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.

Although the pharma industry has performed a remarkable feat during the pandemic in delivering vaccines while also meeting growing demand, current trends create a challenging environment for companies, as they face greater costs, complexity, and risk. Now is the time to rethink operational strategy to respond to these trends and remain competitive. Such change may have associated challenges and will require bold and innovative initiatives, decision making and leadership. When organisations have the technology to rewire the supply chain, it means potential disruptions have been considered and planned for, making companies both more efficient and able to react quickly. Accidents, such as products lost or damaged in transportation, and disruptive events, like the COVID-19 pandemic, can and will happen. But, with a proactive supply chain, organisations can react to these disruptions swiftly, allowing them to lessen their liability, maximise profit, and mitigate supply chain risks as they scale – thus allowing for flexibility in the supply chain by accommodating the day-to-day changes that naturally occur. Masud Shaikh, Sr Vice President– Distribution and Marketing, Alembic Pharmaceuticals briefs UPAMANYU BORAH how they allow for rapid changes as needed, protecting enterprise continuity and delivering to patients as they strategise solutions. Genesis and Operations We are a 115-year-old company that has been well established in the market, serving humanity since 1907. Our group company, formerly Alembic Chemical Works Company, was a unique venture in pre-independent India. The distillation of spirit through modern processes and its utilisation in the manufacturing of pharmaceutical products were inventive ideas back then. We stood by the nation as an agent of change, promoting scientific research dedicated to social well-being through two World Wars, the journey towards liberation, and the social and health crises post-independence. We are trusted in India for developing and delivering specialty medicines that cater to several chronic and acute therapies. Our products, spanning 185 brands, enjoy high brand recall among medical professionals. Research expertise and on-ground efforts of 7,000+ field staff, are duly empowered by our 22 divisions. Of our product portfolio, 14 per cent figures on the National List of Essential Medicines. Strengthening supply chain in times of uncertain times Our company has made a global impact, and with meticulous planning, we are able to ensure 100 per cent availability of our products despite unexpected demands in the market. While challenges were plenty, effective planning and execution enabled us to handle the situation well. During the COVID-19 pandemic, we efficiently mobilised our stocks using various modes of transportation. Not only did we maintain sales, but we also dispatched promotional inputs to doctors for COVID-related products. Our flexible strategy allowed us to adapt to the market situation. We closely monitored the daily product movement and consistently replenished them beyond our sales targets. Additionally, our channel partners demonstrated flexibility by dispatching goods through private vehicles to ensure the products reached end customers. Unique and innovative strategies enabling service abilities We closely monitor market situations. For example, during the pandemic, we analysed cases in each state, and projected the expected demand. Accordingly, we ensured the availability of stocks. Additionally, we supplied COVID-19 utility products to all medical practitioners dedicated to serving humanity. During the lockdown, we coordinated with selected transporters who were able to move the consignments. As part of the pharmaceutical supply chain, we formed a group with peer companies to discuss the challenges faced during the pandemic and find solutions to overcome them. We also consolidated various loads with other companies to expedite the movement of trucks. Aligning distinct capabilities with strategic approaches An unprecedented pace of change driven by the implementation of technology is driving the pharmaceutical supply chains to become leaner, faster and more self-sufficient. Automation is being adopted at nearly every stage of the supply chain to improve process efficiency, Blockchain architecture is revolutionising the meaning of compliance and product transparency, and a host of machine learning (ML) powered approaches are rapidly fastening the pace of order fulfillment for greater patient serviceability. At Alembic, we have a robust internally developed Management Information System (MIS) within our organisation. This system enables us to track sales data in real-time, with minute-by-minute updates from our field staff. It allows us to stay informed about the status of sales at all times. Enabling Value Generation In the pharmaceutical industry, costs are fixed based on the Maximum Retail Price (MRP), and any additional costs are absorbed by the company. As a result, no additional costs were imposed on the end customers. Our top priority is to ensure that the goods reach the end customers, regardless of any challenges or costs involved. However, in a partnership, everyone should share the burden. To give an example, suppliers often overlook logistics, warehousing, fulfilment, marketing, sales, and many other costs of bringing a product to market. Currently, transportation times and costs are at historical highs and most deals are quoted FOB in the port closest to the supplier. The brand owner bears responsibility for all transportation costs and working capital during transit time – both of which in recent months have more than doubled. Therefore, it is important to make sure the supplier understands you are absorbing any higher costs and you’re looking for a partner to share the burden. Tight-knit collab with partners to keep the engine running During crises, in particular, it is crucial to clearly define the expectations from all parties involved, including suppliers, transporters, and other functions within the organisation. Tracking the service levels at each end becomes a key factor in managing such crises. In the meantime, advance planning plays a vital role in ensuring smooth operations. Refined planning of Logistics Logistics plays a crucial role in the overall progress of a business. A significant portion of this responsibility lies with our logistics partners, as they are on the ground, moving our consignments. It is of utmost importance that they deliver the goods on or before the scheduled time. We can attribute around 80 per cent of this function to our logistics partners, while the remaining 20 per cent lies with our internal team, who oversee the deliverables. At present, we have not outsourced our logistics functions, and our dedicated team manages it internally. This means we haven’t engaged with any logistics service providers (LSPs) as of now, except for the transporters with whom we have signed annual contracts that are reviewed yearly. Megatrends changing the face of supply chain executives Automation for greater efficiency Warehouse operations such as picking and packing remain labor-intensive steps in the supply chain. However, with the rising implementation of warehouse-automation technologies such as autonomous mobile robots and aerial drones, manual processes are fast becoming redundant and prone to less human error. The potential impact of automation technologies can also go beyond the operational improvements in the warehouse. Automation can encourage pharma companies to handle fast-changing multichannel and omnichannel requirements efficiently while supporting same-day and next-day delivery. Smarter security and visibility with Blockchain While Blockchain has primarily been associated with cryptocurrencies, the technology yields the potential for improved end-to-end visibility, transparency and security across global supply chain processes. Blockchain creates this notion of immutability. No record can ever be erased, offering supply chain managers a solution to track the source of goods and establish trust in shared supplier information. ML for global supply chain optimisation Every modern supply chain has a vast treasure trove of data that can unlock insights to optimise global supply networks. By harnessing ML technologies, which is a discipline of artificial intelligence (AI), pharma companies will be able to proactively manage data and optimise strategic sourcing relationships that will increase customer satisfaction and boost sales. Coupled with predictive analytics, the AI transformation will go much deeper than providing supply chain practitioners with smarter processes and functions. It will give pharma companies access to the tools to aggregate and analyse data from multiple sources ensuring complete visibility throughout the cold chain, allowing supply chain managers to predict hurdles and allocate resources properly before the cold chain process starts. IoT to transform manufacturing and supply output The pandemic crisis is a stark reminder of the urgency required to get life-saving medicines, vaccines and medical equipment to market quickly around the globe. The Internet of things (IoT) has already proven to be critical in providing pharma companies with the right tools to identify COVID-19 symptoms and rapidly grant patients with better treatment, but it can also have a profound impact on supply availability by improving batch processes in manufacturing. 3D printing for a patient-centric product supply chain In line with pharma businesses becoming more patient-focused, the growing appetite for personalised products and increasing demand for made-to-order and localised products, 3D printing is becoming a key focus for overcoming material complexities in the supply chain. While manufacturing products in certain locations can be done at a relatively low-cost, managing a global logistics network cannot, especially as transportation and trade costs are predicted to rise by 15–31 per cent due to disruptions from the pandemic. Thanks to metal additive manufacturing technologies, however, supply chain players are able to decentralise production closer to where demand is, suggesting the industry will see a slow decrease in logistics and transportation cost and a reduction of carbon footprint emission across the supply chain.

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.

