How Indian Automotive Parts Manufacturers Can Win Export Orders: A Practical Guide to Finding Buyers, Getting Qualified and Securing RFQs

An actionable playbook for Indian MSMEs, component manufacturers, foundries, forging companies, precision-machining businesses and Tier-2 suppliers looking to supply international automotive OEMs and Tier-1 manufacturers.

India’s automotive component industry has reached a significant milestone. According to the Automotive Component Manufacturers Association of India (ACMA), industry turnover reached ₹7.59 lakh crore in FY2025–26, while exports reached US$24 billion. Europe was identified as the fastest-growing export market.

For Indian manufacturers, this presents a valuable opportunity. But an important distinction remains: a growing export market does not automatically translate into purchase orders for an individual factory.

To win international business, manufacturers need to identify the right buyers, understand their sourcing requirements, demonstrate manufacturing capability and enter the supplier-qualification process before a purchasing decision is made.

This guide explains how to do that—with actual OEM supplier portals, actionable market intelligence sources, outreach templates and a 90-day export-development plan.

Who should use this guide?

Automotive component manufacturers and exporters.
Foundries producing iron, steel and aluminium castings.
Forging and precision-machining companies.
Sheet-metal, stamping and fabrication manufacturers.
Plastic injection-moulding and rubber-component suppliers.
Manufacturers of automotive electrical and mechanical components.
Tier-2 and Tier-3 suppliers seeking international customers.

1. Start by identifying what you can sell internationally

Before approaching a buyer, define the exact product or manufacturing capability you want to export.

A common mistake is to introduce a company as a general automotive component manufacturer. International purchasing teams need to know which components you can produce, what processes you control and which customer requirements you can meet.

Your manufacturing capability

Potential buyer requirements to investigate

Iron, steel and aluminium casting

Housings, brackets, structural components, pump and transmission parts

CNC machining

Shafts, precision housings, turned parts, machined castings

Forging

Transmission, drivetrain, suspension and other forged components

Sheet-metal stamping

Brackets, supports, panels and formed components

Plastic injection moulding

Housings, clips, interior components and electrical enclosures

Rubber manufacturing

Seals, bushes, hoses, vibration-control components

Electrical and electronics

Connectors, harnesses, selected sensors and electronic subassemblies

Tooling and dies

Production tooling, fixtures, moulds and stamping dies

These are potential product categories, not confirmed sourcing requirements of any particular OEM.

Create a one-page supplier capability profile

Prepare a concise PDF containing:

Company name, factory location and website.
Exact products and processes manufactured.
Material grades, component size and weight range, where relevant.
Monthly or annual production capacity.
Machining, heat-treatment, testing and inspection facilities.
Actual quality certifications.
Export markets and relevant customer experience, where disclosable.
Typical lead time and ability to develop samples.
Contact details for sales, engineering and quality teams.

Include two or three representative components with photographs and measurable technical information. Avoid filling the document with generic statements such as “best quality” or “world-class manufacturing.”

A buyer should understand within a minute whether your company is relevant to their sourcing needs.

2. Which international OEMs should you approach?

The following companies provide official supplier-registration or supplier-information channels. The right target depends on your product category, location, certifications and production capacity.

BMW Group — Germany

BMW operates a formal partner portal for prospective vendors. Its published registration process requires a D-U-N-S number before an application can be started.

Suitable approach: Identify the specific component category and relevant business unit first. Use the official portal to begin the vendor process, then seek the relevant commodity purchasing or supplier-development contact.

Official link: BMW Group Partner Portal — Become a vendor

Volkswagen Group — Germany and international markets

Volkswagen Group uses its ONE.Group Business Platform for supplier collaboration and registration. The group’s supplier ecosystem covers multiple vehicle brands and manufacturing operations.

Suitable approach: Select the relevant material group and component category. Determine whether your product fits a current sourcing programme or an established supplier network before investing heavily in registration and outreach.

Official link: Volkswagen Group Supply Platform

Volvo Group — Sweden and global commercial-vehicle operations

Volvo Group provides a supplier application route for companies interested in becoming supply-chain partners. Its commercial-vehicle and industrial operations may be relevant to suppliers of suitable castings, machined components, forgings and engineered parts.

Suitable approach: Identify the relevant business area—such as trucks, buses or construction equipment—and tailor your capability profile accordingly.

