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Global logistics provider YCH Group is preparing to significantly scale up its presence in India, with plans to invest up to ₹1,000 crore over the next three to five years to expand warehousing and integrated logistics infrastructure across key industrial and consumption hubs. The Singapore-headquartered company sees India as one of its fastest-growing markets and is betting on rising demand for organised warehousing, supply chain automation, and technology-enabled logistics services. Growth in sectors such as electronics manufacturing, e-commerce, semiconductor production, and advanced manufacturing is creating fresh opportunities for logistics providers capable of offering large-scale, modern infrastructure. As part of its expansion strategy, YCH is evaluating the development of major logistics parks and distribution facilities in Chennai, Bengaluru, and Mumbai—three locations that have emerged as critical nodes in India's evolving supply chain network. Their proximity to ports, airports, manufacturing clusters, and large consumer markets makes them strategically important for both domestic distribution and international trade. The company expects its India business to witness substantial growth over the coming years. Revenue from Indian operations, currently estimated at around ₹400 crore, is projected to increase threefold and potentially reach ₹1,200-1,500 crore within the next three years, reflecting management's confidence in the country's long-term logistics potential. YCH has been operating in India for nearly two decades and currently maintains a presence across 60 locations spanning 40 cities. Its network supports a broad customer base through warehousing, distribution, and supply chain management services, while generating employment for approximately 1,500 people, including contract personnel. A significant part of the company's future growth plans will revolve around southern India, particularly the Chennai region. The company already operates its largest facility in the country near Sriperumbudur, one of India's leading manufacturing and industrial hubs. The campus houses a large-scale warehousing operation with a capacity for tens of thousands of pallet positions, serving customers from various sectors, including technology and electronics. Industry analysts view YCH's proposed investment as another indicator of growing international confidence in India's logistics sector. Over the past few years, demand for Grade A warehousing has surged as manufacturers expand domestic production, e-commerce companies strengthen fulfilment networks, and businesses increasingly prioritise supply chain resilience. The timing of the planned investment also aligns with broader structural changes taking place across India's logistics landscape. Government-led infrastructure initiatives, multimodal connectivity projects, logistics policy reforms, and digital transformation efforts are improving the efficiency of cargo movement and encouraging greater private sector participation. For the wider supply chain ecosystem, the creation of new logistics parks could deliver multiple benefits. Modern facilities equipped with advanced storage systems, automation technologies, and integrated transportation connectivity can help reduce transit times, improve inventory management, lower logistics costs, and enhance service reliability for businesses operating across sectors. The proposed expansion is also expected to enhance India's capacity to support the growing manufacturing sector and export-oriented industries. As global companies continue diversifying supply chains and exploring alternative production bases, access to world-class logistics infrastructure is becoming an increasingly important factor in investment decisions. From a trade perspective, additional logistics capacity in strategic markets such as Chennai, Bengaluru, and Mumbai could further improve cargo handling efficiency and strengthen connections between production centres, consumption markets, ports, and international trade routes. With its planned ₹1,000 crore investment programme, YCH is positioning itself to play a larger role in India's next phase of logistics growth while supporting the country's ambition to become a more competitive manufacturing, distribution, and supply chain hub in the global economy. For more such news and updates, visit CARGOCONNECT.
