Industrial Pumps Market by Pump Type (Centrifugal, Reciprocating), Drive Type (Diesel Engine, Electric Motor, Gas Turbine), Orientation, End User Industry - Global Forecast 2025-2032
Description
The Industrial Pumps Market was valued at USD 68.27 billion in 2024 and is projected to grow to USD 71.74 billion in 2025, with a CAGR of 5.12%, reaching USD 101.85 billion by 2032.
A strategic orientation to the industrial pumps landscape highlighting operational priorities, technological inflection points, and executive-level risks and opportunities
The industrial pumps sector underpins critical flows across energy, water, manufacturing, and process industries, serving as a foundational component of modern infrastructure. Operational reliability, energy efficiency, and lifecycle economics remain paramount concerns for owners and operators. In recent years, market dynamics have been reshaped by accelerating digitalization, increasingly stringent environmental regulations, and a renewed focus on supply-chain resilience. These forces have elevated the role of pumps from commodity hardware to integrated assets within a broader systems context.
Executives face competing priorities: controlling total cost of ownership while meeting performance and emissions requirements, integrating remote monitoring capabilities, and planning capital programs under uncertain procurement lead times. As a result, manufacturers and service providers are differentiating through engineering innovation, expanded aftermarket services, and closer alignment with end-user value streams. This introduction frames the landscape by highlighting the critical operational and strategic pressures that influence product design, distribution pathways, and investment decisions across industrial segments.
A concise synthesis of the major technological, regulatory, and commercial transformations reshaping how pumps are engineered, procured, and serviced
The landscape for industrial pumps is undergoing transformative shifts driven by converging technological, regulatory, and commercial forces. Electrification of drive systems, widespread adoption of sensors and predictive analytics, and the proliferation of variable-speed controls are changing how assets are specified, procured, and maintained. These advances enable higher part-load efficiency and allow operators to transition from time-based maintenance to condition-based interventions, improving uptime and lowering lifecycle expenditures.
Parallel to technological shifts, sustainability requirements and emissions reduction targets are steering material selection and product architecture toward lighter, longer-lived components and reduced leakage. Supply-chain disruptions have prompted manufacturers to rethink sourcing strategies and to invest in nearshoring and modular designs that shorten lead times. Meanwhile, a shift toward outcomes-based contracting and integrated service offerings is altering revenue models, with OEMs and independent service providers expanding capabilities in digital services, retrofit programs, and performance guarantees. Together, these dynamics are redefining value creation across the pump ecosystem.
An evidence-based analysis of how newly introduced trade measures have reshaped sourcing behavior, pricing mechanics, and supply-chain resilience for pump manufacturers and buyers
The introduction of new tariffs in the United States in 2025 has had a cumulative impact that ripples across procurement, manufacturing, and aftermarket operations. For many firms, increased import duties have raised landed costs for components and finished units, prompting purchasers to reassess supplier portfolios and to accelerate localization where feasible. This has led to a rebalancing of global sourcing strategies and an increased emphasis on contractual protections, hedging, and long-term supplier agreements to stabilize input prices and secure priority production slots.
In response, manufacturers have adapted pricing strategies and product offerings to preserve competitiveness while protecting margins. Some suppliers are consolidating manufacturing footprints or retooling plants to serve domestic markets more directly, reducing exposure to cross-border tariffs and freight volatility. At the same time, aftermarket and service businesses have gained strategic emphasis as durable revenue streams less sensitive to tariff shocks. Overall, the combined effects of higher trade barriers and elevated logistics costs have accelerated structural changes in supply-chain design, procurement governance, and capital allocation decisions across the value chain.
Segment-driven implications for product development, aftermarket strategies, and procurement decision-making across pump types, end markets, drive systems, and orientations
Segmentation drives product strategy and commercial focus across the industrial pumps landscape. Based on pump type, product families split into centrifugal and reciprocating architectures; centrifugal offerings are differentiated further into multi-stage and single-stage designs, while reciprocating pumps subdivide into piston and plunger variants. This classification influences engineering priorities: centrifugal units are typically optimized for high-flow, lower-pressure applications with attention to hydraulic efficiency and seal integrity, whereas reciprocating designs address high-pressure, intermittent-duty use cases where stroke control and cylinder durability are central considerations.
