IndIas LeadIng LogIstIcs MagazIne

www.logisticsweek.com

march 2012

Vol. 5 No.7

INDIA

`100

ary 2
l
a
S
201
e
d
Gui .34
Pg

Shop
Talk

Devadas Nair, head supply chain,

shoppers stop, is in the thick of a
retail revolution, shaping the supply
chain of one of its prime catalysts.
page 22

the humaN aNgLe

50

An update on talent
management in supply chain.

suppLy shyLocks: Extortion from transporters at checkpoints is routine. A report.8

Let it pass: Reducing production lead time is key to smoothening logistics flow...16
a maNs WoRLD: Where are the ladies in the industry when we need them? ....42

eDITORIAL

>

Not So Far Away

uess what? Not too far in the distant future, warehouses

could become a thing of the past. How did I arrive at this
epiphany? Well, the signs are there. A technology called 3D
printing could make it possible I am told. Until recently, 3D modeling
and printing were processes only used by engineers of big companies
like Boeing, which uses the technology to make certain air ducts for
its planes. And now the technology has crossed over into the realm of
tech enthusiasts.
As you know, 3D printing is the process in which you can create
objects from a 3D design, using a printer with cartridges that contain
glass, plastic, even metal in the form of powder or gel.
What it means is that, one day, end-consumers can make all sorts of
products sitting anywhere with this technologybe it a toy, an accessory
for your car (no precision components, yet) or simple industrial parts. It
has only been a couple of years since this technology has been introduced
to end-consumers, and they have lapped it up with gusto.
According to the US-based research and consulting firm, Wohlers
Associates, sales of 3D printing products and services touched an estimated figure of $1.6 billion
in 2011. And they are set to grow by 20 percent and more in the coming years.
Currently, the technology is in the early-adapter phase and as and when it becomes ubiquitous,
it will have a huge impact on supply chain costs. In other words, warehousing and transportation
costs will never be the same again. Sounds like science fiction? Well, new technologies have a
way of impacting us sooner than we think.
It will beat the implementation of GST, for sure, going by the speed at which GST is moving.
In other words, we may not need GST at all by the time it finally comes through. No, I am joking
about this one. And I hope this remains a joke.
On a serious note, be it futuristic technology like 3D printing, or existing ones like RFID and
speech recognition, new ideas influence global supply chain at all levels all the time, because of
the pan-industry nature of the function. This is the reason a supply chain manager is (or needs to
be) the most future-savvy professional around.
When we had to think of a central theme for our upcoming March 15 event, Supply Chain 2.0
seemed a natural choice. As clichd as the topic sounds, we thought we could do justice to the
subject by learning from the best minds in the business. Fortunately, we have been able to get
nods from some respected experts in our field. I know I am plugging our event here, but I feel
quite proud looking at the names and experiences of people who will share their views with us.
Let me offer you a glimpse or two: Professor N Viswanadham of Indian Institute of Science will
speak on Indias food security goals and how Indias supply-chain infrastructure can be used
to attain those goals. Then, Mr Darryl Judd of Logistics Executive will be unveiling Indias first
logistics salary survey report (the results are published in this issue) and give a presentation on
the subject.
Need I say more?

Aanand Pandey
[email protected]

www.twitter.com/logisisticsweek

www.facebook.com/logisticsweek

INDIA |

March 2012 | www.logisticsweek.com 5

Contents
08 AnAlysis

34 EmploymEnt spEciAl

Bucks From Trucks

Salary Survey Report 2012

Transporters are an aggrieved lot. Their drivers

are constantly being stopped on roads and
highways by henchmen seeking bribes.

Logistics Executive has brought out a Salary

Survey Report that highlights the salary
structures for the supply chain in India.

12 Upshot
An industry event, an interesting launch and
invaluable takeaways from an international meet
were on our radar this month. We present the
reports.

16 GoldrAtt

Maintaining That Free Flow

A supply chain can move smoothly if there is
timely completion of orders and production
lead time is reduced.

18 colUmn

Waters Of Wealth
The potential of inland waterways has gone unnoticed
by the government.

34
42 colUmn

Strength In Diversity

22 covEr story

This sector will f lourish when both the sexes

are given equal opportunity, when one is
selected on merit, not gender.

Shop Talk

Devadas Nair, Head Supply Chain and Mission

Control of Shoppers Stop has perfected the back-end
to make shopping a delight for customers.

44

The Balancing Act

Sensitizing male colleagues, work f lexibility
and security will help create a perfect
environment for women to unleash their fullest
potential.

47

The Herculean Task

As the logistics sector gains importance,
hiring and retaining talent becomes the need
of the hour

48

Hitting Some Limits

Retaining employees is not an easy task.
But with limited opportunities, what can
companies do?

