Rajat Dhawan is a Senior Partner in the New Delhi Office of McKinsey & Company. Over the last 20 years in the Firm, he has worked in several geographies across Asia, Europe and North America. Rajat serves clients primarily in the automotive & assembly sector. He has served clients also in steel, pharmaceutical, oil & gas, apparel & textiles, and telecom sectors.
Rajat co-leads McKinsey’s Advanced Industries (AI) practices in the Asia-Pacific region. The Advanced Industries practices comprise automotive & assembly, electronics and aerospace & defence sectors. He also mentors the Operations practice for McKinsey in India and in the Asia-Pacific.
Rajat has also been contributing to knowledge creation and policy debate towards enabling India grow its manufacturing sector (e.g., as the Founder Director of McKinsey Capability Center; earlier as a member of the CII Manufacturing Council), and has over the years partnered with automotive industry associations (ACMA, SIAM) in helping catalyze industry growth. He has also helped shape the quality transformation journey for MSMEs in the country in collaboration with Quality Council of India (QCI).
He is the co-Founder of the TIME India Awards, a collaboration between McKinsey & Company and TIME Inc., to recognize excellence and innovation in Indian manufacturing. Rajat is a Founder & Sponsor of the Ashoka University based in Delhi.
Rajat has a B.Tech. in Chemical Engineering from the Indian Institute of Technology, Kanpur and an MBA from the Indian Institute of Management, Lucknow.
What India Can Learn from China's Automotive Experience
With China's automotive market slowing and other BRIC (Brazil, Russia, India, and China) markets also exhibiting lower growth, India finds itself increasingly well positioned to improve its standing among emerging markets. As it anticipates future success, the country can learn a number of lessons from China's experience.
Lean Logistics: Slashing Forklift Operating Costs
Manufacturers rarely seek to develop expertise in forklift-vehicle usage in their daily production processes, but doing so can save them from 10 to 40 percent in total costs. Learn how companies can achieve these savings while improving overall plant-level logistics performance.
Profiling Indonesia's Automotive Market
Indonesia has emerged as a fast-growing, stable automotive market. While the country's automotive market has been historically dominated by Japanese OEMs, the expected continued growth and lowering of regulatory barriers should make it an attractive target for other automakers as well.
McKinsey A&A Practice
McKinsey's Automotive & Assembly Sector serves clients around the world in virtually all areas of the Automotive & Assembly industry. Our staff consists of individuals who combine professional experience in automotive, engineering, and related disciplines with broad training in business management. Industry areas served include automobiles, trucks and buses OEMs, automotive distribution and retail, automotive suppliers, machinery, mechanical and electrical components, plant construction and other related businesses.
Fulfilling the Promise of India's Manufacturing Sector
Can India's domestic manufacturers join the ranks of world-class global producers? If so, it could be worth USD 1 trillion and 90 million jobs.
Amping the Dragon: Electric Vehicle Prospects in China
With EVs taking center stage globally, McKinsey & Company assesses the potential for these green machines in the world's most dynamic automotive market, China. While still a large question mark, the prospects for electric vehicles in the country seem positive, as the central government steps up support and the automotive industry begins introducing an array of products. But significant challenges remain.
Cracking China's Changing Car Culture
Part 2 of McKinsey & Company's research into Asia's two major emerging car markets examines China's frenetic automotive scene, which has provided OEMs worldwide with a growth opportunity largely unmatched in the rest of the world. Furthermore, China's choosier car buyers are re-writing the retail rules of engagement in this dynamic and lucrative market. Learn how OEMs should position themselves in order to deliver the products and services Chinese car buyers really want.
Assessing India's Automotive Brand Environment
Part 1 of McKinsey & Company's research into Asia's two major emerging car markets takes a look at India. Perceived as price and value seekers, India's new-car buyers actually inhabit a broad spectrum of segments that OEMs should not ignore. Learn more from McKinsey's proprietary research into this dynamic market.
Assessing India's Earthmoving and Construction Equipment Future
India's earthmoving and construction equipment (ECE) industry will experience sustained rapid growth going forward, but must contend with several competitive hurdles. ECE players must design equipment to global standards, introduce lower-cost products to match the competitive moves made by producers in other low-cost countries, and prepare to enter export markets more fully. Learn why industry consolidation might also be required in order to gain the scale and scope needed to compete effectively in the next decade.
Wide-Open Throttle: How India's Consumer Revolution will Transform Car Sales
The success of "India, Inc." in fostering the economic environment that will lift so many Indians out of poverty must be considered as one of the greatest accomplishments of the modern era. As India's economic miracle unfolds, McKinsey & Company examines the radical impact that rising consumer discretionary income will have on future car demand.
How Industrial Companies Can Respond To Disruptive Forces
Disruptive times require disruptive responses. A new McKinsey survey examines the changes happening in industrial sectors of the economy, and what incumbents can do about radical them.
Race 2050 – A Vision for the European Automotive Industry
The McKinsey Center for Future Mobility has issued a report on the viability of Europe’s automotive industry. The good news: the region is currently a leader of the global industry, but to thrive over the long run, it needs to develop a shared vision regarding its positioning.