As India's quick commerce sector continues to scale rapidly, the demand for efficient and sustainable last-mile delivery solutions is becoming increasingly critical. To address this need, Motovolt Mobility has partnered with Cargo Players, a third-party logistics provider, to deploy electric vehicles across hyperlocal delivery operations in key urban markets. Under the partnership, Cargo Players will integrate Motovolt's MVS7 electric vehicles into its delivery fleet operating in Delhi-NCR and Pune. The rollout is aimed at supporting high-volume quick commerce and on-demand delivery networks while reducing the environmental footprint of urban logistics. A key component of the initiative is the integration of Indofast Energy's battery-swapping technology. By enabling riders to quickly replace depleted batteries instead of waiting for vehicles to charge, the solution is designed to improve vehicle uptime and maintain delivery efficiency during peak operating hours. The deployment comes at a time when logistics companies are increasingly exploring alternative mobility solutions to manage rising delivery volumes while controlling operating costs. For delivery partners, vehicle productivity and reliability remain critical factors influencing earnings and operational performance. Motovolt's MVS7 has been developed specifically for intensive urban delivery applications. The vehicle is engineered to support frequent daily trips, minimise downtime, and reduce concerns associated with battery range limitations. Compared with conventional petrol-powered two-wheelers, the electric vehicle also offers lower operating and maintenance costs, making it an attractive option for fleet operators and gig workers alike. According to Motovolt Mobility Founder and CEO Tushar Choudhary, the partnership reflects a shared commitment to creating a more sustainable logistics ecosystem while improving access to dependable mobility solutions for delivery partners who form the backbone of India's rapidly growing quick commerce industry. From Cargo Players' perspective, the collaboration is expected to generate both operational and economic benefits. The availability of battery-swapping infrastructure allows delivery personnel to spend more time on the road and less time waiting for vehicles to recharge, helping improve utilisation levels and delivery productivity. Commenting on the deployment, Cargo Players Co-Founder Ratanbhushan Gupta said the initiative is focused not only on reducing emissions but also on strengthening the livelihoods of delivery partners. He noted that access to affordable, low-maintenance electric vehicles can help riders lower their daily operating expenses while increasing earning opportunities through improved vehicle availability. The collaboration reflects a broader shift underway across India's logistics sector, where fleet operators, technology providers and mobility companies are working together to accelerate electrification in last-mile delivery. As quick commerce networks expand into new markets and delivery expectations continue to rise, scalable EV-based solutions are expected to play a growing role in improving efficiency, reducing costs and supporting sustainable urban logistics. By combining purpose-built electric vehicles with battery-swapping infrastructure, Motovolt and Cargo Players aim to create a delivery ecosystem that benefits logistics operators, gig workers and the environment alike, while supporting the next phase of growth in India's fast-evolving quick commerce landscape. For more such news and updates, visit CARGOCONNECT.
Ukraine has carried out a fresh wave of long-range strikes against Russian energy and transport infrastructure, hitting a port facility and an oil depot in what appears to be an expanding campaign aimed at disrupting fuel supply chains that support Moscow’s military operations. According to Russian regional authorities, drone attacks struck facilities in southern Russia, including the port area of Taganrog in the Rostov region and an oil storage site in Armavir, Krasnodar Krai. The latest attacks underscore Ukraine’s increasing focus on Russia’s energy and logistics network, a strategy designed to weaken fuel distribution and reduce the flow of resources supporting military operations. Since the beginning of the year, Ukrainian forces have repeatedly targeted oil refineries, fuel depots, pumping stations and export terminals located hundreds of kilometres from the front line. The campaign has also extended to maritime infrastructure. Ukrainian forces have previously targeted major oil export terminals, including facilities linked to Russia’s Baltic and Black Sea shipping networks. For the maritime and logistics sector, continued attacks on ports, storage terminals and pipeline infrastructure are increasing operational risks across Russia’s energy supply chain. Disruptions at export hubs can affect cargo handling, vessel scheduling and fuel distribution, while repeated strikes on refineries and depots add pressure to domestic supply networks. The latest incidents come as both sides continue to expand attacks beyond the battlefield, increasingly targeting infrastructure viewed as essential to sustaining military operations. While the immediate impact on Russian exports remains difficult to quantify, the growing focus on logistics and energy assets highlights the strategic importance of supply chains in the broader conflict. Follow CARGOCONNECT for more such updates.