Official link: Volvo Group — Suppliers

Scania — Sweden

Scania directs prospective suppliers to the Volkswagen Group supplier platform and emphasises the importance of selecting the appropriate material groups.

Suitable approach: Use a specific component classification and demonstrate how your manufacturing capability aligns with Scania’s requirements. Do not assume that registering for the group automatically qualifies you for every brand or programme.

Official link: Scania — Become a supplier

Volvo Cars — Sweden

Volvo Cars invites potential suppliers to register interest in joining its supplier network. Its published expectations include quality systems, transparency, responsible business practices and continuous improvement.

Suitable approach: Present relevant component experience, actual certifications, manufacturing capability and evidence of process control.

Official link: Volvo Cars — Supplier Network

Mercedes-Benz Group — Germany

Mercedes-Benz operates a supplier portal for its global supply chain. Its public page explains that the open application route is for non-production materials rather than vehicle components; production-component suppliers should therefore establish the correct entry route through a relevant purchasing contact or existing supplier relationship.

Suitable approach: Identify the appropriate commodity buyer or supplier-development contact rather than assuming that the general registration page accepts new production-component suppliers.

Official link: Mercedes-Benz Group — Suppliers

Important: These are starting points, not live RFQs. None of the links establishes that a specific OEM is currently sourcing your component or accepting new suppliers for a particular programme.

3. Target Tier-1 suppliers as well as vehicle manufacturers

For many Indian MSMEs, a Tier-1 automotive supplier may be a more accessible first international customer than a vehicle OEM.

Tier-1 companies supply complete systems or major assemblies to vehicle manufacturers and purchase components from specialist manufacturers. Their supply chains may include castings, forgings, machined parts, stamped components, plastics, seals and subassemblies.

Companies worth researching include:

MAHLE — thermal management, engine systems and e-mobility.
Bosch — automotive systems, electronics and mobility technology.
ZF — driveline, transmission, chassis and safety technologies.
Schaeffler — bearings, motion systems and precision components.
Dana — driveline and propulsion systems.
Magna — vehicle systems, structures, body and powertrain components.

Start at each company’s official website, identify the business unit that uses your type of component and look for supplier, procurement or purchasing information.

Do not send an identical presentation to every company. A foundry manufacturing iron castings should approach buyers whose product portfolios use relevant castings—not a purchasing team responsible for unrelated electronics.

4. Follow new investments before production begins

One of the best ways to identify potential business earlier is to track announcements about new plants, capacity expansions and new product programmes.

These announcements do not guarantee that a company will outsource components. However, they help you identify the organisations and locations worth investigating before production reaches full scale.

Development to investigate: MAHLE’s e-compressor production in Coimbatore

On 27 August 2026, MAHLE announced a €7 million investment in e-compressor production in Coimbatore, with the potential to produce more than 300,000 units annually at full capacity.

E-compressors are important in electric-vehicle thermal management. The announcement creates a reason for relevant Indian suppliers to investigate the facility’s sourcing requirements.

Potential areas to explore include precision-machined parts, housings, seals, tooling, testing and production services. These are possible supplier categories, not confirmed requirements disclosed by MAHLE.

Practical action: Identify the relevant purchasing and supplier-development contacts, ask whether the facility is evaluating new suppliers, and establish the qualification process for your component category.

Source: MAHLE — Starts e-compressor production in India

Development to investigate: Hirose Electric’s Chennai manufacturing site

Hirose Electric announced a new Chennai manufacturing site in March 2026 for automotive connectors, with partial operations planned for summer 2027.

This is relevant to manufacturers specialising in precision components, plastics, metal stamping, connector-related tooling, packaging and industrial support services.

However, these categories should be treated as opportunities to investigate—not as evidence that Hirose is seeking new vendors for them.

Practical action: Contact the company through its official channels and ask about supplier registration, local sourcing categories and qualification requirements ahead of the planned production start.

Source: Hirose Electric — India manufacturing-site announcement

The rule for early sourcing intelligence

When you identify a new facility, record:

Announcement date and planned production start.
Facility location and product category.
Potential component requirements.
Whether sourcing is handled locally, regionally or globally.
The likely purchasing organisation.
Supplier registration and qualification status.
Next action and follow-up date.

Your objective is to reach the right buyer while the sourcing plan is still being developed—not after every component has been allocated.

5. Where to find export opportunities every week

Use a repeatable research process rather than depending on occasional trade fairs or forwarded messages.

