Project Report

On
Indian Logistics Industry

FOR THE PARTIAL FULFILLMENT OF THE

REQUIREMENT OF
POST GRADUATE DIPLOMA IN MARKETING MANAGEMENT
UNDER THE GUIDANCE OF: UNDER THE SUPERVISION OF:

Mr. Prem Prakash Mrs. Jyotshana

SUBMITTED BY

VAIBHAV MISHRA

ROLL NO.:- 09034

PGDMM 2009-11
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 DECLARATION

I hereby declare that the project work entitled is an original and bonafide work
done by me. This project is being submitted in partial fulfilment for award of
degree of “Post Graduate Diploma in Marketing Management” (PGDMM)
from “Institute of Management & Research, Ghaziabad, Uttar Pradesh.

The contents of this report are based on the information collected by me

during my tenure at, North East Carrying Corporation Ltd New Delhi.

VAIBHAV MISHRA

PGDMM 2009-2011

Roll No-9034

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 ACKNOWLEDGEMENT

It was a beautifying experience to be attached to such a reputed

organization. I express my deep sense of gratitude to North East Carrying
Corporation Ltd New Delhi for providing me an opportunity to complete my
training project.
I am very thankful to my project guide Mr. Prem Prakash, for his direction,
suggestion and information provided which were of utmost importance for the
successful completion of the project.
I express my deep sense of gratitude and sincere thanks to Mrs.Jyotshana,
Faculty Guide for his continuous support, encouragement, and guidance
throughout the duration of project.
I am sincerely thankful to Mr. Vinod Nair (GM) under whose guidance I have
successfully completed this project and the time spent with him has been a
great learning experience. I thank him for his constant encouragement, warm
response and for filling every gap with valuable ideas that has made this
project successful.

I would also give special thanks to all the outlet holders to whom I
visited for their support, information, co-operation, advice to complete my
project details, would also give my sincere thanks to all the staff and the
member of North East Carrying Corporation Ltd New Delhi.

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 PREFACE

The PGDMM programme is well structured and integrated course of business

studies.

The main objective of practical training at PGDMM level is to develop skills in

student by supplement to the theoretical study of business management in
general. Industrial training helps to gain real life knowledge about the
industrial environment and business practices. The PGDMM programme
provides student with a fundamental knowledge of business and
organizational functions and activities, as well as an exposure to strategic
thinking of management.

In every professional course, training is an important

factor. Professors give us theoretical knowledge of various subjects in the
college but we are practically exposed of such subjects when we get the
training in the organization. It is only the training through which I come to
know that what an industry is and how it works. I can learn about various
departmental operations being performed in the industry, which would, in
return, help me in the future when I will enter the practical field.

Training is an integral part of PGDMM and each and every student has to
undergo the training for eight weeks in a company and then prepare a project
report on the same after the completion of training.

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 During this whole training I got a lot of experiences and came to know
about the management practices in real that how it differs from those of
theoretical knowledge and the practically in the real life.

In today’s globalize world, where cutthroat competition is prevailing in the

market, theoretical knowledge is not sufficient. Beside this one need to have
practical knowledge, which would help an individual in his/her carrier activities
and it is true that “Experience is best teacher”.

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Over view of logistics industry
The global logistics industry is estimated to be worth USD 300 billion. Though most of the
large service providers are headquartered in Europe, the biggest market is the US, which
captures about one-third of the world market. The global logistics industry is characterized
by high costs of operations, low margins, shortage of talent, infrastructural bottlenecks,
demand from clients for investing in technology and providing one-stop solutions to all their
needs, and consolidation through acquisitions, mergers and alliances.

 Logistic Industry India

India, the industry is still in its infancy, there is immense potential for growth. The Indian
logistics industry is currently plagued with low demand, poor infrastructure, high costs,
government regulations etc. However, it is going to turn around on the back of robust GDP
growth, globalization, FDI in logistics and increasing government support. This paper
highlights the current state of the industry, including the dynamics and opportunities for
growth, globally, in general, and in India, in particular, based on findings from surveys of
logistics service providers, and users, of India and other countries.

Logistics is the art and science of managing and controlling the flow of goods,
energy, information and other resources like products, services, and people, from the source
of production to the marketplace. It is difficult to accomplish any marketing or
manufacturing without logistical support. It involves the integration of information,
transportation, inventory, warehousing, material handling, and packaging. The operating
responsibility of logistics is the geographical repositioning of raw materials, work in process,
and finished inventories where required at the lowest cost possible.

INDIAN LOGISTICS INDUSTRY

ROAD

Railway

SEA
AIR

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History of logistics

The word of logistics originates from the ancient Greek logos (λόγος), which means “ratio,
word, calculation, reason, speech, oration”.

Logistics as a concept is considered to evolve from the military's need to supply themselves
as they moved from their base to a forward position. In ancient Greek, Roman and Byzantine
empires, there were military officers with the title ‘Logistikas’ who were responsible for
financial and supply distribution matters.

The Oxford English dictionary defines logistics as: “The branch of military science having to
do with procuring, maintaining and transporting material, personnel and facilities.”Another
dictionary definition is: "The time related positioning of resources." As such, logistics is
commonly seen as a branch of engineering which creates "people systems" rather than
"machine systems".

Military logistics

In military logistics, experts manage how and when to move resources to the places they are
needed. In military science, maintaining one's supply lines while disrupting those of the
enemy is a crucial—some would say the most crucial—element of military strategy, since an
armed force without food, fuel and ammunition is defenseless.

The Iraq war was a dramatic example of the importance of logistics. It had become very
necessary for the US and its allies to move huge amounts of men, materials and equipment
over great distances. Led by Lieutenant General William Pagonis, Logistics was successfully
used for this movement. The defeat of the British in the American War of Independence, and
the defeat of Rommel in World War II, have been largely attributed to logistical failure. The
historical leaders Hannibal Barca and Alexander the Great are considered to have been
logistical geniuses

The Indian logistics market represents $ 50billion and is growing at a rate of 7

percent annually.

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 What is logistics?
Logistics is the management of the inventory in the motion at the rest.

Features of Indian Logistics Industry

A number of small-integrated players.
•Transportation costs account for nearly 40% of production costs.
•Logistics costs around 13% of GDP, compared to 8% in the US.
•Growth in Indian economy is the major driving factor for the demand in logistics industry.
•Chemicals, metals, FMCG, cement and textiles have been identified as the top five
contributors to logistics revenues.

