5 Indian Auto Ancillary Companies with Unique Business Models

 

The auto ancillary industry is the network of companies that design, make and supply the parts and components used in vehicles – from cars and trucks to bikes and tractors. Imagine a car: every piece of it, from nuts and bolts to complex engines, brakes, electronics, and comfort features (seats, lights, infotainment), is made by auto component companies ​smallcase.com. In other words, while car makers (OEMs) put vehicles together, auto ancillaries provide the building blocks.

This industry is a pillar of India’s economy. It generates huge revenues and employs millions of workers. For example, sales of auto components to vehicle makers in India were about USD 59.3 billion in recent years​ smallcase.com. The sector also earns billions through exports: Indian auto parts go to markets like North America, Europe and Asia​. In total, India’s auto component industry is worth over ₹6.14 trillion (about USD 74 billion) as of FY2024, and it is growing at roughly a 10–11% rate​ globenewswire.com.

India itself is one of the largest vehicle producers in the world – the fourth-largest after China, the U.S., and Japan, making around 6 million vehicles per year​ m.economictimes.com. That means India’s car and bike companies need a strong component industry for engines, chassis, electrical systems and more. The government recognizes this: initiatives like Make in India and policies to boost manufacturing are helping the component sector expand ​m.economictimes.com. In short, a healthy ancillary industry supports Indian car and bike makers, creates jobs, and brings export dollars into the country.

Major Players: Some of the biggest auto ancillary companies in India include Samvardhana Motherson (Motherson Sumi), Bosch India, UNO Minda, Exide Industries, and Sona BLW Precision Forgings. Each is a large supplier with its own product focus and customer base. Understanding what they make and how they do business helps us see the big picture of how cars and bikes get built – and why not all auto suppliers operate in the same way.

Below we explain each company in turn: who they are, what products they make, who their customers are, and what is unique about their business model. Then we compare them side by side.

Samvardhana Motherson (Motherson Sumi): A Global Tier-1 Integrator

Who they are: Samvardhana Motherson Group (often just called Motherson) is one of the world’s largest auto parts suppliers​motherson.com​motherson.com. Based in India, it began with making mirrors and wiring harnesses but has grown by acquiring companies in Europe, North America, Asia and elsewhere. Today the Group has over 270 manufacturing facilities in 41 countries and about 150,000 employees​. Motherson supplies parts to almost every major vehicle maker globally; it is often ranked among the top 25 auto suppliers in the world​.

What they make: Motherson is a full-system solutions provider to the auto industry. It has dozens of product lines, but the biggest divisions are:

• Wiring Harnesses: Complex bundles of wires and connectors that carry electricity and signals in vehicles. Motherson’s wiring division is one of its largest and is highly vertically integrated (meaning it handles design, tooling and production in-house)​motherson.com.
• Vision Systems: Interior and exterior mirrors, camera-based systems and advanced driver-assistance components. Motherson says it is a leading global supplier of automotive mirrors and related vision tech​motherson.com.
• Plastic Modules and Interior Parts: Large plastic parts and modules for car interiors/exteriors (such as bumpers, dashboards, door panels, etc.) and even complete cockpit assemblies.
• Other Products: The group also makes molded rubber parts, lighting systems, precision metals, electronics, seats and fabrics (it has premium upholstery business), fasteners, antenna systems and more​ motherson.com. In fact, over 95% of Motherson’s revenue comes from its top three divisions (wiring, vision systems, and polymer products)​motherson.com.

Who they sell to: Motherson sells almost entirely to automotive original equipment manufacturers (OEMs). In practice, this means it supplies car, truck, bus and two-wheeler makers like Maruti Suzuki, Hyundai, Mahindra, Tata, Toyota, Honda, etc., as well as global giants like Ford, GM, VW and others, wherever it has plants. Because Motherson is so large, it usually works directly as a Tier-1 supplier (providing ready assemblies) to the vehicle plants. Its customers include both domestic Indian automakers and overseas ones in North America, Europe and Asia​motherson.com​motherson.com. In addition, Motherson has expanded into “non-auto” sectors using its manufacturing (for example, health equipment and aerospace), but its main business remains automotive.

