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India Post is set to undergo a major logistics transformation as the government plans a nationwide infrastructure to support India’s rapidly expanding e-commerce market across the country. The move reflects the changing role of India Post from a traditional postal service into a modern logistics and last-mile delivery network. As online shopping continues to grow across metros, small towns, and rural areas, the demand for faster, more reliable delivery networks has become more important than ever. To address this demand, the government aims to modernize parcel handling systems, improve delivery efficiency through modern infrastructure. The modernization efforts are expected to include improved parcel processing centers, real-time tracking systems, digital payment integration, automated logistics operations and faster delivery services. With a vast network across India, the organization is positioned to connect businesses with customers in areas where private logistics companies may have limited access. Recent technology initiatives introduced by India Post have already started improving operational transparency and customer experience through mobile-ready services and digital systems. Minister of State for Communications Chandra Sekhar Pemmasani said the government has invested nearly INR 5,800 crore towards post office modernisation initiatives. These upgrades include OTP-based deliveries, real-time SMS tracking systems and operational digitisation aimed at improving transparency and customer convenience. Industry experts believe that a stronger India Post network could play an important role in improving supply chain connectivity across India while supporting the long-term growth of the e-commerce sector. As the Indian market continues to grow rapidly, the modernization of India Post signals the government’s intention to build a more inclusive and future-ready logistics system capable of supporting the fast-changing digital economy.
India’s maritime sector received a major boost as the Shipping Corporation of India (SCI) announced a record-breaking financial performance for FY 2025-26, underlining the company’s growing operational strength and strategic resilience in a volatile global shipping market. The state-owned shipping major reported its highest consolidated Profit After Tax (PAT) in nearly two decades, driven by stronger fleet utilisation, disciplined cost management, and improved freight market conditions across key shipping segments. The company’s stellar performance highlights the increasing importance of India’s maritime and logistics ecosystem in supporting global trade flows and national supply chain efficiency. SCI’s strong financial showing was supported by robust earnings from its tanker operations, alongside improved contributions from liner and offshore segments. During the third quarter of FY 2025-26 alone, the company posted a record quarterly PAT exceeding ₹400 crore, marking one of its best quarterly performances in the last decade. Revenue growth was also aided by strategic deployment of vessels and operational optimisation initiatives. Industry observers believe SCI’s financial turnaround reflects improving market fundamentals in the shipping sector, particularly amid rising energy transportation demand and India’s growing focus on maritime infrastructure development under initiatives such as Sagarmala and port-led logistics expansion. SCI has also continued strengthening its balance sheet through prudent financial management and enhanced asset utilisation. The company’s consistent emphasis on operational efficiency has helped it navigate fluctuating freight cycles while maintaining profitability across business verticals. Analysts note that SCI’s performance positions the company favourably to capitalise on future opportunities in coastal shipping, global energy transportation, and integrated logistics solutions. The company reaffirmed its commitment to fleet modernisation and service reliability, aligning with India’s broader ambition of becoming a leading maritime nation. SCI stated that its growth strategy remains focused on supporting trade facilitation, energy security, and maritime self-reliance while creating long-term stakeholder value. With India’s shipping and logistics sector witnessing increasing policy support and cargo movement growth, SCI’s record FY 2025-26 performance is expected to further strengthen investor confidence and accelerate momentum in the country’s maritime supply chain ecosystem. As global shipping markets continue evolving, SCI’s strong financial foundation and operational agility are likely to play a critical role in shaping India’s future maritime competitiveness.
VE Commercial Vehicles (VECV) has secured a significant order from the Uttar Pradesh State Road Transport Corporation (UPSRTC) for 1,621 buses and 42 heavy-duty trucks. The order includes 1,344 non-air-conditioned buses, 197 air-conditioned buses, 80 CNG bus chassis, and 42 logistics trucks, reinforcing the corporation's commitment to modernizing its transportation fleet. Vinod Aggarwal, MD & CEO of VE Commercial Vehicles Limited, highlighted that the order reflects UPSRTC’s confidence in VECV’s range of transportation solutions across light, medium, and heavy-duty segments. The non-air-conditioned buses, including the Skyline Pro 3011 L and Skyline Pro 3010 L models, are built on the company's 3000 series platform and are powered by E494 and E474 BSVI engines, designed to deliver improved fuel efficiency and lower emissions. The order also includes Eicher Pro 6016 CNG buses, equipped with E694 CNG engines producing 150 kW of power. These buses feature high-capacity CNG tanks and Domex chassis, ensuring durability and operational efficiency. Additionally, the Eicher Pro 3019 trucks, powered by E494 engines, will be deployed for logistics and parts movement, further enhancing UPSRTC’s supply chain capabilities. Established in 2008 as a joint venture between Volvo Group and Eicher Motors, VECV has been at the forefront of technological innovation in commercial vehicles. The company offers connected vehicle technology and operates an Uptime Centre for real-time diagnostics and fleet management. Its service network, comprising certified workshops and extended warranty programs, ensures comprehensive after-sales support. This procurement aligns with the Uttar Pradesh government’s infrastructure development agenda and will play a crucial role in modernising public transportation in the state. Eicher’s vehicles come equipped with advanced telematics systems, and with a strong network of service centres across India, the company aims to enhance fleet reliability and operational efficiency. As one of the larger orders in India’s commercial vehicle sector, this deal marks a milestone for VECV and UPSRTC’s fleet expansion strategy, emphasising sustainability and improved passenger and cargo transport solutions.