New Consolidated Construction Company Limited (NCCCL) has secured nearly ₹870 crore worth of new projects, adding major assignments in the residential, logistics, and redevelopment sectors in the Mumbai Metropolitan Region (MMR). The projects, awarded in May 2026, cover over 34 lakh square feet and come from leading developers like Lodha Group and Welspun One Logistics Parks. These wins strengthen NCCCL’s role as an important partner in large urban infrastructure and real estate projects. One notable project involves constructing India’s first vertical warehouse. This facility will be built for Welspun One Logistics Parks in the JNPA Special Economic Zone in Navi Mumbai, a key logistics and port-connected hub. This design aims to tackle the growing land shortage in urban areas, representing the next step in India’s warehousing development. The facility will include two warehouse blocks with a total area of about 18.15 lakh square feet. NCCCL will manage everything from structural work to developing external infrastructure and apron areas. In the redevelopment sector, NCCCL won one of the largest projects in its history, the ACME Hills SRA Project in Goregaon East. This assignment, given by Lodha Group on a turnkey basis, covers nearly 14.81 lakh square feet and combines rehabilitation housing with premium residential developments. The project will provide rehabilitation towers for eligible residents, residential towers for open-market sales, and a multi-level parking facility. NCCCL will oversee the entire execution process, including design coordination, construction activities, infrastructure development, and final handover. The company has also received another project from Lodha Group to build the Opulis Clubhouse at Lodha Premier Township in Dombivli. This clubhouse will span about 1.46 lakh square feet and is designed as a community space for residents. NCCCL will handle the core and shell construction for this multi-level facility. These projects come shortly after NCCCL announced a three-year partnership with Nemetschek Group. The collaboration aims to speed up the adoption of digital construction technologies, including Building Information Modelling (BIM), AI-driven workflows, and integrated project management solutions. This initiative should improve project planning, design accuracy, transparency, and execution efficiency in various sectors, including residential real estate, commercial projects, healthcare facilities, hospitality, and data centers. Commenting on the new orders, Mahesh Mudda, Vice Chairman and Managing Director of NCCCL, stated that these assignments show the trust that leading developers have in the company’s capabilities. He highlighted that the turnkey nature of the ACME Hills project aligns with NCCCL’s long-term goal of being a complete construction partner that can handle every stage of project delivery, from planning to final completion. Dr. Amit Goenka, Founder, Chairman, and Managing Director of Nisus Finance, pointed out that the scope and nature of these projects showcase NCCCL’s growing reputation in the industry. He noted that obtaining a fully turnkey project from one of the largest developers in the country signifies the company's emergence as a comprehensive construction platform capable of managing the entire project lifecycle for clients. With these new projects, NCCCL continues to grow its presence in some of the fastest-growing areas of the construction sector. These recent assignments not only boost its order backlog but also underscore its focus on technology-driven execution and integrated project delivery in India's changing urban development landscape. For more such news and updates, follow CARGOCONNECT.
DHL Supply Chain has begun construction on a new European Battery Logistics Hub in Holtum, Limburg, to enhance battery and energy storage logistics across Europe. The facility will provide 17,000 square meters of dedicated space for the storage and handling of high-voltage batteries and will be adjacent to DHL Supply Chain’s existing automotive logistics site in Holtum. Together, these facilities will create an integrated logistics campus that supports electric mobility and energy systems throughout Europe. The hub is set to open in early 2027. This new facility will manage batteries for electric vehicles as well as battery energy storage systems, including applications for home energy storage and solar solutions. With increasing demand for electric mobility and decentralized energy systems in Europe, DHL Supply Chain is seeing heightened interest from automotive, industrial, and energy customers seeking safe and scalable battery logistics solutions. Located in the Netherlands, Holtum is expected to become a key gateway for EV and energy storage logistics, serving markets in the Netherlands, Germany, Belgium, and neighboring areas. Rainer Haag, CEO of DHL Supply Chain Europe, said, “By expanding our battery logistics in Holtum and closely linking it with our existing automotive expertise, we’re creating a one-stop shop solution for the EV sector. This investment supports DHL Group Strategy 2030, where New Energy is a major growth driver for our business across Europe.” The Holtum campus is well-located with easy access to major European transport routes, including direct connections to key motorways linking the Benelux region and Germany. The site is also near a container and barge terminal on the Juliana Canal, offering more transport options that enhance supply chain efficiency, resilience, and sustainability for customers in Europe. This initiative is part of DHL Group’s Strategy 2030, aimed at supporting customers in rapidly growing sectors, including electric mobility, renewable energy, and circular supply chains. As New Energy emerges as a key growth area, DHL Supply Chain continues to invest in specialized infrastructure and services to help customers grow sustainably across Europe. John Scherders, CEO of DHL Supply Chain Benelux, commented, “By connecting the new battery operation with our existing automotive and spare parts facility, we are establishing a center of excellence that allows us to provide seamless logistics and technical services for electric mobility and energy storage customers throughout Europe.” The Holtum campus benefits from excellent connectivity to European transport corridors, with direct access to major motorways linking the Benelux and Germany, as well as proximity to a nearby container and barge terminal on the Juliana Canal. This waterborne connection further enhances the site's ability to support efficient and resilient supply chains, offering customers additional options for sustainable European distribution. The project forms part of DHL Group Strategy 2030, which focuses on supporting customers in growth sectors such as electric mobility, renewable energy and circular supply chains. With New Energy identified as a key driver of future growth, DHL Supply Chain continues to invest in specialized infrastructure and services that enable customers to scale sustainably across Europe. For more such news and updates, visit:- CARGOCONNECT.