End-user industry segmentation further defines product requirements and service expectations. The chemicals sector, which includes discrete petrochemical and specialty chemical subsegments, demands aggressive corrosion resistance, tight materials traceability, and rigorous compliance documentation. Food & beverage customers prioritize hygienic design and cleanability alongside throughput consistency. Mining and oil & gas present harsh operating environments that emphasize abrasion resistance and robustness; within oil & gas, the distinct downstream, midstream, and upstream contexts create divergent specifications for materials, control integration, and inspection regimes. Power generation and water & wastewater applications each impose unique reliability and compliance expectations: the latter, divided between industrial and municipal needs, drives divergent service cycles and procurement frameworks.
Drive type and orientation further refine selections and aftermarket approaches. Drive options span diesel engine, electric motor, and gas turbine configurations, with diesel and gas turbine drives often favored for remote or mobile installations where grid access is limited, and electric motors proliferating in facilities prioritizing energy-efficiency gains and simplified controls. Orientation choices between horizontal and vertical arrangements affect footprint, installation complexity, and maintenance access, influencing SKU rationalization and spare-parts strategies. Taken together, these segmentation lenses determine product roadmaps, service portfolios, and channel strategies that align with end-user operating contexts and lifecycle priorities.
A regional synthesis of how demand drivers, regulatory frameworks, and manufacturing footprints interact across the Americas, Europe Middle East & Africa, and Asia-Pacific to shape strategic choices
Regional dynamics shape demand patterns, supply-chain architecture, and regulatory compliance in distinct ways across the Americas, Europe Middle East & Africa, and Asia-Pacific markets. In the Americas, investment in revitalizing process industries, infrastructure projects, and an established aftermarket ecosystem supports demand for durable, serviceable pumps and integrated digital services. Procurement behavior in this region frequently emphasizes total cost of ownership, long-term service agreements, and rapid access to local spare-parts inventories.
Europe Middle East & Africa presents a complex mosaic of regulatory stringency and heterogeneous market maturity. European jurisdictions often lead in energy-efficiency and emissions regulation, driving adoption of high-efficiency designs and extensive documentation requirements. In contrast, markets within the Middle East and Africa display a spectrum of project-driven demand and growing interest in localization to reduce dependence on international supply chains. Across these geographies, regulatory divergence requires adaptive compliance strategies and flexible product platforms.
Asia-Pacific remains a major manufacturing and consumption hub, combining advanced industrial clusters with rapid infrastructure expansion in emerging economies. Manufacturers in this region balance cost-competitive production with rising expectations for advanced features, remote monitoring, and lifecycle services. The regional supply-chain concentration supports scale advantages but also creates exposure to localized disruptions, which in turn motivates diversification into secondary manufacturing locations and strategic partnerships to enhance resilience and market access.
A competitive landscape analysis emphasizing product-service convergence, aftermarket growth strategies, and the strategic levers companies use to defend and expand market positions
Competitive dynamics in the industrial pumps space are defined by a blend of product engineering excellence, service capability, and supply-chain control. Leading firms differentiate through integrated solutions that combine robust hardware with digital monitoring, predictive maintenance, and aftermarket services that extend useful life and capture recurring revenue. Strategic initiatives often center on vertical integration of critical subcomponents, investments in metallurgy and sealing technologies, and partnerships that expand service networks into key end-user geographies.
Mergers, selective acquisitions, and cooperative alliances are common mechanisms used to acquire niche capabilities or to accelerate entry into adjacent markets. There is a clear industry tilt toward expanding aftermarket footprints, with companies investing in remote diagnostic platforms and condition-based service programs to lock in long-term customer relationships. At the same time, competition is intensifying from regional manufacturers who leverage lower-cost production bases and faster local response times. To sustain differentiation, established suppliers are emphasizing modular product families, standardization that facilitates spare-parts management, and outcome-oriented commercial models that align provider incentives with customer performance objectives.
Practical, executable steps for executives to strengthen supply chains, accelerate digital service offerings, and realign product portfolios to sustain competitive advantage
Industry leaders should act decisively to convert disruption into competitive advantage by executing a coordinated set of strategic moves. First, diversify supply chains through dual sourcing and selective nearshoring to mitigate tariff exposure and reduce lead-time risk, while negotiating flexible contracts that include price-adjustment mechanisms tied to input-cost indices. Second, prioritize investment in digital platforms that enable predictive maintenance, remote diagnostics, and service monetization; these capabilities can increase customer retention and create recurring revenue streams that are less sensitive to trade volatility.