The Economic Survey 2024-25, released by the Government of India, projects a steady GDP growth between 6.3% and 6.8% in FY26, driven by robust industrial and services sectors. The survey emphasises the crucial role of infrastructure development in sustaining this economic momentum. With industrial output set to grow by 6.2% in FY25, there is an increasing need for enhanced transport and distribution networks to support the expanding economy. Key to achieving these goals is the ₹50,000 crore Self-Reliant India Fund, launched to provide equity funding to MSMEs, which are expected to drive both domestic growth and exports. As the government continues to prioritise infrastructure, particularly in the transport and supply chain sectors, the development of smoother, more efficient connections across regions becomes even more vital. India’s export performance remains strong, with overall exports growing 6% year-on-year during April-December 2024. Services exports surged by 12.8% during April-November FY25, highlighting the increasing importance of efficient distribution systems for international trade. The report also underscores the need for continued investments in solar and wind power, which grew by 15.8% year-on-year as of December 2024. The growing demand for renewable energy infrastructure further reinforces the government’s commitment to sustainable development across sectors. With India’s economic trajectory pointing toward sustained growth, the focus on infrastructure development, including transport, warehousing, and distribution, is expected to play a pivotal role in shaping the country’s long-term economic landscape.
The Chennai division of Southern Railway has introduced a dedicated Parcel Cargo Express Train (PCET) to enhance rail-based logistics, providing a faster and more reliable mode of transportation for parcel cargo. The inaugural service was flagged off on Wednesday by Chennai Divisional Railway Manager Vishwanath Eerya, marking a significant step in streamlining freight movement between the southern and northern regions of India. The PCET will operate between Royapuram in Chennai and Patel Nagar in Delhi under a six-year contract awarded to the Rail Transport Corporation of India. The initiative is expected to generate substantial revenue, with the railway set to earn a minimum of Rs 25 lakh per trip. Operations are scheduled to continue from January 29, 2024, to January 1, 2031. Initially, the train will complete two round trips per month, but the leaseholder has proposed to increase the frequency to two round trips per week on Wednesdays and Sundays. This expansion is expected to generate an estimated revenue of Rs 208 crore over six years. The cargo express will transport a diverse range of goods, including auto parts, leather, handloom products, tyres, and courier shipments. The carrying capacity of the train is set at 353 tonnes per trip for the first six months, with a planned increase to 468 tonnes. Covering a total distance of 2,195 km, the service will play a crucial role in improving trade connectivity between the southern and northern regions, fostering economic growth and supply chain efficiency.
The second and third phases of the Vizhinjam Port, scheduled for completion by 2028, are set to establish the port as a key driver of Kerala’s economic progress, according to Minister V.N. Vasavan. Speaking at the closing session of the Vizhinjam Conclave 2025, Vasavan emphasised that the expansion, along with the introduction of passenger cargo facilities, will position Kerala’s maritime sector as a leader in South Asia. The Vizhinjam Integrated Logistics Hub, along with the Vallarpadam Container Terminal and 17 other smaller ports in Kerala, is expected to play a crucial role in global supply chain operations. Since the arrival of the first cargo ship in July, the port has handled 144 ships and processed 2,90,000 containers within just six months, underscoring its growing operational efficiency. With a natural depth of 20 metres, Vizhinjam offers direct access to mother vessels, further enhancing its strategic significance. To strengthen the port’s connectivity, the state government has committed to major infrastructure improvements. A 10-km rail tunnel from Balaramapuram to Vizhinjam Port is planned for completion within four years, while road connectivity to National Highway 66 is set to be finalised in two years. These developments will significantly enhance access to the port, supporting its integration into global trade networks. Industries Minister P. Rajeeve outlined an ambitious vision for transforming Vizhinjam into a global industrial hub. He encouraged industrialists to capitalise on the opportunities emerging from the port’s expansion and reaffirmed the Kerala government’s commitment to fostering industrial growth in the region. Education Minister V. Sivankutty highlighted the port’s potential to generate substantial employment and attract international investors. With over 300 delegates and 50 investors participating in the conclave, confidence in Vizhinjam’s future as a maritime powerhouse continues to grow.