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 Part of logistics

Transport
Transport in the Republic of India is an important part of the nation's economy. Since
the economic liberalization of the 1990s, development of infrastructure within the country
has progressed at a rapid pace, and today there is a wide variety of modes of transport by
land, water and air. However, the relatively low GDP of India has meant that access to these
modes of transport has not been uniform.

Private vehicles account for 30% of the total transport demand in urban areas of India.
An average of 963 new private vehicles is registered every day in Delhi alone.[71] The
number of automobiles produced in India rose from 63 lakh (6.3 million) in 2002-03 to 1.1
corer (11.2 million) in 2008-09.[72] However, India still has a very low rate of car ownership.
When comparing car ownership between BRIC developing countries, it is on a par
with China,[68] and exceeded by Brazil and Russia.

Commercial Vehicle Operations is an application of Intelligent Transportation Systems for

trucks.

A typical system would be purchased by the managers of a trucking company. It would have
a satellite navigation system, a small computer and a digital radio in each truck. Every
fifteen minutes the computer transmits where the truck has been. The digital radio service
forwards the data to the central office of the trucking company. A computer system in the
central office manages the fleet in real time under control of a team of dispatchers.

In this way, the central office knows where its trucks are. The company tracks individual
loads by using bar-coded containers and pallets to track loads combined into a larger
container. To minimize handling-expense, damage and waste of vehicle capacity, optimal-
sized pallets are often constructed at distribution points to go to particular destinations.

A good load-tracking system will help deliver more than 95% of its loads via truck, on
planned schedules. If a truck gets off its route, or is delayed, the truck can be diverted to a
better route, or urgent loads that are likely to be late can be diverted to air freight. This
allows a trucking company to deliver a true premium service at only slightly higher cost. The
best proprietary systems, such as the one operated by FedEx, achieve better than 99.999%
on-time delivery.

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Load-tracking systems use queuing theory, linear programming and minimum spanning tree
logic to predict and improve arrival times. The exact means of combining these are usually
secret recipes deeply hidden in the software. The basic scheme is that hypothetical routes
are constructed by combining road segments, and then poor ones are eliminated using
linear programming.

The controlled routes allow a truck to avoid heavy traffic caused by rush-hour, accidents or
road-work. Increasingly, governments are providing digital notification when roadways are
known to have reduced capacity.

A good system lets the computer, dispatcher and driver collaborate on finding a good route,
or a method to move the load. One special value is that the computer can automatically
eliminate routes over roads that cannot take the weight of the truck, or that have overhead
obstructions.

Usually, the drivers log into the system. The system helps remind a driver to rest. Rested
drivers operate the truck more skillfully and safely.

When these systems were first introduced, some drivers resisted them, viewing them as a
way for management to spy on the driver.

A well-managed intelligent transportation system provides drivers with huge amounts of

help. It gives them a view of their own load and the network of roadways.

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Components of CVO include:

• Fleet Administration

• Freight Administration

• Electronic Clearance

• Commercial Vehicle Administrative Processes

• International Border Crossing Clearance

• Weigh-In-Motion (WIM)

• Roadside CVO Safety

• On-Board Safety Monitoring

• CVO Fleet Maintenance

• Hazardous Material Planning and Incident Response

• Freight In-Transit Monitoring

• Freight Terminal Management

Cargo
Cargo  (or  freight) is goods or produce transported, generally for  commercial  gain,
by  ship,  aircraft,  train,  van  or  truck. In modern times,  containers  are used in most  intermodal  long-
haul cargo  transport.

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 1. Services in logistics industry
Logistics may have either internal focus (inbound logistics), or external focus (outbound
logistics) covering the flow and storage of materials from point of origin to point of
consumption. There are six types of services provide in logistics Industry:-

a) Express cargo :- Express Cargo Carriers is specialize in the field of Transporting,

Responding and Meeting the ever changing needs of the surface transport by
providing utmost good, fast and safe delivery of precious goods to grow our
business. We also have network of branches at every station of business interest in
India.
Express Cargo has made a commitment to providing the best
customer service possible and is proud to say it can deliver anywhere, anytime. Since
first opening its doors for business in November 2000, Express Cargo has grown to
become one of the country’s leading transport providers. Its ability to buy bulk space
allows them to offer extremely competitive rates whatever and where ever your
cargo goes.

b) Transportation: - Transport  or  transportation  is the movement of people

and  goods  from one location to another.  Modes of
transport  include  air,  rail,  road,  water,  cable, pipeline, and  space. The field can be divided
into  infrastructure,  vehicles, and  operations. Transport is important since it enables trade
between peoples, which in turn establishes civilizations.
Transport infrastructure consists of the fixed installations necessary for transport,
and may be  roads,  railways,  airways,  waterways,  canals  and  pipelines, and terminals such
as  airports,  railway stations,  bus stations,  warehouses,  trucking terminals, refueling depots
(including fuelling docks and  fuel stations), and seaports. Terminals may be used both for
interchange of passengers and cargo and for maintenance.

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 c) Air cargo: - Air transport is a vital component of many international and
domestic logistics networks, essential to managing and controlling the flow of
goods, energy, information and other resources like products, services, and people,
from the source of production to the marketplace. It is difficult or nearly impossible
to accomplish any international trading, global export/import processes,
international repositioning of raw materials/products and manufacturing without a
professional logistical support. It involves the integration of information,
transportation, inventory, warehousing, material handling, and packaging. The
operating responsibility of logistics is the geographical repositioning of raw
materials, work in process, and finished inventories where required at the lowest
cost possible.

Bulk cargo
Bulk cargo  is  commodity  cargo  that is transported  unpackaged  in large quantities. This
cargo is usually dropped or poured, with a spout or shovel bucket, as a liquid or as a mass
of relatively small solids (e.g.  grain,  coal), into a  bulk carrier  ship's hold,  railroad car,
or  tanker truck/trailer/semi-trailer  body. Smaller quantities (still considered "bulk") can
be  boxed  (or  drummed) and  palletized. Bulk cargo is classified as liquid  or  dry.

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d) Shipment: - Shipment of freight by trucks, directly from the shipper to the destination, is
known as a door to door shipment. Vans and trucks make deliveries to sea ports and air
ports where freight is moved in bulk. It can be a physical process
of transporting goods and cargo, by land, air, and sea. It also can describe the
movement of objects by ship.

e) Warehousing: - warehouse  is a commercial  building  for storage of  goods. Warehouses

areusedby  manufacturers,  importers,  exporters,  wholesalers,  transportbusinesses,  custo
ms, etc. They are usually large plain buildings in industrial areas of cities and towns. They
usually have  loading docks  to load and unload goods from trucks. Sometimes warehouses
load and unload goods directly from  railways,  airports, or  seaports. They often
have  cranes  and  forklifts  for moving goods, which are usually placed
on  ISO  standard  pallets  loaded into  pallet racks.