Although the pharma industry has performed a remarkable feat during the pandemic in delivering vaccines while also meeting growing demand, current trends create a challenging environment for companies, as they face greater costs, complexity, and risk. Now is the time to rethink operational strategy to respond to these trends and remain competitive. Such change may have associated challenges and will require bold and innovative initiatives, decision making and leadership. When organisations have the technology to rewire the supply chain, it means potential disruptions have been considered and planned for, making companies both more efficient and able to react quickly. Accidents, such as products lost or damaged in transportation, and disruptive events, like the COVID-19 pandemic, can and will happen. But, with a proactive supply chain, organisations can react to these disruptions swiftly, allowing them to lessen their liability, maximise profit, and mitigate supply chain risks as they scale – thus allowing for flexibility in the supply chain by accommodating the day-to-day changes that naturally occur. Masud Shaikh, Sr Vice President– Distribution and Marketing, Alembic Pharmaceuticals briefs UPAMANYU BORAH how they allow for rapid changes as needed, protecting enterprise continuity and delivering to patients as they strategise solutions. Genesis and Operations We are a 115-year-old company that has been well established in the market, serving humanity since 1907. Our group company, formerly Alembic Chemical Works Company, was a unique venture in pre-independent India. The distillation of spirit through modern processes and its utilisation in the manufacturing of pharmaceutical products were inventive ideas back then. We stood by the nation as an agent of change, promoting scientific research dedicated to social well-being through two World Wars, the journey towards liberation, and the social and health crises post-independence. We are trusted in India for developing and delivering specialty medicines that cater to several chronic and acute therapies. Our products, spanning 185 brands, enjoy high brand recall among medical professionals. Research expertise and on-ground efforts of 7,000+ field staff, are duly empowered by our 22 divisions. Of our product portfolio, 14 per cent figures on the National List of Essential Medicines. Strengthening supply chain in times of uncertain times Our company has made a global impact, and with meticulous planning, we are able to ensure 100 per cent availability of our products despite unexpected demands in the market. While challenges were plenty, effective planning and execution enabled us to handle the situation well. During the COVID-19 pandemic, we efficiently mobilised our stocks using various modes of transportation. Not only did we maintain sales, but we also dispatched promotional inputs to doctors for COVID-related products. Our flexible strategy allowed us to adapt to the market situation. We closely monitored the daily product movement and consistently replenished them beyond our sales targets. Additionally, our channel partners demonstrated flexibility by dispatching goods through private vehicles to ensure the products reached end customers. Unique and innovative strategies enabling service abilities We closely monitor market situations. For example, during the pandemic, we analysed cases in each state, and projected the expected demand. Accordingly, we ensured the availability of stocks. Additionally, we supplied COVID-19 utility products to all medical practitioners dedicated to serving humanity. During the lockdown, we coordinated with selected transporters who were able to move the consignments. As part of the pharmaceutical supply chain, we formed a group with peer companies to discuss the challenges faced during the pandemic and find solutions to overcome them. We also consolidated various loads with other companies to expedite the movement of trucks. Aligning distinct capabilities with strategic approaches An unprecedented pace of change driven by the implementation of technology is driving the pharmaceutical supply chains to become leaner, faster and more self-sufficient. Automation is being adopted at nearly every stage of the supply chain to improve process efficiency, Blockchain architecture is revolutionising the meaning of compliance and product transparency, and a host of machine learning (ML) powered approaches are rapidly fastening the pace of order fulfillment for greater patient serviceability. At Alembic, we have a robust internally developed Management Information System (MIS) within our organisation. This system enables us to track sales data in real-time, with minute-by-minute updates from our field staff. It allows us to stay informed about the status of sales at all times. Enabling Value Generation In the pharmaceutical industry, costs are fixed based on the Maximum Retail Price (MRP), and any additional costs are absorbed by the company. As a result, no additional costs were imposed on the end customers. Our top priority is to ensure that the goods reach the end customers, regardless of any challenges or costs involved. However, in a partnership, everyone should share the burden. To give an example, suppliers often overlook logistics, warehousing, fulfilment, marketing, sales, and many other costs of bringing a product to market. Currently, transportation times and costs are at historical highs and most deals are quoted FOB in the port closest to the supplier. The brand owner bears responsibility for all transportation costs and working capital during transit time – both of which in recent months have more than doubled. Therefore, it is important to make sure the supplier understands you are absorbing any higher costs and you’re looking for a partner to share the burden. Tight-knit collab with partners to keep the engine running During crises, in particular, it is crucial to clearly define the expectations from all parties involved, including suppliers, transporters, and other functions within the organisation. Tracking the service levels at each end becomes a key factor in managing such crises. In the meantime, advance planning plays a vital role in ensuring smooth operations. Refined planning of Logistics Logistics plays a crucial role in the overall progress of a business. A significant portion of this responsibility lies with our logistics partners, as they are on the ground, moving our consignments. It is of utmost importance that they deliver the goods on or before the scheduled time. We can attribute around 80 per cent of this function to our logistics partners, while the remaining 20 per cent lies with our internal team, who oversee the deliverables. At present, we have not outsourced our logistics functions, and our dedicated team manages it internally. This means we haven’t engaged with any logistics service providers (LSPs) as of now, except for the transporters with whom we have signed annual contracts that are reviewed yearly. Megatrends changing the face of supply chain executives Automation for greater efficiency Warehouse operations such as picking and packing remain labor-intensive steps in the supply chain. However, with the rising implementation of warehouse-automation technologies such as autonomous mobile robots and aerial drones, manual processes are fast becoming redundant and prone to less human error. The potential impact of automation technologies can also go beyond the operational improvements in the warehouse. Automation can encourage pharma companies to handle fast-changing multichannel and omnichannel requirements efficiently while supporting same-day and next-day delivery. Smarter security and visibility with Blockchain While Blockchain has primarily been associated with cryptocurrencies, the technology yields the potential for improved end-to-end visibility, transparency and security across global supply chain processes. Blockchain creates this notion of immutability. No record can ever be erased, offering supply chain managers a solution to track the source of goods and establish trust in shared supplier information. ML for global supply chain optimisation Every modern supply chain has a vast treasure trove of data that can unlock insights to optimise global supply networks. By harnessing ML technologies, which is a discipline of artificial intelligence (AI), pharma companies will be able to proactively manage data and optimise strategic sourcing relationships that will increase customer satisfaction and boost sales. Coupled with predictive analytics, the AI transformation will go much deeper than providing supply chain practitioners with smarter processes and functions. It will give pharma companies access to the tools to aggregate and analyse data from multiple sources ensuring complete visibility throughout the cold chain, allowing supply chain managers to predict hurdles and allocate resources properly before the cold chain process starts. IoT to transform manufacturing and supply output The pandemic crisis is a stark reminder of the urgency required to get life-saving medicines, vaccines and medical equipment to market quickly around the globe. The Internet of things (IoT) has already proven to be critical in providing pharma companies with the right tools to identify COVID-19 symptoms and rapidly grant patients with better treatment, but it can also have a profound impact on supply availability by improving batch processes in manufacturing. 3D printing for a patient-centric product supply chain In line with pharma businesses becoming more patient-focused, the growing appetite for personalised products and increasing demand for made-to-order and localised products, 3D printing is becoming a key focus for overcoming material complexities in the supply chain. While manufacturing products in certain locations can be done at a relatively low-cost, managing a global logistics network cannot, especially as transportation and trade costs are predicted to rise by 15–31 per cent due to disruptions from the pandemic. Thanks to metal additive manufacturing technologies, however, supply chain players are able to decentralise production closer to where demand is, suggesting the industry will see a slow decrease in logistics and transportation cost and a reduction of carbon footprint emission across the supply chain.

Fabindia embarked on a journey that evolved from exporting home furnishings to establishing over 350 retail stores across India. This expansion wasn't merely about market presence but a deep-rooted commitment to sustaining traditional craftsmanship and empowering rural artisans. Nitin Joshi, Head Warehousing and Logistics, Fab India, in a recent tête-à-tête takes us through the 64-year-old legacy and most recognisable retail brand’ resilient supply chain strategies, balancing fulfilment across various channels, and effectively managing diverse demand patterns, weaved into the ethos of collaboration and innovation. With a combination of practical knowledge, solution-oriented mindsets, technological advancements, and a dedicated focus on customer satisfaction, Fabindia consistently sets industry benchmarks while promoting sustainable practices and preserving India's cultural heritage. It is, therefore, affirmable that Fabindia's supply chain model stands to provide valuable insights for managers navigating the complexities of modern-day fashion fulfilment and SCM mandates. Natural, Craft-Based Products with Community Collaboration Established in 1960 by John Bissell with the aim of promoting India's rich craft traditions, Fabindia initially focussed on exporting home furnishings. Its first retail store opened in Greater Kailash, New Delhi, fifteen years later. By the early 1980s, Fabindia had gained recognition for its handwoven and hand-printed fabric garments. In 2000, the company expanded its offerings to include non-textile products. Today, with over 350 stores across India, Fabindia stands as the largest private platform showcasing traditional crafts and knowledge. A significant portion of its products originates from villages nationwide, where Fabindia collaborates closely with artisans, providing support in design, quality control, financing, and sourcing raw materials. Fabindia's mission is to provide customers with a range of natural, craft-based products and a lifestyle that champions alternatives to mass-produced goods, all while fostering sustainable livelihoods in rural areas. Lessons Learned: Building an Adaptive and Resilient Supply Chain The COVID-19 pandemic disrupted our supply chain, particularly impacting our core apparel business despite an uptick in home sales. However, thanks to our enduring partnerships with all our suppliers, we chose not to cancel orders and remained committed to our agreements. These relationships, cultivated over decades, are built on mutual understanding and trust, transcending mere transactions. This bond of trust between Fabindia and its suppliers proved invaluable in navigating the pandemic's challenges. Consequently, our performance now exceeds pre-COVID levels, highlighting the robustness and adaptability of