Reliable furniture depends on integrated systems, lifecycle thinking, intelligent standardisation and efficient supply chains—not just better components.
A modular kitchen is often judged by the quality of each of its components, from hardware and boards to accessories and finishes. But as customer expectations evolve, the conversation is shifting towards how effectively these components work together, to deliver a seamless high-quality experience.
Referring to conventional thinking that ‘the whole is always greater than the sum of its parts’, Vikram Sharma, CEO at installation services major WIFFY, observed at a panel discussion during India Kitchen Congress 2026 that the modular kitchen industry can sometimes present the opposite challenge. According to him, the combined value of individual components may exceed the value customers ultimately derive from the finished kitchen, not because the components are inferior, but because they are not integrated into an efficient system.
In other words, reliability is determined not by the quality of individual components alone, but by how effectively they are designed, specified, installed and maintained as a complete system.
Building on this thought were Abhishek Aggarwal, President–Strategy at architectural and furniture hardware major Ozone Overseas; Tushar Verma, Executive Vice President of edge band and furniture components manufacturer REHAU India; and Venkatesh V, CEO at furniture fittings start up Greenply Samet. Together they explored how reliable furniture manufacturers can build robust systems, standardise for scale, respond to customer expectations around speed, and create greater value in an increasingly competitive market.
Buy for Lifecycle
Good hardware, strong boards and precision components such as edge bands remain the foundation of a reliable kitchen. Yet the panel agreed that reliability ultimately depends on how these elements work together as a complete solution.
According to Aggarwal, hardware should no longer be viewed merely as a purchase decision, but as part of an integrated solution involving design, installation and lifecycle performance. He illustrated this with a simple example: while hardware accounts for only Rs 30,000–40,000 in an Rs 18 lakh kitchen, choosing a hinge that is Rs 40 cheaper may save only around Rs 1,000 initially. Over time that saving could translate into additional installation visits, reduced product life and a dissatisfied customer. “A cheaper component over the long term can become the expensive component.” For OEMs, this shifts the conversation from purchase price to lifetime performance.
Component performance also depends on real-world operating conditions. Venkatesh pointed out that a well-designed kitchen with quality components and proper installation may not perform as expected if the local environment is overlooked. He said manufacturers should evaluate whether the panel or the hardware is suited to the project’s geography, noting that regions such as Kerala and Goa demand materials and hardware suited to humid coastal environments.
Ultimately customers expect a kitchen to perform reliably in totality, said Sharma. “Homeowners will rarely complain about a hinge, a drawer or a fitting. They will simply say – the kitchen is not good.”
For manufacturers this means looking beyond individual components and having a holistic view of a kitchen system and its lifecycle. This requires product selection, design, installation and operating conditions to work together as one integrated system.
Standardise Intelligently
While component variation helps cater to diverse customer preferences, increasing levels of customisation can make production, procurement and installation more complex, besides adding to the cost.
Sharing his experience from a large residential project, Sharma recalled that his team was assigned to install 240 kitchens at a location. What initially appeared to be a standard project eventually turned into 240 different kitchens, each with varying custom specifications, extending the execution timeline to nearly 24 months. “Customisation is fun, but at scale it can really hamper efficiency,” he observed.
The same challenge is reflected at the manufacturing stage. Verma said that REHAU manages more than 10,000 SKUs for a single product category—edge bands. Verma attributed much of this complexity to India’s regional diversity, “We always say India is one huge market. But we are actually like a continent,” referring to regional preferences that significantly add to the complexity of a diverse market. He cautioned, however, that India’s diversity means the industry cannot simply replicate Europe’s standardisation model.
Echoing a similar concern, Aggarwal said hardware manufacturers today offer a wide range of fittings because that is what OEMs want, but that may be hurting bottom lines across the entire value chain. Drawing examples from Europe and China, he asserted that standardisation can unlock immense efficiencies, “If we are able to say that these are six types of hinges, certain types of slides, and certain dimensions that we follow as an industry, it can benefit the entire ecosystem.”
The discussion suggested that the industry’s challenge is not choosing between standardisation and customisation, but finding the right balance between the two.
Build Faster Supply Chains
Manufacturers are under increasing pressure to deliver reliable furniture faster without compromising on quality. According to Verma, this shift reflects a broader shift in consumer behaviour. “There’s a demographic change in the way India consumes its products,” he said, pointing out that while homeowners earlier took nearly two years to build and furnish a house, many today expect interiors to be completed within one to two months. Platforms such as Blinkit, Zepto and Instamart have reshaped customer expectations around speed, making long waiting periods increasingly difficult to justify.
Verma observed that turnkey interior major HomeLane’s 45-day delivery promise has probably decisively brought the urgency home. “Going forward, it wouldn’t be a surprise if customers start expecting a complete kitchen to be installed within five to seven days.”
Meeting these compressed timelines, however, requires more than faster production. It demands better planning across the entire value chain. Emphasising the importance of supply chain efficiency, Verma remarked, “The money lies in supply chain,” adding that the real competitive advantage lies in delivering the right product, at the right place, at the right time, the first time right.
Achieving such timelines, he added, begins much before installation. Standardising design elements such as drilling patterns, hardware selection and hinge specifications can significantly reduce installation time, minimise on-site adjustments and improve project execution.
For manufacturers, speed is no longer measured only by production or delivery timelines. It requires businesses to strengthen and shorten their supply chains, improve planning, and design for faster execution. For that to happen, vanity customisation will have to be foregone.
Compete on Value, Not Price
As the modular industry grows, manufacturers may also need to rethink their value proposition. Although India is often viewed as price-sensitive, customers are increasingly willing to pay for better quality and durability.
Challenging conventional thinking, Verma said that India should no longer be viewed as a value-for-money market, rather the focus should be on providing ‘money for value’. “Indians are actually looking for the value that their money can buy.” According to him, competing primarily on price often leads to compromise, while investing in better products creates greater long-term value for customers.
Confirming this market shift, Venkatesh noted that the industry’s next phase of growth will come from expanding infrastructure, increasing PE investment and greater manufacturing opportunities. To fully capitalise on these opportunities, he said businesses will need stronger systems, organisational structures and policy support.
Aggarwal echoed the need for greater scale and specialisation. He said manufacturers should invest in better machinery, larger factories and specialised production capabilities to build globally competitive businesses. Referring to factories that produce 50,000 sofas a month, he said India is moving in the right direction but there is still considerable scope to improve manufacturing scale and specialisation. He argued that India’s furniture industry
still has significant headroom to build globally competitive manufacturing through greater scale, specialisation and investment.
Ultimately, the panel’s message was clear: reliable furniture is no longer defined by individual components alone. It is built through consistent systems, disciplined standardisation, dependable supply chains and decisions that prioritise long-term customer value over short-term cost savings.
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