Unique business model aspects: A few things set Motherson’s model apart:

• Scale and Diversity: Motherson has grown through many acquisitions (for example, it bought parts of Visiocorp, Peguform, etc.) to become global. It can supply nearly a complete suite of components, from wiring to mirrors to seating, which helps it win big contracts as a one-stop supplier.
• Full-service supplier: It emphasizes that it can handle the entire component lifecycle – design, tool-making, testing and mass production – for its products​motherson.com​motherson.com. This high level of integration (especially in wiring and vision systems) is a strength.
• Global Presence: Unlike many smaller Indian suppliers, Motherson operates worldwide and supports OEMs on multiple continents​motherson.com. This global footprint lets it serve multi-national automakers wherever they build cars.
• Focus on Innovation: While rooted in traditional auto parts, Motherson is also investing in new areas. Its citizenship report notes work on “wireless power” for vehicles and a move into EV charging and logistics sectors​motherson.com.

In summary, Motherson’s business model is that of a massive, diversified Tier-1 manufacturer. It leverages scale, vertical integration and global reach to be a preferred supplier of many vehicle components.

Bosch India: German Technology Powerhouse in Mobility

Who they are: Bosch Ltd (India) is the Indian arm of the German engineering giant Robert Bosch GmbH. Bosch is a household name globally for car parts, power tools, home appliances and more. In India, Bosch began in 1922 and today is one of the country’s largest auto component makers. It is publicly listed (ticker BOSCHLTD) but majority-owned by the German parent. Bosch India’s business spans automotive and non-automotive segments, but over 80% of its sales come from automotive products​reuters.com.

What they make: Bosch India has multiple product lines in automotive and related areas:

• Automotive Components: This is the bulk of Bosch India’s business. They produce fuel injection systems (common-rail diesel systems, gasoline injection), braking systems (ABS modules, sensors), automotive electronics, steering systems, exhaust gas treatment (catalytic converters, EGR valves), and batteries​reuters.com. Essentially, many “hardware and software” parts for engines, safety, and powertrain.
• Powertrain Systems: Bosch calls its engine and transmission components the “powertrain business” (including exhaust treatment and engine controls)​reuters.com.
• Automotive Electronics: Sensors (for air bags, engine, ABS), modules, and increasingly parts for electric vehicles.
• Aftermarket Services: Bosch also sells directly to repair shops and consumers through its Bosch Car Service and Bosch Service networks, offering parts and servicing. (For example, there are Bosch outlets for car servicing, mostly under the Bosch Car Service brand – this is one way it reaches B2C customers).
• Non-Auto Products: Outside of mobility, Bosch India makes power tools, home appliances (like mixers, vacuum cleaners) and security systems. However, in the context of auto components, these are peripheral.

Who they sell to: Bosch India’s customers are both automotive OEMs and the wider market. The majority of revenues come from supplying parts to vehicle manufacturers (cars, motorcycles, heavy vehicles) – these OEMs include almost every maker operating in India. For instance, Bosch supplies braking and fuel systems to Maruti, Tata, Bajaj and many others. It also exports some parts back to Europe and elsewhere. On the aftermarket side, Bosch sells replacement parts (brake pads, batteries, spark plugs) and services through its Bosch-branded service centers to individual car owners and fleets.

Unique business model aspects:

• Technology and R&D Leader: As part of global Bosch, the company invests heavily in research. It often brings new automotive technologies into India (for example advanced diesel injection, ESP stability control, electric power steering) which differentiate it from smaller suppliers.
• Diverse Markets: Unlike others on this list, Bosch India has significant non-automotive businesses. This diversifies its income (for example, their power tools and appliances lines). But in terms of auto ancillaries, the key point is that they cover almost all areas of automotive tech.
• Global Parent Support: Bosch India can leverage the global Bosch network. New products or ideas tested elsewhere can come quickly to India. Also, the strong parent backing provides financial strength and global credibility.
• Brand and Aftermarket Presence: Bosch is a well-known brand with consumer recognition. Its Bosch Car Service centers and aftermarket parts give it a direct link to end customers, which pure-component suppliers don’t have.
• High Margins on Advanced Products: Many Bosch products (like fuel systems, sensors) carry more engineering and hence higher margins than simple parts. This affects their business model – a focus on higher-end components and software.

In short, Bosch India’s model is that of a technology-driven conglomerate. Its auto components business is vast and covers most car systems​reuters.com, but it is tied to a global parent. Bosch competes on advanced features, reliability and brand, not just low cost.