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 f) Rail logistics: - The Indian Railways boasts of being the world’s 2nd largest rail network
spread over 81,511km and covering 6896 stations. The freight segment accounts for
roughly two thirds railway’s revenues. Rail services have been liberalized.

2. Operation in logistics: - Operations management refers to the activities, decisions and

responsibilities of managing the resources which are dedicated to the production and
delivery of products and services. The part of an organization that is responsible for this
activity is called the operations function and every organization has one as delivery of a
product and/or service is the reason for existence. There are following factors are
important for logistics operation.-

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 a) Billty:- Billty is a short note of document (whole information related to goods
payable and goods receivable).five to six page are inside in this note –consignor copy ,
consignee copy, acknowledgement copy, transit copy, account copy.

b) Manifest : - Transport document  that  serves  as a tally-sheet, and gives

a  detailed  summary  of all  bills  of  lading  (or  air waybills) issued by a  carrier  (or its  agent)
for a particular  voyage  of a particular vessel or vehicle. For  cargo  carrying vessels or
vehicles, a manifest  lists  its  consignor,  consignee,  number, origin, destination,  value, and
other such  information primarily for use by the  customs  authorities. Where the vessel or
vehicle carries passengers, it lists their  names, port  of embarkation, port of disembarkation,
etc., primarily for use by the immigration authorities.

c) Truck hire chalan :-When we will hire a lorry from the market we are mention the all
details regarding the lorry ,owner detail, driver detail and consignment detail mention in
truck hire chalan. In this chalan mention the advance money and lorry fair . Whole detail of
driver address and license . There are four copies red,yellow,white,light green each copy are
important to product delivery .

d) Loading & Unloading:- loading & unloading is the main operational factor its mis manage
then everything is mis manage .it is done by very careful because it’s a part of Hub & Spoke
System. Booking branches are delivered the goods in transshipment by hub & spoke system. And
another process is unloading the lorry by clerk. After that collecting a goods of one state and
start a loading .

Diagram of operation in logistics

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a) Transshipment:

Transshipment or Transshipment isthe shipment of goods or containers to an
intermediate destination, and then from there to yet another destination. The hub-and-
spoke distribution System (or model or network) is a system of connections arranged
like a chariot wheel, in which all traffic moves along spokes connected to the hub at the
center. The model is commonly used in industry, in particular
transport, telecommunications and freight, as well as in distributed.

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Transhipment is a place where all material collected it’s also known as the “HUB $ SPOKE”
system to manage all goods and efficient movement of material. There is 29 major
transhipment in India.

S. N. Transhipment center States/city

1 U.P. Border /Sanjay Gandhi Delhi

2. Dewas naka Indore

3. Wardhamna Nagpur

4. Auto nagar Hyderabad

5. Icchapuram Andhra Pradesh

6. Raipur Chhattisgarh

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 7. Vijayawada Andhra Pradesh

8. Madhawaram Chennai

9. Coimbatore Tamilnadu

10. Neelmangala Bangalore

11. Nigdi pune

12. Bhiwandi Mumbai

13. Vapi Gujarat

14. Aslali Ahmadabad

15. Jaipur Rajasthan

16. Kanpur U.P.

17. Patna Bihar

18 Jamshedpur Jharkhand

19. Calcutta West Bengal

20. Siligudi West Bengal

21. Guwahati Assam

22. Sanewal Ludhiyana

23. Ambala Haryana

24. cuttuk Orissa

25. Cochin Kerla

26. Pall ghat Kerla

27. Ponda Goa

28. Hubli Karnataka

29. Dimapur Assam

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d) Marketing (cold calling, customer visit, follow up, maintain relationship):- Marketing is used
to identify the  customer, satisfy the  customer, and keep the customer. Cold calling  is the
process of approaching prospective customers or clients, typically via  telephone, who was
not expecting such an interaction. The word "cold" is used because the person receiving the
call is not expecting a call or has not specifically asked to be contacted by a sales person.

e) Booking: Booking is very important factor of logistics in a other word without booking
cannot decide the cost and exp of any company. There are three types of booking -

1. Paid : Paid is cash booking of goods deliver to another place.

2. To Pay: In this type of booking consignor gave money after delivered goods.

3. To be Billed : In the billed contract base marketing that is booking relation between party
and transport .in this booking money given by consignor after deliver goods or third station .

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LOGISTICS FOR DIFFERENT FIELDS.
LIQUID LOGISTICS
Liquid Logistics is a special category of logistics that relates to liquid products, and is utilized
extensively in the "Supply Chain for Liquids" discipline.

Standard logistics techniques are generally used for discrete or unit products. Liquid
products have logistics characteristics that distinguish them from discrete products. Some of
the major characteristics of liquid products that impact their logistics handling are:

Liquids flowing from a higher level to a lower level provide the ability to move the liquids
without mechanical propulsion or manual intervention

Liquids’ adaptation to the shape of the container they are in provides a great deal of
flexibility in the design of storage systems and the use of “dead” space for storage

The level of a liquid as it has settled in a tank may be used to automatically and continuously
know the quantity of liquid in the tank

Liquids provide indications through changes in their characteristics that may be sensed and
translated into measures of the quality of the liquid

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 Many security and safety risks are significantly reduced or eliminated utilizing liquid
logistics techniques

Liquids may in some cases be “processed” well downstream from the original production
facility and thus offer the opportunity for improved efficiencies throughout the supply
stream together with more flexibility as to the nature of the product at the point of final
usage.

Each of these points represents a differentiation of liquid logistics from logistics techniques
used for discrete items. When properly planned for and handled these points of
differentiation may lead to business advantages for companies that produce, process, move,
or use liquid products.

MEDICAL LOGISTICS
Medical logistics is the logistics of pharmaceuticals, medical and surgical supplies, medical
devices and equipment, and other products needed to support doctors, nurses, and other
health and dental care providers.

Because its final customers are responsible for the lives and health of their patients, medical
logistics is unique in that it seeks to optimize effectiveness rather than efficiency.