our supply chain in facing future adversities. Seamless B2B, B2C, and D2C Operations Over the last six decades, Fabindia has nurtured and expanded its ecosystem. Artisans from diverse regions of India meticulously craft our products, which are then transported to our warehouses and retail outlets. Our longstanding relationships with craft-based vendors, developed over many years, have enabled us to implement Closer to Trend (CTT) buying practices. This includes strategic planning for seasonal purchases and maintaining an Ideal Stock Quantity (Perennials) well in advance. We closely monitor On-Time-In-Full (OTIF) performance throughout the supply chain to ensure the freshness of products across all sales channels. Our seamless omni-channel fulfillment covers Business-to-Business (B2B), Business-to-Consumer (B2C), and Direct-to-Consumer (D2C) channels, facilitated by Warehouse Management Systems (WMS), Order Management Systems (OMS), and a robust Transportation Management System (TMS). Omni-Channel strategies for Growth Whether catering to internal customers (B2B) or external customers (B2C/D2C), our warehouse and logistics team collaborates closely with the business teams to ensure an exceptional overall customer experience. We continuously identify areas for improvement and diligently work to enhance them. Central to our efforts is maintaining efficient dispatch to delivery Turnaround Times (TATs), providing transparent delivery timelines to customers, and ensuring a superior last-mile delivery experience. Our omni-channel fulfilment capabilities have been honed through meticulous operational and infrastructure preparations tailored to the specific requirements of each channel. Our focus on inventory management, fulfilment processes, and customer service standards has enabled us to effectively manage growth across all channels. We've established omni-channel fulfillment capabilities that allow customers to place orders through in-store tablets, as well as via the website and app. Fulfilment for B2B, B2C, and D2C orders is managed through best-in-class Warehouse Management System (WMS) and Order Management System (OMS), supported by a robust Transportation Management System (TMS). Nevertheless, challenges arise in managing fulfilment TATs that differ among channels. Maintaining optimal inventory levels across multiple channels, without excess or shortages, is especially challenging due to the diverse demand patterns observed in each channel. Cost Optimisation Strategies: Balancing Quality and Services To tackle the challenge of increasing input costs, we've put in place several strategies. First, we're optimising our internal processes to cut costs without compromising quality. Second, we're working closely with our logistics partners to lessen the impact of these rising costs. Our partners are key in helping us streamline operations and come up with creative solutions during tough times. We've found success in reducing transportation expenses by consolidating shipments at our warehouses, optimising routes, and negotiating with suppliers. Our logistics partners ensure on-time delivery and minimising disruptions, which improves overall efficiency and cost-effectiveness. Our goal is to shield consumers from extra financial burdens while maintaining the quality and reliability of our products and services. This proactive approach to cost management, combined with our strong partnership with logistics experts, helps us achieve these goals. Enhancing Efficiency in Supply Chain The Fashion Supply Chain's complexity stems from managing a wide range of unique product variations (SKUs). To tackle this, technology and automation have become crucial for enhancing efficiency. Product Lifecycle Management (PLM) software offers detailed insights into each stage of a product's life, optimising development processes. Vendor portals, like Advance Shipping Notice (ASN) systems, improve inbound visibility from vendors to warehouses, speeding up receiving processes. WMS tracks inventory in real time, guiding storage and retrieval for efficient omni-channel fulfilment. Automated sortation systems rapidly sort large inventories based on various attributes like size and shipping speeds. TMS provides complete visibility of in-transit stocks, automating shipping processes for cost savings, visibility, and faster deliveries. Merchandise planning tools aid in precise stock planning, boosting sales and reducing markdowns. OMS consolidate orders from multiple platforms and automate their fulfilment. These technologies, integrated into our omni-channel supply chain, have optimised warehousing and logistics, enhancing efficiency, accuracy, and agility with comprehensive visibility across the process chain. Integrated Systems for enhanced Visibility Implementing a WMS, Put-to-Wall sortation system, and robust TMS has strengthened our ability to consistently achieve OTIF performance across our omni-channel fulfilment operations. Seamless inventory visibility throughout the supply chain enables us to optimise operations and anticipate potential delays. As our volumes grow and our domestic and international presence expands, we actively collaborate with new automation and technology vendors to stay ahead of industry advancements. In our omni-channel supply chain, we've leveraged technology across various areas to enhance warehousing and logistics, leading to improved efficiency, accuracy, and flexibility. Integration of WMS, sortation systems, OMS, and TMS with our Enterprise Resource Planning (ERP) solution has provided complete visibility throughout the process chain. Continuous Improvement Culture: Collaborative Solutions Efficient logistics management is critical for ensuring timely and cost-effective operations, directly impacting customer satisfaction. Our logistics partners oversee a range of functions, including transportation, warehousing, inventory management, order fulfilment, and distribution. Third-party Logistics (3PL) providers come into the picture as strategic partners that offer benefits such as optimising supply chains, cost efficiency, and improving customer satisfaction. Through close collaboration, we align with our 3PL partners to understand warehouse processes and pursue shared strategic objectives. Our company fosters a culture of continuous improvement, actively seeking feedback and collaborating on innovative solutions. Key performance metrics with our 3PL partners include order and inventory accuracy, productivity per person, and space utilisation. Similarly, with transportation partners, metrics like on-time delivery and accuracy are crucial. We regularly monitor carrier performance scorecards to ensure customer satisfaction. Collaborating with 3PL partners indeed allows us to leverage their expertise, network, and resources, optimizing our logistics operations. To efficiently manage omni-channel (B2B, B2C and D2C) fulfilment, we strategically utilise diverse transportation modes such as containerised Full Truck Load (FTL), Express Cargo (Surface), Air Cargo, and various last-mile delivery options for Same Day Delivery (SDD) and Next Day Delivery (NDD). Foundations for Renewed Success In today's business landscape, supply chain management is pivotal due to factors like Customer Satisfaction, Innovation, Strategic alignment, and Cost Efficiency. These elements underscore the importance and value of a well-managed supply chain in modern businesses. My two cents of advice for new and aspiring supply chain professionals are: Gain practical knowledge: Seek hands-on experience in Procurement, Warehousing and Logistics through internships or entry-level roles to understand supply chain operations better. Foster a solution-oriented mindset: Develop problem-solving skills to tackle complex challenges in the supply chain effectively. Strengthen interpersonal skills: Effective communication and collaboration with cross-functional teams are crucial for success in supply chain management. Embrace technology and automation: Stay updated on new technologies and automation to optimise supply chain processes and improve efficiency. Prioritise sustainability: Focus on integrating sustainable practices into the supply chain and explore ways to implement best practices.

Even with these advances in modern supply chain management, global supply chains add several layers of complexity to inventory control. This means that inventory management is vital to supply chain planning. In light of the logistical and cost challenges faced over the past year, companies need to do a better job stressing the importance of the discipline. Fortunately, initiatives toward leveraging Big Data, AI, and Machine Learning are empowering inventory management systems that enable supply chain managers to meet increased demand for production and speed of fulfilment. If the world had any doubts about the importance of a responsive and agile supply chain, the erratic demand variation associated with the COVID-19 pandemic removed them. Creating a responsive and agile supply chain and then creating benchmark inventory management capability where it must exist is vital to today’s supply chains. Vishwesh J Nair, Head of Strategy, Operations and Supply Chain at The Belgian Waffle Co. speaks in detail about how inventory optimisation has become the gold standard for today’s supply chain managers and that efficient inventory management has boosted his company’s profitability, enhanced supply chain visibility and improved operations by keeping a steady inventory flow. Excerpts by UPAMANYU BORAH... Genesis and Operations The Belgian Waffle Co. started out with one outlet in Mumbai and today is present in more than 100 cities in India and counting. Taking the multichannel route, the brand, which was founded in 2015, now aims to be present across segments, including quick-service restaurant (QSR) outlets, e-commerce platforms, modern trade and A-list stores across the country. In fact, we intend to soon become the largest QSR player in the country in the dessert category. As we continue to build our offline presence, we are guided by the same ethos we had in 2015 – simplicity, affordability and excellence in customer experience. We look to the future of making a shining example of an Indian QSR brand making its mark globally on the back of our patrons’ affection and love. Unique and innovative strategies enabling service abilities To ensure better supply of our products, we continuously assess and adapt stringent strategies to remain competitive and meet customer expectations. Benchmarking practices play a critical role in this ongoing process of improvement, helping us stay informed about global best practices and adapt to changing market conditions. We focus on optimising the supply chain by leveraging advanced technologies, such as AI, IoT, and data analytics, to gain better visibility into operations. This helps in demand forecasting, inventory management, and order fulfilment. We often strive to strike a balance between lean and agile supply chain strategies. While lean principles reduce waste and minimise costs, agile strategies enable quick responses to changing customer demands and market dynamics. We are keen towards building strong relationships with vendors and suppliers. Collaborative partnerships, long-term contracts, and open communication help us to ensure a steady supply of high-quality products. We also implement risk management strategies to identify, assess, and mitigate potential supply chain risks. This includes diversifying suppliers, assessing geopolitical and environmental risks, and having contingency plans in place. Aligning distinct capabilities with a strategic Innovation Approach For our core business, we have always had a pan-India focus and ensured our model is built to always fit that vision of scale while prioritising quality. Our products have a high shelf life and we provide our own custom products and flavours centrally to all our own and partner stores throughout the country and internationally through third-party logistics. Importantly, by maintaining a strong focus on food quality, we ensure that delivery orders meet the same high standards as in-store service. Adapting to the demands of e-commerce and faster deliveries in the QSR industry requires a combination of technology, data-driven insights, process optimisation, and a customer-centric approach. By embracing digital transformation and focussing on efficient supply chain practices, we ably meet the evolving expectations of today's consumers. We strive to implement an integrated digital ordering system that enables customers to place orders through various channels: mobile apps, websites, third-party delivery platforms, and in-store kiosks, ensuring seamless communication between the digital front-end and the back-end supply chain to optimise order processing. Talking about inventory management, we continue to focus on implementing advanced inventory management systems to monitor and adjust inventory levels in real-time by leveraging demand forecasting tools to anticipate fluctuations in demand and optimise stock levels. Enabling straightforward