In a significant step to enhance Inland Water Transport (IWT) operations on National Waterway-1 (NW-1), River Ganga, the Inland Waterways Authority of India (IWAI), under the Union Ministry of Ports, Shipping and Waterways, inaugurated a full-fledged Regional Office in Varanasi on January 23, 2025. This marks IWAI’s sixth regional office, complementing existing locations in Guwahati, Patna, Kochi, Bhubaneswar, and Kolkata. The new office, with a sub-office at Prayagraj, will oversee a 487-kilometer stretch from Majhua to Prayagraj, including the Multi-Modal Terminal (MMT) at Varanasi. The key focus will be the World-Bank-funded Jal Marg Vikas Project (JMVP), aimed at upgrading the River Ganga’s capacity through river conservancy works such as dredging and constructing critical infrastructure like terminals and locks. Infrastructure under JMVP includes MMTs in Varanasi, Sahibganj, and Haldia, an inter-modal terminal at Kalughat, and a new navigational lock at Farakka. Sixty community jetties across Uttar Pradesh, Bihar, Jharkhand, and West Bengal will further empower local farmers, artisans, and fishermen. The Varanasi office will also coordinate with Uttar Pradesh's State IWT Authority, focusing on tributaries such as the Yamuna, Gomti, and Betwa, alongside other National Waterways in the state. Aligned with Prime Minister Narendra Modi’s vision and Minister Sarbananda Sonowal’s leadership, IWAI continues its nationwide expansion, fostering waterways as a vital engine of growth and connectivity.
The Ministry of Railways is gearing up to launch innovative freight-cum-passenger trains, aiming to capture a significant share of the time-sensitive parcel and small cargo shipment market. This unique double-decker train design will feature freight on the ground level and passenger seating on the upper deck, according to senior government sources cited by Business Standard. The project, presented to Prime Minister Narendra Modi during a late-2024 sectoral review, received support from the Prime Minister’s Office (PMO) to move forward. Aligned with Indian Railways’ strategy to diversify its freight portfolio, the trains aim to compete directly with road transport for parcels and e-commerce shipments. Currently, coal and iron ore constitute 60% of Indian Railways’ freight revenue. With plans to transport 3,000 million tonnes of cargo by 2030, the ministry is focusing on boosting miscellaneous goods transport, including parcels. In 2023-24, the ministry revised its revenue target for miscellaneous goods to ₹13,227 crore, though it still fell short by 6.8% from initial budget estimates. The Rail Coach Factory in Kapurthala is developing the prototypes, with 10 coaches already built at an estimated cost of ₹4 crore each. A complete rake is being assembled to operate on select routes, targeting areas with high cargo demand. Potential collaborations with India Post are under consideration to enhance courier market penetration. While the initiative marks Indian Railways’ first entry into cargo liners, logistical challenges remain. Experts highlight concerns about timely parcel unloading potentially delaying passenger train schedules. As rail freight grew by 5% to 1,591 million tonnes in 2023-24, achieving a 10% CAGR through 2030 will be essential to meet freight targets and reduce reliance on raw materials for revenue. This innovative freight-cum-passenger model could pave the way for Indian Railways’ growth in untapped markets.
Indian Railways is accelerating the deployment of the advanced Kavach 4.0 automatic train protection system across its key routes to enhance operational safety and efficiency. Kavach 4.0, developed in-house, is an upgraded, technology-driven solution designed to prevent accidents and ensure smooth train operations by minimising human errors. According to officials, all locomotives equipped with older versions of Kavach will be upgraded to the latest system. The North Frontier Railway has identified 1,966 route kilometres (RKM) between Malda Town and Dibrugarh for Kavach 4.0 implementation. The advanced system incorporates features such as Station Kavach, which integrates loco safety with signalling systems, and RFID tags positioned along tracks to monitor train locations and directions. This initiative is part of Indian Railways’ broader strategy to modernise its infrastructure and enhance safety standards, ensuring a smoother and safer travel experience for passengers. The adoption of Kavach 4.0 reinforces the organisation’s commitment to preventing accidents while supporting the government’s vision of a technologically advanced railway network.
The much-anticipated Sindi Multimodal Logistics Park, spearheaded by Union Minister Nitin Gadkari, is slated to commence operations in the New Year, with plans to facilitate exports to Bangladesh using cost-efficient riverine routes. DeltaCorp, the project developer in partnership with Maharashtra Multimodal Logistics Park Limited (MMLPM), has reportedly sought approval to begin operations ahead of the scheduled commercial operation date (COD), leveraging existing infrastructure. The facility, commonly known as the Sindi dry port, aims to transform logistics by utilising a rail-to-river transport model. Goods will be transported by rail to Haldia, West Bengal, and subsequently shipped to Bangladesh via river vessels, reducing transit times and costs. Key exports include cotton from Vidarbha, along with items like transmission towers, automobile parts, tractors, and perishable goods such as oranges and onions. Plans are also underway to use the Sindi facility as a domestic logistics hub, with a focus on deploying car carriers for automobile transport. The park’s central location makes it ideal for streamlined distribution across the country. Industry stakeholders like Shiv Kumar Rao, former president of the Vidarbha Economic Development (VED) Council, and logistics businessman Pyare Khan highlight the transformative potential of the facility for both regional and international trade. The inauguration of the dry port in December last year marked the culmination of efforts to position Vidarbha as a pivotal logistics node. With trade with Bangladesh resuming, the Sindi Multimodal Logistics Park is poised to play a vital role in enhancing exports, streamlining domestic logistics, and bolstering the regional economy. Source: TOI