Medical logistics functions comprise an important part of the health care system: after staff
costs, medical supplies are the single most expensive component of health care. To drive
costs out of the health-care sector, medical logistics providers are adopting supply chain
management theories.

REVERSE LOGISTICS
Reverse logistics is the logistics process of removing new or used products from their initial point in a
supply chain, such as returns from consumers, over stocked inventory, or outdated merchandise and
redistributing them using disposition management rules that will result in maximized value at the
end of the items original useful life. A reverse logistics operation is considerably different from
forward logistics. It must establish convenient collection points to receive the used goods from the
final customer or remove assets from the supply chain so that more efficient use of inventory /
material overall can be achieved. It requires packaging and storage systems that will ensure that
most of the value still remaining in the used good is not lost due to careless handling. It often
requires the development of a transportation mode that is compatible with existing forward logistic
system. Disposition can include returning assets into inventory pools or warehouses for storage,
returning goods to the original manufacturer for reimbursement, selling goods on a secondary
market, recycling assets, or a combination that will yield maximum value for the assets in question.

Simply, "reverse logistics" is all activity associated with a product/service after the point of sale, the
ultimate goal to optimize or make more efficient aftermarket activity, thus saving money. Types of
activity common with reverse logistics includes: logistics, warehousing, repair, refurbishment,

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 recycling, e-waste, after market call centre support, reverse fulfilment, field service and
many others.

An example of Reverse Logistics: T-Shirts, which are often sold at second sales where those with
minor flaws like improper logo print of the manufacturer or unnoticeable stitching flaws are
exhibited to be sold at discounted prices. The collection of the flawed clothes from the various stores
and reselling them at the Second Sales shop is an example of reverse logistics.

CONCEPT OF SUPPLY CHAIN MANAGEMENT

Supply chain management (SCM) is the process of planning, implementing, and controlling the
operations of the supply chain with the purpose to satisfy customer requirements as efficiently as
possible. Supply chain management spans all movement and storage of raw materials, work-in-
process inventory, and finished goods from point-of-origin to point-of-consumption. The term supply
chain management was coined by consultant Keith Oliver, of strategy consulting firm Booz Allen
Hamilton in 1982.

The definition one America professional association put forward is that Supply Chain Management
encompasses the planning and management of all activities involved in sourcing, procurement,
conversion, and logistics management activities. Importantly, it also includes coordination and
collaboration with channel partners, which can be suppliers, intermediaries, third-party service
providers, and customers. In essence, Supply Chain Management integrates supply and demand
management within and across companies.

Supply chain event management (abbreviated as SCEM) is a consideration of all possible occurring
events and factors that can cause a disruption in a supply chain. With SCEM possible scenarios can
be created and solutions can be planned.

Some experts distinguish supply chain management and logistics, while others consider the terms to
be interchangeable.

Supply chain management is also a category of software products.

Supply chain management problems

Supply chain management must address the following problems:

Distribution Network Configuration: Number and location of suppliers, production facilities,

distribution centers, warehouses and customers.

Distribution Strategy: Centralized versus decentralized, direct shipment, Cross docking, pull or push
strategies, third party logistics.

Information: Integrate systems and processes through the supply chain to share valuable
information, including demand signals, forecasts, inventory and transportation etc.

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 Inventory Management: Quantity and location of inventory including raw materials, work-
in-process and finished goods.

Supply chain execution is managing and coordinating the movement of materials information and
funds across the supply chain. The flow is bi-directional.

Activities/Functions

Supply chain management is a cross-functional approach to managing the movement of raw

materials into an organization and the movement of finished goods out of the organization toward
the end-consumer. As corporations strive to focus on core competencies and become more flexible,
they have reduced their ownership of raw materials sources and distribution channels. These
functions are increasingly being outsourced to other corporations that can perform the activities
better or more cost effectively. The effect has been to increase the number of companies involved in
satisfying consumer demand, while reducing management control of daily logistics operations. Less
control and more supply chain partners led to the creation of supply chain management concepts.
The purpose of supply chain management is to improve trust and collaboration among supply chain
partners, thus improving inventory visibility and improving inventory velocity.

Several models have been proposed for understanding the activities required to manage material
movements across organizational and functional boundaries. SCOR is a supply chain management
model promoted by the Supply-Chain Management Council. Another model is the SCM Model
proposed by the Global Supply Chain Forum (GSCF). Supply chain activities can be grouped into
strategic, tactical, and operational levels of activities.

Strategic
 Strategic network optimization, including the number, location, and size of warehouses,
distribution centres and facilities.
 Strategic partnership with suppliers, distributors, and customers, creating communication
channels for critical information and operational improvements such as cross docking, direct
shipping, and third-party logistics.
 Product design coordination, so that new and existing products can be optimally integrated
into the supply chain, load management
 Information Technology infrastructure, to support supply chain operations.
 There to make and what to make or buy decisions .
 Align overall organizational strategy with supply strategy .

Tactical
 Sourcing contracts and other purchasing decisions.
 Production decisions, including contracting, locations, scheduling, and planning process
definition.
 Inventory decisions, including quantity, location, and quality of inventory.
 Transportation strategy, including frequency, routes, and contracting.

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  Benchmarking of all operations against competitors and implementation of best
practices throughout the enterprise.
 Milestone payments

Operational
 Daily production and distribution planning, including all nodes in the supply chain.
 Production scheduling for each manufacturing facility in the supply chain (minute by minute).
 Demand planning and forecasting, coordinating the demand forecast of all customers and
sharing the forecast with all suppliers.
 Sourcing planning, including current inventory and forecast demand, in collaboration with all
suppliers.
 Inbound operations, including transportation from suppliers and receiving inventory.
 Production operations, including the consumption of materials and flow of finished goods.
 Outbound operations, including all fulfillment activities and transportation to customers.

Order promising, accounting for all constraints in the supply chain, including all suppliers,
manufacturing facilities. distribution centers, and other customers. Performance tracking of all
activities.

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 Supply Chain Management
Organizations increasingly find that they must rely on effective supply chains, or networks, to
successfully compete in the global market and networked economy.In Peter Drucker's (1998)
management's new paradigms, this concept of business relationships extends beyond traditional
enterprise boundaries and seeks to organize entire business processes throughout a value chain of
multiple companies.