22

< EmploymEnt SpEcial

34

INDIA |

March 2012 | www.logisticsweek.com

Salary Survey Report 2012

In an exclusive to LOG.India, Logistics Executive shares its
compilation of Salary Survey Report 2012 that covers the
entire spectrum of salary bands and geographical territories
in India. The analysis has been drawn from the Logistics
Executive Global Survey.
METHODOLOGY
The research and information contained within this report has been compiled by Logistics
Executive from research undertaken and intelligence gathered in the course of its everyday
business activities. Logistics Executive was founded in 1999 and has offices in Australia,
Singapore, Hong Kong, China, India and Dubai. Specialising in Logistics & Supply Chain, the
company has an active database in excess of 90,000 logistics and supply chain professionals.
Information contained within this report is compiled from data contained with our extensive
database, business acquired intelligence and regular research surveys, which includes the
Global Employment Market Report (now in its 6th year). The Global Employment Market
Report is an online survey of approximately 10-15 minute duration and was emailed to more
than 45,000 people within the Supply Chain & Logistics Industry in late 2011. About 3,550
respondents completed the survey. NB: The results are purely indicative in terms of overall
trends within the industry.
Further to this, Logistics Executive undertook a series of interviews with HRDs and HR
Personnel validating this data and this information has been incorporated into the final
document produced. Sources for this particular research includes:
n Human Resource Director Interviews
n Business briefing provided by CEOs of leading 3PL companies
n Logistics Executives Employment Market Report data from late 2011
n Logistics Executives business intelligence database
n Candidate and Client interviews (conducted by Logistics Executive)

Whodunit

Logistics Executive is a global Human Resources and Recruitment Consultancy

which opened its India office in March 2010. In the two successful years since, the
company has established its place in the Indian market with a professional reputation
and commitment to providing a valued service and expertise in talent management
and acquisition strategies for both local and international clients.
To mark this two-year milestone Logistics Executive, in conjunction with LOG India have released the first salary guide report for the Indian Supply Chain and Logistics market. Moving forward this Salary Report will be compiled as an annual contribution. We thank our clients and the market place as this report has been compiled
with their goodwill, covering a breadth of salary bands and geographical territories in
India with a focus on Supply Chain and Logistics. The analysis in this report comes
from the Logistics Executive Global Survey, released in December 2012, in-depth
interviews with our clients and statistical reference to our candidate database.

INDIA |

Darryl JuDD,
Chief Operating Officer,
Global Operations,
logistics Executive

March 2012 | www.logisticsweek.com 35

< EmploymEnt SpEcial

s an emerging economy India has proudly met

challenges. Whilst continued growth seems a
given, growth at the same rate will persist only
if there is substantial focus on the roles played by the
Logistics and Supply Chain sectors as critical support
systems. Recent studies show that economic growth is
increasingly supported by robust industrial growth and
a strong logistics and supply chain.
To keep pace with this trend there has been an increase in demand for skilled talent in this sector. The
Indian market generally is slated to grow in excess of
$120 billion by 2014 (according to a Frost & Sullivan report). Manufacturing alone has grown at 8 percent annually over the past decade and since 2010 has started
to contribute a substantial share to Indias GDP rather
than agriculture, according to a Goldman Sachs Global
Economic Paper 2011 report.
There have been countless articles written, describing the critical nexus between the need for reform in
the supply chain sectors and the success of the Indian
economy.

the talent challenge

There is nothing new in touting these three elements:
attraction, development and retention when discussing
talent. However, there has never been a more tangible
connection between the supply of a talented supply chain
workforce and the continuing rate of Indias success.

attracting professionals
According to the Logistics Executive Salary Report
for India, despite a mild slowdown in the rate of
economic growth, there has been a rapid increase in
salary inf lation. This is supported in a recent article
published in The Economic Times (Feb.2,2012), which
states that Employees in India have been getting double digit (sic salary) increments past two years, which
will continue in 2012 as well. The huge demand for
talented and skilled professionals has manifested in
an unsustainable salary war. Outside of basic salary,
organizations are increasingly moving towards Pay
for Performance compensation structures and linking
huge percentage of variable pay component directly
with performance. In several cases, organizations are
increasingly taking company performance as one of
the qualifiers to decide on the variable compensation
payout to employees.
This manifests in companies battling for skilled candidates to keep up with the rapid expansion of local companies and multinationals.
There are a number of factors that lie behind the talent shortage in India. In real terms, the Indian market
has had to deal with an unprecedented growth in infla-

36

INDIA |

March 2012 | www.logisticsweek.com

tion and emerging industries, replacing the demand for

traditional skill-sets. Staff turnover continues to rise as
employees try to keep up with these pressures and move
jobs to improve their remuneration.
Most of the respondents at the executive level approached by Logistics Executive indicated that the ongoing salary war will have a negative impact on business.
Due to talent shortage, employers are forced to take in
young graduates with little experience and offer them
much higher salaries and promises of rapid promotion.
Employees who are lured by higher salaries are not developing the skills and experience that comes with reasonable tenure in a given role and may not be as capable
as their overseas counterparts. This will perpetuate the
need to import executive level talent from overseas to
fill these shortages. At some point salaries will level out
due to market forces. The fallout will be an inadequately
skilled workforce.
This artificial salary war can be detrimental for Indias long-term growth, as overinflated salaries will
price the country out of the global market. This is being faced in China where salaries are no longer as modest or competitive as they used to be. Multinationals are
turning to other less developed countries such as Vietnam and the Philippines to establish their industries
with lower workforce costs and other attractive incentives. According to an EBN Online article (Differences &
Similarities in Asian Supply Chain Wages - 27 Dec 2010),
salaries for supply chain professionals are no longer
markedly different between Asia and the US. According
to Marc Herman from EBN, Though it is common to
hear that manufacturing has moved to Asia to save labor costs, getting components and finished goods back
from across the Pacific is costly and complicated. As a
result, there is a trend for the US, in particular, to move
their manufacturing closer to home.