Value Generation We are implementing cost optimisation measures to prevent additional costs for consumers. Our logistics partners also play a crucial role in streamlining operations to mitigate adversities. In the current landscape of escalating input costs for various products, we have implemented a multifaceted strategy to ensure that the burden of these additional expenses is not passed on to the end consumer. Our approach involves rigorous cost analysis and optimisation of our internal processes. We identify areas where we can reduce costs without compromising product quality or customer experience. This involves renegotiating contracts with suppliers, exploring alternative sourcing options, or enhancing our production efficiency. Collaboratively, our company ensures efficient transportation, warehousing, and distribution, which minimises the overall cost of bringing products to the market. Our logistics partners work closely with us to identify opportunities for route optimisation, reduce transit times, and implement sustainable practices to save on fuel costs. Additionally, technology and data-driven logistics solutions are leveraged to enhance visibility and responsiveness in the supply chain. This allows us to anticipate and address any logistical challenges promptly, avoiding delays and additional expenses. Ensure technological prowess in a rapidly evolving system In today’s fast-paced and dynamic business environment, we recognise the pivotal role that technology plays in ensuring efficiency, visibility, and responsiveness within our supply chain. Our commitment to leveraging advanced information technology solutions to fortify our supply chain operations has yielded significant success. We use Custom Less than Truckload (LTL) Panel/Dashboard to track consignments on a Part Truck Load (PTL) basis. We are able to track freight charges, when will it reach, breakup of delivery cost and many other elements of delivery. We use Advance Data Analytics tools to forecast the demand for every SKU which is used in our organisation. We use a Transportation Management System (TMS) to plan and optimise our transportation routes. This helps us to reduce costs and improve delivery times. We are also committed to sustainability, and we are using information technology to reduce our environmental impact. For example, we use our TMS to optimise our transportation routes to reduce fuel consumption. We use a Warehouse management system (WMS) to manage our inventory and automate tasks in our warehouses. This helps us to improve efficiency and reduce error as well as waste. We use Big Data to optimise routes and space in the warehouse. Route optimisation helps in delivering raw material on time in minimum cost. Similarly, warehouse space optimisations help in accommodating more material, which leads to timely supply of goods to each and every outlet. Tight-knit collab strategies to keep the engine running To ensure smooth coordination between suppliers, distributors, and transporters/logistics service providers, we take the following steps: Establishing clear communication channels: It is important to have clear communication channels in place so that all stakeholders can communicate with each other easily and efficiently. This includes establishing clear channels for order placement, tracking, and dispute resolution. Sharing information regularly: It is also important to share information regularly with all stakeholders. This includes sharing information on inventory levels, order demand, and transportation schedules. This helps to ensure that everyone is on the same page and that potential problems can be identified and addressed early on. Using technology to automate tasks: Technology can be used to automate many of the tasks involved in logistics coordination. This can free up time for stakeholders to focus on more strategic initiatives. For example, we use a TMS to optimise transportation routes and track shipments. We have also deployed a WMS to automate tasks in the warehouse. Building relationships with key stakeholders: It is important to build relationships with key stakeholders, such as suppliers, distributors, and transporters. This helps to build trust and cooperation, which can lead to improved coordination. For example, we meet with our suppliers and distributors on a regular basis to discuss their needs and requirements. We also work with our transporters to develop contingency plans in case of disruptions. Logistics—Essential to Strategy We are one of the fastest growing QSR chains across India. We believe in only serving freshly baked, hot crunchy waffles to our customers, which is why we require our logistics team to supply the raw material to all our stores at regular intervals and on time. We have our own in-house logistics arm as well as outsource to other logistics partners. We handle 80 per cent of logistics on our own and 20 per cent is managed by 3PLs. Following are some of key functions bestowed on our 3PL providers: Transportation: 3PL providers help us to transport products from one location to another in the designated areas. They are responsible for timely dispatch of orders to the stores. Warehousing: 3PL providers help us to store our products in the warehouse. This includes providing secure storage, inventory management, and order fulfilment services. Direct Procurement: Some of the products are directly procured by the 3PL facility without interference of the mother warehouse. Freight Forwarding: 3PL providers manage the entire shipping process, from booking transportation to handling customs clearance. Value-added Services: 3PL providers offer a variety of value-added services, such as kitting, packaging, and assembly. This saves our business time and money, and helps us to improve the quality of our products. Technology Solutions: Our 3PL providers offer us technology solutions that help our business to track our shipments, manage our inventory, and optimise the supply chain. Few of the qualities we seek in a logistics service provider before choosing their services: Experience and expertise: We look for LSPs with experience in transporting the types of goods we need to ship and in serving the Quick Service restaurant industry. We also look for LSPs with expertise in the specific transport modes and routes we need to use. Reliability and good track record: We look for LSPs with a reputation for reliability and on- time delivery. We also look for LSPs with a good track record of customer service. Competitive pricing: We compare the prices of different LSPs to get the best possible deal. However, we are willing to pay a premium for a reliable and experienced LSP. Technologically-enabled: We look for LSPs that use technology to track shipments and provide real- time visibility. We also look for LSPs that offer web-based portals where we can manage my shipments and get quotes. Flexibility and customisation: We look for LSPs that are flexible and can customise their services to meet specific needs. In addition to the qualities listed above, we also look for LSPs that are committed to sustainability. We want to work with LSPs that are taking steps to reduce their environmental impact. For example, we look for LSPs that are using alternative fuels and investing in renewable energy. Refined planning of Logistics Some policies that we have implemented to streamline outsourcing of logistics services and the use of alternative transport modes and routes: Developing a clear understanding of our logistics needs: This includes understanding the types of goods we need to transport (durable or non-durable goods, raw material or packaging material), the distances involved, and the delivery timeframes. Once we factor in these variables, we have a clear understanding of our needs. After that, we start to identify alternative transport modes and routes that can meet those needs. We transport goods in urban areas, which is why we work with a logistics provider that specialises in last-mile delivery. This helps us to reduce congestion and emissions in urban areas Work with a variety of logistics providers: We don't rely on a single logistics provider for all of our needs, because that can make us vulnerable to disruptions and price increases. Instead, we work with a variety of logistics providers, including those that specialise in alternative transport modes and routes. Negotiating contracts with logistics providers: This helps us to get the best possible prices and service levels. While negotiating contracts, we make sure to specify our requirements for alternative transport modes and routes. Monitoring logistics operations and making adjustments as needed: It's important to monitor logistics operations on an ongoing basis to identify areas where we can improve efficiency and reduce costs. This includes monitoring the use of alternative transport modes and routes. For example, we use data to identify shipments that are frequently delayed or that are costing too much to transport. Then, we work with our logistics partners to identify ways to improve the efficiency and cost-effectiveness of these shipments. Warehousing strategies that alleviates the bottom-line Some of the warehousing strategies we deploy are: Hub and Spoke Model: We follow this model for the distribution of raw material across different warehouses and stores. We have four major hubs across India, i.e. Mumbai, Delhi, Kolkata and Bengaluru (which are our warehouses) and all our outlets are the spokes, which receive material from them. Centralised Inventory Management: We maintain a centralised inventory management system that allows real-time visibility of stock levels at one warehouse. Mumbai is helmed as the mother warehouse which provides material to all the other warehouses. This ensures that we have a holistic view of inventory, enabling better decision-making and coordination. Efficient Transportation Strategies: We implement efficient transportation strategies, such as route optimisation and consolidation, to minimise delivery costs and enhance delivery speed. This ensures that all stores receive stock promptly while reducing unnecessary expenses. Every store is allocated a particular time period for the delivery of raw material depending upon the locations. Further, we deploy multiple transportation vendors in order to put in place a cost-efficient and quick transportation system by ensuring: Collaboration: This is the process of working together with suppliers, partners, stores and other stakeholders to optimise the supply chain. By collaborating with others, we share information and resources to improve efficiency and reduce costs. Continuous Monitoring and Analysis: Our supply chain team constantly monitors inventory levels, sales performance, and logistics efficiency. Regular analysis of this data allows us to identify trends, opportunities, and areas for improvement in the supply chain. Some of the other tactics that we deploy are: Lean warehousing practices: Lean warehousing is a set of principles and practices that help QSRs to eliminate waste and improve efficiency in their warehouses. Lean warehousing practices help QSRs to reduce costs and improve customer service. Vertical spaces: QSRs use vertical space to store more inventories in their warehouses. This helps QSRs to reduce their warehouse footprint and save money on rent. Meeting the need for a viable backend infrastructure Few of the other things we do to maximise the efficiency of our logistics and backend operations: Use demand forecasting tools: These tools help us to forecast demand more accurately and ensure that we have enough transport resources to deploy on a regular basis to meet the demand. Use technology: Technology helps us to automate tasks, improve visibility into the supply chain, and make better decisions. We use Custom LTL (Less than Truckload) Panel/ Dashboard to track consignments on a PTL (Part Truck Load) basis. We are able to track freight charges, when will it reach, breakup of delivery cost and many other elements of delivery. Fast track Service: We understand that the business involves unprecedented circumstances which might create the need for last minute delivery of raw material which is why we also provide fast track service to all of our stores for delivery of raw material apart from its delivery schedule. Stay up-to-date on compliance requirements: We try to stay up-to-date on compliance requirements so that we can ensure that our business is compliant. Use data to improve your decision-making: We collect data on our logistics and backend operations and use it to identify areas where we can improve efficiency. For example, we use data to optimise our inventory levels and shipping routes. Invest in people: We invest in training and development of employees so that they have the skills and knowledge they need to be successful. We also create a positive work environment where employees feel valued and supported. Monitor and measure performance: We monitor and measure the performance of our logistics and backend operations on a regular basis. This allows us to identify areas where we can improve.