During the past decades, globalization, outsourcing and information technology have enabled many
organizations such as Dell and Hewlett Packard, to successfully operate solid collaborative supply
networks in which each specialized business partner focuses on only a few key strategic activities
(Scott, 1993). This inter-organizational supply network can be acknowledged as a new form of
organization. However, with the complicated interactions among the players, the network structure
fits neither "market" nor "hierarchy" categories (Powell, 1990). It is not clear what kind of
performance impacts different supply network structures could have on firms, and little is known
about the coordination conditions and trade-offs that may exist among the players. From a system's
point of view, a complex network structure can be decomposed into individual component firms
(Zhang and Dilts, 2004). Traditionally, companies in a supply network concentrate on the inputs and
outputs of the processes, with little concern for the internal management working of other individual
players. Therefore, the choice of internal management control structure is known to impact local firm
performance (Mintzberg, 1979).

In the 21st century, there have been few changes in business environment that have contributed to
the development of supply chain networks. First, as an outcome of globalization and proliferation of
multi-national companies, joint ventures, strategic alliances and business partnerships were found to
be significant success factors, following the earlier "Just-In-Time", "Lean Management" and "Agile
Manufacturing" practices. Second, technological changes, particularly the dramatic fall in
information communication costs, a paramount component of transaction costs, has led to changes
in coordination among the members of the supply chain network (Coase, 1998).

Many researchers have recognized these kinds of supply network structure as a new organization
form, using terms such as "Keiretsu", "Extended Enterprise", "Virtual Corporation", Global Production
Network", and "Next Generation Manufacturing System". In general, such a structure can be defined
as "a group of semi-independent organizations, each with their capabilities, which collaborate in
ever-changing constellations to serve one or more markets in order to achieve some business goal
specific to that collaboration" (Akkermans, 2001).

Supply Chain Business Process Integration

Successful SCM requires a change from managing individual functions to integrating activities into
key supply chain processes. An example scenario: the purchasing department places orders as

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 requirements become appropriate. Marketing, responding to customer demand,
communicates with several distributors and retailers, and attempts to satisfy this demand. Shared
information between supply chain partners can only be fully leveraged through process integration.

CONCEPT OF 3PL
For Outsourcing: This includes the primary level component of management methods and
the company's cutting-edge strategy and its vital strategic objectives that the company will
identify and adopt for particular strategic initiatives in key the areas of technology
information, operations, manufacturing capabilities, and logistics (secondary level
components). A third-party logistics provider (abbreviated 3PL) is a firm that provides
outsourced or "third party" logistics services to companies for part or sometimes all of their
supply chain management function. Third party logistics providers typically specialize in
integrated warehousing and transportation services that can be scaled and customized to
customer’s needs based on market conditions and the demands and delivery service
requirements for their products and materials.

Types of 3PL providers

Hertz, and Alfredsson (2003) describe four categories of 3PL providers:

Standard 3PL provider: this is the most basic form of a 3PL provider. They would perform
activities such as, pick and pack, warehousing, and distribution (business) – the most basic
functions of logistics. For a majority of these firms, the 3PL function is not their main activity.

Service developer: this type of 3PL provider will offer their customers advanced value-added
services such as: tracking and tracing, cross-docking, specific packaging, or providing a
unique security system. A solid IT foundation and a focus on economies of scale and scope
will enable this type of 3PL provider to perform these types of tasks.

The customer adapter: this type of 3PL provider comes in at the request of the customer and
essentially takes over complete control of the company’s logistics activities. The 3PL provider
improves the logistics dramatically, but do not develop a new service. The customer base for
this type of 3PL provider is typically quite small.

The customer developer: this is the highest level that a 3PL provider can attain with respect
to its processes and activities. This occurs when the 3PL provider integrates itself with the
customer and takes over their entire logistics function. These providers will have few
customers, but will perform extensive and detailed tasks for them.

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Major Player Of Logistics Industry

 Gati Logistics ltd.

Gati Limited is a pioneer and leader in the Express Distribution and Supply Chain Solutions in India. It
was the revolutionary approach adopted by Gati that helped launch many path-breaking initiatives
in the logistics segment and many were the firsts for the Indian market. In a span of 20 years, Gati
has consistently explored various ways to bring premium value to the customer, always setting
benchmarks in quality of service and customer satisfaction.

Having started as a cargo management company in 1989, Gati has grown into an organization with
more than 3500 employees and a turnover of Rs 745 corer and covering 622 out of 626 districts in
India.Gati has over 4000 vehicles on road, fleet of refrigerated trucks, container vessels and world
class mechantronic warehousing facilities across India.Be it flexible point-to-point distribution
solutions or complex end-to-end integrated logistics solutions or supply chain management, Gati
does it all with great effectiveness and reliability, and enjoys the trust of a large customer base.

Gati was also the first to run the millennium parcel express train in October 2001 between Mumbai
and Kolkata with 10 VPUs. The initiative to run a parcel express train between KYN (Mumbai) and
NGC (Guwahati) was again taken by Gati - this is a classic example of PPP (Public Private
Partnership).

The Gati advantage of seamless connectivity across air, road, ocean and rail has resulted in a
plethora of offerings to the customer unmatched in the industry. Besides having a strong network in
India, Gati has a strong market presence in the Asia Pacific region and SAARC countries. Today, Gati
has offices in China, Singapore, Bhutan, Dubai, Hong Kong, Thailand, Nepal and Malaysia and has
plans to foray into other markets.

Gati's shipping division, Gati Ships based at Chennai, with two decades of experience in the industry
has many firsts to its credit: first in operating direct service to Yangon; first in operating a direct
container service from Ranong Port, Thailand; and the first in operating direct container service from
Penang, Malaysia. Gati Coast to Coast today has a tonnage of 46,345 DWT and a fleet strength of six
vessels.

Gati's business model is well aligned with the customers’ need, which is why the core businesses have
grown to meet the evolving needs of the customer, and this has resulted in consolidation of services
and in the development of core and critical infrastructure, thus propelling Gati to the forefront in the
logistics segment.

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  TCI logistics ltd
TCI group with a revenue of INR 20 Billion (Approx. $ 450 Million USD) is India's leading
Multimodal Integrated Supply Chain Solutions Provider with a Global presence.

With expertise developed over five decades, customer centric approach and world class
resources, TCI is equipped with an extensive set up of 1000 plus branch offices, a large
workforce, huge fleet of customized vehicles and managed warehouse space of 8.5 million
sq ft.

Leveraging on its extensive infrastructure, TCI offers seamless multi-modal logistics solutions
and moves 2.5% of India's GDP by value and has a well performing script in premier stock
exchanges like Bombay Stock Exchange and National Stock Exchange.

