Loading...
Emiza, one of India's leading Third-Party Logistics (3PL) providers, has strengthened its warehousing and fulfilment network with the launch of a new logistics facility in Farukhnagar, Haryana. The expansion comes amid rising demand from the e-commerce, retail and consumer sectors for faster, scalable and technology-driven supply chain solutions across northern India. The newly operational facility spans 120,000 sq ft and marks Emiza's sixth warehouse in the Delhi-NCR region, taking the company's overall warehousing footprint to more than 60 million cubic feet across 11+ cities and 11+ states. Strategically located in one of North India's key logistics hubs, the warehouse offers a pallet capacity of 15,000, features 23 loading docks, and is designed to process up to 800,000 orders per month. The facility will also function as a dedicated returns processing centre, enabling partner brands to efficiently manage reverse logistics operations while improving inventory visibility and customer experience. Commenting on the development, Ajay Rao, Founder & CEO, Emiza, said: “The Farukhnagar warehouse is a milestone in Emiza’s journey to redefine how logistics infrastructure supports modern businesses. Beyond its physical scale, it reflects a vision of agility, resilience, and forward-thinking design, where operations can quickly adapt to changing market needs. This facility enables us to respond faster to client demands, integrate advanced systems for seamless supply chain management, and set a benchmark for future expansion.” Built to support high-volume operations, the facility incorporates VMS-enabled CCTV surveillance, multi-tier shelving systems, modern stackers, balanced ventilation, and advanced warehouse management infrastructure. Its high floor load-bearing capacity, optimised clear height, and dedicated loading and unloading bays are designed to improve storage efficiency and accelerate cargo movement. Jitendra Kumar, Co-founder, Emiza stated, “The Farukhnagar facility has been built with a strong focus on operational efficiency and smooth movement of goods. From the layout of the warehouse to the equipment installed, every element is designed to support faster handling, accurate storage and timely dispatch.” The facility also integrates comprehensive safety measures, including advanced firefighting and alarm systems, DG-set power backup, and energy-efficient LED lighting to ensure uninterrupted operations and compliance with industry standards. In line with Emiza's sustainability roadmap, solar panels will be installed at the warehouse, replicating initiatives already implemented at the company's KSquare facility. Beyond operational expansion, the project is expected to generate more than 500 employment opportunities, contributing to regional economic growth and strengthening Farukhnagar's position as a prominent logistics destination. With the addition of the Farukhnagar warehouse, Emiza continues to deepen its presence across strategic logistics corridors, enhancing its ability to deliver reliable, scalable and future-ready supply chain solutions for India's rapidly evolving commerce ecosystem.
India will require more than 200 next-generation multimodal logistics parks (MMLPs) over the next two decades to handle rising freight volumes, improve cargo movement efficiency and support the country’s long-term manufacturing and trade ambitions, according to a new industry assessment. The report, prepared by the Confederation of Indian Industry (CII) and property consultancy Knight Frank India, estimates that the country will need approximately 215–216 integrated logistics hubs by 2047 as freight demand expands alongside industrial growth, urbanisation and increasing consumption. India’s freight movement is projected to reach nearly 28 billion tonnes by 2047, creating significant pressure on existing transport infrastructure. The report argues that large-scale logistics parks connected to rail, road, ports and industrial corridors will be essential to manage future cargo volumes while reducing dependence on road transport. According to the study, multimodal logistics parks integrated with Dedicated Freight Corridors (DFCs) could reduce door-to-door freight costs by as much as 43% compared with conventional road-based transportation. Such facilities are expected to improve cargo aggregation, lower handling costs, shorten transit times and reduce congestion across major freight routes. The findings come as India accelerates investments in logistics infrastructure under initiatives such as PM Gati Shakti and the National Logistics Policy. Policymakers have identified logistics efficiency as a key factor in improving export competitiveness and attracting manufacturing investments. Over the past decade, infrastructure spending worth nearly $360 billion has helped reduce India’s logistics costs to an estimated 10–10.7% of GDP from around 13–14% previously, according to the report. Despite this progress, industry experts argue that further gains will depend on the development of integrated freight ecosystems capable of supporting multimodal transportation networks. The report highlights inadequate rail connectivity between industrial clusters and freight terminals as one of the major structural challenges facing the sector. Expanding multimodal logistics infrastructure is expected to encourage a larger shift of cargo from roads to railways, which are generally more cost-efficient for long-distance freight movement. The government has already identified 35 multimodal logistics park projects under the Bharatmala programme, although implementation has faced challenges including land acquisition delays, financing constraints and connectivity issues. Several states have recently advanced logistics park projects near key industrial and port locations, reflecting growing recognition of their role in strengthening supply chain networks. Industry stakeholders believe the next phase of logistics development will increasingly focus on integrated infrastructure rather than standalone warehousing assets. Modern logistics parks are expected to combine freight terminals, container depots, warehousing facilities, cold-chain infrastructure and digital cargo management systems within a single networked ecosystem. As India targets higher manufacturing output and export growth over the coming decades, the scale and pace of logistics infrastructure development are expected to become critical determinants of supply chain competitiveness. The report suggests that without substantial expansion of multimodal freight facilities, existing transport networks could face mounting pressure from rising cargo volumes, potentially increasing logistics costs and limiting economic efficiency. Follow CARGOCONNECT for more such updates.