Information source

What to search for

Why it matters

OEM press releases

New plants, capacity expansions, new vehicle platforms

Identifies potential future sourcing requirements

Tier-1 company announcements

New production lines, localisation and new product programmes

Helps identify buyers of components and subassemblies

Official supplier portals

Vendor registration and sourcing requirements

Provides the correct supplier-entry route

ACMA

Export statistics, industry events and buyer-seller initiatives

Helps identify export markets and industry networks

EEPC India

International buyer-seller meets and engineering trade opportunities

Provides structured access to potential overseas buyers

TradeStat and UN Comtrade

Automotive-component trade by product code and destination

Helps identify markets and product categories worth researching

OEM supplier-quality pages

Quality standards and customer-specific requirements

Helps assess readiness before approaching buyers

Useful links:

A simple weekly routine

Every Monday, review announcements from your 20–30 target accounts.

Every Tuesday, identify the procurement contact and relevant component category for each new opportunity.

Every Wednesday, update your supplier-readiness documents and submit relevant registrations.

Every Thursday, send targeted introductions to purchasing and supplier-development contacts.

Every Friday, review responses, schedule follow-ups and prioritise opportunities with a credible sourcing requirement.

This process will not guarantee immediate orders. It will, however, make business development more systematic and help your sales team distinguish real opportunities from general industry news.

6. Use the upcoming Subcontract India buyer-seller meet

A particularly relevant opportunity for Indian manufacturers is the Subcontract India 2026 Reverse Buyer-Seller Meet in Pune, scheduled for 17–19 December 2026.

EEPC India is organising the event with support from the Department of Commerce. It covers automotive, industrial supplies and services, electricals, oil and gas, construction, mining and industrial machinery.

The event is designed to facilitate business-to-business meetings between Indian engineering companies and overseas buyers.

For manufacturers, this may offer a more direct route to international purchasing contacts than an exhibition focused primarily on technology or general networking.

What to do now:

Review the event’s exhibitor and participation information.
Prepare a capability profile focused on exportable products.
Identify which overseas buyers are relevant to your component category.
Ask about pre-arranged meetings and buyer matching.
Prepare sample photographs, specifications, certifications and indicative commercial terms.

Official information: EEPC India — Reverse Buyer-Seller Meet, Pune

Participation, buyer access and any financial support are subject to the organiser’s current terms and approval. Verify the latest dates and conditions directly with EEPC India before making travel or exhibition commitments.

7. How to contact an international purchasing manager

A useful first email is short, specific and technically credible.

Do not begin by saying your company can manufacture all types of automotive parts. State exactly what you make and why it may be relevant to the recipient.

Email template: Initial supplier introduction

Subject: Indian Supplier for [Specific Component Category] — [Manufacturing Process]

Dear [Name],

I am writing to introduce [Company Name], an Indian manufacturer specialising in [specific automotive components].

Our capabilities include [casting/CNC machining/forging/stamping/plastic moulding], with experience in [relevant material grades, component types or manufacturing processes].

Our manufacturing profile includes:

Products: [specific component categories]
Processes and capacity: [brief details]
Quality certifications: [actual certifications]
Export experience: [relevant markets or customers, where disclosable]

We are interested in exploring whether our capabilities could support your current or upcoming sourcing requirements.

Could you please advise the appropriate commodity-purchasing or supplier-development contact and the process for submitting our company for consideration?

I would be pleased to share our capability profile and relevant technical documentation.

Kind regards,

[Name]
[Designation] | [Company]
[Website] | [Email] | [Phone]

LinkedIn message template

Hello [Name],

I represent [Company Name], an Indian manufacturer of [specific components/processes]. We are exploring opportunities to supply international automotive manufacturers and Tier-1 suppliers.

I would welcome the opportunity to understand the appropriate supplier-registration route for your [commodity/component category].

Would you be the right contact, or could you point me towards the relevant purchasing or supplier-development team?

Thank you.

Follow-up after five to seven business days

Dear [Name],

I am following up on my introduction regarding [specific component category].

Our capability profile is available, and we would welcome the opportunity to understand whether our products fit any current or future sourcing requirements.

If another colleague handles this commodity, I would appreciate being directed to the relevant contact.

Kind regards,
[Name]

Use this follow-up interval as a working guideline, not a universal rule. If the buyer specifies a different process or timeline, follow it.