The Central Government and the Asian Development Bank have agreed upon a policy-based loan, which is in the amount of $350 million. Such an initiative will be available under the second subprogram of the SMILE. It intends to boost Indian manufacturing by building up their supply chains. An agreement that the Department of Economic Affairs, Ministry of Finance, the Department for Promotion of Industry and Internal Trade, Ministry of Commerce and Industry, and ADB have jointly signed will represent the commitment of the government to transforming the logistics landscape. The SMILE program's programmatic approach consists of two subprograms that focus on broad-based policy reforms to enhance logistics efficiency. The initiative establishes a comprehensive framework for developing multimodal logistics infrastructure at national, state, and city levels. It also aims to standardise warehousing and logistics assets, incentivise private sector participation, and adopt smart systems for low-emission, efficient operations. The Ministry of Commerce & Industry pointed out that these measures are necessary to improve the competitiveness of the manufacturing sector in India. The program is likely to create employment, ensure gender inclusion, and bring sustainable economic growth through cost reductions in logistics and improving efficiency in external trade. This reflects the mutual commitment of both the Indian Government and ADB to utilising logistics as a foundation for economic development. By driving digital integration, infrastructure advancement, and strategic reforms, this partnership promises to transform the logistics ecosystem in India-boosting growth, innovation, and global competitiveness. Source: ANI
The Indian government extended Adani Group's Krishnapatnam Port permit for petroleum imports until March 1, 2026, citing "public interest" and its strategic regional importance. The Ministry of Ports, Shipping, and Waterways announces the extension for Krishnapatnam Port (Adani Krishnapatnam Port Ltd) to import petrol by sea from 25.08.2024 to 01.03.2026 based upon public interest and on considerations by Navigational Safety at Ports Committee. Adani Ports' shares gained more than 1% intraday on the Bombay Stock Exchange after the declaration. It has augmented its operations with an advanced cargo handling system since August 2024. The port says it enhances container and bulk cargo management with automated tracking, real-time analysis, and improved logistics, thereby enhancing efficiency, accuracy, and cost-effectiveness, besides making the system safer. Krishnapatnam Port, one of India’s largest private ports, has a capacity of 64 million tonnes annually. Adani Ports and Special Economic Zone Limited (APSEZ) first acquired a 75% stake in Krishnapatnam Port Company Limited (KPCL) in 2020 and later secured full ownership in 2021 by purchasing the remaining 25% stake for ₹2,800 crore. This extension and technological upgrade further solidify the port’s pivotal role in India’s maritime infrastructure.
India’s Dedicated Freight Corridors (DFCs) achieved a significant milestone in FY24, witnessing a 142% surge in cargo movement compared to the previous year. According to the Dedicated Freight Corridor Corporation of India (DFCCIL), the network handled 119,129 Gross Ton Kilometres (GTKMs) in FY24, facilitated by the commissioning of 1,272 km of new tracks. Daily train operations increased by 42%, from 170 trains in FY23 to 241 trains in FY24. The Eastern and Western DFCs, spanning 2,843 km across 56 districts in seven states, are nearing completion, with 96.4% of the network operational. DFCCIL also achieved over 1,000 "Truck on Train" trips on the Western Corridor, emphasizing its role in reducing road transport dependency. Capital expenditure for DFCs totaled ₹10,576 crore in FY24, with cumulative project investments reaching ₹94,091 crore. DFCCIL's revenue from operations rose to ₹4,484 crore in FY24, up from ₹3,141 crore in FY23, though it recorded a net loss of ₹29.59 crore. The growing reliance on rail freight has moderated road toll revenue growth. Toll revenue growth is projected to slow to 5.5%-6% in FY25, compared to 12% in FY24 and 21.2% in FY23. In H1 FY25, toll revenue growth was muted at 4.8%, reflecting the ongoing inter-modal shift. While monsoon effects impacted Q2 traffic growth, the latter half of FY25 may show improvement. However, the growing preference for freight corridors is reshaping India’s logistics landscape.
Paradip Port plans to develop three new berths, mechanise four existing ones, and one berth it has proposed exclusively for green hydrogen under its strategy to become fully mechanised by 2030, Paradip Port Authority officials said. The port is administered directly by central governments, like most other ports in India, with the objective of increasing its handling capacity from its current handle of 289 MTPA to over 400 MTPA by 2030, and a target of reaching 500 MTPA by 2047. The mechanisation of berths would require a huge investment of Rs 25 billion, which would significantly improve the operational efficiency while reducing handling time, thus improving productivity at the port as an aggregate. The port also plans to create a dedicated berth for export and bunkering of green hydrogen and green ammonia at 5 MTPA. According to the official, this project is expected to be awarded by 2026. Estimated investment of Rs 3.25 billion would go into the project. A total of four agreements have already been signed with investors who will come to the nearby area to set up green hydrogen and green ammonia plants that require a total investment of Rs 508 billion. Source: India Shipping News
CBIC has issued several recent announcements to ease and make the logistics operations more efficient. The insurance cover that would accompany the stored customs cargo is reduced from the present ten days to five days. This cuts down costs and improves the cash cycle of CCSPs. It has also streamlined licensing for CCSPs by phasing in alignment of their licenses with AEO status. CCSPs will be able to handle exempted cargo if they meet international standards for operations, meaning they will have easier operations and may not renew licenses for handling goods. These are expected to facilitate businesses, reduce overheads and contribute positively to the logistics and supply chain industry efficiency in India, with more smooth and rapid cargo movement. In general, these are the government's efforts towards easy facilitation of business processes in India.