Indian Prime Minister Narendra Modi, during his visit to Europe, stated India is rapidly working with international partners to build robust energy supply chains, aiming to cut the energy crunch that arose from the current geopolitical crises. During his visit to the Netherlands, PM Modi addressed a gathering of the Indian community, calling the current era a decade of calamities and uncertainty. Modi highlighted the COVID-19 pandemic, subsequent wars, and now an energy crisis, warning that if the current scenario is not resolved quickly, years of progress and achievements could be lost, delivering a huge blow to the global economy. Speaking about the challenges facing the international community, the Indian Prime Minister said humanity is going through an exceptionally turbulent phase with uncertainty and economic stress. He added that the world first faced the Coronavirus Pandemic, followed by geopolitical conflicts and energy concerns, and these overlapping crises are testing the resilience of the global system, while warning of the consequences of inaction. Further, he said that unless we unite, the world will not be able to address the challenge of global security. PM Modi's remarks came during his address to the Indian diaspora in the Netherlands, where he highlighted the growing strategic, economic, and cultural cooperation between India and the Netherlands. The Indian Prime Minister is currently on a five-nation visit from May 15 to May 20, with the UAE being the first stop of the diplomatic tour. Earlier, during his meeting with the senior leadership of A.P. Moller–Maersk in Gothenburg, Sweden, the Indian Prime Minister Narendra Modi underscored India’s growing push to modernise its maritime ecosystem and position itself as a major global logistics and shipping hub. During the interaction, PM Modi met Maersk Chairman Robert Maersk Uggla on the sidelines of his engagements in Sweden, where he has been holding talks with European industry leaders and government officials. Discussions reportedly centred on opportunities for investments in India’s ports, logistics infrastructure, and sustainable maritime solutions. The talks assume significance as India accelerates efforts under its Maritime Amrit Kaal Vision 2047, aimed at transforming the country’s shipping and logistics capabilities through port-led development, improved multimodal connectivity, and adoption of green technologies. The government has been actively engaging global maritime companies to attract investments and technological expertise into the sector. For more such news and updates, follow CARGOCONNECT.
In a significant move aimed at accelerating India’s maritime transformation, the Ministry of Ports, Shipping and Waterways (MoPSW) has intensified its engagement with global and domestic shipping lines to strengthen the country’s maritime and logistics ecosystem. Shri Vijay Kumar, Secretary, MoPSW, recently held one-on-one interactions with representatives from leading shipping companies at the Directorate General of Shipping in Mumbai, reinforcing the government’s collaborative approach toward industry-led growth. The discussions focused on understanding the expansion plans of shipping operators, operational bottlenecks, infrastructure requirements, and policy-related concerns affecting business efficiency. Industry stakeholders also shared perspectives on capacity enhancement, regulatory facilitation, and measures required to improve India’s competitiveness in global shipping and trade. The consultations form part of the government’s broader strategy to position India as a leading maritime and logistics hub under the Maritime Amrit Kaal Vision 2047 and Maritime India Vision initiatives. The ministry has been consistently promoting port modernisation, digitalisation, sustainability, and multimodal logistics integration to support growing trade volumes and reduce logistics costs. Officials highlighted that India’s maritime sector is undergoing rapid transformation driven by infrastructure expansion, mechanisation, and increased private sector participation. The government has also prioritised shipbuilding, coastal shipping, inland waterways, and green maritime initiatives to enhance India’s role in the global maritime value chain. The latest stakeholder engagement reflects the ministry’s emphasis on policy facilitation through direct industry consultation. By opening dialogue with shipping lines, the government aims to address operational challenges more effectively while encouraging long-term investments across ports, shipping services, logistics infrastructure, and maritime connectivity. India’s maritime ambitions are closely aligned with initiatives such as Sagarmala, which seeks to promote port-led development and improve cargo movement efficiency through enhanced port connectivity and integrated logistics infrastructure. The programme continues to play a critical role in reducing supply chain costs and boosting export competitiveness. The engagement with shipping lines also comes at a time when global maritime players are increasingly exploring opportunities in India. Several international operators have shown interest in expanding investments in shipbuilding, terminals, and logistics services, underlining growing confidence in India’s maritime growth trajectory. 𝐒𝐭𝐚𝐲 𝐓𝐮𝐧𝐞𝐝 𝐭𝐨 https://cargoconnect.co.in/ 𝐟𝐨𝐫 𝐥𝐚𝐭𝐞𝐬𝐭 𝐮𝐩𝐝𝐚𝐭𝐞𝐬!