Airport resilience can be defined as the ability of operations and infrastructure to withstand and recover from external disturbances caused by current climate variability and future climate change, including slow onset events and effects of increased frequency and intensity of extreme events. But building resilience to climate change while coping with significant traffic growth is a double challenge. Therefore, these two issues should not be dealt with in isolation, but in parallel. In particular, it is important to note that developing climate change resilience as part of on-going operational and infrastructure improvements can be the most efficient and cost-effective way to achieve this. If measures are being taken to develop an airport to accommodate a greater number of passengers and flights then climate and capacity should be viewed as integral parts of this. Therefore, actions aiming to improving capacity and capability (i.e. understanding the problems, assessing the problems, selecting and implementing adaption measures, communication and airport stakeholders’ engagement) need a unified approach. With above, Daniel Bircher, Chairman and Managing Director, Yamuna International Airport (Noida International Airport) believes theneed to continue to work together on technology and operational and policy advancements that can support the airport sector’s sustainability strategy is the best way forward to ensure that efforts and commitments are a reality on the path to sustainable aviation. Ritika Arora Bhola discusses more about the key benefits of sustainability monitoring, reporting and outreach. MAKING GREEN INITIATIVES WORK FOR THE ENVIRONMENT, ECONOMY AND AVIATION RESILIENCE There is a huge need and opportunity to build green infrastructure in India, especially in aviation as the country moves towards a more sustainable future and aligned with the 2070 vision of the honourable Prime Minister. To become energy independent is a challenge for both airport and logistics operators. However, apart from the overall climate perspective, we do believe that investments in green infrastructure can also provide compelling business cases. The move towards sustainable infrastructure is a gradual and conscious process. Providing robust, resilient, and sustainable infrastructure to ensure operations without disruption is the prime focus today. This is in the end, not so much a question of renewable or non-renewable but a question of redundancy, backup power sources, and energy management of buildings and infrastructure. Noida International Airport (NIA) is planning to produce the maximum possible renewable energy at the airport site. Possible energy gaps will be bridged by purchasing renewable energy produced elsewhere. NIA’S LONG-TERM PLAN THAT COMBINES ENERGY DEVELOPMENT OBJECTIVES AND POLICIES NIA is committed to developing a world-class airport with focus on sustainable development. We have set an ambitious zero-emission goal for this Greenfield airport. The airport planning, construction, operation, and further developments will be undertaken while minimising the environmental impact of airport operations. There are plans to implement technologies and processes like zero-emission fuels and electricity, waste and waste-water management, and environmental management system to realise this goal. We would like NIA to be a role model for sustainable infrastructure and operations in the country. Sustainable operations are not only good for the environment but also enable higher efficiency, including cost and time savings. We believe that with continued and collective efforts across the board, the aviation industry can achieve its goal of a greener, sustainable operations. KEY DISCUSSIONS CENTERED AROUND COMMUNITY ENGAGEMENT AND SUSTAINABILITY REPORTING  I see the domestic aviation industry coming forward diligently to work towards an environmentally-friendly future, which is certainly triggered to a larger degree by the ongoing pandemic, further strengthened by the vision declared by PM Modi at the Glasgow Climate Change Conference (UNFCCC COP 26). India is actively advocating the use of sustainable aviation fuels (SAFs). The nation—which is among the world’s fastest-growing aviation markets—is on the journey to producing and deploying SAFs at scale. SAFs are seen as an increasingly important component of global aviation’s decarbonisation efforts to align with targets outlined in the Paris Agreement. The sector emits around 3 per cent of the world’s total greenhouse gases, a figure that belies a climate-change impact that could be two to four times larger because of non-CO2 pollutants and other negative externalities. As an industry, we should exchange best practices and implement all reasonable technologies and measures; we cannot overlook the fact that by far the biggest lever is renewable or sustainable fuels. All our efforts should strive to make such types of fuels available as early and as widely as possible. In addition, there are various ways by which all aviation stakeholders can work together to ensure that the aviation industry achieves sustainability goals, and we are able to move a step ahead in making our earth a greener place. Some of the ways and means through which this goal can be realised are: Green Sustainable Airports projects Building eco-friendly airports with an ecologically stable infrastructure and renewable sources of energy is the key to achieving sustainability in the aviation industry. Some airports have already started capitalising on schemes to become carbon-neutral, achieving carbon certification programmes and building green-certified terminals. In 2015, India’s Cochin International Airport became the first airport in the world to be fully powered by solar panels. This helped it reduce its carbon footprint by over 3 lakh metric tonnes – equivalent to planting 3 million trees. Improve airport adaptation capacity We believe that operations in aviation can be improved while also cutting on emissions by reducing the time an aircraft spends in the air. This could be achieved by optimising the use of runways and terminals, improving air traffic management, and deploying efficient navigation systems. A reduction in aircraft taxiing time on the runway by just 120 seconds could result in savings of 5,000 kg of fuel burn and 15 tonnes of carbon emissions per day. In Mumbai, for instance, the Chatrapati Shivaji Maharaj International Airport on December 08, 2018, recorded 1,007 aircraft movements, a world record for the largest number of flight movements on a single runway in 24 hours. This was achieved by ensuring optimal utilisation of the runway and air space capacity, deploying advanced communication systems, and improving air traffic management. Fuel-efficient engines and future innovations in aircraft designs Innovative technological arrangements could improve fuel efficiency of aircraft engines. Today’s aircraft use roughly 80 per cent less fuel per passenger mile than the first jets of the 1950s. Developments such as lightweight materials, winglets, and aircraft design change could further improve fuel efficiency. REAFFIRMING THE COMMITMENT TO WORK TOGETHER AS TECHNOLOGY LEADERS I believe it is critical we adapt to the dynamic environment we are operating in currently. The changing face of the pandemic driven by the need to adopt technology has changed the way we work today. Hence, it is integral that we build an airport and aviation community that demonstrates operational efficiency, and which places more focus on customers and on the new realities of air travel through modern technology.

Sustainable Aviation Fuel (SAF) has already fuelled more than a quarter million commercial as well as freighter flights. In addition, it is fully compatible with existing aircraft and fuel infrastructure. In 2019, fewer than 200,000 tons of SAF were produced globally, a tiny fraction of the roughly 300 million tons of jet fuel used by commercial airlines. If announced SAF projects are completed in the next few years, capacity will scale to at least four million tons—about 1 per cent of global jet fuel demand in 2030. As the SAF industry innovates, costs will decline. Facilities will scale, technologies will mature, and inputs such as green electricity will become less costly. Even as costs fall, SAF will almost certainly remain more expensive to produce than fossil fuel. To make SAF economically viable and scale production, several advances will be required: a supportive regulatory framework, measures to stimulate demand from corporate and private customers, and innovative ways to finance the transition. The time to act is now, as is highlighted by Philip Goh, Regional Vice President – Asia Pacific, International Air Transport Association (IATA) in an insider with Upamanyu Borah. He also points to the reputation for diversity which is a powerful recruiting tool, giving the aviation sector access to the best and brightest from everywhere, vastly expanding the talent pool companies can draw from. All these key focus areas will be important as the industry rebuilds. OPERATIONAL CONSIDERATIONS TO PREVENT ANOTHER PANDEMIC AFFECTING AVIATION In fact, since the SARS outbreak in 2003 and the subsequent public health emergencies – Avian Flu A (H5N1), H1N1, H7N9, MERS-CoV, Ebola – the industry has developed guidance accepted by WHO and ICAO. Coordination and collaboration had been established between the aviation industry and public health authorities in preparation for the next public health emergency. It is due to the pre-established coordination and collaboration that the industry was able to produce and distribute guidance materials quickly in response to the COVID-19 crisis. REGULATORY CHALLENGES MAKING THE SECTOR MORE INTENSELY RESTRICTED AND BOUNDED What was not expected was the reaction of governments that made this an industry crisis – the travel restrictions that were quickly introduced, and the risk-averse approach to reopening international borders. Despite almost two years of experience since the COVID-19 pandemic began, governments are still responding in a knee-jerk approach to the Omicron variant, introducing travel bans despite the advice from the WHO. That is the biggest regulatory challenge. We need governments to take a data driven approach based on medical evidence when responding to the COVID-19 crisis. One of the things we have done is to highlight the dire situation faced by the airline industry and the importance it brings to national economies. Some governments recognised this and have been quick to provide support for their airlines and continue to provide support as the crisis had dragged out for almost two years. Australia, New Zealand, Singapore are examples. Unfortunately, this is not consistent across the board. We have also seen governments who have failed to provide any support or have been slow to do so. It is a mixed bag. THE MOVE TO SUSTAINABLE AVIATION IS NOW AN IMPERATIVE The airline industry has committed to achieve net zero by 2050. Doing so will likely involve a combination of measures: SAF, new technology (especially related to new aircraft and propulsion systems), operational and infrastructure improvements, and offsetting and carbon capture. This cannot be achieved by airlines alone. We need all partners in the industry, including governments to play their part. Manufacturers need to accelerate their research on airframe designs and electric, hybrid, hydrogen propulsion systems. Air Navigation Service Providers need to implement route efficiencies as soon as possible. There are “wins” we can put in place now which can help to cut emissions while we await increased SAF production. Governments have a huge role to play. This can range from encouraging R&D in radical technologies to pushing ANSPs to make the necessary route reforms. We also need governments to work on holistic policies to ensure that the industry can utilise new energy sources. DEPLOYING SUSTAINABLE AVIATION FUELS AT SCALE TODAY FOR CLEAN SKIES TOMORROW SAF is proven technology. Already nearly 300,000 flights have flown on a mixture of SAF and regular jet fuel. We believe that SAF is both a game changer and the future of our industry because it can cut life-cycle emissions by about 80%. SAF has the potential to contribute around 65% of the reduction in emission needed by aviation to reach net zero by 2050. This will require a massive increase in production so as to meet demand. Production needs to go from 100 million litres today to at least 449 billion litres by 2050. However, the cost of SAF is a challenge. We need fuel companies to bring large scale, cost-competitive SAF to the market. Governments can support this effort by providing the right policies to promote SAF production. HOPE IS NOT A STRATEGY, A NEW DEFINITION TO AVIATION LEADERSHIP HAS TO BE UNDERWAY It took a shutdown of aviation connectivity to highlight the important role that aviation plays in our day-to-day lives, which is often taken for granted – how we’ve not been able to connect with our friends and loved ones, how we are poorer in terms of our life experiences gained through exploring new cultures or obtaining an overseas education, the crucial function performed by air cargo such as delivering medical equipment, PPE, vaccines, and how other industries are supported by aviation – such as the transport of seafarers in the maritime industry. The scale and magnitude of this crisis has also highlighted the importance and need for greater collaboration and partnership across sectors in addressing challenges – such as between healthcare and transport/tourism. If I could change or implement one thing within the industry right now that would be – reopening borders safely without quarantine but using testing and vaccination. THE STRUGGLE TO BALANCE DIVERSITY AND INCLUSION, PROFITABILITY AND PERFORMANCE Diversity and inclusion continue to be a priority for the industry. IATA’s 25by2025 initiative to drive greater gender equality across aviation industry will be a key enabler. Despite the COVID-19 crisis, over the last two years, we saw 40 signatories signing up for 25by2025, bringing the total to over 80 aviation related companies. LOOKING AHEAD TO ‘THE DAY AFTER TOMORROW’ – AIRFREIGHT IN THE NEXT 10 YEARS The COVID-19 crisis has highlighted that important role that air cargo plays in delivering essential goods – from PPE, vaccines to computer chips as well as food. The challenge is in fulfiling the demand, as air cargo capacity is still below pre-COVID-19 levels. This is being affected by the slower recovery of passenger flights, which contribute about 50% of cargo capacity. Looking ahead, there are three focus areas for air cargo. The first is sustainability. Shippers are becoming more environmentally conscious. They are being held accountable for their emissions by their customers. Air cargo would need to meet customer expectations for the highest standards of sustainability. The second is modernisation. COVID-19 has accelerated digitisation, and we need to build on this momentum to drive operational efficiency and meet the needs of customers. Third, safety is a priority, especially the transport of lithium batteries. IATA has launched CEIV Lithium Battery to improve the safe handling and transport of lithium batteries across the supply chain.

