From pipes to platforms: Ashirvad accelerates digital transformation

Ashirvad is one of India’s largest manufacturers of uPVC, CPVC, and column pipes, offering a wide range of drainage and plumbing solutions for both residential and commercial markets. In 2013, the Belgian multinational Aliaxis Group, which operates in over 40 countries, acquired a major stake in Ashirvad. Since then, the company has operated under the name Ashirvad by Aliaxis, combining its local manufacturing expertise and extensive dealer–distributor–plumber network across India with Aliaxis’ global technology, quality, and sustainability standards.

Over the past few years, Ashirvad has been undergoing a significant digital transformation aimed at enhancing efficiency, transparency, and customer engagement. The company has digitised key business processes across manufacturing, supply chain, and sales, integrating advanced analytics and IoT solutions to optimise production and logistics. The company also appointed its new chief information officer (CIO) Vipin Rustagi in January.

In an interview with TechCircle, Rutagi, who has worked with companies like Haldiram Snacks and Duroflex, said that his key responsibilities in this role is to build a bridge between the global and Indian operations, align on technology and governance standards, and engage better with customers, dealers, and plumbers in terms of tools, practices, and technologies. Compliance and governance are also major focus areas.

Bringing digital maturity to manufacturing

In a sector that has traditionally lagged in technology adoption, Ashirvad has emerged as an outlier, said Rustagi. The company has steadily digitised its operations, from ERP to data analytics to customer engagement.
“PVC and pipe manufacturing, as a segment, has been a laggard when it comes to digital adoption,” the CIO admits. “But if you benchmark Ashirvad among peers, we are clearly ahead of the curve.”

The company has been running on SAP ERP for more than six years, with all accounting and corporate governance processes fully digitised. Beyond ERP, Ashirvad has built a robust data lake on Snowflake, an enterprise-grade analytics platform that captures and consolidates operational data across systems.

“In terms of analytics and data usage, we are sitting pretty good,” he says. “We have built a credible data source over the years, and our decisions are increasingly data-driven.”

Digital tools also extend to the customer ecosystem. The company has launched dealer and distributor management systems, a plumber app, and a CRM powered by Salesforce. These tools are aimed at better engagement and loyalty management. “We are connecting digitally with our entire business ecosystem — dealers, distributors, plumbers — and using those touchpoints to create meaningful interactions,” he explains.

Ashirvad takes a balanced approach to technology investments, classifying them into two broad categories: compliance/governance and competitive edge. “For technologies that drive process automation, we always look at productivity improvement and return on investment,” Rustagi said. “But for areas like governance, ERP, or cybersecurity, those are non-negotiable. The cost of not doing it is very high.”
He explains that, being an MNC governed by stringent European standards, the company does not compromise on compliance-related investments. “If the technology ensures control and compliance, we go for best-in-class tools — whether it’s ERP, cybersecurity, or governance frameworks.”

Revenue-focused digital initiatives, on the other hand, are evaluated for value creation. “We have implemented Salesforce as our CRM, and both our dealer and plumber apps run on it,” he adds. 

The tipping point in digital evolution

While Ashirvad’s digital journey has been consistent over time, the last couple of years have seen accelerated momentum. “Earlier, digital transformation meant SAP and automation,” said Rustagi. “Now, we are thinking ahead, about customer-centric planning, optimisation, and smart processes.”

One major initiative on the horizon is Integrated Business Planning (IBP), which goes beyond traditional sales and operations planning. “IBP will allow us to forecast demand, plan internal resources, and deliver efficiently. The first step is process readiness, followed by the right technology enablement.”

The company has also implemented a Transportation Management System (TMS) to digitise logistics, one of its biggest cost centres. “We’ve digitised the entire transportation process — from indenting to vendor payments,” he says. “It has brought transparency and speed.”

Ashirvad is also experimenting with several proofs of concept (POCs) around IoT and anti-counterfeiting technologies. For example, each pipe now carries a unique QR code, enabling serialized tracking. “We’re piloting an encrypted QR code system,” the CIO reveals. “Earlier, counterfeiters could replicate the code. With encryption, we’re making it impossible to crack — staying at least one or two steps ahead.”

IoT is another key area of experimentation. “We’ve implemented IoT systems to monitor manufacturing parameters in real time,” he adds. “It helps automate processes like finished goods declaration and improves quality and productivity.”

However, he cautions that the company is “not gung-ho about technology for the sake of it.” The focus, he says, is on automating factory processes and deploying sensors that deliver tangible ROI. “In the longer run, we’ll invest more deeply in advanced technologies, but right now, it’s about building strong digital fundamentals.”

AI, data culture, and the road ahead

Artificial Intelligence is beginning to play a supporting role in Ashirvad’s digital roadmap. “AI is an abused word these days and everything is called AI,” he remarked. “We are very selective about where it makes sense.”

The company is using Microsoft Copilot within Office 365 and plans to train employees on generative AI tools for productivity and creativity. “Many of our people are using AI for idea generation and data insights,” he shares. Additionally, Salesforce’s Einstein AI and embedded analytics features across enterprise tools are helping the company extract business insights and improve decision-making.

Looking ahead, the focus is on embedding digital and data culture across teams, strengthening governance, and aligning closely with Aliaxis’ global digital vision. “We are working towards seamless integration of on-prem and cloud platforms, and improving interoperability,” the CIO notes. “Our goal is synergy, consistency, and scalability.”

The company’s technology team, including internal staff and partner vendors, now totals more than 80 members. “We have a long-term aspiration,” he concludes. “Digital transformation is not a one-time project; it’s a journey. We’re investing consciously in automating, modernising, and staying ahead of the curve.”