In a major step toward improving India’s medical device supply chain, Celcius Logistics has partnered with Ottobock India to launch a dedicated prosthetics and assistive-device warehouse facility in Thane, Maharashtra. The newly launched facility, located at Wagle Estate, spans approximately 3,000 sq ft and has been developed to support the storage and nationwide distribution of advanced prosthetic limbs, orthotic devices and other specialized healthcare products. The warehouse features 110 slotted racks, more than 700 bin locations, and a temperature- controlled section for storing sensitive medical materials. Under a five- year agreement, Celcius Logistics, an Indian healthcare and cold-chain logistics company will manage the end-to-end warehouse operations and transportation for Ottobock India, the Indian arm of Germany-based prosthetics manufacturer Ottobock. Both firms have already indicated plans to expand the facility’s operational capacity by nearly 25 percent within the next year as demand increases. Commenting on the partnership, Swarup Bose, Founder and CEO, Celcius Logistics, said, “This partnership reflects how healthcare supply chains in India are evolving towards greater precision, reliability, and accountability. At Celcius, we are focused on building infrastructure that can consistently support the movement of high-value, sensitive medical products at scale. By combining our technology-led logistics capabilities with Ottobock’s global expertise, we are enabling a more robust and responsive distribution ecosystem.” The launch of the Thane facility is therefore being seen by industry experts not only as a warehousing expansion, but also as a broader move toward building a specialized healthcare logistics in India. Follow CARGOCONNECT for more such updates.
As we all know, supply chain management encompasses a multifaceted approach to streamline operations, optimise resources, and meet customer demands efficiently. Integrating the entire supply chain involves aligning and synchronising all components, processes, and stakeholders involved—from suppliers to end consumers. Most importantly, an integrated supply chain leverages technology and standardised processes to achieve seamless coordination, visibility, and data sharing across the entire value chain. As businesses navigate the complexities of today’s global marketplace, harnessing the power of an innovative supply chain through enabling technological advancements and process improvements is crucial for establishing resilient, responsive, and future-ready supply chain ecosystems. These aspects are brought together by three crucial elements: technology as the backbone of innovative supply chains, continuous improvement throughout the entire supply chain, and network structures driven by transparent communication and end-to-end visibility. Harish Singh, Head – Supply Chain, Burgerama talks about the amalgamation of these key elements that enable organisations like Burgerama to stay ahead in a rapidly evolving business landscape, fostering innovation and sustainable growth in the realm of supply chain management features. Excerpts by UPAMANYU BORAH from a recent interaction. Genesis and Operations Founded in 2018 by Kabir, Viraaj, and Vivek, Burgerama is a flavour-packed tale of the juiciest cheeseburgers in India. Starting strong in Sushant Lok in October 2018, not even a global pandemic could halt this culinary sensation. What sets Burgerama apart? It's the explosion of taste in every bite, achieved through meticulous ingredient selection and an unwavering commitment to authenticity. Beyond just a food joint, Burgerama is a narrative of enduring friendship and an unyielding quest to craft the perfect burger experience. Now operating 14 delivery outlets across Delhi NCR, Chandigarh, and Bangalore, Burgerama has come to be known for its passionate team, true-to-form flavours and genuinely delicious products, creating a truly unique burger experience for all. Adapting to Macro Challenges In recent times, our burger brand has experienced both positive and negative impacts from the macro environment. A shift towards healthier eating habits has inspired us to innovate our menu, offering diverse options with high-quality, nutritious ingredients, expanding our appeal. Embracing sustainability, we've adopted eco-friendly packaging and responsible sourcing, aligning with evolving consumer values. However, challenges persist. Fluctuating commodity prices and supply chain disruptions occasionally affect our quality and pricing consistency. To address this, we've prioritised supply chain flexibility. Technological investments and strategic partnerships enable swift responses to unforeseen circumstances. Building relationships with multiple suppliers and agile inventory management mitigate localised disruptions. Our logistics infrastructure, designed for agility, includes contingency plans and alternative routes, ensuring seamless operations. Despite macro challenges, our commitment to a flexible supply chain empowers us to navigate obstacles effectively, ensuring consistent delivery of quality burgers to our customers under any circumstances. Global Benchmarks, Local