As an electrical engineer with almost 30 years’ experience in aftermarket sales and service in both materials handling and construction, you might say that the ability to roll with variety and change is Manish Singla’s superpower.

With a long and winding career – spanning India and the Middle East, working for companies like Godrej & Boyce Mfg. Co. Ltd. and Escorts Kubota Limited, and with a machines-and-brands list a mile long – Manish is well positioned to speak on the shifting intricacies of the aftermarket ecosystem. 

He chats to Forkliftaction about some of the complexities of the job, transitioning customer expectations and working across different regional markets.

RC: You trained as an electrical engineer. What initially drew you to this field? Tell us about your entry into materials handling and about some of your early formative experiences.

MS: I’ve always been curious about how machines work and how systems can be improved – that’s what drew me to electrical engineering.

I started my career in maintenance roles where I got hands-on experience with industrial equipment, sheet metal and forging power presses, spot and seam welding, tool room machines, diesel generator sets etc. One of my early learnings was optimising systems to reduce energy consumption and improve efficiency by controlling the power factor.

My shift into materials handling happened when I joined Godrej & Boyce in the machine tool division; a good fit for my previous experience. Unfortunately, that division was transformed into another business process. We were given the option to transfer to any division of our choice and that’s where I really found my long-term direction in after-sales service and business development.

RC: Looking back on your near 30 years of experience in aftermarket spare parts and service, what are some of the unique challenges you’ve experienced working in this field?

MS: One of the biggest challenges is ensuring the right part is available at the right time and the right price – especially across large regions.

At the same time, you’re balancing inventory costs, appointing and managing channel partner capabilities, and competing with non-genuine parts.

In markets like the Middle East, logistics and customer expectations add another layer, so it really becomes about balancing efficiency, cost, and customer uptime.

RC: How has the landscape of aftermarket service changed throughout your career?

MS: When I started, service was mostly reactive – you fixed things when they broke.

Today, it’s much more proactive and data driven. There’s a strong focus on preventive maintenance, service contracts – comprehensive maintenance contracts (CMCs) – and overall lifecycle management. 

Customers now expect a faster response, transparency, and long-term value, so the whole approach has become more structured and customer-centric. Moreover, customers are buying into the concept of rentals and leasing, which puts pressure on equipment manufacturers to provide sufficient skilling to build effective service networks.

RC: Over the years you’ve worked with many different equipment brands, makes and models. Does this variety keep things interesting, or does it make the job more complex in ways people might not appreciate?

MS: It definitely keeps things interesting! Every brand and machine teaches you something new.

At the same time, it adds complexity: training teams, managing different parts, and aligning with multiple original equipment manufacturer (OEM) standards. Moreover, the nature of a forklift customer is totally different from that of a construction equipment customer.

But if managed well, that variety actually becomes a strength.

RC:  You’ve worked with both materials handling and construction equipment. Do you have a favourite to work with? What are some of the comparative challenges and benefits of working with each type?

MS: Both segments are quite different.

Materials handling is more structured with warehouses and factories leading to predictable usage. Construction equipment is much more rugged and unpredictable.

While materials handling equipment is about long-term planning and uptime, construction equipment is more about quick response and handling tough conditions.

RC:  During your time with Godrej & Boyce Mfg. Co. Ltd. you worked as a service manager in the Middle East. What were some of the standout highlights, both personal and professional, from your time there?

MS: My time in the Middle East was a major time of learning.

I handled service operations across the MENA region, worked with diverse customers, and managed multi-country dealer networks.

One highlight was exporting refurbished forklifts to Africa, which was quite a unique initiative in the history of my company at the time.

It really helped me grow in terms of adaptability and adopting a global perspective.

RC: What sets India’s materials handling landscape apart from other regions, and how do you see it evolving over the next five years?

MS: India is a very dynamic market – highly cost-sensitive but also growing rapidly.

We’re seeing a shift toward mechanisation, organised warehousing, and now automation.

Going forward, I see strong growth in electric equipment, Internet of Things (IoT) based monitoring, and a much bigger focus on aftermarket services.