Third, redesign product portfolios toward modular architectures that simplify customization and accelerate time-to-market for retrofit offerings. Coupled with targeted aftermarket programs, modularization helps capture spare-parts revenue and increases lifecycle visibility. Fourth, deepen engagement with end users through outcome-based commercial models and collaborative engineering to ensure pump specifications align with process objectives and sustainability targets. Finally, invest in talent and organizational capabilities-particularly in systems engineering, data science, and field service operations-to support the transition from product-centric to solution-centric business models and to ensure consistent execution across regions.
An overview of the research approach that integrates primary stakeholder engagement and cross-validated secondary analysis to produce actionable and defensible insights
This research combines primary engagement with industry stakeholders and rigorous secondary-source synthesis to ensure findings are grounded and actionable. Primary inputs include structured interviews with equipment owners, engineering procurement and construction managers, and senior leaders across manufacturing and aftermarket functions, supplemented by workshops with subject-matter experts to validate technical assumptions and emerging adoption patterns. These conversations are designed to capture operational priorities, procurement constraints, and service expectations directly from market participants.
Secondary research encompassed publicly available regulatory materials, technical standards, trade publications, and company disclosures to map product specifications, compliance requirements, and strategic positioning. Data from multiple sources were triangulated to reconcile differing perspectives and to identify robust patterns. Throughout, analytical rigor was maintained through peer review, sensitivity checks, and scenario analysis to surface risks and potential inflection points. Limitations are acknowledged where proprietary performance data or confidential commercial terms constrain granularity, and recommended areas for follow-up research are identified to deepen insights into specific segments or regional markets.
A concise synthesis of strategic imperatives that executives must prioritize to capitalize on technological change, supply-chain shifts, and evolving end-user expectations
The industrial pumps sector stands at an inflection point where technological maturation, trade dynamics, and heightened sustainability expectations intersect. Strategic winners will be those that pair engineering excellence with resilient supply chains and scalable digital services. By reconciling short-term procurement pressures with longer-term investments in product architecture and aftermarket ecosystems, organizations can protect margins while unlocking new revenue streams tied to performance outcomes and service agreements.
Leaders should take an integrated view that aligns R&D, manufacturing, commercial, and service functions around clearly articulated customer value propositions. Doing so will enable more effective capital allocation, faster responses to regulatory shifts, and enhanced ability to capture the benefits of digitalization. In summary, adaptability, disciplined execution, and a customer-centric orientation will determine which firms thrive as the sector evolves.
Note: PDF & Excel + Online Access - 1 Year
A strategic orientation to the industrial pumps landscape highlighting operational priorities, technological inflection points, and executive-level risks and opportunities
The industrial pumps sector underpins critical flows across energy, water, manufacturing, and process industries, serving as a foundational component of modern infrastructure. Operational reliability, energy efficiency, and lifecycle economics remain paramount concerns for owners and operators. In recent years, market dynamics have been reshaped by accelerating digitalization, increasingly stringent environmental regulations, and a renewed focus on supply-chain resilience. These forces have elevated the role of pumps from commodity hardware to integrated assets within a broader systems context.
Executives face competing priorities: controlling total cost of ownership while meeting performance and emissions requirements, integrating remote monitoring capabilities, and planning capital programs under uncertain procurement lead times. As a result, manufacturers and service providers are differentiating through engineering innovation, expanded aftermarket services, and closer alignment with end-user value streams. This introduction frames the landscape by highlighting the critical operational and strategic pressures that influence product design, distribution pathways, and investment decisions across industrial segments.
A concise synthesis of the major technological, regulatory, and commercial transformations reshaping how pumps are engineered, procured, and serviced
The landscape for industrial pumps is undergoing transformative shifts driven by converging technological, regulatory, and commercial forces. Electrification of drive systems, widespread adoption of sensors and predictive analytics, and the proliferation of variable-speed controls are changing how assets are specified, procured, and maintained. These advances enable higher part-load efficiency and allow operators to transition from time-based maintenance to condition-based interventions, improving uptime and lowering lifecycle expenditures.