Adaptations Our burger brand prioritises a consistent supply through tech-driven forecasting, strategic partnerships, and global benchmarking. Leveraging predictive analytics, we adjust production to minimise shortages or overstocking. Long-term relationships with suppliers ensure transparent operations, from sourcing to delivery. We adapt successful global practices through benchmarking and continually improve through audits, adopting new technologies or optimising routes. Our commitment to agility and learning from global benchmarks ensures a reliable supply chain, meeting dynamic customer demands. Cost Management Methods In the face of escalating input costs, especially in a landscape where our primary business operates through Zomato and Swiggy, our commitment remains to shield end consumers from additional financial burdens. Our strategy is multi-faceted, emphasising cost management without compromising quality or transferring extra expenses to the customer. Internally, we relentlessly optimise operations, streamlining processes from sourcing to distribution to enhance efficiency and minimise wastage throughout the supply chain. Furthermore, we are resolute in absorbing a certain degree of these cost increases within our operations, ensuring that the quality, value, and experience associated with our brand remain uncompromised. Collaborating closely with our suppliers and distributors, we navigate peak input costs by absorbing some of the financial pressures internally, ultimately ensuring that the end consumer is spared from additional financial strains. Automation advancements in Operations Harnessing advanced information technology has been transformative for our supply chain. Integration of cutting-edge solutions has significantly boosted efficiency, agility, and responsiveness. A key initiative involves implementing robust inventory management systems driven by machine learning algorithms. These systems enhance demand forecasting, optimise inventory levels, and predict supply chain disruptions. This proactive approach ensures balanced stock levels at both outlet and warehouse, preventing excesses or shortages. Automation further streamlines operations, with an indent planning tool seamlessly integrated into our inventory management for more precise order fulfillment planning. Strong Partnerships: Key to minimising disruptions In India's supply chain landscape, seamless coordination among suppliers, distributors, and logistics partners is crucial. Our approach emphasises robust communication channels, fostering transparency, strategy alignment, and quick problem-solving. During crises, like recent disruptions, our coordination becomes even more vital. Swift adaptations, such as diversifying supply channels and optimising stock, help us navigate challenges. Strong partner relationships minimise disruptions. Despite widespread implications, our focus stays on fostering collaborations and open communication to navigate challenges effectively and deliver quality service in alignment with the dynamic Indian market. Logistics: Enabling Our Burger Success In our burger brand's success story in India, logistics plays a vital role, serving as the backbone of our operations. Entrusting specific functions to external partners, such as transportation and warehousing, ensures efficient delivery routes and streamlined distribution. While external partners handle certain tasks, the majority of logistics operations, including inventory management and strategic planning, are internally controlled. This internal control is crucial for optimising inventory, anticipating market demands, and maintaining a smooth product flow. With approximately 90 per cent of logistics operations managed internally, we strike a balance, leveraging external expertise while retaining control over core functions. This collaborative strategy ensures the benefits of specialised skills from partners, coupled with the agility needed to adapt to India's unique market demands. Win-Win Partnerships In selecting logistics partners for our Indian operations, we prioritise reliability, scalability, and technological proficiency. Timely and consistent deliveries are crucial, requiring partners adaptable to India's dynamic landscape. We emphasise technology-driven solutions, favoring partners with advanced tracking systems and route optimisation. Cost-effectiveness is key, seeking competitive pricing without compromising service quality. Transparency, compliance with regulations, and a customer-centric approach are foundational criteria. Thorough evaluations and trial periods ensure compatibility and strong partnerships, ensuring a smooth and efficient logistics operation for our burger brand in India. Efficient Transportation Strategies In response to the evolving logistics landscape in India, our policies and strategies pivot towards embracing alternative transport modes and optimising routes for efficient outsourcing of logistics services. We advocate for multimodal transport, acknowledging the strengths of various modes like road and rail to optimise cost, time, and environmental impact. Prioritising route optimisation through advanced technologies enables us to