To remain profitable and create value for customers, the air freight supply chain has to effectively build on criteria such as quality, innovation, efficiency, speed, reliability with the vision to be open to all sectors and offer innovative products, services and operations that can help the industry flourish. The explosive growth of on-line shopping alone will keep the air cargo sector very healthy in 2022 and beyond, and carriers like Turkish Cargo are starting to use big data research in creative ways to increase cargo yields and introduce more velocity into shipper’s supply chains. While economies of scope are characterised by efficiencies formed by variety, economies of scale are instead characterised by volume. Economies of scale, for instance, helped Turkish Cargo maintain sustainable success within its air cargo operations conducted to all over the world. According to Fatih Ciğal, the airline’s Senior Vice President of Cargo Marketing, they continue to script success with more effective solutions by developing and using new technologies and innovative approaches. One of the significant examples of these approaches, he says will be the SmartIST, one of the biggest and most modern air cargo facilities in the world. Excerpts from an insider with Upamanyu Borah. CARGO AVIATION IN A POST-PANDEMIC WORLD Air cargo capacity has become even more valuable, since half of the world’s capacity was supplied by passenger aircraft. From the data point of view, difference between the growth rates of demand and supply kept the rates higher. In 2020, this difference was roughly 10 percentage points, but now it increased to 15 percentage points. We expect this situation to continue until mid-2022. The past years have resulted in a modal shift from sea to air, and the entire aviation industry stakeholders are taking advantage of the conveniences air mobility offers to customers. In this context, Turkish Cargo had come up with new strategies and took necessary actions during the pandemic. Our operations worldwide have provided a global air bridge via our cargo facilities at Istanbul Airport. We have been carrying time- and temperature-sensitive products such as medical supplies and other essentials to meet the needs of the market and customers with offering faster and reliable shipping across a worldwide network. Today, we boast a huge cargo fleet comprising 24 freighters further supported by belly and PaxFre flights in order to meet the increasing demand with efficiency in network management. CRISIS OFTEN SPAWNS THE BEST INTERVENTIONS THROUGH DISTORTIONS The issues, experienced currently by the air cargo industry can be listed under a few main topics.  These are digitalisation, capacity, security and safety, liberalisation, sustainability and intra-industry cooperation. I consider one of the most important challenges to be digitalisation. In the last five years, the industry has been involved with virtual integrations due to digital developments. Within this framework, even Turkish Cargo has been adapting activities to the new market dynamics in terms of network and fleet. We have been enhancing the overall service and network coverage offered to customers. MAKING TECHNOLOGY WORK HARDER FOR OWNSELF The future of air cargo is based on technological developments and digital transformation, and Turkish Cargo has been attaching great importance to digitalisation which has enabled the company to overcome challenges during the pandemic and adapt operations and services. Within this framework, Turkish Cargo took good steps towards digitalisation with a WhatsApp Chatbot called ‘Cargy’ which is offering customers opportunity to learn about their AWB status and tariff inquiries based on O&D via WhatsApp with 24x7 access from their phones. One of the processes that we have been conducting and investing into is RPA technology, and therefore integrating software robots which we call metal collars into our business processes. Turkish Cargo has also enhanced services in partnership with WebCargo in order to provide a brand-new channel to customers for smoother, easier and faster reservation. Customers can book from anytime and anywhere and get fast responses to their inquiries. In this context, we have been receiving very positive feedbacks from our customers and sector partners. SEAMLESS MOVEMENT OF GOODS AND INFORMATION Being highly competitive, the air cargo industry requires innovative and digital solutions to meet the needs of customers for an enhanced speed and efficiency. Within this framework, digitalisation strategy is one of the key points to ensure digital transformation. Providing end-to-end digitalisation to cover all processes is both critical and essential. Significantly, Turkish Cargo's most recent investment in this development path is the new cargo terminal project at Istanbul Airport ‘SmartIST’ which will be offering smart warehouse systems, work orders integrated with the use of augmented reality and voice directed warehousing, unmanned ground vehicles, RPA robots, IoT and other technological advancements to propel Turkish Cargo to the future. A SHARP, RATIONAL AND CONSISTENT APPROACH TO REFORMS TO HELP THE INDUSTRY CRUISE What is significantly observable is that airlines have started to make use of their freighter fleet more actively and the orders for freighters have also increased worldwide. We are of the opinion that such solutions will provide significant contributions to the offerings around current needed capacity to the industry. Along with global warming, quest for clean energy prompts the search for alternative resources with respect to environmentally-hazardous fuels to curb carbon emissions. Investment in this field by companies will place significant burden into financials coupled with the Air Cargo Carbon Footprint (ACCF) programme implemented by IATA for the purpose of accomplishment of its projects under the sustainability heading. Revenue-decreasing factors may be encountered in the field, such as reduction of the tonnages being carried (due to fuel consumption) and modernisation of fleet due to the risks of sanctions by the regulatory and supervisory supranational organisations. Looking into such issues, companies have managed to reduce fuel costs further, in particular with the increase at the factory-fresh and younger freighter fleet during recent years. Two per cent of global carbon emissions are generated purely by aviation, given the fact that the share of aviation is lower as compared to that of maritime transportation which constitutes 4 per cent of global carbon emissions. However, air cargo is the only mode of transport within which carbon emission per shipment is the highest. All stakeholders of the air cargo industry have therefore set the foot forward to play a key role in the accomplishment of carbon emission targets they have set for themselves and subsequently for the aviation industry. ENOUGH SCOPE FOR OFFERINGS AND CAPACITY TO BLOOM AND GROW Turkish Cargo has been operating one of the world's largest airfreight networks and stands as the fastest growing air cargo brand in the world. We are proud to say that we transport 1 each 20 shipments transported worldwide and we further aim to adapt rapidly to the new market dynamics by acting proactively in order to take the right position in the industry. Turkish Cargo increased global market share to 5.4 per cent according to September 2021 data and reached 97 international destinations with cargo freighters. This means the world's largest network of cargo freighters. As we target to become one of the top three air bridges of the world, we continue to expand our network and fleet along with services offered to meet the needs of customers.

A quicker rebound in online sales after the lockdown lull, along with higher demand from buyers and on-boarding of more sellers in tier II and III towns, is prompting e-commerce companies to take up larger warehouses in a multi-city expansion strategy. As per the industry projections for the next five years, the e-commerce segment is expected to take up space estimated to be 98 million sq ft, registering an increase of 165% from the preceding period of 2017-2021. All of this amounts to a transformation in market dynamics. Over the past year, demand for warehousing transactions in smaller cities has risen significantly. With partial lockdowns in effect once again due to COVID-19 spreading across and over cities, and the movement of people becoming restricted, smaller cities of the country will continue to be the mini warehousing hubs or focal points in the future. Witnessing customer consumption habits rapidly changing to online, industrial real-estate and warehouse developers have understood the importance of having a real-time pulse of the market and have set big plans for small towns in different markets. Hemant Prabhu Keluskar, COO of Greenbase Industrial & Logistics Park (a Hiranandani–Blackstone JV) says this is augmenting the value proposition warehouses offer, now inhibiting warehouse developers to acquire large land pieces in non-metro cities due to the transformation catalysed by customisation, product availability, and much more. Upamanyu Borah talks to him about the face of perpetual growth and how they stand to reap the accrued benefits. HUB SERVICES EVOLVING; A HOST OF FAVOURABLE POLICIES CAN ONLY DRIVE SUSTAINABLE GROWTH In the current post-GST era, India’s warehousing sector is going through huge transformation and consolidation, leading to higher inventory turnover ratio, which in turn, is enabling higher profitability. Going ahead, the Hub model will be the way forward as companies will prefer to have larger warehouses instead of multiple smaller ones. Large e-commerce players are already focussing on economies of scale in infrastructure requirements of their fulfilment as well as sort centres. The sector is poised for sustainable growth but that will depend on multiple factors such as availability of sizeable lands, reduction in obstacles of land acquisition and consolidation, and smooth change in land use, to name a few. Multiple regulatory agencies, if not coordinated and brought under a single umbrella, could slow down the creation and operation of logistics infrastructure. The government is playing a very active role by launching and implementing policies while taking inputs from industry experts and veterans to help them in framing policies with the right vision. That said, we need to understand that all of this won’t happen overnight, but once done, would grow exponentially. HIRANANDANI POSITIONING ITSELF DIFFERENT AND BETTER THAN OTHERS WITH LANDMARK PROJECT ACCOMPLISHMENTS Established in 1978, Hiranandani Group has envisioned in creating a new India with self-sufficient and state-of-the-art townships. Steadily, it has ventured in multiple activities like real-estate, education, healthcare, hospitality, leisure and entertainment to create a better experience in every aspect of life. By leveraging our intrinsic strengths in real-estate, we have further expanded the scope of excellence by integrating sustainability and adaptability into each of our new businesses, be it industrial and warehousing, infrastructure, oil, gas, data