Geographic Break Up
An interesting finding in the Logistics Executive Salary
Report is that the salary structure across the four metros, for similar roles and responsibility, varies. Mumbai commands the highest salaries (mid-to senior-tier).
The biggest factor contributing to the salary inflation is
the high cost of living in Mumbai as compared to other
key cities. Delhi, Bangalore, Chennai and Kolkata also
see this trend. From a corporate perspective, this highlights the need to appreciate local disparities and have
a certain amount of decision-making in local markets,
backed by a uniform top-down approach. Moving job
roles or industries geographically may also be another strategy to address the issue of rising salaries and
workforce expectations. In this respect, companies
with a wider footprint have an advantage as they have

more capacity to move their employees around with the

incentive of offering them opportunities.

the leadership Gap

The salary gap narrows as we move up the ladder. Mumbai and Delhi lead the pack in C-Suite compensation,
followed closely by Bangalore and Chennai. The connectivity of these cities to the rest of the country and ease
of carrying out business, are some factors that make
them favorable as corporate centers. This is due to a gap
in the market for people with broad management abilities. This is particularly true of the supply chain industry
where, since the global financial crisis, there have been
ever-increasing skill demands placed on these professions to take on a higher degree of leadership within
organizations. About 86 percent of respondents believe
that leadership skills and the ability to think strategically will be critical to their organizations ongoing success. The high salaries for executives across the different
Indian provinces demonstrates how much in demand
this leadership expertise is and how universally difficult
it is to source.
Tackling employment satisfaction from the angle of
salary alone is not the answer. According to our survey,
counter offers dont work in more than 68 percent of
cases and those who accept it, tend to leave the company
in next 12 months in most cases. This figure could vary
depending on the level of role, responsibilities and geography. For those with skills that are high in demand,
employers try to retain them although it may not be very
successful in the long-term. The common method of
retaining talent is by paying extra dollars, but in most
cases the core issues are not completely addressed and
that leads to resignations.

Widening the net

Another way of countering the skill shortage would be
for companies to expand their talent pool to non-traditional sources. This may involve setting up schemes
that offer more roles to women and education programs
for unskilled workers. Collaboration, with universities
and other community organizations, will facilitate this
training to ensure that the correct skill gaps are being
addressed and companies are getting the skills they need
out of their new graduates. Otherwise, they may need to
continue to source their key skill-gaps from overseas in
areas such as leadership and technical disciplines.

Beyond the Salary War

It is no surprise that salary is a key issue. Overwhelmingly, more than 88 percent of respondents indicated that
they were seeking a salary increase way beyond Indias
present annual inflation rate of 8 percent. Furthermore,

employee expectations are some of the highest in the

world, with the vast majority of respondents seeking salary increases that exceed global averages for emerging
countries 51 percent are seeking an increase greater
than 20 percent.
Remuneration is a necessary ingredient not only to
keep up with market conditions but also to acknowledge
market parity and the increased responsibilities being
placed on supply chain professionals. It is, however, only
part of the solution.

talent Development
It was noted in the Logistics Executive 2011-2012 Global
Employment Market Report that career development
topped the career satisfaction list. About 23 percent of
the respondents indicated that career development is
a key reason for them to change. This is only topped
by salary as a main motivator by a short number at
27 percent.

The common method of retaining talent is by paying extra dollars

but in most cases the core issues are not completely addressed.

In terms of development opportunities, the Logistics Executive 2011-12 Global Employment Market Report found that 76 percent of business leaders in India
perceived they offered a satisfactory level of training.
However, on the employee side there was an increase
in workplace movement to other organizations, stating
their main reason was lack of development opportunity.
Perhaps there is a need for the Human Resources
function to shift their focus from traditional means of
engagement towards a broader approach? According to
Kim Winter, Logistics Executives Global CEO, the answer lies somewhere in the middle. With Executives and
HR focusing on retention and attraction, they are missing the middle piece here developing existing talent. It
could be argued that if companies developed their own
people, they would end up with more talent than they
could handle, adds Mr. Winter.
INDIA |

March 2012 | www.logisticsweek.com

37

< EmploymEnt SpEcial

Industry / Supply Chain Management

Survey Findings
Position

Mumbai

Chennai

Delhi

Bangalore

Pune

Hyderabad

75 - 1.5(Cr)

75 1.0(Cr)

75 2.0(Cr)

75 1.0(Cr)

75 - 1.5(Cr)

50 1.0(Cr)