Science is an enterprise that should be cherished as an activity of the free human mind. Because it transforms who we are, how we live, and it gives us an understanding of our place in the universe. Ever since the Industrial Revolution, investments in science and technology have proved to be reliable engines of economic growth. If homegrown interest in those fields is not regenerated soon, the comfortable lifestyle to which Americans have become accustomed will draw to a rapid close. The only service a friend can really render is to keep up your courage by holding up to you a mirror in which you can see a noble image of yourself. George Bernard Shaw Where there's water on Earth, you find life as we know it. So if you find water somewhere else, it becomes a remarkable draw to look closer to see if life of any kind is there, even if it's bacterial, which would be extraordinary for the field of biology.We don't want tradition. We want to livein the present and the only history that is worth a tinker's dam is the history we make today. Keep Your Face to the Sunshine and You Cannot See a Shadow I think the greatest of people in society carved niches that represented the unique expression of their combinations of talents, and if everyone had the luxury of expressing the unique combinations of talents in this world, our society would be transformed overnight. Big ideas, big ambitious projects need to be embedded within culture at a level deeper than the political winds. It needs to be deeper than the economic fluctuations that could turn people against an expensive project because they're on an unemployment line and can't feed their families. However difficult life may seem, there is always something you can do and succeed at. Stephen Hawking Half of my library are old books because I like seeing how people thought about their world at their time. So that I don't get bigheaded about something we just discovered and I can be humble about where we might go next. Because you can see who got stuff right and most of the people who got stuff wrong. If we find life out there, and it's not us, we will deem it not intelligent. But what may be equally as likely is that we find life that's vastly more intelligent than we are. If that's the case, we are putty in their hands. With regard to robots, in the early days of robots people said, 'Oh, let's build a robot' and what's the first thought? You make a robot look like a human and do human things. That's so 1950s. We are so past that. The one thing that can solve most of our problems is dancing. The caricature of science is that we hold tight to the theories we have, and shun challenges to them. That's just not true. In fact, we hold our highest rewards for those scientists who can prove others wrong. And by the way, they are famous in their own lifetimes. We don't wait until they're dead. People May Hear Your Words, but They Feel Your Attitude Every account of a higher power that I've seen described, of all religions that I've seen, include many statements with regard to the benevolence of that power. When I look at the universe and all the ways the universe wants to kill us, I find it hard to reconcile that with statements of beneficence. We aren't addicted to oil, but our cars are. I have a personal philosophy in life: If somebody else can do something that I'm doing, they should do it. And what I want to do is find things that would represent a unique contribution to the world - the contribution that only I, and my portfolio of talents, can make happen. Those are my priorities in life. We didn't build the interstate system to connect New York to Los Angeles because the West Coast was a priority. No, we webbed the highways so people can go to multiple places and invent ways of doing things not thought of by the persons building the roads. When you innovate, you create new industries that then boost your economy. And when you create new industries and that becomes part of your culture, your jobs can't go overseas because no one else has figured out how to do it yet. The history of exploration across nations and across time is not one where nations said, 'Let's explore because it's fun.' It was, 'Let's explore so that we can claim lands for our country, so that we can open up new trade routes; let's explore so we can become more powerful.'
In a major step toward improving India’s medical device supply chain, Celcius Logistics has partnered with Ottobock India to launch a dedicated prosthetics and assistive-device warehouse facility in Thane, Maharashtra. The newly launched facility, located at Wagle Estate, spans approximately 3,000 sq ft and has been developed to support the storage and nationwide distribution of advanced prosthetic limbs, orthotic devices and other specialized healthcare products. The warehouse features 110 slotted racks, more than 700 bin locations, and a temperature- controlled section for storing sensitive medical materials. Under a five- year agreement, Celcius Logistics, an Indian healthcare and cold-chain logistics company will manage the end-to-end warehouse operations and transportation for Ottobock India, the Indian arm of Germany-based prosthetics manufacturer Ottobock. Both firms have already indicated plans to expand the facility’s operational capacity by nearly 25 percent within the next year as demand increases. Commenting on the partnership, Swarup Bose, Founder and CEO, Celcius Logistics, said, “This partnership reflects how healthcare supply chains in India are evolving towards greater precision, reliability, and accountability. At Celcius, we are focused on building infrastructure that can consistently support the movement of high-value, sensitive medical products at scale. By combining our technology-led logistics capabilities with Ottobock’s global expertise, we are enabling a more robust and responsive distribution ecosystem.” The launch of the Thane facility is therefore being seen by industry experts not only as a warehousing expansion, but also as a broader move toward building a specialized healthcare logistics in India. Follow CARGOCONNECT for more such updates.