UNO Minda: A Diverse Tier-1 Supplier with Global Reach

Who they are: Uno Minda Ltd (formerly Minda Industries) is an Indian public company (BSE: 532725) founded in 1958, with headquarters in Gurgaon, Haryana. It has about 12,000 employees worldwide. Over the decades it has grown into one of India’s leading auto parts makers, especially known for electrical and lighting products. Uno Minda is listed on the stock exchange and is considered a large Tier-1 supplier.

What they make: Uno Minda has a diverse product portfolio covering many vehicle systems. Key product areas include​.unominda.com:

• Automotive Switches: Dashboard switches, steering column switches (for lights, wipers, horns).
• Lighting Systems: Headlights, tail-lights, fog lamps, indicator lights for cars, two-wheelers, and commercial vehicles.
• Acoustic Systems: Vehicle horns, alarms and audio components.
• Safety and Security Systems: Seat-belt indicators, warning buzzers.
• Alloy Wheels: Through a subsidiary (Minda Kosei), they make aluminum alloy wheels for cars.
• Battery Management Systems (BMS): Electronics to manage vehicle batteries (newer EV-related products).
• Others: They also make horns, and recently have moved into infotainment displays, telematics and keyless entry systems. Plus, they have products for electric vehicles and charging (as hinted by their focus on “electrified mobility”​unominda.com).

Who they sell to: Uno Minda is primarily a supplier to automotive OEMs in India and some overseas markets. Its main customers include major two-wheeler manufacturers (Hero MotoCorp, Honda Motorcycles, TVS, etc.), car makers (Maruti, Hyundai, Renault, etc.), and commercial vehicle makers. They supply Tier-1 assemblies directly to these companies. Uno Minda also exports components to some manufacturers abroad, and sells some products (like horns and wheels) to the aftermarket. But its core is Tier-1 OEM business.

Unique business model aspects:

• Product Diversity Across Vehicle Segments: Uno Minda serves both 2-wheelers and 4-wheelers, ICE and EV. It has a presence in passenger cars, commercial vehicles, bikes, even off-road equipment.​unominda.com. This spreads risk and opportunity.
• Global Partnerships and JVs: Over time, Uno Minda has acquired or partnered with foreign companies (e.g. German wheel maker, French switches firm) to gain technology. It often highlights being a “global manufacturer” (as in their tagline)​unominda.com.
• Innovation for Future Mobility: Uno Minda markets itself as “driving the new future of mobility”​unominda.com. It is investing in connected technologies (wireless control, telematics) and EV components (charging systems, e-motors)​unominda.com. While this is true for many suppliers now, Uno Minda especially has created separate units (e.g. M2Alloy, Mobis Systems) for new tech, showing a shift in its model.
• Strong Retail Brand: Some Uno Minda products (like their "BatMobile" battery carts or alloy wheels) are known to consumers. This is not a huge part of revenue, but it builds brand recognition in the auto space.

Overall, Uno Minda’s model is a multi-product Tier-1 supplier focused on electrical, lighting and safety components. It is growing from its core 2-wheeler roots into car components and EV tech, with a mix of domestic and global operations.​unominda.com​.

Exide Industries: The Battery Specialist

Who they are: Exide Industries Ltd. is India’s largest battery manufacturer, founded in 1947 and headquartered in Kolkata. It is publicly listed (BSE: 500086). Exide makes batteries for vehicles and for industrial use, and is one of the top battery companies in the world. It sells not only in India but also exports to over 60 countries.​en.wikipedia.org.

What they make: Exide’s products are all about energy storage. The main products are:

• Lead-Acid Automotive Batteries: These power 2-wheelers, 3-wheelers, cars, trucks and tractors. Exide’s automotive batteries are installed as original equipment in many vehicles and also sold through dealers for replacements. In fact, most new cars and bikes in India start life with an Exide battery​exideindustries.com.
• Industrial Batteries: Stationary batteries for telecom towers, UPS (uninterruptible power supplies) for homes/offices, solar power backup, and railways.
• Electric Vehicle Batteries: Under its subsidiary Exide Energy Solutions Ltd (EESL), it is now making lithium-ion batteries and packs for electric vehicles and stationary storage​
• Battery Recycling: It also recycles lead (used in lead-acid batteries) at several plants. Exide emphasizes that it is “almost synonymous with batteries” in India​ and claims to be the largest automotive battery maker in India and even South Asia.​exideindustries.com.