Parallel to technological shifts, sustainability requirements and emissions reduction targets are steering material selection and product architecture toward lighter, longer-lived components and reduced leakage. Supply-chain disruptions have prompted manufacturers to rethink sourcing strategies and to invest in nearshoring and modular designs that shorten lead times. Meanwhile, a shift toward outcomes-based contracting and integrated service offerings is altering revenue models, with OEMs and independent service providers expanding capabilities in digital services, retrofit programs, and performance guarantees. Together, these dynamics are redefining value creation across the pump ecosystem.
An evidence-based analysis of how newly introduced trade measures have reshaped sourcing behavior, pricing mechanics, and supply-chain resilience for pump manufacturers and buyers
The introduction of new tariffs in the United States in 2025 has had a cumulative impact that ripples across procurement, manufacturing, and aftermarket operations. For many firms, increased import duties have raised landed costs for components and finished units, prompting purchasers to reassess supplier portfolios and to accelerate localization where feasible. This has led to a rebalancing of global sourcing strategies and an increased emphasis on contractual protections, hedging, and long-term supplier agreements to stabilize input prices and secure priority production slots.
In response, manufacturers have adapted pricing strategies and product offerings to preserve competitiveness while protecting margins. Some suppliers are consolidating manufacturing footprints or retooling plants to serve domestic markets more directly, reducing exposure to cross-border tariffs and freight volatility. At the same time, aftermarket and service businesses have gained strategic emphasis as durable revenue streams less sensitive to tariff shocks. Overall, the combined effects of higher trade barriers and elevated logistics costs have accelerated structural changes in supply-chain design, procurement governance, and capital allocation decisions across the value chain.
Segment-driven implications for product development, aftermarket strategies, and procurement decision-making across pump types, end markets, drive systems, and orientations
Segmentation drives product strategy and commercial focus across the industrial pumps landscape. Based on pump type, product families split into centrifugal and reciprocating architectures; centrifugal offerings are differentiated further into multi-stage and single-stage designs, while reciprocating pumps subdivide into piston and plunger variants. This classification influences engineering priorities: centrifugal units are typically optimized for high-flow, lower-pressure applications with attention to hydraulic efficiency and seal integrity, whereas reciprocating designs address high-pressure, intermittent-duty use cases where stroke control and cylinder durability are central considerations.
End-user industry segmentation further defines product requirements and service expectations. The chemicals sector, which includes discrete petrochemical and specialty chemical subsegments, demands aggressive corrosion resistance, tight materials traceability, and rigorous compliance documentation. Food & beverage customers prioritize hygienic design and cleanability alongside throughput consistency. Mining and oil & gas present harsh operating environments that emphasize abrasion resistance and robustness; within oil & gas, the distinct downstream, midstream, and upstream contexts create divergent specifications for materials, control integration, and inspection regimes. Power generation and water & wastewater applications each impose unique reliability and compliance expectations: the latter, divided between industrial and municipal needs, drives divergent service cycles and procurement frameworks.
Drive type and orientation further refine selections and aftermarket approaches. Drive options span diesel engine, electric motor, and gas turbine configurations, with diesel and gas turbine drives often favored for remote or mobile installations where grid access is limited, and electric motors proliferating in facilities prioritizing energy-efficiency gains and simplified controls. Orientation choices between horizontal and vertical arrangements affect footprint, installation complexity, and maintenance access, influencing SKU rationalization and spare-parts strategies. Taken together, these segmentation lenses determine product roadmaps, service portfolios, and channel strategies that align with end-user operating contexts and lifecycle priorities.
A regional synthesis of how demand drivers, regulatory frameworks, and manufacturing footprints interact across the Americas, Europe Middle East & Africa, and Asia-Pacific to shape strategic choices
Regional dynamics shape demand patterns, supply-chain architecture, and regulatory compliance in distinct ways across the Americas, Europe Middle East & Africa, and Asia-Pacific markets. In the Americas, investment in revitalizing process industries, infrastructure projects, and an established aftermarket ecosystem supports demand for durable, serviceable pumps and integrated digital services. Procurement behavior in this region frequently emphasizes total cost of ownership, long-term service agreements, and rapid access to local spare-parts inventories.
Europe Middle East & Africa presents a complex mosaic of regulatory stringency and heterogeneous market maturity. European jurisdictions often lead in energy-efficiency and emissions regulation, driving adoption of high-efficiency designs and extensive documentation requirements. In contrast, markets within the Middle East and Africa display a spectrum of project-driven demand and growing interest in localization to reduce dependence on international supply chains. Across these geographies, regulatory divergence requires adaptive compliance strategies and flexible product platforms.