Supply Chain VP / Director

45 - 75

30 - 50

40 - 75

25 - 39

36 - 40

24 - 45

Logistics Director

35 - 75

25 - 45

25 - 75

25 - 45

25 - 50

25 - 35

15 - 20

7 - 15

15 - 20

10 - 15

7 - 20

7 - 16

Warehouse / DC Manager

6 -9

5 -8

5 -7

5 -7

3 -8

6 -8

Warehouse/Operations Executive

2 -6

2 -5

2 -5

2 -5

2 -5

1-4

Lean / Quality / Six Sigma Manager

8 - 20

8 - 15

9 - 15

8 - 15

9 - 12

8 - 12

5 -7

2 -6

4 -7

2 -6

3 -6

2 -7

25 - 50

25 - 35

10 - 14

6 - 12

7 - 13

8 - 13

5 -9

5 -9

5 -9

5 -7

5 -7

2 -5

1 -4

2 -4

MD / GM Logistics

Operation / Warehousing
Regional Logistics Manager

Logistics Specialist
Procurement / Purchasing

Logistics
Service
Providers
(LSP/3PLs)
35 - 75
30 - 45
30 - 70
25 - 50

Procurement VP / Director
Senior Procurement Manager
Position

Senior
CEO / MDQuality
/ CountryManager
Manager

Mumbai

12 - 20

Chennai

7 - 15

Delhi

10 - 15

Bangalore

Pune

9 - 12

Hyderabad

75 - 4.0 (Cr)

15(Cr)
508 - -2.0

General Manager
Sourcing
Manager

24 - 35

30
822- -15

20 4
- 35-

Regional Manager

20 - 25

14 - 20

14 - 20

9 - 14

4 -7

4 -8

6 -8

- 50

30 - 40

30 - 45

35 - 45

18 - 23

25 - 28

National Sales
Manager
25 - 35
Supply
Chain
Manager
Regional Sales Manager /
Planning
/ Forecast Manager 12 - 17
Territory Manager

17 -- 18
24
12

2512
- 35-16

17 - 35
12

-1618 - 23

8 - 25
17 - 28

15
712- -10

15 5
-24-

11 - 155

13 - 15

8 - 15

5 -7

12 - 15

8 - 12

6 - 15

8 - 12

10 - 16

8 8-- 12
16

8 - 15
9 - 12

8 - 12

Inventory
Manager
Sales Executive

3 -7

53 -- 77

3 3
-5-

4 -5

2 -5

2 -5

3 - 53

Marketing Manager
Inventory
Controller

4 -7

34 -- 77

3 -15 -

4 -7

2 -3

2 -5

2 - 63

Purchasing Manager
Branch Manager

Purchasing
Officer
Sales & BD

6 - 10

Inventory,
Planning
VP / GM / Sales
Director & Demand41

BD Manager (3PL)

8 - 15

BD Manager (Freight)

7 - 15

Planner

Commodity
Manager
Key Account Manager

4 -7
2 -5

8 (Cr)
-11 50 - 2.5 (Cr)
8 - 15
- 14
75 - 4.0
50 - 1.5 (Cr) 7 50
- 1.5 (Cr)
7

5 -7
2 -4

3 -4
6 -9

24 - 308

- 15 20

5 -9

6 -8

2 -5

-9

- 30

8 - 16

5 -7

8 - 15

7 - 11

5 -7

7 -9

8 - 10

2 -5

4 -9

9 - 10

4 -7

-5

5 -7

4 -7

-5

2 -5

3 -7

15 - 25

8 - 11

10 - 12

5 -7

13 - 15
5 -8

9 - 11

10 - 12

10 - 12

9 - 13

20 - 30

15 - 20

15 - 20

18 - 826- 12

15 - 20

25 - 34

7 - 14

11 - 14

2 -4

2 -4

25 - 40

25 - 40

7 -12

3 -6

7 - 10

9 - 13
9

8 - 12

3 -5

7 - 20
11 - 30

9 -11

6 -

2 -4

6 - 11

8 - 17
3 -7

Operations

Consulting & Project Management

3PL Contract Manager

Supply
Chain Consultant
Warehouse/Operations/DC
Site

30 - 45

13 - 15
Manager
Project
Implementation Manager
Warehouse/Operations Executive
5 - 10

Project
Manager
Import/Export
Manager
Air Freight / Sea Freight Manager
Transport
Shipping Clerk