As we all know, supply chain management encompasses a multifaceted approach to streamline operations, optimise resources, and meet customer demands efficiently. Integrating the entire supply chain involves aligning and synchronising all components, processes, and stakeholders involved—from suppliers to end consumers. Most importantly, an integrated supply chain leverages technology and standardised processes to achieve seamless coordination, visibility, and data sharing across the entire value chain. As businesses navigate the complexities of today’s global marketplace, harnessing the power of an innovative supply chain through enabling technological advancements and process improvements is crucial for establishing resilient, responsive, and future-ready supply chain ecosystems. These aspects are brought together by three crucial elements: technology as the backbone of innovative supply chains, continuous improvement throughout the entire supply chain, and network structures driven by transparent communication and end-to-end visibility. Harish Singh, Head – Supply Chain, Burgerama talks about the amalgamation of these key elements that enable organisations like Burgerama to stay ahead in a rapidly evolving business landscape, fostering innovation and sustainable growth in the realm of supply chain management features. Excerpts by UPAMANYU BORAH from a recent interaction. Genesis and Operations Founded in 2018 by Kabir, Viraaj, and Vivek, Burgerama is a flavour-packed tale of the juiciest cheeseburgers in India. Starting strong in Sushant Lok in October 2018, not even a global pandemic could halt this culinary sensation. What sets Burgerama apart? It's the explosion of taste in every bite, achieved through meticulous ingredient selection and an unwavering commitment to authenticity. Beyond just a food joint, Burgerama is a narrative of enduring friendship and an unyielding quest to craft the perfect burger experience. Now operating 14 delivery outlets across Delhi NCR, Chandigarh, and Bangalore, Burgerama has come to be known for its passionate team, true-to-form flavours and genuinely delicious products, creating a truly unique burger experience for all. Adapting to Macro Challenges In recent times, our burger brand has experienced both positive and negative impacts from the macro environment. A shift towards healthier eating habits has inspired us to innovate our menu, offering diverse options with high-quality, nutritious ingredients, expanding our appeal. Embracing sustainability, we've adopted eco-friendly packaging and responsible sourcing, aligning with evolving consumer values. However, challenges persist. Fluctuating commodity prices and supply chain disruptions occasionally affect our quality and pricing consistency. To address this, we've prioritised supply chain flexibility. Technological investments and strategic partnerships enable swift responses to unforeseen circumstances. Building relationships with multiple suppliers and agile inventory management mitigate localised disruptions. Our logistics infrastructure, designed for agility, includes contingency plans and alternative routes, ensuring seamless operations. Despite macro challenges, our commitment to a flexible supply chain empowers us to navigate obstacles effectively, ensuring consistent delivery of quality burgers to our customers under any circumstances. Global Benchmarks, Local Adaptations Our burger brand prioritises a consistent supply through tech-driven forecasting, strategic partnerships, and global benchmarking. Leveraging predictive analytics, we adjust production to minimise shortages or overstocking. Long-term relationships with suppliers ensure transparent operations, from sourcing to delivery. We adapt successful global practices through benchmarking and continually improve through audits, adopting new technologies or optimising routes. Our commitment to agility and learning from global benchmarks ensures a reliable supply chain, meeting dynamic customer demands. Cost Management Methods In the face of escalating input costs, especially in a landscape where our primary business operates through Zomato and Swiggy, our commitment remains to shield end consumers from additional financial burdens. Our strategy is multi-faceted, emphasising cost management without compromising quality or transferring extra expenses to the customer. Internally, we relentlessly optimise operations, streamlining processes from sourcing to distribution to enhance efficiency and minimise wastage throughout the supply chain. Furthermore, we are resolute in absorbing a certain degree of these cost increases within our operations, ensuring that the quality, value, and experience associated with our brand remain uncompromised. Collaborating closely with our suppliers and distributors, we navigate peak input costs by absorbing some of the financial pressures internally, ultimately ensuring that the end consumer is spared from additional financial strains. Automation advancements in Operations Harnessing advanced information technology has been transformative for our supply chain. Integration of cutting-edge solutions has significantly boosted efficiency, agility, and responsiveness. A key initiative involves implementing robust inventory management systems driven by machine learning algorithms. These systems enhance demand forecasting, optimise inventory levels, and predict supply chain disruptions. This proactive approach ensures balanced stock levels at both outlet and warehouse, preventing excesses or shortages. Automation further streamlines operations, with an indent planning tool seamlessly integrated into our inventory management for more precise order fulfillment planning. Strong Partnerships: Key to minimising disruptions In India's supply chain landscape, seamless coordination among suppliers, distributors, and logistics partners is crucial. Our approach emphasises robust communication channels, fostering transparency, strategy alignment, and quick problem-solving. During crises, like recent disruptions, our coordination becomes even more vital. Swift adaptations, such as diversifying supply channels and optimising stock, help us navigate challenges. Strong partner relationships minimise disruptions. Despite widespread implications, our focus stays on fostering collaborations and open communication to navigate challenges effectively and deliver quality service in alignment with the dynamic Indian market. Logistics: Enabling Our Burger Success In our burger brand's success story in India, logistics plays a vital role, serving as the backbone of our operations. Entrusting specific functions to external partners, such as transportation and warehousing, ensures efficient delivery routes and streamlined distribution. While external partners handle certain tasks, the majority of logistics operations, including inventory management and strategic