Asia-Pacific remains a major manufacturing and consumption hub, combining advanced industrial clusters with rapid infrastructure expansion in emerging economies. Manufacturers in this region balance cost-competitive production with rising expectations for advanced features, remote monitoring, and lifecycle services. The regional supply-chain concentration supports scale advantages but also creates exposure to localized disruptions, which in turn motivates diversification into secondary manufacturing locations and strategic partnerships to enhance resilience and market access.
A competitive landscape analysis emphasizing product-service convergence, aftermarket growth strategies, and the strategic levers companies use to defend and expand market positions
Competitive dynamics in the industrial pumps space are defined by a blend of product engineering excellence, service capability, and supply-chain control. Leading firms differentiate through integrated solutions that combine robust hardware with digital monitoring, predictive maintenance, and aftermarket services that extend useful life and capture recurring revenue. Strategic initiatives often center on vertical integration of critical subcomponents, investments in metallurgy and sealing technologies, and partnerships that expand service networks into key end-user geographies.
Mergers, selective acquisitions, and cooperative alliances are common mechanisms used to acquire niche capabilities or to accelerate entry into adjacent markets. There is a clear industry tilt toward expanding aftermarket footprints, with companies investing in remote diagnostic platforms and condition-based service programs to lock in long-term customer relationships. At the same time, competition is intensifying from regional manufacturers who leverage lower-cost production bases and faster local response times. To sustain differentiation, established suppliers are emphasizing modular product families, standardization that facilitates spare-parts management, and outcome-oriented commercial models that align provider incentives with customer performance objectives.
Practical, executable steps for executives to strengthen supply chains, accelerate digital service offerings, and realign product portfolios to sustain competitive advantage
Industry leaders should act decisively to convert disruption into competitive advantage by executing a coordinated set of strategic moves. First, diversify supply chains through dual sourcing and selective nearshoring to mitigate tariff exposure and reduce lead-time risk, while negotiating flexible contracts that include price-adjustment mechanisms tied to input-cost indices. Second, prioritize investment in digital platforms that enable predictive maintenance, remote diagnostics, and service monetization; these capabilities can increase customer retention and create recurring revenue streams that are less sensitive to trade volatility.
Third, redesign product portfolios toward modular architectures that simplify customization and accelerate time-to-market for retrofit offerings. Coupled with targeted aftermarket programs, modularization helps capture spare-parts revenue and increases lifecycle visibility. Fourth, deepen engagement with end users through outcome-based commercial models and collaborative engineering to ensure pump specifications align with process objectives and sustainability targets. Finally, invest in talent and organizational capabilities-particularly in systems engineering, data science, and field service operations-to support the transition from product-centric to solution-centric business models and to ensure consistent execution across regions.
An overview of the research approach that integrates primary stakeholder engagement and cross-validated secondary analysis to produce actionable and defensible insights
This research combines primary engagement with industry stakeholders and rigorous secondary-source synthesis to ensure findings are grounded and actionable. Primary inputs include structured interviews with equipment owners, engineering procurement and construction managers, and senior leaders across manufacturing and aftermarket functions, supplemented by workshops with subject-matter experts to validate technical assumptions and emerging adoption patterns. These conversations are designed to capture operational priorities, procurement constraints, and service expectations directly from market participants.
Secondary research encompassed publicly available regulatory materials, technical standards, trade publications, and company disclosures to map product specifications, compliance requirements, and strategic positioning. Data from multiple sources were triangulated to reconcile differing perspectives and to identify robust patterns. Throughout, analytical rigor was maintained through peer review, sensitivity checks, and scenario analysis to surface risks and potential inflection points. Limitations are acknowledged where proprietary performance data or confidential commercial terms constrain granularity, and recommended areas for follow-up research are identified to deepen insights into specific segments or regional markets.
A concise synthesis of strategic imperatives that executives must prioritize to capitalize on technological change, supply-chain shifts, and evolving end-user expectations
The industrial pumps sector stands at an inflection point where technological maturation, trade dynamics, and heightened sustainability expectations intersect. Strategic winners will be those that pair engineering excellence with resilient supply chains and scalable digital services. By reconciling short-term procurement pressures with longer-term investments in product architecture and aftermarket ecosystems, organizations can protect margins while unlocking new revenue streams tied to performance outcomes and service agreements.