Who they sell to: Exide’s main customers are vehicle manufacturers and distributors. Every major bike and car maker in India buys batteries from Exide for installation in their vehicles (for example, TVS, Bajaj, Hero, Maruti, Tata all use Exide). Exide also has a network of tens of thousands of dealers and distributors (over 95,000) who sell its batteries to end users for replacement and aftermarket.​en.wikipedia.org. In effect, Exide’s sales model is partly B2B (selling in bulk to OEMs) and partly B2C via the dealer network. Beyond auto, it sells industrial batteries to companies (telecom firms, power plants, railways).

Unique business model aspects:

• Narrow Product Focus: Unlike the diversified suppliers above, Exide’s entire business is built around batteries (lead-acid and now lithium-ion). It is a specialist supplier rather than a generalist. This means its business model is focused on economies of scale in one product line.
• Vertical Integration: Exide controls much of the battery ecosystem – from lead smelting (via its Chloride Metals recycling units) to battery assembly to distribution​en.wikipedia.org. This vertical integration helps keep costs down and quality high.
• Strong Brand and Distribution: Batteries are a high-volume, commoditized product. Exide competes on brand and availability. Its claim that “Exide” is a trusted name shows it relies on customer loyalty. Its huge sales and dealer network means its products are widely available across India.
• OEM Relationships: Because every vehicle needs a battery, Exide’s customers are essentially all vehicle manufacturers. These long-term contracts give revenue stability (e.g. Exide was a long-time partner to Bajaj Auto and Hero Honda, later Maruti and Tata, etc.).
• Diversification into New Battery Tech: While still focused on batteries, Exide’s model is evolving: it is investing in lithium-ion cell manufacturing (for EVs and storage) through Exide Energy Solutions.​en.wikipedia.org. This keeps it relevant as vehicles electrify.

In summary, Exide’s model is that of a dedicated battery maker: high-volume, brand-lead product, selling to all vehicle makers and end-users. Its success comes from being the largest and most integrated in this one niche​.

Sona BLW Precision Forgings (now part of Sona Comstar): Drivetrain & EV Specialist

Who they are: Sona BLW Precision Forgings Ltd. was an Indian automotive parts company known for drivetrain components. (It merged with Sona Comstar in 2019 to become Sona Comstar; here we focus on the Sona BLW side.) It is part of the Sona Group, which was co-founded by A.P. Kapur. Sona BLW was established in 1995 (as Sona Okegawa) and later took over Comstar in 2018 to form Sona Comstar, a leading technology auto supplier. Its products are heavily oriented toward drive systems for vehicles. The combined Sona Comstar/BLW has about 10 manufacturing plants across India, the US, China and Mexico​ and over 4,600 employees (as of 2024)​sonacomstar.com.

What they make: Sona BLW (as part of Sona Comstar) makes mission-critical drivetrain components​. Important products include:

• Differential Gears and Assemblies: These are gears that let wheels spin at different speeds (important for turning). Sona BLW is well-known in India for differential gears for cars and tractors.
• Transmission and Axle Components: Forged parts and assemblies used in gearboxes and axles.
• Starter Motors and BSG (Belt-Start Generators): Electric motors that start the engine or provide mild-hybrid functionality.
• EV Traction Motors: High-performance electric motors for battery electric vehicles (as part of Sona Comstar’s e-propulsion business).​sonacomstar.com. For example, they design and build permanent magnet and induction motors used in EVs.
• Motor Control Units: Electronics that control those EV motors.
• Other Drivetrain Items: Like pinion gears, metal castings, actuators.

A company profile notes it is “a leading Indian parts manufacturer of differential gears, motors, etc.” and that it “designs, manufactures and supplies mission-critical automotive systems and components to OEMs across the US, Europe, India and China”​marklines.com.

Who they sell to: Sona BLW’s customers are almost exclusively vehicle OEMs. That includes car makers (Maruti, Mahindra, Hyundai, etc.), commercial vehicle makers (Ashok Leyland, Tata Motors), as well as some international automakers. Because Sona BLW is part of the Sona Comstar Group, it also supplies many global customers in Europe, USA and China. Typically, Sona BLW works as a Tier-1 supplier for gearbox and axle systems. It also supplies some parts to other Tier-1s (for example, providing gears to a transmission assembly supplier). With the push for electric vehicles, many EV OEMs have turned to Sona for motors and driveline modules.