8. Prepare for qualification before the RFQ arrives

International automotive buyers may require substantial documentation before approving a supplier.

Depending on the customer, product and application, the requirements may include:

ISO 9001 or IATF 16949 quality-management certification.
Advanced Product Quality Planning (APQP).
Production Part Approval Process (PPAP).
Failure Mode and Effects Analysis (FMEA).
Control plans and statistical process control.
Material certificates and traceability.
Dimensional inspection and laboratory testing.
Customer-specific audits and process approvals.
Environmental and responsible-sourcing information.
Product liability insurance and change-control procedures.

Not every customer requires every item at the initial contact stage. The correct approach is to identify the applicable requirements early and establish a realistic qualification plan.

Do not claim a certification, customer approval or manufacturing capability that your company does not hold.

A technically strong supplier profile should include evidence: inspection reports, process details, actual capacity, relevant certifications and examples of similar products.

9. Evaluate the real economics of an export order

A large RFQ is not necessarily a profitable opportunity.

Before quoting, calculate the complete cost of serving the customer, including:

Raw material and conversion cost.
Tooling, dies, fixtures and development.
Inspection, testing and certification.
Packaging and export documentation.
Freight, insurance and applicable duties.
Foreign-exchange risk.
Working capital and payment terms.
Rejection, warranty and rework exposure.
Capacity requirements and the opportunity cost of production time.

Clarify the Incoterms, delivery location, annual volumes, minimum order quantities, forecast commitments and payment terms before finalising the offer.

If a buyer requests samples or tooling investment, establish the scope, ownership and commercial terms in writing.

A supplier should not accept a large contract simply because the revenue figure looks attractive. The contract must be technically feasible, commercially viable and manageable within the company’s working-capital capacity.

10. The 90-day export-order execution plan

Days 1–15: Prepare

Select one or two exportable component categories.
Create a capability profile and product-specific presentation.
Prepare actual certifications and sample inspection reports.
Establish target prices and export-cost calculations.
Identify 30 relevant international accounts.

Days 16–30: Research and register

Review OEM and Tier-1 supplier portals.
Identify commodity-purchasing and supplier-development contacts.
Track new facilities and product programmes.
Complete relevant supplier registrations.
Contact industry associations and trade-event organisers.

Days 31–60: Build qualified opportunities

Send targeted introductions.
Request technical discussions.
Ask about supplier qualification and current sourcing needs.
Submit capability documents where requested.
Prioritise companies with a clear component fit and credible buying process.

Days 61–90: Progress towards commercial evaluation

Respond to RFQs and technical questions.
Submit samples or quotations where appropriate.
Close documentation gaps.
Agree on the next qualification milestone.
Review expected margin, capacity and working-capital requirements.

Measure progress using a real export pipeline

Track these indicators:

KPI

What it tells you

Relevant target accounts identified

Quality of market selection

Purchasing contacts verified

Access to decision-makers

Supplier registrations completed

Progress through formal entry channels

Technical discussions held

Whether buyers see a possible fit

RFQs received

Commercial sourcing interest

Samples accepted

Technical qualification progress

Supplier approvals obtained

Readiness for programme sourcing

Purchase orders received

Confirmed commercial conversion

Expected gross margin and payment exposure

Commercial quality of the pipeline

Do not measure export success by the number of emails sent or portals completed. Measure it by qualified opportunities, technical progress, commercial viability and orders won.

Conclusion: Win the sourcing process before the purchase order

Indian automotive component manufacturers have a substantial export market to pursue. The industry’s US$24 billion in exports during FY2025–26 demonstrates that Indian companies are already serving international customers at scale.

The next step is to make export development more targeted.

Identify the components you can manufacture competitively. Research the buyers that use those components. Monitor new plants and product programmes. Register through the appropriate supplier channels. Contact the right purchasing teams. Prepare for qualification before the RFQ arrives.

The strongest export strategy is not to approach every global OEM. It is to become a credible, technically qualified and commercially competitive supplier to the right buyers.

Start with 30 well-matched accounts, a strong capability profile and a disciplined 90-day process. That is a more practical route towards export orders than sending hundreds of generic company introductions.

Official sources and further reading

Editorial note: Company announcements and supplier portals indicate potential routes to market, not confirmed RFQs. Manufacturers should verify current requirements directly with each buyer before investing in tooling, certification or production capacity.