General Manager Transport

2 -5
10 - 17
3 -5

Project Manager

28 - 35

30 - 40

28 - 35

20 - 30

8 - 10

8 - 12

8 - 10

8 - 10

12 - 35
9 6- -17
8
9 3- -20
5

8 - 15

11 - 16

5 -8

12

10 - 14

5 - 10

2 -4

12 - 15
2 -4

6 - 10

6 -9

5 -8

2 -4

3 -5

2 -4

2 -4

20 - 30

National
Distribution
Head
Project Implementation
Manager

10 - 16

25
10 -- 50
12

1022
- 16-24

23
10 - 14

Project Distribution
Manager WMS/TMS
Zonal
Manager

10 - 22

14 -- 16
22
12

11 6- 14
- 11

12 - 17
10

Transport

Transport Controller

General Manager Transport

5 -7

5 -7

20 - 30

20 - 40

20 - 45

20 - 30

20 - 40

18 - 25

15 -- 75
20
30

1830
- 24-

National
Compliance
Manager
Area
Sales
Manager

6 - 12

126 -- 10
15

Site Manager

9 - 15

Fleet Manager

5 - 10

Sales
& Marketing
National Transport Manager
Line-haul
Manager
Sales
Director

Regional Brand Director

Regional
Brand Manager
Workshop Manager

Territory Sales Manager

20 - 45

4 -6

20 - 30

45

5 9
- 10- 12

15 - 20
30
5 - 812
8 -12

6 -8

5 -8

5 - 10

7 - 12

15 - 20

3 7- 6-

12

6 -10

20 - 30
20 - 30

- 7515
- 16

- 20

5 -8

8 -12

15 - 30

3 - 58

- 14

1410 - 12

5 -7

10 - 15

153 -- 25
5

- 3010

20 - 30

8 -12

15 - 35

- 19

5 -8

9 - 12

18 - 20

2 - 413

20 - 30

5 -8

20 - 30

210
-5-

15 - 35

- 15

5 -10

5 -7
3 -5

2 -4

9 -

12
13 - 14

4 -6

20 - 30
20 - 30

30 -12
45- 18
12 -

5 -8
16

9 - 11

7 - 10

15 - 22

13 - 22

13 - 22

10 - 16
2 -5

13 - 15

7 - 11

6 -9

3 -8

8 -12
5 -8

5 -9

data is shown as a range from low high and is displayed as an Annual Base Salary in Lakhs Per Annum.
Salary
Additional benefits such as annual bonus, company vehicles or travel allowances may apply. (Cr) = Crores.

Salary data is shown as a range from low high and is displayed as an Annual Base Salary in Lakhs Per Annum.
|
Additional benefits
such as
| annual bonus, company vehicles or travel allowances may apply. (Cr) = Crores.

INDIA March 2012 www.logisticsweek.com
38
Disclaimer:
Logistics Executive is committed to the highest standard and quality of information and every attempt has been made to present up-to-date, accurate
information. The information contained herein is general in nature and is not intended as, and should not be construed as professional advice
provided by Logistics Executive to the reader. While every effort has been made to offer current and accurate information, errors can occur. Much of
this information is obtained from records that for reasons of privacy are confidential. This information is provided as is, with no guaranty of
completeness, accuracy, or timeliness, and without warranty of any kind, expressed or implied, including any warranty of performance,

Logistics Service Providers (LSP/3PLs)

Logistics Service Providers (LSP/3PLs)
Logistics
Service
Providers
(LSP/3PLs)
Mumbai
Chennai
Delhi
Bangalore
Pune
Hyderabad