centre, and affordable housing, dormitories and skill development centres. We have 8000 in-house team members working everyday for the betterment of our clientele. Our strength lies in the fact that we have thrived on the development of mixed-use townships which includes residential complexes, commercial offices, schools, retail hubs, hotels, hospitals, etc. The sprawling 250 acres and 450 acres of integrated townships at Powai and Thane in Mumbai are prime examples of our vision back then. REGIONAL WAREHOUSING MARKET AS A FAVOURABLE INVESTMENT ARENA The Indian economy is changing, and in sync with this change, metro cities are no longer the only places where warehousing shows huge demand. Grade A warehouses are coming up not just in tier II and III locations, but also geographies which earlier were not considered. Today, people wants not only time bound but also quick delivery of e-commerce orders. As a trend, this has driven growth of in-city warehousing, which will propel the regional warehousing market as a favourable investment option. We have already started witnessing this trend and from here, this will just solidify and put us at the forefront on the global map. At our group company Hiranandani, we are ready to cater to the manufacturing boom that India is poised to. We have been providing Grade A industrial facilities with world-class infrastructure in some of the core industrial belts of the country. We have joined hands with some of the leading manufacturing companies in the sector of engineering goods, renewable energy, hi-tech items, etc. to delivered top of the line industrial and logistics space solutions. We have partnered with Blackstone to create a warehousing and logistics platform – Greenbase Industrial & Logistics Park to facilitate the same and showcase global standards of infrastructure in India. We have taken this up as an opportunity on ourselves, to create an infrastructure where national and international companies will come, to, ‘Make in India, For the World’. Through the new venture, we have now added the industrial and warehousing part to our townships which enables people to live and work within the same premises, thus making the ‘Walk To Work’ concept a reality. Our 400 acre township in Chennai is a testimony to one-of-a-kind style of development where we have been able to provide state-of-the-art facilities in all the domains mentioned above under a single land parcel. It houses some of the well known international clients like Vestas, Gurit, Skaps, Hydraspecma and many more in the industrial and warehousing cluster of the park, all within the gated community. This not only helps the businesses to grow but also reassures their people about their well-being, safety and security. The ‘Walk to Work’ concept is something that we will implement in most of our upcoming locations. It is well appreciated by our clients considering the challenges due to pandemic. PRESENT LEVELS OF MARKET DYNAMISM HELPING US GROW THE ROBUST PORTFOLIO OF OFFERINGS 2020 was a disruptive year in more ways than one. But, remarkably disruptive in how it changed the way people buy and sell. It has pushed online shopping, contactless home deliveries, hyperlocal selling, on-demand home services, and a lot more to the forefront. With the e-commerce sector booming, it has changed the way companies operate, and now the need is to move closer to the demand centres so that last-mile delivery, hyperlocal delivery, omnichannel logistics, in-city distribution is made possible. At Greenbase, we have a team of excellent professionals working on ground, beginning from land aggregation/acquisition to project execution. To grow its portfolio of offerings, Greenbase is attaching great importance to the design, layout, and infrastructure around buildings, as these will become increasingly important in the times to come – industry will expect faster turnaround times and human contact will have to be minimum. Our parent group, Hiranandani possesses large land banks in some of the strategic locations across the demand centres of the country and is now, looking to unlock these gradually in the times to come, to tap into the potential opportunities lying ahead in the sector. BUSINESS OPPORTUNITIES MUSHROOMING AROUND THE GROWTH ENGINES—TIER II AND III CITIES There has been a tremendous shift in consumer behaviour as most customers across the country – even those in tier II and III cities have resorted to online shopping. And, even as we talk, people are moving back to their hometowns, as the WHF concept has facilitated people to work from anywhere. This has put a higher disposable income in the hands of people working from tier II and III cities, which is ultimately leading to higher consumption in these areas. Building a robust Grade A warehousing infrastructure across the smaller cities of India can offer seamless intra-state and inter-state cargo movement. By reducing lead times in last-mile deliveries, it can facilitate optimisation of costs. A well maintained and efficiently run Grade A warehousing network across the small towns of India can play a crucial role in rebalancing supply chains and restoring economic growth to pre-pandemic levels. With warehouses being developed in tier II and III cities, sellers can reach more customers, thus giving a ballooning effect on demand of their products and reducing transit times which will ultimately lead to increase in the revenue of the company. Sellers can also avail better distribution facilities and returns management. Also, they can benefit with the costs in smaller cities as compared to high fees charged in warehouses located around big cities. We are aware that there is a highly driven focus towards making India a global manufacturing hub, especially with initiatives like ‘Digital India’, ‘Make in India’, ‘Atmanirbhar Bharat’, hence this vision is impossible without taking India’s tier II and III cities along the growth curve. With rural India’s economy coming to our rescue, our focus has to be on the facilitating supply chains in these areas by venturing there and making A grade facilities. DISTINCTIVELY ADDRESSING AND FILLING THE GAPS TO WIDEN FUTURE GROWTH PROSPECTS Importantly, factors like poor education, unskilled labour and lack of quality manpower have created gaps in the delivery of efficient and timely services. In my opinion, the ‘Truck Drivers’ and 'Loaders’ are the backbone of logistics, yet there is a huge scope of improvement in the skill set of the workforce, as this hampers the quality of service. The industry is led by unorganised sectors who hire unskilled drivers to cut cost. Many times, these drivers are not trained to handle goods the way a skilled professional would, creating trust issues between clients and the logistics providers. Further, lack of infrastructure in the country has been hampering logistics growth. Dangerous roads, no pit stops, no proper eateries, no hygiene or comfort is provided to drivers, which makes Indian highways very unsafe. At Greenbase, we are building dormitories, affordable canteens and rest rooms with good sanitation for truck drivers. We are also designing skills development centres at our parks that would help to host, train and enhance the skills of the workforce. We believe these changes and contributions, though small are very critical and will surely improve their living standards resulting in better efficiencies. WAREHOUSING AND LOGISTICS HARMONISING NATIONAL INFRASTRUCTURE PIPELINE ALONG SIDE NATIONAL RAIL PLAN National Infrastructure Pipeline is a comprehensive strategy to revitalise India’s economic growth by including new projects like housing, safe drinking water, access to clean and affordable energy, healthcare, educational institutes, railway stations, airports, bus terminals, metro, logistics and warehousing, irrigation projects, etc. A well planned NIP will enable more infrastructure projects, business growth, job creation, and inclusive growth. For developers, it gives a better view of projects that are being undertaken, provides time to be better prepared for project bidding, and reduces aggressive bids or project delivery failures. It will also improve access to sources of financial resources due to increased infrastructure confidence. Similarly, the objective of the National Rail Plan is to revive the economy by strengthening the railways from an economic and commercial point of view by 2030. It has laid emphasis on the development of dedicated freight corridors (DFCs) and the electrification of tracks. The development model adopted in the NRP will surely help in creating warehousing and logistics hubs along DFCs and rail corridors. This will open new avenues for warehouse developers to invest and create world-class infrastructure for local and regional players. The synchronisation of NIP and NRP along with the warehousing and logistics sector can be measured through the vision laid out by the government where emphasis has been laid on all four core sectors of transportation–Road, Rail, Sea, and Air. The government has also named 13 major logistics infrastructure projects (both proposed and ongoing) under NIP to propel growth of India’s logistics and warehousing sector. The ultimate endeavour of the NIP would be to make India a US$5 trillion economy by 2025 in an efficient manner. WAREHOUSING PARKS AND HUBS WITH A SUSTAINABLE LOGISTICS ECOSYSTEM AT ITS HEART Logistics parks developers should analyse the various resource elements closely related to their operation to make full use of existing resources, make it play a role as much as possible, and ensure the long-term and sustainable service of logistics parks. With the boom in e-commerce and constant effort to make India a manufacturing hub, maintaining ecological balances will get tougher. At Greenbase, we feel that adopting green concepts and techniques in the industrial and logistics sector can help address socio-economic and environmental issues in a rather big way. Our 250 acre integrated industrial park at Talegaon (Pune), which has a development potential of 7 million sq ft, is a prime example of world-class highly sustainable destination. Here, we have used Miyawaki plantation that helps build dense, native forest. This approach is supposed to ensure that the plant grows 10 times faster and the resulting plantation is 30 times denser. This is in accordance with India's promise, under the Paris agreement, to improve its green cover from 25 to 33 per cent, and Greenbase, as a responsible organisation, wanted to contribute towards this commitment and goal. Our focus lies not only ushering in economic development of the region but to also sustainable development where concrete and nature can cohabit seamlessly together. Additionally, our Talegaon facility is the only private park in the country which has a gas pipeline. Apart that, all our parks across the country boasts of providing excellent solid waste management system and wastewater recycling with STPs of highest quality and power through express feeder lines. Here, I would like to highlight that all our parks across India, are ‘Platinum Leed’ certified, which is an international green building certification programme.