planning, are internally controlled. This internal control is crucial for optimising inventory, anticipating market demands, and maintaining a smooth product flow. With approximately 90 per cent of logistics operations managed internally, we strike a balance, leveraging external expertise while retaining control over core functions. This collaborative strategy ensures the benefits of specialised skills from partners, coupled with the agility needed to adapt to India's unique market demands. Win-Win Partnerships In selecting logistics partners for our Indian operations, we prioritise reliability, scalability, and technological proficiency. Timely and consistent deliveries are crucial, requiring partners adaptable to India's dynamic landscape. We emphasise technology-driven solutions, favoring partners with advanced tracking systems and route optimisation. Cost-effectiveness is key, seeking competitive pricing without compromising service quality. Transparency, compliance with regulations, and a customer-centric approach are foundational criteria. Thorough evaluations and trial periods ensure compatibility and strong partnerships, ensuring a smooth and efficient logistics operation for our burger brand in India. Efficient Transportation Strategies In response to the evolving logistics landscape in India, our policies and strategies pivot towards embracing alternative transport modes and optimising routes for efficient outsourcing of logistics services. We advocate for multimodal transport, acknowledging the strengths of various modes like road and rail to optimise cost, time, and environmental impact. Prioritising route optimisation through advanced technologies enables us to minimise transit times and costs, leveraging data-driven analytics to assess traffic patterns and road conditions. Collaboration with specialised 3PL service providers in alternative transport modes enhances our network efficiency. Recognising the last-mile delivery challenge in India, our policies explore innovative solutions, including partnerships with local services and micro-warehousing strategies. The emphasis on adaptability and agility allows us to respond dynamically to market dynamics, embracing new transport modes for enhanced efficiency or reduced environmental impact. Continuous evaluation and improvement are ingrained in our policies, fostering a diversified and adaptable logistics framework that ensures efficient supply chain operations for our business. Warehousing strategies that alleviates the bottom-line To optimise our operations, we strategically position warehouses for proximity to major consumption centers, minimising transportation costs and reducing delivery times across India. Leveraging technology, we implement warehouse management systems and plan to introduce barcode systems for enhanced accuracy. Embracing lean principles, we focus on continuous improvement, eliminating non-value-added activities, and maintaining efficient layouts. Anticipating seasonal or peak demand, we implement inventory strategies for optimal preparation without excess costs during quieter periods. Collaboration with 3PLs allows scalability and access to specialised facilities. Utilising data analytics, we continuously analyse warehouse efficiency, facilitating data-driven decisions for ongoing process improvements. Through these strategies, we aim for efficient, agile, and customer-centric operations, ensuring timely product delivery across India while optimising costs and resources. Distinct capabilities with a strategic Innovation Approach Maximising the efficiency of our logistics and backend operations involves a multifaceted approach focussed on continuous improvement and innovation. Leveraging advanced analytics, we prioritise accurate demand forecasting for optimised inventory levels, balancing meeting customer demands with minimising excess stock. Building strong relationships with suppliers and implementing lean supply chain principles help in reducing lead times, cutting costs, and maintaining a responsive supply chain. Constantly exploring and integrating emerging technologies such as AI and Bar Coding enhances visibility and transparency across the supply chain. Sustainability initiatives, including eco-friendly packaging and optimised delivery routes, align with our commitment to environmental responsibility. Regular assessments and adaptation to market changes, whether regulatory shifts or consumer preferences, ensure operational agility. Our ultimate goal is to create a responsive, cost-effective, and sustainable supply chain that meets customer demands across diverse cities. Megatrends changing the face of Supply Chain Executives In the dynamic landscape of India's supply chain and logistics, several pivotal megatrends are set to reshape the roles of managers in these domains. Technology integration, including AI and machine learning, will revolutionise operations, requiring managers to harness these tools for enhanced visibility and data-driven decision-making. Building resilience against disruptions and diversifying sourcing channels will be imperative. Leveraging data analytics for predictive insights will be essential for optimising inventory and enhancing overall efficiency. Collaborative partnerships across the supply chain ecosystem will strengthen, necessitating closer ties with suppliers, distributors, and technology providers. Adapting to evolving regulations, upskilling the workforce for increased automation, and prioritising customer-centric logistics experiences are paramount. Striking the right balance between globalisation benefits and localised strategies will be a key challenge. Managers who adeptly navigate and capitalise on these megatrends will build agile, sustainable, and technologically advanced operations, meeting the evolving demands of the market. Advice for budding professionals To young supply chain professionals entering the industry in India, here's some invaluable advices for navigating the evolving landscape. Embrace continuous learning by staying updated on technological advancements and industry trends, and seek certifications and mentorship. Develop a holistic understanding of the supply chain spectrum, acknowledging the interconnections between procurement, logistics, operations, and customer relations. Cultivate adaptability and flexibility to navigate the fast-paced and disruptive nature of the industry. Focus on data literacy, particularly proficiency in analytics tools like Excel, for making informed decisions. Hone communication and collaboration skills to effectively coordinate with diverse teams and stakeholders. Embrace ethical and sustainable practices, recognising their growing importance in supply chains. Lastly, foster a problem-solving mindset, as the ability to address challenges efficiently is highly valued in the dynamic field of supply chain management.