Position
Position
Mumbai
Chennai
Delhi
Bangalore
Pune
Hyderabad
CEO / MD / Country Manager
75 - 4.0 (Cr) 50 - 2.0 (Cr) 75 - 4.0 (Cr) 50 - 2.5 (Cr) 50 - 1.5 (Cr) 50 - 1.5 (Cr)
CEO
/ MD / Country Manager
75Mumbai
- 4.0 (Cr) 50Chennai
- 2.0 (Cr) 75 -Delhi
4.0 (Cr) 50
- 2.5 (Cr) 50 -Pune
1.5 (Cr) 50
- 1.5 (Cr)
Position
Bangalore
Hyderabad
General
Manager
24 - 35
22 - 30
20 - 35
24 - 30
20 - 30
20 - 30
General
Manager
24 - 35
22 - 30
20 - 35
24 - 30
20 - 30
20 - 30
CEO / MD
/ Country Manager
75
Regional
Manager
20- 4.0
- 25(Cr) 50
14- 2.0
- 20(Cr) 75
14- 4.0
- 20(Cr) 509 - -2.5
14 (Cr) 508 - -1.5
16 (Cr) 507 - -1.5
10 (Cr)
Regional
Manager
20
-- 25
14
-- 20
14
-- 20
9 - -14
8 - -16
7 - -10
General
Manager
24
35
22
30
20
35
24
30
20
30
20
Branch Manager
6 - 10
4 -7
4 -8
6 -8
6 -8
5 - 730
Branch
Manager
6 - -10
4 -- 720
4 -- 820
8
8
7
Regional
20
25
14
14
96 -- 14
86 -- 16
75 -- 10
Sales
& BDManager
Sales
&
BD
Branch
10
7
8
8
8
7
VP
/ GM / Manager
Sales Director
416 --50
304- -40
304- -45
356- -45
186- -23
255- -28
VP
/
GM
/
Sales
Director
41
50
30
40
30
45
35
45
18
23
25
28
Sales & Sales
BD Manager
National
25 - 35
17 - 24
25 - 35
17 - 35
18 - 23
25 - 28
National
Manager
25
17
25
17
18
25
VP / GM Sales
/Sales
SalesManager
Director/
41 -- 35
50
30 -- 24
40
30 -- 35
45
35 -- 35
45
18 -- 23
23
25 -- 28
28
Regional
12 - 17
12 - 15
15 -24
11 - 15
13 - 15
9 - 13
Regional
Sales
Manager
/
Territory
Manager
National Sales Manager
25
35
17
24
25
35
17
35
18
23
25
28
12 - 17
12 - 15
15 -24
11 - 15
13 - 15
9 - 13
Territory
Manager
BD
Manager
(3PL)
8
15
8
15
12
15
8
12
8
12
8
10
Regional Sales Manager /
12
17
12
15
15 --24
11
15
13
15
BD
Manager
(3PL)
8 - -15
8 - -15
12
15
8 - -12
8 - -12
89 - 13
10
Territory
Manager
BD
Manager
(Freight)
7 - 15
6 - 15
8 - 15
8 - 12
7 -12
6 - 11
BD
Manager
(Freight)
7 - 15
15
6 -- 15
8 - -15
8 - 12
7 --12
6 - 11
BD Account
ManagerManager
(3PL)
15
15
12
12
Key
108 -- 16
88- 16
912- 12
88- -12
98-11
38 --710
Key
Account (Freight)
Manager
10
- 16
8 - 16
9 - 12
8 - 12
9 -11
3 -7
BD Manager
Sales
Executive
37 --715
36 --715
38 --515
48 --512
27 - -12
5
36 -- 511
Sales
Executive
3 -7
3 -7
3 -5
4 -5
2 -5
3 -5
Key Account
Manager
10
Marketing
Manager
4 - -716
48 -- 716
39 --512
48 -- 712
29 - -11
5
33- -57
Marketing
Manager
4
7
4
7
3
5
4
7
2
5
33 -- 55
Sales Executive
3 -7
3 -7
3 -5
4 -5
2 -5
Operations
Operations
Marketing
Manager
7
7
5
7
5
5
3PL
Contract
Manager
304- -45
28 4 - -35
303- -40
284 - -35
20 2 - -30
20 3 - -30
3PL
Contract
Manager
30
45
28
35
30
40
28
35
20
30
20
30
Operations
Warehouse/Operations/DC
Site
13 - 15
8 - 10
8 - 12
8 - 10
8 - 10
5 -8
Warehouse/Operations/DC
Site
Manager
3PL Contract Manager
30 -- 15
45
28
35
30
40
28
35
20
30
20
13
8 - -10
8 - -12
8 - -10
8 - -10
5 --830
Manager
Warehouse/Operations
Executive
5
10
6
8
5
8
5
10
5
7
5
-8
Warehouse/Operations/DC Site
13
15
86 -- 10
85 -- 12
10
85 -- 10
Warehouse/Operations
Executive
5 - -10
8
8
58 -- 10
7
55 -- 88
Manager
Import/Export Manager
2 -5
3 -5
2 -5
2 -4
2 -4
2 -4
Import/Export
Manager Executive
2 - 10
5
3 -5
2 -- 58
2 - 10
4
2 -4
2 -4
Warehouse/Operations
Air
Freight / Sea Freight Manager
105 --17
56- -88
9 5- 12
65- -10
65- -97
55- -88
Air
Freight / Sea
Freight Manager
102 -- 17
5 -8
9 - 12
6 - 10
6 -9
5 -8
Import/Export
Shipping
Clerk Manager
3 - 55
23- -45
32- -55
22- -44
22- -44
22- -44
Shipping
Clerk
3 -- 517
25 -- 48
5
4
26 -- 49
25 -- 48
Air Freight
/ Sea Freight Manager
10
93 -- 12
62 -- 10
Project
Manager
Project
Manager
Shipping
Clerk
-5
4
-5
4
4
-4
Project
Implementation
Manager
103- 16
102- -12
103- 16
102- -14
102- -14
8 2- 12
Project
Implementation
Manager
10
16
10
12
10
16
10
14
10
14
8
12
ProjectManager
Manager WMS/TMS
Project
10 - 22
14 - 22
11 - 14
12 - 17
10 - 12
12 - 14
Project
WMS/TMS
10
22
14
11
14
12
10
12
14
Project Manager
Implementation
Manager
10 -- 16
10 -- 22
12
10 -- 16
10 -- 17
14
10 -- 12
14
8 -- 12
Transport
Transport
Project Manager
Manager Transport
WMS/TMS
10- -45
22
14- -30
22
11- -40
14
12- -30
17
10- -30
12
12- -30
14
General
20
20
20
20
20
20
General
Manager Transport
20 - 45
20 - 30
20 - 40
20 - 30
20 - 30
20 - 30
Transport
National
Transport Manager
20 - 45
20 - 30
20 - 40
20 - 30
20 - 30
20 - 30
National
Transport
Manager
20
45
20
30
20
40
20
30
20
30
20
30
General Manager
20- -25
45
20- -20
30
20- -24
40
20- -20
30
20- -20
30
20- --18
30
Line-haul
Manager Transport
18
15
18
15
15
12
Line-haul
Manager
18
25
15
20
18
24
15
20
15
20
12
18
NationalCompliance
Transport Manager
- 45
- 30
- 40
20
20
20
National
Manager
620- 12
620- 10
520- 10
5 - -830
5 - -830
5 - -830
National
Compliance
Manager
6
12
6
10
5
10
5
8
5
8
5 -8
Line-haul
Manager
- 25
18- -15
24
Site
Manager
918- 15
815- 1- 220
10
815- 1- 220
815- 1- 220
812- 1- 218
Site
Manager
9 - 12
15
8 -12
10
- 15
8 - -182
8 -12
8 -12
National
Compliance Manager
Fleet
Manager
56- -10
66 --810
55 --810
5 5- 10
55- -78
55- -88
Fleet
Manager
5 - 10
6 -8
5 -8
5 - 10
5 -7
5 -8
Site Manager
10
Workshop
Manager
49 - -615
38 -- 51 2
3 - -615
38 -- 51 2
38 -- 51 2
28 -- 51 2
Workshop
Manager
6
36 -- 58
35 -- 68
5
35 -- 57
25 -- 58
Fleet Manager
54 -- 10
53 -- 10