Unique business model aspects:

• Niche Focus on Drivetrain and EV: Unlike the companies above that supply all sorts of parts, Sona BLW is highly specialized. Its expertise is in precision forging and electrical motors. This specialization allows it to command technical leadership in that niche. ​marklines.com.
• High Engineering Content: The gears and motors it makes are complex and require R&D. Indeed, Sona Comstar (including BLW) invests heavily in engineering and has multiple tech centers.​marklines.com. This is not a commodity business.
• Global Supplier: Sona BLW has built a global footprint with plants in the US, China and Mexico. ​marklines.com. This is similar to Motherson but unusual for a smaller specialized firm. It means Sona can directly supply international automakers locally.
• EV Transition: As part of Sona Comstar, Sona BLW has pivoted strongly to EVs. Their business model is shifting from being a traditional gearbox/gear maker to an e-mobility company, selling electric motors and powertrain systems. For example, Sona Comstar’s marketing emphasizes “e-propulsion” products and 54 EV programs under development. ​sonacomstar.com.
• Combination of Legacy and New: Sona BLW still makes conventional parts (differentials for ICE vehicles) but also sells new tech. This dual model is somewhat unique – it can ride the growth of EVs while using its established auto engineering base.

In summary, Sona BLW’s model is that of a precision drivetrain specialist. It supplies complex, high-value components (gears and motors) to OEMs, and is now doubling down on electric and hybrid vehicle parts​. marklines.com​sonacomstar.com. Its scale is smaller than Motherson or Bosch, but in its niche it is a market leader.

Comparing Their Business Models: Similarities and Differences

At a high level, all these companies are automotive component manufacturers. They design and build parts that go into vehicles. All sell largely to vehicle makers (OEMs) as their main customers. They also each have a manufacturing and engineering focus – they do R&D, design, and mass production of parts. That is the similarity: they are Tier-1 suppliers in the auto industry, supporting car and bike production.

However, their business models differ in focus and scale. The key differences include:

• Product Range and Specialization:
• Motherson is highly diversified. It makes everything from wiring harnesses and mirrors to seats and plastic modules​. It is like a supermarket of auto parts.
• Bosch India is also diversified in auto tech (fuel systems, brakes, sensors, batteries) but is organized around technology domains (mobility solutions, power tools, etc.).
• Uno Minda is diverse within a narrower scope: mostly electrical, lighting, and some interior modules for different vehicles.​unominda.com.
• Exide is the most specialized: only batteries (lead-acid and now lithium)​.
• Sona BLW is specialized in driveline systems (gears, motors, EV traction motors)​
• Scale and Global Reach:
• Motherson and Bosch are very large with global footprints. Motherson has 270+ facilities worldwide. ​motherson.com. Bosch India is part of a global group and sells in many countries.
• Sona BLW has grown globally (plants in India, US, China, Mexico) but its total size is smaller than Motherson.
• Uno Minda and Exide have a strong India focus. Uno Minda sells internationally but its plants are mainly in India and some overseas acquisitions. Exide has plants in India and a few abroad (Sri Lanka, UK, Singapore) but most business is India and Asia​. en.wikipedia.org.
• Customers (OEMs vs Aftermarket):
• All sell to OEMs, but Bosch and Exide also target the aftermarket directly. Bosch has Bosch Car Service workshops and sells spare parts. Exide sells replacement batteries through dealers (95,000+ network)​en.wikipedia.org. Motherson and Sona BLW typically do not sell directly to consumers at all – their parts go into vehicles during manufacturing.
• Uno Minda is mostly OEM (some products like alloy wheels can be aftermarket too).
• Ownership and Partnerships:
• Bosch India is majority foreign-owned (German parent). The others are Indian companies (though Sona BLW/Comstar has some foreign partnerships).
• Several (Motherson, Uno Minda, Sona) have grown through mergers/acquisitions (e.g. Motherson buying international firms, Uno Minda acquiring wheel and switch companies, Sona merging with Comstar) which shapes their model as integrators.
• Technology and R&D:
• Bosch and Motherson invest heavily in R&D across many products. Bosch brings new tech from Germany; Motherson has multiple tech centers in different divisions.
• Sona BLW focuses R&D on drivetrain and EV tech (they have 4 R&D centers​marklines.com for precision engineering).
• Uno Minda and Exide have narrower R&D – Uno Minda works on lighting, EV charging, IoT for vehicles, etc., while Exide focuses on battery chemistry and manufacturing.
• Vertical Integration:
• Motherson is very vertically integrated in key divisions (it makes its own tools, even moved into mold-making and upholstery​ ).
• Exide is vertically integrated for batteries (lead recycling to manufacturing)​en.wikipedia.org.
• Bosch and Uno Minda generally focus on component manufacturing; Bosch also makes some raw materials (like some metals for sensors) but is not as vertically integrated.
• Sona BLW focuses on engineering and forging – it builds its own forging and machining operations.
• Revenue Streams:
• Bosch India earns from both auto components and other businesses (tools, appliances).
• Motherson, Uno Minda, Sona BLW earn almost entirely from automotive components.
• Exide sells to auto and non-auto (industrial) but all batteries.