 Bluedart Express Ltd

We are South Asia's premier courier, and integrated express package Distribution
Company. We have the most extensive domestic network covering over 26,804 locations,
and service more than 220 countries and territories worldwide through our Sales alliance
with DHL, the premier global brand name in express distribution services.

Our vision is to establish continuing excellence in delivery capabilities focused on the

individual customer. In pursuit of sustainable leadership in quality services, we have
evolved an infrastructure unique in the country today:

1. State-of-the-art Technology, indigenously developed, for Track and Trace, MIS,

ERP, Customer Service, Space Control and Reservations.

  2. Blue Dart Aviation, dedicated capacity to support our time-definite morning

deliveries through night freighter flight operations.

  3. A countrywide Surface network to complement our air services.

  4. Warehouses at 53 locations across the country as well as bonded warehouses at

the 7 major metros of Ahmadabad, Bangalore, Chennai, Delhi, Mumbai, Kolkata
and Hyderabad.

  5. ISO 9001 - 2008 countrywide certification by Lloyd's Register Quality Assurance

for our entire operations, products and services.

  6. Ecommerce B2B and B2C initiatives including partnering with some of the prime

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 portals in the country.

 TNT Express Ltd

TNT Express is a global company, operating in 200 countries around the world. But the company
actually started from very humble beginnings, in Australia back in the 1940s, when Ken Thomas set
up his own transport business with just a single truck.

Business boomed in the 1950s as Ken’s company began offering road and rail freight services across
Australia including, for the first time, new overnight services. In 1958, the company became known
as Thomas Nationwide Transport or TNT for short and, by 1961, TNT had become so successful that it
was listed on the Australian stock exchange.

 North Eastern Carrying Corporation Ltd

Established in Year 1968, we are one of the leading logistic solution provider with offices
located throughout India. NECC offers a wide range of transport related services to meet
every customer requirement. We provide a broad range of fright management and
customized logistics solution backed by a single automated software programme. 

We leverage our operational expertise, technolgy and a high capacity network of

transportation vehicles, to identify logistics problems and provide end-to-end supply chain
solution from unique perspective clients.

QUALITY POLICY:

Team NECC will strive to attain Delivery and Distribution excellence:

 By aligning Organizational Resources and internal Systems.

 By adopting appropriate Technology to facilitate easier exchange of information,

internally and externally.

 By offering customized Services and products through specialized Divisions.

TEAM NECC IS COMMITTED TO EXCEED CLIENT EXPECTIONS.

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 VISION STATMENT:

To Provide Seamless Transit of material across national and international borders using
multimode’s solutions for speeder movement at lowest cost.

NECC offers wide range of transport related services. We book small parcels, full truckload
consignments, project consignments and Over Dimensional Consignments (ODC).

We also provide storage facilities at delivery points, if necessary.

 Retail booking of small consignments

 Full truck load service

 Over dimensional consignments

 Containerized movement of cargo

 Packers and Movers.

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FUTURE OF LOGISTICS INDUSTRY

The Transportation & Logistics (T&L) industry forms the backbone of global supply chains. Postal
operators as well as large logistics providers play a dominant role as key stakeholders in the T&L
industry. In recent years some former national Posts have undergone an extensive transformation to
emerge as multinational providers of complex logistics and financial services. These evolved entities
face new competition in their core markets of mail delivery through the liberalisation of markets and
privatisation.

At the same time, former Posts may be able to leverage their years of experience in collecting,
processing, transporting and delivering national and international mail in order to develop and
provide a broader palette of logistics based services, upstream with direct mail activities and
downstream with package delivery and payment services. Further, many existing logistics and
express companies have expanded well beyond simple delivery services and are now managing all
aspects of the supply chain. These ongoing trends have changed the face of an industry which has
become increasingly focused on serving customers in all parts of the world.

PwC's Logistics and Post practice has grown in step with the industry, supporting our clients through
industry restructurings, regulatory transformations, technological advances, changes in financial
reporting and new corporate governance requirements. Our experience and network of dedicated
logistics and post industry practitioners positions PwC to provide clients with quality audit and
business advisory services uniquely tailored to the specific needs of national and multinational post
companies and logistics service providers.

We help our clients reach these objectives by providing assurance, advisory and tax services to:

 Posts
 Express and parcel service providers
 Freight forwarding companies
 Logistics service providers

Please refer to our Global Logistics & Post capability statement highlighting the key challenges facing
our companies in this sector and the service solutions.

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FUTURE PROSPECTS
Despite problems, The Indian logistics industry is growing at 20% vis-à-vis the average world
logistics industry growth of 10%. Since the organized sector accounts for merely 1% of the
annual logistics cost, there is immense potential for growth of the sector. The major
opportunities are highlighted below.
➢ Many large Indian corporate such as Tata and Reliance Industries have been
attracted by the potential of this sector and have established logistics divisions. They started
providing in-house logistics services, and soon sensing the growth of the market, have
started providing services to other corporate as well.
➢ Large express cargo and courier companies such as Transport Corporation of India
(TCI) and Blue Dart have also started logistics operations. These companies enjoy the
advantage of already having a large asset base and an all-India distribution network. Some
large distributors have also forayed into the logistics business for their clients

Since logistics service can be provided without assets, there is growing interest
among entrepreneurs to venture into this business.
➢ Indian shippers are gradually becoming more aware of the benefits of logistics
outsourcing. They are now realizing that customer service and delivery performance
are equally important as cost to remain competitive in this global economy.
➢ The Indian economy is growing at over 9% for the last couple of years (compared to
the world GDP growth rate of 3%), which implies more outputs and more demand for
specialized logistics services.
➢ The Indian government has focused on infrastructure development. Examples include
the golden quadrilateral project, east-west and north-south corridors (connecting four major
metros), Free Trade and Warehousing Zones (FTWZ) in line with Special Economic Zones
(SEZ) with 100% Foreign Direct Investment (FDI) limit and public-private partnerships (PPP)
in infrastructure development. It is expected that infrastructure development would boost
investments in the logistics sector.

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 ➢ In India, 100% FDI is allowed in logistics whereas in China, until recently,
foreign
Investment was not allowed in domestic logistics. Almost all large global logistics companies
have their presence in India, mainly involved in freight forwarding. For domestic
transportation and warehousing, they have tie-ups with Indian companies. As the Indian
logistics scenario looks promising, these MNCs are expected to play bigger role, probably
forming wholly-owned subsidiaries or taking the acquisition route. The latter may be the
preferred route of investment since the target company is readily acquired with its asset
base and distribution network, and the need for building everything from scratch can thus be
avoided. The benefits for the acquired company include the patronage of an MNC and
access to the MNC’s global network.

