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Brindex helps European industrial companies build and run their India sourcing and procurement strategy, from first scoping to series delivery.
Large groups have specialised local teams. SMEs often have to work with more versatile teams. Building a high-performing supplier base in India is not just about identifying a competitive supplier. Understanding European industrial requirements, ensuring on-the-ground follow-up, maintaining strategic alignment and supporting project implementation play a decisive role in their success.
Brindex acts as the Europe-India bridge for its clients.
I started Brindex from a straightforward observation: for most European industrial companies, building a reliable supplier base in India is both a significant opportunity and a genuinely difficult challenge to navigate alone.
After more than 18 years in international industrial procurement, I spent several years in India within a major German industrial group. On the ground. In direct contact with suppliers, factories and local teams. This responsibility led me to work with more than 400 suppliers, in an environment representing over €600M in purchasing volume.
This experience led me to manage international procurement portfolios, support procurement transformation initiatives and develop an industrial network across India. It was built during a period in which new business awarded to the Indian supplier base tripled, illustrating the shift from sourcing strategies in India to their concrete large-scale deployment.
Over the course of these projects, I saw where things move forward, and where they stall: misread expectations, quality of communication, responsiveness, conflicting priorities or lack of on-the-ground visibility.
It is this on-the-ground reality that shapes my approach today: combining strategic understanding, operational presence and knowledge of India to help companies structure, secure and accelerate their sourcing and industrial projects.
Become a strategic customer for your strategic suppliers.
>18 YEARS' EXPERIENCE
International industrial procurement & procurement transformation
Based in Europe with a developed network across India
EDUCATION
MSc International Procurement, EM Lyon
LANGUAGES
French, English & German
Our vision
An integrated approach, in support of your strategy.
Brindex brings together two complementary dimensions: end-to-end strategic and operational support for your India sourcing projects, together with training and interim management services to strengthen your teams over the long term or support them in high-impact business situations.
Structure. Steer. Deliver.
Three phases, one continuous thread. We help you structure the approach, steer execution and turn strategy into measurable industrial results.
01
Define & Frame
Procurement portfolio segmentation
Risk & competitiveness analysis
Target price & India competitiveness
RFQ preparation & prioritisation
See details
02
Source & Qualify
Supplier mapping
Qualification & validation
RFQ & technical alignment
Sourcing recommendation
See details
03
Industrialise
Supplier progress tracking
Technical & on-site coordination
Feasibility & industrialisation validation
Series launch preparation
See details
Mobilising India expertise.
Some situations require more than ad-hoc sourcing support: team capability-building, intercultural coaching, temporary experienced resources, or operational reinforcement on India-related topics. These formats integrate field expertise directly into the organisation.
Mobilising India expertise
Give your teams the operational and intercultural knowledge they need to work effectively with India.
India sourcing fundamentals
Cross-cultural realities
Communication & negotiation
Team & supplier workshops
Strengthening organisations
Temporary support on sourcing, industrialisation or critical situations. Rapid integration, immediate operational support and skills transfer.
Temporary operational reinforcement
Procurement transformation & restructuring
Sourcing project acceleration
Time-bound targeted missions
Four essential principles.
Every project comes with its own constraints, objectives and context. Four principles shape the way we work. They drive the recommendations we make, the suppliers we choose, and the kind of relationship we aim to build.
01
Full independence
No commission, no referral fees from suppliers. My only allegiance is to the client's interest, full stop.
02
Tailored approach
Supplier selection adapts to your own criteria: risk appetite, available resources, supply chain management, specific quality requirements.
03
European presence + on-the-ground network in India
Based in Europe, available for in-person meetings. Dense, diversified network across India, supporting audits, negotiations and supplier development.
04
Strategy combined with execution
We don't hand over a report and disappear. We stay engaged from the first scoping call through to series deliveries, accountable for outcomes, not just outputs.
The reality on the ground
What gets in the way, and quietly kills projects.
India's industrial landscape runs by its own rules. The best suppliers don't show up in directories, and negotiation practices don't simply translate across markets. Here's what we see go wrong, consistently, for European industrial companies who go in without local support.
01
The meaning of "yes"
Conversations in India are often more indirect than you'd expect. A supplier saying yes may be expressing goodwill, not a firm commitment. Without a solid understanding of the local culture, you leave thinking you've agreed something that will quietly unravel.
02
Choosing the right supplier
The strongest suppliers are rarely the most visible, and they're seldom the first to reply to a cold RFQ. Finding the right partner takes regional knowledge, targeted audits, and a genuine understanding of how each factory actually runs.
03
The power of a network
Indian suppliers juggle dozens of international enquiries. They focus their attention on customers who are structured, present, and clearly serious. Without a local network to vouch for you and keep your project visible, you'll be deprioritised, quietly.