Workshop Manager
4 -6
3 -5
3 -6
3 -5
3 -5
2 -5
Salary
data
is
shown
as
a
range
from
low

high
and
is
displayed
as
an
Annual
Base
Salary
in
Lakhs
Per
Annum.

Salary data
is shown
asas
a range
low company
high and
is displayed
as an
Annual Base
in Lakhs
Per Annum.
Additional
benefits
such
annualfrom
bonus,
vehicles
or travel
allowances
may Salary
apply. (Cr)
= Crores.
Additional benefits such as annual bonus, company vehicles or travel allowances may apply. (Cr) = Crores.
Salary data is shown as a range from low high and is displayed as an Annual Base Salary in Lakhs Per Annum.

Disclaimer:
Additional benefits such as annual bonus, company vehicles or travel allowances may apply. (Cr) = Crores.

Logistics
Executive is committed to the highest standard and quality of information and every attempt has been made to present up-to-date, accurate
Disclaimer:

information.
The information
contained
general ian nd
nature
and
not intended
as,
and sahould
not
be bceen
onstrued
s present
rofessional
advice accurate
Logistics
Executive
is committed
to the hherein
ighest is standard
quality
of is
information
and
every
ttempt
has
made tao
up-to-date,
Disclaimer:
provided
by Logistics
Executive contained
to the reader.
While
every ein
ffort
has abnd
een
to offer caurrent
nd accurate
can occur.
Much of
information.
The information
herein
is general
nature
is m
nade
ot intended
s, and sahould
not be icnformation,
onstrued as eprrors
rofessional
advice
Logistics
E
xecutive
is E
committed
tecords
o
the
htighest
tandard
and
quality
f icnformation
very
attempt
been
maade
o ith
present
ucp-to-date,
accurate
this
information
is obtained
from tro
hat for
reasons
o
f epffort
rivacy
are
onfidential.
Tnd
his ceiurrent
nformation
is hpas
rovided
s is, tw
no guaranty
of M
provided
by
Logistics
xecutive
the
reader.
Wshile
every
has
boeen
made to oaffer
and accurate
information,
errors
an occur.
uch of
information.
Tahe
information
contained
erein
is grweasons
eneral
ion f onpf ature
nd
not intended
as, ianformation
nd including
should niot
brovided
e wcarranty
onstrued
professional
advice
completeness,
ccuracy,
or timeliness,
and hw
ithout
arranty
any kaind,
or iTmplied,
ny
ps erformance,
this
information
is
obtained
from
records
that
for
rivacy
are ies
cxpressed
onfidential.
his
s ap
as io
s, f aw
ith
no guaranty
of
provided by Logistics
Executive
to the arnd
eader.
While
effort
has
been
mbade
o ooffer
current
and accurate
nformation,
eerformance,
rrors
an
occur.
uch of
merchantability,
r fitness
a particular
purpose.
Iw
n earranty
avery
ddition,
may
e mtade
ir n implied,
this
information
from
tiime
to time
ithout cn
otice
to tM
he
completeness,
ao
ccuracy,
ofr or
timeliness,
without
of cahanges
ny
kind,
expressed
including
any w
arranty
of pw
this Tinformation
btained
from
records
tphat
for rm
easons
privacy
are m
ctonfidential.
his
information
p
rovided
ats o is,
with
no
uaranty
otf o m
user.
he reader also
s cautioned
hat
this m
aterial
ay
not obf e
applicable
o,
for,
the
readers is
specific
circumstances
or gn
eeds,
and
ay
merchantability,
ois r ofiitness
for
a ptarticular
urpose.
In
addition,
changes
ay obr e suitable
made Tin
this
information
from
time
time
without
notice
the
completeness,
accuracy,
or timeliness,
nd
w
ithout
w
ny kind, etxpressed
or implied,
ny
warranty
f performance,
require
onsideration
f acautioned
dditional
actors
if m
any
action
is tno
be
cf ontemplated.
reader
sfor,
hould
a sappecific
rofessional
porior
to taking
any action
user.
Tche
reader
also ois
tfhat
tahis
aterial
marranty
ay
ot
boe
aapplicable
o, Tohe
r suitable
the icncluding
rontact
eaders
circumstances
or needs,
nd may
merchantability,
or fitness
for
a particular
pif urpose.
In aiddition,
hanges
ay bTe he
m
ade
in this
time
to time
notice
the
based
upon
this information.
Logistics
Executive
assumes
to m
inform
the
reader
of information
any ccontact
hanges
in
law,
business
ew
nvironment,
or ato
o
ther
require
consideration
of additional
factors
any
action
s nto
o obbligation
e ccontemplated.
reader
should
af rom
p
rofessional
prior
tithout
o taking
any
ction
user. Ttuhat
he
rceader
affect
lso is the
cautioned
that Etchis
material
min.
ay nnot
applicable
o, or suitable
for, othe
readers
specific
circumstances
or needs, aond
may
based
pon
this ianformation.
Logistics
xecutive
ahssumes
o boe
bligation
to itnform
the reader
f any
changes
in law,
business environment,
r other
factors
ould
information
ontained
ere
require that
consideration
of the
additional
factors
if any action
is to be contemplated. The reader should contact a professional prior to taking any action
factors
could affect
information
contained
herein.
based upon this information. Logistics Executive assumes no obligation to inform the reader of any changes in law, business environment, or other
INDIA | March 2012 | www.logisticsweek.com 39
factors that could affect the information contained herein.