GLOBAL LOGISTICS SCENARIO:

In a move to cut down costs, producers are exploring around the globe in search for the lowest cost
exporters/suppliers. Lured towards developing countries in south-east Asian region for lower-wages,
transportation industry is stretching its reach longer than ever before. Major players are focusing
overseas markets for outsourcing cheap manufacturing as well as expanding their businesses. This
result in outbound logistics. And acceleration in manufacturing capacity is driving many producers to
shutter superfluous plants. The rest of the plants are gaining the developing rhythm, but must export
overseas now to sustain their positions in the market.
Boom in the Internet based services made overseas suppliers capable to match foot with local
suppliers. Web-based sales, services and supplies are emerging vertically. The expanding reach has
compelled logistic industry to spur cross-border trade. Regardless-of this out break of activity, it is
commonplace also for expert managers of local logistics to get acquainted with the complexity of
international trade logistics. Global transportation and relevant services includes much complex
documentation than for domestic shipments. It almost includes longer delivery times. Evaluation of
the arrival times of international shipments is just a magic than solid fact.
The business players always look for just-in-time shipments, thus it aspires enhanced build to order
model and lot-size-of-one shipments, which results more pressure on logistics industry. Logistics
industry has usually been old-fashioned traditions. Usually, the shipping personals would decide for
carriers, customs agents and so on. Normally, their search doesn’t go beyond the initial service
providers who cover all the minimum requirements. Once the shipment kicks-off its journey towards
its destination, it is really hard to assume reaching time. For example, a ship that started its journey

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 from Asia could meet harsh weather, which may delay its reaching on the West Coast for
three days. On the other hand, the trucks at the West Coast would have to wait and sat empty and
ideal for the three days, which would certainly result in big loss. These kind of unpredictable losses
are usual in international logistics. Thus, even the largest multi-national companies avoided logistic
services on worldwide basis.

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 They opt to establish their operations in each country and let them to manage logistics
individually. The boom in Internet services changed international logistics rapidly. At present,
vendors can cater massive numbers of global shipments. Complying with this, they create and uphold
substantial databases, which cover country-specific laws and regulations. Factually, thousands of
combinations of containers, ports, and so on are likely counted for moving shipment. International
logistics vendors also maintains cost and route information on hundreds of hundreds carriers, which
are operational in dozens of regions, which offers both lower freight bills and cutting of delivery
times.

A biggest disadvantage in international logistics is the vagueness in arrival times. Materials

managers have had modest choice, so they had get around by adding more safety stocks.
Thus, the costs of inventory management in the overseas parts are naturally higher. The
uncertainty of delivery time is due to not tapping of international shipments closely and step
by- step. This is easier said than done. However vendors are now offering tracking system,
which is necessary in continuous tracking of both international logistics network, and
electronic visibility in each yard and carrier. Although there is much to be done to achieve
this stage, the pieces of the puzzle are gradually coming together.

Current status and dynamics of the industry

The extant literature on the logistics industry points to a number of issues that service providers have
to address, such as pricing pressures, high costs of operations and low return son investments, hiring
and retaining talent, pressure from clients to broaden the range of service offerings and
internationalize operations, demand for customized solutions and more value-added services,
besides infrastructural bottlenecks and government regulations. Service providers complain that
clients expect them to have the latest software, databases and ERP(Enterprise Resource Planning)
packages, and invest in new technologies such as RFID and satellite-based real-time tracking
systems. Clients perceive that these investments are part of the basic service package, and often do
not want to match the same with increased payments for these additional services. Pressure from
clients to broaden the range of service offerings and internationalize operations, has forced service
providers to look for suitable alliances, mergers and acquisitions that help fill the gaps in service
offerings, and industry verticals and geographic areas served, achieve economies of scale and
enhance service providers ‘capability to support international operations.
Currently, the world logistics market is going through a consolidation phase. Tibbett &Britten Group
of North America was acquired by Excel Logistics in August, 2004, and Deutsche Post World Net,
parent company of DHL, took over Excel in December, 2005. Bax Global was taken over by Deutsche
Bahn, parent company of Schenker, in November, 2005while A. P. Miller acquired P&O Nedlloyd in
February, 2006, and TNT Logistics was sold to Apollo Management L. P. in November, 2006.
However, mergers and acquisitions have their own set of problems in terms of integration of two
diverse business units. Carbone and Stone(2005) tracked the evolution of 20 leading European LSPs
between 1998 and 2004 in terms of their approach to mergers, acquisitions and alliances, and found
that although growth led to more coverage, integration of two different cultures was one of the most
difficult challenges faced by these firms in the consolidation process. Recent trends in the logistics
industry indicate that to be successful, service

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 EMERGING TRENDS IN INDIAN LOGISTICS INDUSTRY
Growth Within The Organized Sector
The logistics and warehousing sector in India, till now,  has been highly fragmented and characterised
by the presence of numerous unorganised players. A large number of player shave been providing
services in individual segments like transportation, warehousing, packaging etc. In 2007, organised
players accounted for only 6 per cent of the total US$ 100billion Indian logistics industry However,
changing business dynamics and the entry of global third party logistics players (3PL) has led to the
remodelling of the logistics services in India. From a mere combination of transportation and storage
services, logistics is fast emerging as a strategic function that involves end-to-end solutions that
improve efficiencies. Logistics players that provided limited logistics services, are also planning to
broaden their areas of operation. Besides expansion of distribution network by both national and
regional players, the sector is also witnessing considerable M&A (merger & acquisition) activity. For
instance, DHL acquired Blue Dart, TNT acquired Speed age Express Cargo Service and FedEx bought
over Pafex. Consolidation within the industry will lead to economies of scale for the existing
organised players, thereby lowering costs and improving efficiencies. Global logistics companies –
like Gazelle Brakemen (Wal-Mart's logistics partner), CH Robinson and Kerry logistics – have also
forayed into the Indian market in order to capitalise on the vast emerging opportunities within this
industry. Many of them are planning to develop their own logistics parks across the country.
Entry and expansion plans of logistics firms
•DHL and India-based the Lemuir Group entered into a 76: 24 joint venture – DHL
Lemuir Logistics Private Ltd.
•Germany-based Rhenus AG and Hyderabad based Seaways Shipping Ltd have set up
a joint venture – Seaways Rhenus Logistics Ltd.
•The UAE-based Swift Freight has forayed into the Indian market.
•Blue Dart Express is planning to add 1 million square feet of warehousing space to
develop 58 warehouses across the country by 2010.
•The Future Group plans to develop 3 million square feet of warehouses by 2010.
•National Bulk Handling Corporation plans to set up 200 warehouses across the
country by 2012.
Another trend witnessed over the last few years has been the entry of several large Indian corporate
houses – such as the Bharti group, Tatas and Reliance Industries Limited – into the logistics sector.
The Indian conglomerates foresee huge potential for specialised logistics and warehousing facilities,
particularly in industries like retail. Companies like Bharti, Tata Realty & Infrastructure, GE
Equipment Services and Reliance Logistics cater to the logistics needs of their own group companies
as well as provide services to the other companies.
The growth of the organised sector would enable the industry to provide cost-effective and
integrated logistics solutions in order to meet the ever-increasing demand. As per estimates, the
market share of organised logistics players is expected to double from 6 per cent in 2007to
approximately 12 per cent by 2015.

