Pratt & Whitney has signed multi-year supply agreements worth more than $40 million with Indian manufacturers. The US engine maker is working towards buying $150 million of components a year from India by 20301. BusinessLine reported the deals on October 26. It named the suppliers as Bharat Forge, IAMPL, Godrej and Indo MIM1.
Ashish Saraf, vice president and country head at Pratt & Whitney, told the paper that the 2030 target remains on schedule. "Pratt & Whitney is firmly on track to achieve this target," he said1. The agreements followed a supplier event that brought suppliers and partners together to discuss capability building1.
Castings, forgings and finished parts
The company wants to buy across the manufacturing chain, from raw material to finished parts. "We are looking to source the complete value chain from raw material to finished components. This includes castings, forgings, bars and billets, and getting them machined into finished components," Saraf said1. Pratt & Whitney is helping suppliers build capability in these areas, including the special processes involved1.
Bharat Forge, the Pune-based forging group2, said on October 5 that it had won a long-term contract from Pratt & Whitney Canada. The engine components will be made at its aerospace facility in India. In July 2025 the two firms signed a contract to set up an aerospace ring mill3.
Godrej's aerospace work sits inside Godrej & Boyce, a privately held company with interests in defence, energy and other engineering businesses4.
The report gave only short names for the other two suppliers1. IAMPL is also short for International Aerospace Manufacturing. That is a Rolls-Royce and Hindustan Aeronautics joint venture which makes gas turbine engine parts5. Indo MIM matches Indo-MIM, a metal injection moulding specialist that listed on Indian exchanges in July 20266. The report did not expand either name1.
The qualification bar
Saraf listed the obstacles a new supplier faces. They include access to specialised materials, advanced manufacturing capability, certification, skilled manpower and long investment cycles1. Suppliers often need years of capability building and validation before they can join critical engine programmes. A part is also tested, validated and certified before a global engine maker accepts it1.
Where those capabilities are missing, India still depends on outside sources for some critical materials, processes and qualification work. Saraf said such dependence can expose programmes to geopolitical, logistical and market shocks. It can also affect production schedules1.
Other equipment makers are deepening their Indian supply chains as well. Honeywell Aerospace says more than 100 parts suppliers are part of its India ecosystem7.
The policy ask
Saraf asked for a sector-specific production-linked incentive (PLI) scheme for high-value aerospace components. It could run in phases on a "crawl-walk-run" basis, he said1. He also asked for support for micro, small and medium enterprises and for easier access to capital. Faster certification and approvals, and better infrastructure around aerospace clusters, are on his list too. So is money for research, workforce training and industry-academia collaboration1.
The request is the company's, and the report gives no government response or timeline1. India's existing PLI schemes cover 13 sectors and total ₹1.97 lakh crore (US$28 billion)8.
A larger India footprint
RTX, Pratt & Whitney's parent, already buys more than $500 million of components and services from India each year. It has invested $240 million in the country over the past five years in engineering, operations, training and digital facilities1.
Local repair capacity is expanding too. Civil Aviation Minister Ram Mohan Naidu said Indian MRO entities held only 14% of the market in FY24, against a target of 50% by 2030, BusinessLine reported7.
None of the four agreements has been published with individual values or terms. The $40 million total, the supplier list and the $150 million target rest on Saraf's remarks to BusinessLine1.