Delhi-based full-service supply chain management company, Om Logistics recently acquired Transafe Services Ltd, a JV of Miniratna PSU Balmer Lawrie, in a move that would allow the 3PL to build on its existing strength in the industry and offer its wide array of services to untapped markets, complemented by a new service proposition to provide customised and flexible containerised storage solutions. With this incorporation, along with various other strategic developments, Om Logistics is striving to become a holistic destination of diversified services for all its international and domestic customers. While exclusively speaking to Upamanyu Borah, Akash Bansal, who takes into the top-level role as Country Head of the company, highlighted how their growth goals are intertwined with Transafe acquisition and will help the company achieve the position of being the strongest player in the integrated transportation scenario. Could you explain the acquisition of Transafe Services as a significant development, considering it’s only into the business of manufacturing and leasing containers for intermodal shipping? Could you enlighten us on more on the company’s portfolio of service offerings? Well, had been looking forward to acquire Transafe since quite long, but with a more structured approach from 2017 when the term DFC was becoming a buzzword for the entire industry. During that time, we thought of ‘why not be a CTO?’ In 2018 when Transafe went into NCLT, we stepped up as one of the bidders. The reason behind was importantly to diversify our portfolio of services from logistics and add a different business line of manufacturing and leasing containers. As an industry, container manufacturing and leasing has strengthened its foothold even in India and the bottom line potential of this business is only going to grow. All in all, logistics will always be our prime forte and we continue to up the game. Coming to manufacturing, Transafe has three plants operational, one each in Coimbatore, Dharuhera, and Kharagpur. The company caters to diverse verticals with specialised and custom-made containers – reefer containers, tank containers, bunk houses, E-houses, standard ISO DVC’s - 20/40 – and the three plants serve as key nodes to different geographic zones. In terms of leasing, Transafe has the capacity to provide ‘per day per container’ lease model looking and customers can use up till the time they want. Customers have the flexibility for an OpEx spending model which is simpler, more flexible, and potentially more economical. More importantly, Transafe offers reefer containers on lease, which is an added-value for customers and value proposition for us – as you may know, reefer containers comes with upright investments. The demand, especially at present has boomed. We have a huge inventory of approx. 6000 containers as of now available for lease. However, because of NCLT pleas against Transafe, it will take us around six months to get everything into place and start afresh. Because of some fund issues, repairing and leasing of containers by Transafe was put on hold, something that adds significant recurring monthly revenues to the business. Now since we have taken over, we are seeing through the fundamentals and will successfully scale the business. Once we sum up the targets within repairing and re-manufacturing, we will move forward with production of new containers for both sale and lease purposes. The existing containers are old and basis customer requirements are customised and leased out, and the demand at present is more for bunk houses, E-houses, and ISO series containers. Transafe claims to run a large fleet of refrigerated trucks and trailers in India along with a number of cold rooms/warehouses through its subsidiary Glacio Cold Chain Logistics? How active is Glacio in the Indian market? Also, does that mean with this acquisition you are all set to foray into the cold chain space? There was a time when Transafe was instrumental in terms of operating cold chain trailers and trucks. But, the business did not perform well for them, or in other words, I would say the business did not evolve the way it should have. So, that model of business in no more functional for Transafe. Even, we at Om Logistics are not targeting the cold chain space and not ready to be part of the sector at this moment. Cold chain operations are out of the box for us in the current scenario. But, as I mentioned earlier, there’s substantial availability of reefer containers at our disposal which will soon be made available for customers. We will build on Transafe’s expertise to develop industry-best containers and customised to the extent that they fit within the requirements of customers. All in all, what about your aspirations towards achieving swift growth across standard 3PL transport and warehouse operations? How much will the overall revenue mix make up for OM Logistics in the short to long-term? We have been achieving great growth across standard 3PL solutions and warehouse operations and we continue to realise our ambitions across the full extent of the business. As a strategy, the acquisition of Transafe is also intertwined with our growth prospects. We wanted to be in this space of container manufacturing and leasing which integrally is a part of logistics activity, and that was what we had been thinking and talking about across the board for quite some time and finally worked upon. The acquisition is a feather in our cap; we now have the capacity to be a dominant player in this business domain and this will give us the edge to operate containers even on the railways mode. We are dedicatedly thinking about being a container train operator in the times to come. With DFCs opening up, we will look to undergo the regulatory approval process to bag the license and see how we operate freight trains. So, this acquisition was basically planned to support our aspiration to engage fully in container train transportation in India with self-owned containers for the service. We have developed a good understanding considering we have been leasing containers to trains operators since long. There is always a push back for players in terms of availability of containers. And as a prominent name in the container manufacturing space, we will have an edge to make containers ready and available at any given point of time as we evolve into a CTO. This has indeed opened up a new horizon for us within the logistics and integrated transportation segment. Additionally, the number of rail operators within the sector is relatively low and the true potential of rail freight is yet to be exploited within the domestic logistics space. Well, it will take some time for us to stabilise the diversification model via the Transafe acquisition. But, in terms of the top line of the business, there will be a substantial upshot as the company will now operate under the brand name of Om Logistics and we will add the business as one of our verticals. We are hopeful of achieving good growth in this segment by the next financial year. Urban logistics is growing significantly to cater to the last-mile delivery network, particularly by of online commerce firms. Don’t you see this is an area untapped by bigger and traditional players like Om and that it has the potential to diversify offerings utilising the assets at your disposal? E-commerce had definitely been a challenge for us. I think it’s a challenge for almost every traditional ‘profit-making’ company in the sector. There are some gaps that exist and professionally managed companies like Om can definitely fill that, but it’s because of cost pressures and smaller sector specific players that are becoming more and more integral to that model are making it difficult for organised players to have a piece of the pie in the business. Our sales model does not match up to the revenue designs of how e-commerce firms go about to pay and generate on a per day basis. That said, we are doing long-haul for many e-commerce firms. But, the last-mile is what always proves to be a challenge for us and cater to, which is only and only because of cost. Service is not an issue for us, but it’s the cost which put us on the back foot. However, we will look forward and wait for the opportunity to be part of the last leg in the supply chain and further serve the business. So, how do you view the overall industry structure? How will the future pan out for the industry? The Indian government today is doing its best and supporting the growth momentum. And, logistics being a dynamic industry and not volatile, was active and running full swing as the one sector that has to run the show, while everyone else were at a standstill. Om itself was moving pharmaceuticals and FMCG. As such, we had been doing our part and delivering on our commitment to total customer focus and providing efficient and timely solutions. I can very well see the country’s logistics sector set on a rigorous growth path with the introduction of wide express highways and freight corridors giving the desired boost. Today, every player has the opportunity to reduce upfront costs, improve competitiveness and the option to deliver value to the end customer. For instance, reaching Mumbai in 18-19 hours will definitely prove beneficial for companies once DFCs are entirely operational – a cost-reduction exercise for everyone. It will drive the shift from road to rail and contribute to reduction of both logistics costs and potential CO2 emissions.

Founded in 1833 and operating in 33 countries, Menzies Aviation is an independent Aviation Services specialist committed to offering accuracy, excellence and world-class services to its customers. With complete focus on cargo, the company has been operating in India in Bangalore since 2008. Boasting an extensive air cargo handling and management network and expertise globally, the company’s main aim is to deliver sustainably higher margins. Despite the challenges thrown by the pandemic, Menzies Aviation continued with its cargo operations and expanded its network across 17 new airports over the past one year. Expert Alan Glen, Vice President– Cargo Development in an exclusive interview with Ritika Arora Bhola, discusses about the global cargo services company’s efforts in rolling out pharma handling training programmes for its teams during 2020 that helped it to efficiently manage the herculean task of involved in vaccine handling and storage, how the company consistently evaluated techniques and strategies to ensure efficient operations in timely manner, and its renewed focus on identifying and forecasting future market opportunities. Menzies Aviation is an independent aviation services specialist, committed to offering customers excellence, from touchdown to takeoff. Could you tell us more about your operations globally and in India? We are committed to providing our customers with the best and safest service in the 37 countries we operate, which stems from our focus on people, passion, and pride. Our highly trained people are our point of difference and central to our success. We invest in training and operational communication to build a high-performance culture that delivers great service, and our engagement strategy that equips our team with the skills and tools they need to succeed. Menzies was founded in 1833 and has evolved to become a global player in ground handling. We are growing our air cargo network and have expanded into 17 new airports over the past year. At present, we’re developing our fuel services and look forward to entering new markets across all three product lines. Considering India, we have been operating in Bangalore since 2008, where our focus is purely on cargo. What makes your services different from your counterparts? Are there any competitive advantages compared with offerings from other competitors? Once more, we must emphasise that people, passion, and pride are central to our approach, and we believe that everything starts with our people. We are particularly proud of how we manage the complex risks in our business. This is made possible due to our use of our MORSE (Menzies Operating, Responsibly, Safely, Effectively) methodology which ensures quality assurance and control and is supported by high quality IT systems employed throughout our bases. Furthermore, our global capability allows us to have specific geographical knowledge and deliver industry leading training. As an aviation specialist, what are the most important parameters you follow while serving a particular airline/airport? When completing our contracts, it is important for us to identify the different needs presented by individual stakeholders and meet them where possible. We are then able to assess our capabilities, including where we are unable to meet requirement viable alternatives. Menzies Aviation has a strong commitment to innovation and marketing approach. How do you continue to embody this in your projects? True innovation is easier said than done, however in our industry we have started to see the pace of innovation quicken. Using existing technologies from other markets is where the opportunities lie. There is a lot of advanced technology available, but the challenge is finding the opportunity to implement it. We are currently looking at piloting more new technology projects where we can show a quicker time to market with reduced risk. It is also essential to work with the support of our business partners to help realise the benefits of new technologies. In our discussions with customers, we strive to understand their priorities and guide the solutions that we deploy so that we best suit their needs. What are the most important objectives you have set for 2021 and beyond and what services are you currently developing to accomplish those? We are committed to our cargo growth strategy and pursuing the right opportunities for our business. We are investing a lot of effort on being able to quickly scale up to meet these goals, by looking at how we use our systems whilst meeting local requirements and providing staff training. Over the past year or so, many have become alert to the opportunity presented by cargo, so we expect to see the market continue on its growth trajectory and we are focussed on positioning ourselves well to capitalise on the future growth. 2020 is a disruptively important year for many. That said, to what extent did your operations remained unhindered although the pandemic continued to casts its spell over the globe? Cargo continued to operate in many locations, with a variety of operating volumes; some lower than normal, and others significantly higher than expected. This was initially hard to manage, particularly with the introduction of large numbers of passenger freighters and charter operations. Many of our cargo teams have worked as hard if not harder than before the pandemic in especially challenging situations and again we take great pride in how well they have stood up to the many challenges. During 2020, we took on several large contracts globally, notably with Qatar Airways; some others were at very short notice. We have continued to grow our cargo operations internationally through 2021, which highlights the efforts and quality of service provided by our cargo team despite the challenges presented by the ongoing pandemic. How did you ensure that your effective customer relationship policies outlast coronavirus and shape up to be far more effective in the new normal? So, how did you restructure your network strategy? From a global customer perspective, we tried to maintain communications as normal, as we believe regular communication is the key. Despite a lack of face-to-face meetings, in many cases our communications with customers increased. Some of our customer’s relationships have become stronger as we have worked through and thrived to overcome operational challenges together. With a massive COVID-19 vaccination drive underway across nations, how are you gearing up to support the airlines in meeting the demand and delivering vaccinations around the world? As the pandemic was emerging, we rolled out global Pharma training for all of our cargo operations teams. This training was initially put in place to support our CEIV Pharma stations in Australia, which enable us to handle pharmaceuticals transported from all over the world, however it became clear that this capability would be needed globally. We asked stations to review their processes to ensure preparedness. This has been successful as we have handled a high volume of vaccines through some lanes. TIACA and IATA have been incredibly helpful in sharing information for the handling of vaccines, which took away the initial concerns. Could you further elaborate on the global best techniques and strategies you are planning to infuse into the company’s operations for efficiency in business and network enhancement? We are consistently evaluating our techniques and strategies to ensure we are operating as efficiently as possible. In the past year, we took the time to review and restructure our cost base to become a leaner organisation, which over time will support our aim to deliver sustainably higher margins. This review included our method of managing risk and training, our systems, process, and a renewed focus that the changes are applied in a timely manner. What are the items that account for a significant part of your freight handling to and from India? Are you ready to be a part of the country’s booming trade scenario going forward and spread out to more airports? India is a market we always pay a lot of attention to and we are always on the lookout for new opportunities. Although we carry a lot of seasonable perishables, the Indian market is diverse and we see further potential for growth. We have been present in Bangalore since 2008 and have played an important role in establishing the airport as India’s largest perishable goods exporter, with Bangalore handling 31 per cent of India’s perishable shipments last year. The successful handling of perishables has been a result of close collaboration with the airport team, with which we look forward to cultivating even closer ties to achieve further success.