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VALUE ADDED AND EMERGING SERVICES

Besides the core transportation and warehousing services, the business of logistics is evolving to
encompass services that either enhance the effectiveness of existing transportation and warehousing
services or cater to associated value chain elements. All such services that do not directly involve
transportation and warehousing have been classified as value added and emerging services. Express
services  by both road and air are fast growing. While the Air Express and Courier segment is
reasonably organized, the Road Express segment is relatively less developed. Sophistication and
competition along with scale building among the industry players is expected to drive the need for
deeper skills at the operational level and a broader range of skills at the middle and senior
management levels in future. Track and trace  as a technology finds limited acceptance currently but
is inevitably going to become an indispensable part of transportation. Manpower that is capable of
operating and maintaining the systems would be increasingly in demand. Cold chain  services are
likely to gain significance as organized food retail takes off. This would particularly give rise to the
need for technically competent manpower capable of understanding the temperature and humidity
control requirements of various perishables and operating sophisticated controlled atmosphere
equipment
Value Added services associated with warehousing, such as packaging, inventory management etc.
would create a corresponding demand for personnel with matching skill  sets.

INDIAN LOGISTICS INDUSTRY – A REGIONAL PERSPECTIVE

Industrial clusters in India can be broadly divided into four economic zones, based on the
concentration of key industries like pharmaceuticals, auto and auto-components, textiles, machinery
and electronic goods. The presence of these industries is likely to favourably impact the
development of the logistics industries in these locations. Major states that fall in these four
economic zones are:
➢ North: Haryana, Himachal Pradesh, Delhi and Punjab
➢ West: Maharashtra Gujarat and Rajasthan
➢ South: Andhra Pradesh, Tamil Nadu and Karnataka
➢ East: Orissa and West Bengal

Western India (Maharashtra, Gujarat and Rajasthan) has emerged as the most prominent
destination for the logistics industry. Upsurge in In western India (Maharashtra, Gujarat and
Rajasthan), approximately 30,000 acres of land has been notified for the development of
non-IT/ITeS SEZs. This should lead to increased demand for logistical services in the region.
Southern India (Andhra Pradesh, Tamil Nadu and Karnataka) is a key automobile and auto
ancillary manufacturing market. Several SEZs are expected to come up in this region,
including multi-product, automobile and textile SEZs. The presence of a booming
pharmaceutical, auto component and agro-input industry along with the presence of seven
ports facilitating international trade are likely to give fillip to the logistics sector in southern
India in near future.
Northern India (Haryana, Himachal Pradesh, Delhi and Punjab) is a well-established market
for organised retail. Over the next two to three years, maximum supply of retail malls in the
country will come up in northern India. Apart from textiles, the region also has major
clusters of consumer goods and food processing industry.

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 In addition to the Golden Quadrilateral, infrastructure development projects like the Delhi-
Mumbai Industrial Corridor, Kundli- Manesar-Palwal Expressway and the Taj Expressway have led to
the development of several warehousing hubs and inland container depots by the logistics sector
Eastern India (Orissa and West Bengal), an exploration hub, is rich in mineral deposits and has
clusters of steel, consumer goods and textile industries. With increased emphasis being given to
stepping up trade with China, West Bengal (which is also the gateway to north eastern states) is
strategically poised to become a major logistics hub within this zone. Several logistics parks and Free
Trade Warehouse Zones are being developed in this region so that the logistics requirements of ports
(for international trade) and upcoming SEZs can be met.

Improving Fundamentals at Reasonable Multiples, But Macro

Overhang Remains

Five key points for investors in the sector:

1. Growth in GDP and trade are the core drivers;

2. Regulatory changes in place are catalyzing growth by removing inefficiencies;

3. Ongoing infrastructure build up improves long-term prospects;

4. Containerization is gaining momentum – specific segments will benefit more; and

5. At 2-year-trough valuations, short-term slowdown is already priced in, as we see it.

Growth In Gdp And Higher Participation In World Trade Are The Core
Drivers
The growth of the logistics sector is closely linked to India’s overall GDP growth and participation in
the world trade. With India’s economy growing at an average of 7.72% annually over the last five
years and looking set to grow at an average of 8% for the next five years (GS economists forecast 8%
CAGR in FY2008-FY2020E), the domestic demand scenario looks encouraging over the longer term
and should support growth in the logistics sector. However, EXIM growth seems to have slowed over
the last three quarters of FY2008 and the outlook for the near term looks mixed (29% growth in trade
over FY2004–FY2008), while GS economists expect EXIM growth to slow down to about 14% in
FY2009E. In our view, this remains a key overhang for the sector performance, as, despite strong
long-term fundamentals, investors will likely be wary of any near-term pain. The Indian government
has set an ambitious target of achieving US$200 bn in exports for the next fiscal year (vs. US$155 bn
achieved in FY2008), and a 1.5% share of global trade despite the scenario of weakening global
demand and strengthening currency. To achieve this target, the government has identified three key
areas of infrastructure development —ports, railways and roads — and has approved regulatory
changes to support growth across the logistics value chain.

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OUR DREAMS HAVE TO BE BIGGER, OUR AMBITIONS HIGHER, OUR
COMITTMENT DEEPER AND OUR EFFORTS GREATER.
This is my dream for LOGISTICS and INDIA.

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 Thank you

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