Gurman Reen, Director - Sales, India, Customer Solutions Division, Caterpillar India
Caterpillar launched three new excavators at Excon 2025. What is the significance of this portfolio refresh?
We have launched three new medium excavators — the 321, 322 and 324 — in the 20–24 tonne category, which is one of the largest excavator segments in India. This portfolio has been completely reimagined to cater to different customer economics and operating requirements. A key focus has been on reducing fuel consumption while improving controllability and overall machine efficiency.
All three machines are equipped with Caterpillar electronic engines and electro-hydraulic controls, which is an industry-first in this segment. This allows us not only to reduce fuel consumption but also to monitor performance digitally. Customers can track fuel usage on their mobile phones, and we are able to guarantee fuel efficiency levels because of this level of control and transparency.
How do you see demand evolving in the construction equipment market over the next few years?
Over the past decade, the industry has seen strong growth, and the base itself is now quite large. In the near term, we see stability rather than decline, followed by continued growth driven by a strong project pipeline. Demand is increasingly shifting towards state-level and rural infrastructure projects, which is driving interest in smaller and medium-sized equipment such as entry-level 20-tonne excavators, backhoe loaders, skid steer loaders, wheel loaders and compact motor graders. At the same time, large irrigation, airport and mass excavation projects will support growth in higher-tonnage excavators.
Given India’s diverse customer base, how is Caterpillar approaching marketing and outreach?
India has a very wide and fragmented customer base, including first-time buyers, small contractors and rental operators. We therefore use a combination of physical and digital channels. With smartphone penetration being among the highest globally, reaching customers digitally is a key focus. At the same time, our dealer partners, Gainwell and Gmmco, have strong on-ground teams that can respond quickly once a lead is generated.
Services and uptime are often highlighted by Caterpillar. How does this translate in practice?
For us, it is never just about selling a machine. We work with customers through Customer Value Agreements (CVAs), which are structured service commitment programmes. These include preventive maintenance, machine health monitoring, productivity advice and fuel optimisation. Depending on the agreement, we also commit to parts availability within defined timelines. The objective is to maximise uptime and ensure predictable ownership costs over the equipment lifecycle.
How do you view India’s role in Caterpillar’s global strategy?
India is a very important market for Caterpillar. We have been manufacturing in India for over 50 years, with multiple facilities producing for domestic and export markets. India is also a major engineering hub, with thousands of engineers designing products for global applications. The reimagined medium excavator portfolio is part of this long-term commitment and positions us strongly for the next phase of growth.
As new applications and project clusters emerge — whether in quarrying, riverbed excavation or mining — we continuously review and expand our dealer footprint. Caterpillar has a dedicated distribution team that works closely with dealers to track projects, anticipate demand and ensure coverage keeps pace with market expansion.
What role does skilling and CSR play in Caterpillar’s India operations?
Skilling is a critical part of the ecosystem. Our dealers run structured CSR initiatives, such as operator training programmes for candidates from underprivileged backgrounds. These programmes not only certify operators but also help place them with customers. In addition, Caterpillar Foundation supports disaster relief, education and health initiatives globally, including in India.