Leaders should take an integrated view that aligns R&D, manufacturing, commercial, and service functions around clearly articulated customer value propositions. Doing so will enable more effective capital allocation, faster responses to regulatory shifts, and enhanced ability to capture the benefits of digitalization. In summary, adaptability, disciplined execution, and a customer-centric orientation will determine which firms thrive as the sector evolves.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
198 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Adoption of IoT-enabled industrial pumps for real-time predictive maintenance and performance optimization
- 5.2. Development of energy-efficient pump designs to meet stringent global emissions and regulatory standards
- 5.3. Integration of AI-driven analytics in industrial pump systems for automated fault detection and diagnostics
- 5.4. Utilization of additive manufacturing for custom spare parts and rapid prototyping of pump components
- 5.5. Increasing demand for corrosion-resistant materials in chemical and wastewater pumping applications
- 5.6. Expansion of smart modular pump systems for simplified installation and scalability in process industries
- 5.7. Implementation of advanced seal technologies to minimize leakage and extend operational lifetimes of pumps
- 5.8. Growth of digital twin technology for virtual testing and lifecycle management of industrial pump assets
- 5.9. Adoption of blockchain-enabled supply chain solutions for enhanced transparency in pump component sourcing
- 5.10. Rising focus on circular economy initiatives for pump refurbishment remanufacturing and end-of-life recycling
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Industrial Pumps Market, by Pump Type
- 8.1. Centrifugal
- 8.1.1. Multi Stage
- 8.1.2. Single Stage
- 8.2. Reciprocating
- 8.2.1. Piston
- 8.2.2. Plunger
- 9. Industrial Pumps Market, by Drive Type
- 9.1. Diesel Engine
- 9.2. Electric Motor
- 9.3. Gas Turbine
- 10. Industrial Pumps Market, by Orientation
- 10.1. Horizontal
- 10.2. Vertical
- 11. Industrial Pumps Market, by End User Industry
- 11.1. Chemicals
- 11.1.1. Petrochemical
- 11.1.2. Specialty Chemical
- 11.2. Food & Beverage
- 11.3. Mining
- 11.4. Oil & Gas
- 11.4.1. Downstream
- 11.4.2. Midstream
- 11.4.3. Upstream
- 11.5. Power Generation
- 11.6. Water & Wastewater
- 11.6.1. Industrial
- 11.6.2. Municipal
- 12. Industrial Pumps Market, by Region
- 12.1. Americas
- 12.1.1. North America
- 12.1.2. Latin America
- 12.2. Europe, Middle East & Africa
- 12.2.1. Europe
- 12.2.2. Middle East
- 12.2.3. Africa
- 12.3. Asia-Pacific
- 13. Industrial Pumps Market, by Group
- 13.1. ASEAN
- 13.2. GCC
- 13.3. European Union
- 13.4. BRICS
- 13.5. G7
- 13.6. NATO
- 14. Industrial Pumps Market, by Country
- 14.1. United States
- 14.2. Canada
- 14.3. Mexico
- 14.4. Brazil
- 14.5. United Kingdom
- 14.6. Germany
- 14.7. France
- 14.8. Russia
- 14.9. Italy
- 14.10. Spain
- 14.11. China
- 14.12. India
- 14.13. Japan
- 14.14. Australia
- 14.15. South Korea
- 15. Competitive Landscape
- 15.1. Market Share Analysis, 2024
- 15.2. FPNV Positioning Matrix, 2024
- 15.3. Competitive Analysis
- 15.3.1. Grundfos Holding A/S
- 15.3.2. Xylem Inc.
- 15.3.3. Flowserve Corporation
- 15.3.4. KSB SE & Co. KGaA
- 15.3.5. Sulzer Ltd.
- 15.3.6. Wilo SE
- 15.3.7. ITT Inc.
- 15.3.8. Ebara Corporation
- 15.3.9. SPX Flow, Inc.
- 15.3.10. Ingersoll Rand Inc.
- 15.3.11. Circor International, Inc.
- 15.3.12. Iwaki Co., Ltd.
- 15.3.13. Dover Corporation
- 15.3.14. The Weir Group PLC
- 15.3.15. Ruhrpumpen Group
- 15.3.16. Vaughan Company, Inc.
- 15.3.17. Thompson Pump & Manufacturing Co., Inc.
- 15.3.18. Pentair plc
- 15.3.19. Vogelsang GmbH & Co. KG
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