minimise transit times and costs, leveraging data-driven analytics to assess traffic patterns and road conditions. Collaboration with specialised 3PL service providers in alternative transport modes enhances our network efficiency. Recognising the last-mile delivery challenge in India, our policies explore innovative solutions, including partnerships with local services and micro-warehousing strategies. The emphasis on adaptability and agility allows us to respond dynamically to market dynamics, embracing new transport modes for enhanced efficiency or reduced environmental impact. Continuous evaluation and improvement are ingrained in our policies, fostering a diversified and adaptable logistics framework that ensures efficient supply chain operations for our business. Warehousing strategies that alleviates the bottom-line To optimise our operations, we strategically position warehouses for proximity to major consumption centers, minimising transportation costs and reducing delivery times across India. Leveraging technology, we implement warehouse management systems and plan to introduce barcode systems for enhanced accuracy. Embracing lean principles, we focus on continuous improvement, eliminating non-value-added activities, and maintaining efficient layouts. Anticipating seasonal or peak demand, we implement inventory strategies for optimal preparation without excess costs during quieter periods. Collaboration with 3PLs allows scalability and access to specialised facilities. Utilising data analytics, we continuously analyse warehouse efficiency, facilitating data-driven decisions for ongoing process improvements. Through these strategies, we aim for efficient, agile, and customer-centric operations, ensuring timely product delivery across India while optimising costs and resources. Distinct capabilities with a strategic Innovation Approach Maximising the efficiency of our logistics and backend operations involves a multifaceted approach focussed on continuous improvement and innovation. Leveraging advanced analytics, we prioritise accurate demand forecasting for optimised inventory levels, balancing meeting customer demands with minimising excess stock. Building strong relationships with suppliers and implementing lean supply chain principles help in reducing lead times, cutting costs, and maintaining a responsive supply chain. Constantly exploring and integrating emerging technologies such as AI and Bar Coding enhances visibility and transparency across the supply chain. Sustainability initiatives, including eco-friendly packaging and optimised delivery routes, align with our commitment to environmental responsibility. Regular assessments and adaptation to market changes, whether regulatory shifts or consumer preferences, ensure operational agility. Our ultimate goal is to create a responsive, cost-effective, and sustainable supply chain that meets customer demands across diverse cities. Megatrends changing the face of Supply Chain Executives In the dynamic landscape of India's supply chain and logistics, several pivotal megatrends are set to reshape the roles of managers in these domains. Technology integration, including AI and machine learning, will revolutionise operations, requiring managers to harness these tools for enhanced visibility and data-driven decision-making. Building resilience against disruptions and diversifying sourcing channels will be imperative. Leveraging data analytics for predictive insights will be essential for optimising inventory and enhancing overall efficiency. Collaborative partnerships across the supply chain ecosystem will strengthen, necessitating closer ties with suppliers, distributors, and technology providers. Adapting to evolving regulations, upskilling the workforce for increased automation, and prioritising customer-centric logistics experiences are paramount. Striking the right balance between globalisation benefits and localised strategies will be a key challenge. Managers who adeptly navigate and capitalise on these megatrends will build agile, sustainable, and technologically advanced operations, meeting the evolving demands of the market. Advice for budding professionals To young supply chain professionals entering the industry in India, here's some invaluable advices for navigating the evolving landscape. Embrace continuous learning by staying updated on technological advancements and industry trends, and seek certifications and mentorship. Develop a holistic understanding of the supply chain spectrum, acknowledging the interconnections between procurement, logistics, operations, and customer relations. Cultivate adaptability and flexibility to navigate the fast-paced and disruptive nature of the industry. Focus on data literacy, particularly proficiency in analytics tools like Excel, for making informed decisions. Hone communication and collaboration skills to effectively coordinate with diverse teams and stakeholders. Embrace ethical and sustainable practices, recognising their growing importance in supply chains. Lastly, foster a problem-solving mindset, as the ability to address challenges efficiently is highly valued in the dynamic field of supply chain management.
