused on more than simply raking in the profits, Prakash insists.
“We are not aspirational to become a billion-dollar organization tomorrow,” he says. “We are very conservative.
“We are very patient, and we do carry certain standards and frameworks for which we stand for and are known for. Likewise, our project excellence is on par with anyone, for sure.”
This prioritization of Beumer’s customers and their needs gives the company a clear edge over its competitors, according to Prakash.
“We are happy with our size, with the resources we have, with our sustainable growth and with the investment in what we are doing in a different part of the world.”
This also enables Beumer to resist the pressure to cut corners and compromise on excellence, as those chasing the big bucks often end up doing.
Culture of purpose
Prakash also advised the next generation of workers coming into the industry to not get distracted by dollar signs.
“Focus on the direction and have an appetite for learning,” he urges. “Don’t ever follow the money – money will follow you.”
Indeed, finding people with the right combination of skills and cultural fit remains one of the most pressing challenges for the business, particularly given the specialist nature of the industries it serves.
“This is the biggest challenge, to have the right talent. Because we are involved in niche industries. If we expect a person from the same industry background, you won’t always get it,” he says.
“Focus on the direction and have an appetite for learning.”
Instead, the company is taking a more flexible approach to recruitment, prioritizing functional expertise and developing industry knowledge internally. At the same time, the arrival of a new generation in the workforce is forcing leaders to rethink traditional approaches to retention and engagement.
“They’re not coming here to earn money. They’re coming here for the experience, and that experience should be planned in a way,” he explains.
Ultimately, however, skills alone are not enough.
“Business moves with people,” he says. “And you need to have relevant people who match with your value systems, who match with your core values.”
A noble legacy
Sustainability is a big part of the picture, with the company’s approach in this area closely entwined with a broader sense of responsibility – both to the communities in which it operates and to future generations.
“We need to leave the world better for the next generation,” Prakash says. “Beumer aims to meet industry standards, not only for product quality, but for the environmental, social and governance guidelines.”
“We need to leave the world better for the next generation.”
That commitment is increasingly visible across its operations. In India, its new factory has been designed to meet stringent green building standards, with measures targeting significant reductions in energy and water consumption. But the philosophy extends beyond individual facilities or regulatory requirements.
“Beumer is very clear that sustainability is not just a regulatory checkbox,” he says. “We really want it to be an integral part of our corporate DNA.”
Its family ownership reinforces that perspective.
“Because we are a family-owned business, we look at long-term success. We have no tomorrow or day after tomorrow expectations,” he concludes.
