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Last Updated: Apr 25, 2025 | Study Period: 2024-2030
Despite the fact that the Indian pharmaceutical business has traditionally relied heavily on manual labour, it is rapidly embracing automated technology. To remain competitive in a linked world, it is currently using new automated operational technology (OT) and information technology (IT).
Companies in this area, both local and global, will succeed in meeting today's problems only via continual innovation and the prudent embrace of new technology.
Global regulatory compliance; quality concerns; inconsistent manual production workflows; human mistakes; cost challenges; and increased global rivalry are some of problems.
Given India's continued dominance in IT services, pharmaceutical businesses could use this local experience to modernise processes and integrate new Industrial Internet of Things (IIoT)-related technologies and methodologies such as smart sensors, Big Data, predictive analytics, and cloud computing.
These might improve R&D, manufacturing, and regulatory compliance, in addition to helping to improve the patient experience through linked healthcare. Significantly, the deployment of these technologies necessitates the collaboration of different skill sets, sectors, and domains.
The India pharmacy automation market accounted for $XX Billion in 2023 and is anticipated to reach $XX Billion by 2026, registering a CAGR of XX% from 2024 to 2030.
Cipla is embarking on a strategic 'Reimagination' journey, with the goal of developing several dimensions of automated equipment, data-driven decision making and performance increases and becoming a digitally native company with at-scale digital analytics capabilities.
Because of the epidemic, organisations must become more flexible and responsive to the new normal in the short and long term.
To address this changing environment, Cipla is embarking on a strategic 'Reimagination' journey, headed by the digital transformation of their value chain spanning functions such as Finance, R&D, Manufacturing, Supply Chain, HR, Customer Outreach, and Stakeholder Engagement.
They have conducted as part of this re-imagination effort, which is assisting the organisation in attaining a top industry position in terms of quality, cost, productivity, and service standards.
| Sl no | Topic |
| 1 | Market Segmentation |
| 2 | Scope of the report |
| 3 | Abbreviations |
| 4 | Research Methodology |
| 5 | Executive Summary |
| 6 | Introduction |
| 7 | Insights from Industry stakeholders |
| 8 | Cost breakdown of Product by sub-components and average profit margin |
| 9 | Disruptive innovation in the Industry |
| 10 | Technology trends in the Industry |
| 11 | Consumer trends in the industry |
| 12 | Recent Production Milestones |
| 13 | Component Manufacturing in US, EU and China |
| 14 | COVID-19 impact on overall market |
| 15 | COVID-19 impact on Production of components |
| 16 | COVID-19 impact on Point of sale |
| 17 | Market Segmentation, Dynamics and Forecast by Geography, 2024-2030 |
| 18 | Market Segmentation, Dynamics and Forecast by Product Type, 2024-2030 |
| 19 | Market Segmentation, Dynamics and Forecast by Application, 2024-2030 |
| 20 | Market Segmentation, Dynamics and Forecast by End use, 2024-2030 |
| 21 | Product installation rate by OEM, 2023 |
| 22 | Incline/Decline in Average B-2-B selling price in past 5 years |
| 23 | Competition from substitute products |
| 24 | Gross margin and average profitability of suppliers |
| 25 | New product development in past 12 months |
| 26 | M&A in past 12 months |
| 27 | Growth strategy of leading players |
| 28 | Market share of vendors, 2023 |
| 29 | Company Profiles |
| 30 | Unmet needs and opportunity for new suppliers |
| 31 | Conclusion |
| 32 | Appendix |
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