"
Understanding the value of a rupee means understanding the level of competitiveness expected.
04
Lack of traction: when distance is a brake
Running a supplier project 7,000 km away over email and video calls works, until it doesn't. Decisions drag, issues go unresolved, momentum fades. Without someone on the ground who can walk into the factory and move things forward, projects stall.
05
Unmet commitments
Lead times slip. Capacities that looked fine on paper don't materialise. Without regular physical presence and the right monitoring indicators, you only find out something has gone wrong when it's already too late to fix it.
06
When ground-level issues never reach the board
In many organisations, the real operational picture never makes it to the top. Positive updates flow upward; problems get filtered out. By the time leadership sees the issue, the project is already off track.
"
Your best suppliers today didn't become that overnight.
Why India, why now?
A concrete growth ground for European industrial SMEs.
India is often, and above all, perceived as a cost alternative. This reading is now becoming incomplete.
Across several industrial sectors, local capabilities are evolving rapidly: rising maturity among certain suppliers, massive industrial investment, development of technical skills, ecosystem structuring and accelerating export ambitions.
This evolution comes with major industrial investment. Many manufacturers are building new sites, modernising their equipment and expanding their capacity with a clear ambition: meeting international standards and accelerating their export growth.
For a European company, the question is no longer simply whether India is becoming unavoidable. It is to understand in which contexts it can truly create a lasting industrial advantage, which suppliers have the expected level of maturity, and how to build a credible and secure approach.
Beyond real social disparities, India produces immense talent. In the past, this talent went abroad. More and more are choosing to stay, as prospects in India are now exceptional.
In a global economy under growing uncertainty (AI, geopolitics, climate), hyper-flexibility has become a key survival factor. India is not an eldorado, but a real lever for cost reduction, diversification and expansion.
The EU-India agreement could accelerate industrial decisions
Beyond tariffs, the discussions around an EU-India agreement reflect a deeper shift: India is progressively becoming a strategic industrial partner for Europe.
Automotive production by 2030 3rd largest automotive market in the world within 4 years
×6
Electronics production in 10 years One of the fastest-growing industrial sectors
#1
Global tractor market A vast ecosystem of foundry, forging, machining, hydraulics and mechanical components
65 % / 20 %
Global vaccines & generic drugs An industry used to regulated markets and international quality requirements
×7,5
EU imports: China vs India Europe imports 7.5 times more goods from China than from India, a gap the EU-India agreement aims to narrow
Case studies
Real situations. Concrete challenges.
A supplier suddenly stopped. Production at risk. Contradictory information. Timelines deemed impossible. Developments to accelerate. These situations are not exceptional. They are part of industrial reality. The examples below are inspired by real missions conducted in international environments. Company names have been anonymised, but the situations, constraints and outcomes are genuine.
Supply chain crisis - Automotive
Automotive, Central Europe, 2023
Securing a supply chain after losing a critical supplier
Following major flooding in Europe, several part numbers had to be urgently requalified to prevent a production shutdown.
< 1 month
To qualify multiple part numbers in parallel
Learn more
Field visibility - India
Industry, Chennai, India, December 2024
Maintaining operational visibility during a major crisis
During major flooding in Chennai, European teams needed a reliable picture of the on-the-ground situation to steer their decisions.
24/7
Field visibility maintained throughout the crisis
Learn more
Accelerated development - Cross-sector
Industry, Cross-sector
Developing components and tooling under tight deadline pressure
Several projects required the simultaneous development of suppliers, components and tooling within timelines incompatible with conventional approaches.
Milestones met
Under constraints initially deemed unrealistic
Learn more
Perspectives
Go further.
In-depth analyses, field insights and practical resources to better understand industrial India and prepare stronger sourcing projects.
Market · 8 min
The EU-India agreement: much more than a tariff question
After nearly twenty years of negotiations, the EU-India agreement could redraw part of the trade flows between Europe and India. But beyond tariffs, what opportunities and limits for European industrial companies?
Sourcing · 8-9 min
China+1: where India genuinely differs from other sourcing alternatives
Not all sourcing alternatives meet the same needs. India does not replace China, but stands out through a specific balance of market size, industrial flexibility and technical depth.
Analysis · 8 min
Industrial India beyond the clichés
European perceptions of India are not always wrong, they are often incomplete. A decade of acceleration and the right questions to ask before acting.
Downloadable resources
Are you ready for India sourcing?
PDF self-assessment, Evaluate your internal readiness before engaging an India approach.
An initial conversation, with no obligation, to understand your context, discuss your objectives and determine whether Brindex is the right fit for your project.
Automotive & Mobility
Healthcare
Machinery & Equipment
Off-Highway