Emirates SkyCargo strengthened its position in the global air freight market during fiscal year 2025-26, supported by strategic freighter additions, network expansion, and resilient cargo demand across key trade lanes. The cargo division emerged as a major contributor to the Emirates Group’s record financial performance, reflecting the growing importance of air cargo in global supply chains. The Emirates Group reported a record profit before tax of AED 24.4 billion (US$6.6 billion) for FY2025-26, while revenues rose 3% year-on-year to AED 150.5 billion. Emirates airline alone generated AED 130.9 billion in revenue and retained its position as the world’s most profitable airline. Cargo operations played a significant role in this growth trajectory. Emirates SkyCargo transported approximately 2.4 million tonnes of cargo during the fiscal year and generated AED 16.2 billion in revenue, according to regional business reports. The carrier benefited from additional freighter capacity introduced over the past year as it responded to sustained e-commerce demand, pharmaceutical shipments, perishables trade, and manufacturing recovery across Asia, Europe, and the Middle East. The airline continued investing heavily in fleet and logistics infrastructure to strengthen its cargo capabilities. Emirates Group invested AED 17.9 billion (US$4.9 billion) during FY2025-26 in aircraft, equipment, technology, and facilities to support long-term growth plans. Industry analysts note that the addition of Boeing 777 freighters and leased cargo aircraft enabled Emirates SkyCargo to improve schedule flexibility and capacity deployment across high-demand international routes. The expansion comes at a time when global air cargo markets are stabilising after several years of disruption. Rising cross-border e-commerce volumes and increasing demand for time-sensitive shipments continue to support premium air freight services. Emirates SkyCargo has also expanded specialised logistics offerings for pharmaceuticals, dangerous goods, and temperature-sensitive cargo, reinforcing Dubai’s role as a global logistics hub. Despite geopolitical tensions and operational disruptions in the final month of the financial year, Emirates maintained strong cargo and passenger demand. Group Chairman and Chief Executive Sheikh Ahmed bin Saeed Al Maktoum highlighted the resilience of the company’s business model and its continued investments in innovation, people, and infrastructure. With additional freighters expected to join its fleet over the next few years, Emirates SkyCargo is positioning itself for further expansion as global supply chains increasingly prioritise speed, reliability, and network connectivity.
Singapore’s Changi Airport is sharpening its focus on pharmaceuticals and e-commerce shipments to navigate constrained cargo capacity until planned expansion in the 2030s. According to Lim Ching Kiat, Executive Vice President of Air Hub and Cargo Development at Changi Airport Group, current facilities face mounting pressure due to growing regional demand, necessitating strategic tenant and cargo type management. E-commerce continues to be a key growth driver for air cargo globally, fueled by major players like Shein, Temu, and TikTok Shop. At the same time, Singapore is solidifying its position as Southeast Asia’s preferred pharmaceutical hub, attracting investments from global biopharma giants such as Thermo Fisher, Sanofi, BioNTech, and MSD. Looking ahead, Changi Airport plans to launch a second logistics park by the 2030s, aiming to increase its annual cargo capacity from 3 million tons to 5.4 million tons. The new free trade zone will further expedite cargo handling and redistribution. In 2024, Changi Airport reported handling 1.99 million tons of airfreight, a 14.6% rise from 2023, driven by robust cross-border e-commerce demand, improved trade routes with China and the U.S., and recovering electronics exports. Top air cargo markets included China, Australia, the U.S., Hong Kong, and India.
Challenge Group unveiled its newest Boeing 747-400 production freighter registered under its Belgian AOC. With this acquisition, Challenge Group’s fleet now consists of 10 state-of-the-art aircraft, including six Boeing 747-400F and four Boeing 767-300F freighters, trebling its fleet in less than three years. This expansion positions the company to meet increasing customer demand with greater efficiency and flexibility. The new aircraft will significantly enhance Challenge Group’s capacity and frequency, addressing rising demand for perishable transportation out of Africa, e-commerce shipments from China, and transatlantic trade. Predominantly serving the e-commerce sector from China, the Boeing 747-400F will also support diverse industries and verticals with its versatile cargo capabilities. “The addition of the Boeing 747-400F is a pivotal step in Challenge Group’s fleet strategy,” said Or Zak, Chief Commercial Officer at Challenge Group. “It reinforces our ability to respond to the evolving demands of the air freight capacity while expanding our capability to serve new markets. This aircraft exemplifies our commitment to operational flexibility and providing additional solutions for our customers.” This expansion aligns with Challenge Group’s long-term strategy to grow its fleet and increase its market reach. By incorporating advanced freighters like the Boeing 747-400 production freighter, the company is well-positioned to deploy additional capacity as needed and strengthen its global network.