Emirates SkyCargo strengthened its position in the global air freight market during fiscal year 2025-26, supported by strategic freighter additions, network expansion, and resilient cargo demand across key trade lanes. The cargo division emerged as a major contributor to the Emirates Group’s record financial performance, reflecting the growing importance of air cargo in global supply chains. The Emirates Group reported a record profit before tax of AED 24.4 billion (US$6.6 billion) for FY2025-26, while revenues rose 3% year-on-year to AED 150.5 billion. Emirates airline alone generated AED 130.9 billion in revenue and retained its position as the world’s most profitable airline. Cargo operations played a significant role in this growth trajectory. Emirates SkyCargo transported approximately 2.4 million tonnes of cargo during the fiscal year and generated AED 16.2 billion in revenue, according to regional business reports. The carrier benefited from additional freighter capacity introduced over the past year as it responded to sustained e-commerce demand, pharmaceutical shipments, perishables trade, and manufacturing recovery across Asia, Europe, and the Middle East. The airline continued investing heavily in fleet and logistics infrastructure to strengthen its cargo capabilities. Emirates Group invested AED 17.9 billion (US$4.9 billion) during FY2025-26 in aircraft, equipment, technology, and facilities to support long-term growth plans. Industry analysts note that the addition of Boeing 777 freighters and leased cargo aircraft enabled Emirates SkyCargo to improve schedule flexibility and capacity deployment across high-demand international routes. The expansion comes at a time when global air cargo markets are stabilising after several years of disruption. Rising cross-border e-commerce volumes and increasing demand for time-sensitive shipments continue to support premium air freight services. Emirates SkyCargo has also expanded specialised logistics offerings for pharmaceuticals, dangerous goods, and temperature-sensitive cargo, reinforcing Dubai’s role as a global logistics hub. Despite geopolitical tensions and operational disruptions in the final month of the financial year, Emirates maintained strong cargo and passenger demand. Group Chairman and Chief Executive Sheikh Ahmed bin Saeed Al Maktoum highlighted the resilience of the company’s business model and its continued investments in innovation, people, and infrastructure. With additional freighters expected to join its fleet over the next few years, Emirates SkyCargo is positioning itself for further expansion as global supply chains increasingly prioritise speed, reliability, and network connectivity.
Singapore’s Changi Airport is sharpening its focus on pharmaceuticals and e-commerce shipments to navigate constrained cargo capacity until planned expansion in the 2030s. According to Lim Ching Kiat, Executive Vice President of Air Hub and Cargo Development at Changi Airport Group, current facilities face mounting pressure due to growing regional demand, necessitating strategic tenant and cargo type management. E-commerce continues to be a key growth driver for air cargo globally, fueled by major players like Shein, Temu, and TikTok Shop. At the same time, Singapore is solidifying its position as Southeast Asia’s preferred pharmaceutical hub, attracting investments from global biopharma giants such as Thermo Fisher, Sanofi, BioNTech, and MSD. Looking ahead, Changi Airport plans to launch a second logistics park by the 2030s, aiming to increase its annual cargo capacity from 3 million tons to 5.4 million tons. The new free trade zone will further expedite cargo handling and redistribution. In 2024, Changi Airport reported handling 1.99 million tons of airfreight, a 14.6% rise from 2023, driven by robust cross-border e-commerce demand, improved trade routes with China and the U.S., and recovering electronics exports. Top air cargo markets included China, Australia, the U.S., Hong Kong, and India.
Challenge Group unveiled its newest Boeing 747-400 production freighter registered under its Belgian AOC. With this acquisition, Challenge Group’s fleet now consists of 10 state-of-the-art aircraft, including six Boeing 747-400F and four Boeing 767-300F freighters, trebling its fleet in less than three years. This expansion positions the company to meet increasing customer demand with greater efficiency and flexibility. The new aircraft will significantly enhance Challenge Group’s capacity and frequency, addressing rising demand for perishable transportation out of Africa, e-commerce shipments from China, and transatlantic trade. Predominantly serving the e-commerce sector from China, the Boeing 747-400F will also support diverse industries and verticals with its versatile cargo capabilities. “The addition of the Boeing 747-400F is a pivotal step in Challenge Group’s fleet strategy,” said Or Zak, Chief Commercial Officer at Challenge Group. “It reinforces our ability to respond to the evolving demands of the air freight capacity while expanding our capability to serve new markets. This aircraft exemplifies our commitment to operational flexibility and providing additional solutions for our customers.” This expansion aligns with Challenge Group’s long-term strategy to grow its fleet and increase its market reach. By incorporating advanced freighters like the Boeing 747-400 production freighter, the company is well-positioned to deploy additional capacity as needed and strengthen its global network.
