Suba Solutions: Engineering commitment, one innovation at a time

PrintWeek: 2024 was an important year, with Drupa and several new product launches. How would you assess the year?

V Vaidyalingam (VV): The year 2024 was one of our strongest years. Drupa was a significant event for us. While we had expected stronger traction in exports, it is a process that takes time. This was our first participation, and we have seen growing interest. The response from the Indian market has been very positive. Our blanking machines have been well received, and our fully automated five-ply flute laminator has performed exceptionally. However, the market is evolving rapidly, and we have to adapt continuously. 

PW: What are the key new products you have introduced? 

VV: At PrintPack, we launched ink agitators and a hybrid window patching machine. We also introduced blanking machines with enhanced make-ready features. Product innovation is an ongoing process, and we always have new developments in the pipeline. 

PW: How has the customer response been to these offerings? 

VV: Largely positive. Even when there are challenges, our approach to resolving issues is one of our key strengths. Customer satisfaction comes not just from the machine itself but from how we support them. 

PW: Ease of handling and substrate compatibility is critical when investing in post-press equipment. How does Suba address these concerns?  

VV: Several factors influence overall equipment efficiency, from operator training to machine setup. The key differentiators for Suba are commitment and professionalism. We ensure that what we promise is delivered. 

PW: A strong foundation in manufacturing plays a role in ensuring product quality. What is your approach to processes and best practices? 

VV: The market is highly dynamic. In the early 1990s, a single model could sell for eight years. Today, a product cycle can be much shorter, making continuous training essential. We run regular training programs for both internal teams and customers, ensuring knowledge transfer. Our business model includes both manufacturing and trading, with about 15% of our revenue coming from our own production and the rest from our partnerships. Managing a diverse portfolio requires a fine balance between operational costs and margins. 

Balaji Gurram (BG): In terms of capability, our die-cutter training centre has facilities comparable to leading international brands. We have also patented a make-ready device for carton erectors that reduces setup time significantly. What used to take several hours can now be done in 20 minutes. 

(l-r) Team Suba: V Vaidyalingam, Senthil Kumar and Balaji Gurram

PW: How do these innovations impact productivity? 

BG: In carton converting, precise alignment of forming tools is critical. Even a small misalignment can disrupt production. Using 3D modelling tools, we have developed a solution that simplifies setup, reducing dependence on highly skilled operators. We have also introduced a cost-effective, maintenance-free ink agitator. It might seem like a minor addition, but it makes a significant difference in maintaining ink consistency without requiring dedicated manpower. 

PW: Packaging designs are becoming more complex. How does this affect equipment investment decisions? 

VV: Customers often think about their immediate needs, but capital equipment is a long-term investment. The right configuration ensures efficiency over time. Scientific selling is essential to help customers make informed decisions that will benefit them in the long run.
 
PW: Which product categories see the highest demand? 

VV: Die-cutters and folder-gluers are essential in packaging, making them widely used. Blanking machines are also gaining traction. Our flute laminators are a core product for us, and we lead the market in that segment. Suba is a market leader in all the product lines that we sell. 

BG: Our blanking machines proved their value during Covid-19. Customers who invested in them found they had a significant advantage in handling demand fluctuations. 

(l-r) Team Suba: Balaji Gurram, Senthil Kumar, and V Vaidyalingam  

PW: How important is versatility in handling different substrates? 

VV: Every machine has a specific capability, but adding the right options enhances versatility. For example, a die-cutter can handle IML sheets, but it requires additional control systems. These attachments are an investment that can give better market opportunities. 

PW: What are the current trends shaping the market? 

VV: AI and automation are frequently discussed, but the reality is that nothing is predictable. No trend is the trend. Packaging demand may seem strong today, but one regulatory change can disrupt an entire segment overnight. The removal of toothpaste cartons in parts of Europe, the shift towards bulk dispensers in retail, or even the elimination of printed leaflets through QR code replacements — these are all examples of how quickly things can change. The only certainty is that the market will keep evolving, and businesses must remain agile. 

BG: Growth opportunities exist, but they must be evaluated carefully. Companies often invest based on immediate demand rather than long-term strategy. Cost efficiencies, automation, and scalability are more critical than ever. India’s economy is expanding, but businesses must focus on operational discipline rather than assuming demand will always be there. 

PW: There was a lot of discussion about India as the alternative in the ‘China Plus One’ strategy. Has India truly emerged as a preferred option? 

VV: Yes, India is increasingly seen as a genuine alternative. Many international buyers are actively seeking non-China sourcing options, and India benefits from this shift. Even in segments like paper bags, duties on Chinese imports have given Indian manufacturers an advantage. 

And India is the actual +1. Economies like Vietnam or Malaysia are mostly proxies to China. But India is a true alternative in spite of the many challenges we face. 

Before the world could adopt China +1, China has adopted China + 5 strategy… They have many countries where Chinese investments are already huge and they can route products and materials through those countries into India and other parts of the world to counter the anti-China narrative.

BG: India needs to focus on infrastructure, efficiency, and supply chain reliability to strengthen its position. Cleanliness, discipline, and timely delivery are areas that require improvement. The approach to business relationships must be more collaborative. Buyers and suppliers should be seen as partners rather than just transactional entities. 

PW: What are your plans for 2025? 

BG: We take it one step at a time. The priority is to remain agile and prepared for change. If there is an opportunity to innovate, we will pursue it.