Despite these differences, there are also similar themes: all need to maintain quality (automakers demand zero defects), all negotiate large supply contracts with OEMs, and all are affected by vehicle industry cycles (if car sales drop, their sales drop). They each try to grow by serving new vehicle segments (like EVs) and by expanding where vehicle manufacturing grows (such as moving plants closer to new factories).

Key Differences and Why Understanding Them Matters

In summary, these five companies do not share the same business model, even though all are in the auto sector. Motherson and Bosch have very broad portfolios and global models, serving many vehicle lines. Uno Minda and Sona BLW are mid-sized but multi-product (Uno Minda electrical parts; Sona BLW drivetrain parts). Exide is a focused specialist (batteries). Their business models differ in what they sell (products) and how they sell it (to whom, and how vertically integrated).

For anyone interested in the auto sector or considering investments, understanding these business models is important because it explains how each company makes money and how it might perform in different conditions. For example:

• A company like Exide, focused on batteries, will do well if battery demand rises (more vehicles and replacements) but may not benefit from a surge in interior plastic parts. Its fortunes are tied to battery markets.
• Bosch India, with many businesses, might weather a slump in car sales better (it also makes tools and appliances).
• Motherson’s diversification means it can supply new popular car models with many parts at once, which can be a big advantage. But it may be more vulnerable if global production shifts (it needs to maintain many factories worldwide).
• Sona BLW’s expertise in EV motors might make it a fast-grower as electric vehicles rise, but its model is less relevant if vehicles stay gas-powered.
• Uno Minda’s varied product lines (lights, horns, seats) let it serve different kinds of vehicles, but it competes in several crowded markets (lighting is competitive, for example).

Knowing the business model helps one predict how a company might respond to changes. For instance, rising metal prices affect battery and metal-part makers (Exide, Sona BLW) more, while car tech changes (like new infotainment or driver-assist features) benefit those with R&D (Bosch, Motherson). An investor or analyst would look at these factors to gauge risk and growth potential.

Key Takeaways:

     1.   Business Diversity: While all are auto ancillary firms, their models differ widely. Motherson is acquisition-led, Sona BLW is EV-focused, Exide targets batteries, Bosch invests in tech, and Uno Minda works through innovation and JVs.
2.   Domestic vs Global Exposure: Sona BLW and Motherson have high global exposure, whereas Uno Minda and Bosch India are more focused on the domestic market.
3.   Future Readiness: Sona BLW and Bosch are leading in EV-related product development.
4.   Customer Base: All companies serve major OEMs, but some also cater to retail markets (like Exide).
5.    Technology Integration: Bosch and Sona BLW are investing heavily in software and lightweight design for future mobility.

In conclusion, the auto ancillary industry in India is large and varied. The top players each have their own niche and strategy. While they all supply parts to vehicle makers, the specific parts, customer mix, and corporate strategies differ. This diversity means they are not all the same under the hood – understanding the details of each business model is key to grasping their strengths, weaknesses, and how they fit into the future of mobility.

Sources: Industry reports and company publications​smallcase.com​globenewswire.com​m.economictimes.com, official company websites​motherson.com​motherson.com​unominda.com​en.wikipedia.org and news articles​reuters.com​exideindustries.com.