Supply Chain & Logistics 2011/2012 India Salary Survey Report

Supply Chain & Logistics 2011/2012 India Salary Survey Report

3
3

< EmploymEnt SpEcial

Here we are referring to structuring the whole employee experience. This would start with the first impression of the company through employment branding. This could be followed with attraction strategy. It
could then be overlaid with a social element. A flexible
training program and conditions of employment could
be interwoven in this model. Mr. Winter explains that
talent development could encompass a range of options,
including a real Talent Retention strategy to include
structured career development, meaningful assessments, relevant KPIs linked to bonus schemes, career
choice options, job re-structuring, and an enjoyable but
challenging environment.
By training we arent talking about the traditional
definition of the word, such as formal courses, but to onthe-job learning. This could be offered not just to a select
group of high performers, but across all employees. It

more employees are moving from 3pl to

shipping or consumer sectors. this has
been attributed to improved employment
conditions.

is also treating everyone in the business collectively as

the talent. It will expose them to new areas, which
would allow personal growth on the job, but not necessarily directly related to their current roles. In this way it
would be possible to retain a large pool of staff simply
by offering them exposure to new on-the-job skills. Employees, in turn, would take on responsibility for their
own development. This would lead to a culture that is
capable of dealing with the high amount of change as
employees are constantly encouraged.
The approach of treating change as an opportunity
and not a threat at the micro level is critical as the capacity to keep up with changing markets is paramount for a
companys survival and competitive edge. It is imperative that there is a workforce mentality that isnt afraid
of change, but sees this as an opportunity.

Work Balance
The Logistics Executive Salary Guide discovered another trend. More employees are moving from 3PL to
shipping or consumer sectors. This has been attributed
to improved employment conditions. Companies are
using initiatives such as flexible work arrangements,
and working from home, which has proven popular in

40

INDIA |

March 2012 | www.logisticsweek.com

companies like Proctor & Gamble and Google. Rotation

policies, offered by companies such as Maersk Logistics
,offer employees opportunities to gain skills and experience through overseas assignments.
The expansions of online companies such as Flipkart.com, Snapdeal.com, Yebhi.com and, very recently
,Junglee.com have attracted talented employees with
an entrepreneurial bent. They provide a sense of job
satisfaction by a sense of creating something or setting
something up.
A way of fostering this culture is to give people in
the workplace opportunities to seek out new challenges that will provide them with opportunities to test
themselves to new levels of performance and ways to
connect with others in the workplace. This will attract
other likeminded individuals to your organization and
enhance employer brand. Mr. Winter adds, As organizations get flatter, offering career developments can
be a challenge, but this can be tackled in many ways
such as offering inter-office transfers, job rotation and
greater delegation of decision-making down the line.
Allowing employees to be involved in continuous improvement teams offers both job satisfaction and better results a win-win.

conclusion
The employment outlook for 2012 looks positive. The
salary outlook remains positive, with an above-average
incremental increase of 15-25 percent across all levels.
On the flipside, this signifies an intense struggle in the
war for talent. In the long term, a salary inflation war
is unsustainable and poses a threat to this employment
growth.
It will be interesting to observe if the year ahead
sees the HR function take up the challenge of redefining company culture as a way of improving the total
employee experience. In partnering with their Human
Resources teams, executives will recognize the broader
role these teams can play in achieving commercial success. Through these measures the focus is all about
changing the mindset, so that employees are forward
thinking and arent just ready for change, but will embrace it at all levels. A change-ready company will not
only have the competitive edge, but will create a selfperpetuating cycle of achievement.
Disclaimer:
Logistics Executive has compiled this report using data from which, to the best
knowledge of Logistics Executive, was accurate as at the date of the publication.
Results published in this report are for the general interest of readers and the industry. All material is published with due care and in good faith, but no responsibility will be accepted for omissions, typographical, or other printing errors or
situations that may have taken place after publication. Logistics Executive disclaims all responsibility for any harm or loss arising from use or otherwise of the
information provided within the report. All rights reserved. No part of this publication may be reproduced without the prior permission of Logistics Executive.