Nagpur has taken a significant step toward strengthening its position in India’s logistics and supply chain ecosystem with the inauguration of the Godam Logistics Park at Nimji Gondkhairi on Amravati Road. The project, inaugurated by Maharashtra Chief Minister Devendra Fadnavis and Union Minister Nitin Gadkari is being positioned as one of Central India’s largest integrated logistics facilities. The launch comes at a time when Nagpur is increasingly being recognised as a strategic logistics destination due to its central geographic location and expanding infrastructure network. Industry stakeholders believe the development will accelerate warehousing investments, multimodal connectivity, and supply chain efficiencies across Maharashtra and neighbouring states. Speaking at the inauguration, Nitin Gadkari highlighted Nagpur’s strategic advantage, noting that the city lies almost equidistant from major commercial centres such as Delhi, Mumbai, Chennai, and Kolkata. According to him, this positioning makes Nagpur an ideal base for companies looking to establish pan-India distribution and logistics operations. He also emphasized that large-scale logistics infrastructure projects can play a key role in reducing overall transportation and warehousing costs for businesses. India’s logistics cost is currently higher than China and several European economies. Gadkari cited findings from a joint study by premier institutions including IIM Bangalore, IIT Chennai, and IIT Kanpur, which suggested that ongoing infrastructure improvements have already contributed to a reduction in logistics costs by nearly 6%. He added that the expansion of national highways and improvements in fuel efficiency are gradually making Indian logistics more globally competitive. The Union Minister also advocated for the integration of sustainable mobility infrastructure within logistics parks. He recommended the installation of solar-powered fast electric vehicle charging stations at the Godam Logistics Park to support cleaner transportation solutions and improve long-term operational efficiency. Meanwhile, CM Fadnavis reiterated the Maharashtra government’s commitment to transforming the state into a logistics powerhouse through a newly introduced mega logistics policy aligned with the Centre’s PM Gati Shakti initiative. He noted that investor interest in logistics infrastructure across the state has increased considerably, particularly in Nagpur, which is rapidly emerging as a preferred destination for warehousing and distribution facilities. The Chief Minister also pointed to the upcoming Vadhvan Port project in Maharashtra’s Konkan region, expected to be substantially larger than Jawaharlal Nehru Port, as a major development that could further strengthen Nagpur’s connectivity and cargo movement potential in the coming years. Directors of Godam Logistics comprising Mahavir Jain, KK Gupta, and Rajan Agarwal described the new facility as more than a conventional warehousing cluster, underlining its role in enabling integrated supply chain operations, industrial growth, and future-ready logistics services. With rising infrastructure investments, supportive policy measures, and improving multimodal connectivity, Nagpur is steadily cementing its role as a critical logistics gateway for Central India. 𝐒𝐭𝐚𝐲 𝐓𝐮𝐧𝐞𝐝 𝐭𝐨 https://cargoconnect.co.in/ 𝐟𝐨𝐫 𝐥𝐚𝐭𝐞𝐬𝐭 𝐮𝐩𝐝𝐚𝐭𝐞𝐬!
Adani Ports and Special Economic Zone Ltd (APSEZ) has agreed to acquire Jaypee Fertilizers & Industries Ltd (JFIL) from Jaiprakash Associates Ltd (JAL) for ₹1,500 crore, strengthening its presence in India’s logistics and industrial infrastructure sector. The transaction forms part of the insolvency resolution plan approved for JAL by the National Company Law Tribunal (NCLT). Through the acquisition, APSEZ will gain indirect control of Kanpur Fertilizers and Chemicals Ltd (KFCL), which owns nearly 243 acres of industrial and commercial land in Kanpur. The company plans to use the site for logistics and warehousing development as it expands its multimodal logistics network across the country. The move reflects APSEZ’s broader strategy of increasing its inland logistics capabilities beyond port operations. The company has been expanding its presence in warehousing, rail-linked freight infrastructure and cargo handling to create integrated supply chain services. Industry analysts note that private port operators are increasingly investing in logistics assets to secure cargo volumes and improve end-to-end transportation offerings. The acquisition will be completed through a cash transaction under the implementation framework of the approved JAL resolution plan. The NCLT approved the plan in March 2026, and the order was later upheld by the National Company Law Appellate Tribunal (NCLAT). The latest deal adds to APSEZ’s series of infrastructure acquisitions in recent years, including investments in ports, logistics parks and storage assets aimed at strengthening its integrated transport network across India. Follow CARGOCONNECT for more such updates
Nagarro, a well-known digital engineering leader, and Addverb, a global leader in robotics and warehouse automation solutions, have formed a strategic partnership to drive innovation in robotics and digital automation. This collaboration, marked by a Memorandum of Understanding (MoU), is set to transform industrial automation by creating advanced robotic solutions and digital twin technologies that cater to markets around the world. The alliance brings together Nagarro's strengths in software engineering, digital integration, and intelligent technologies with Addverb's expertise in robotics hardware and warehouse automation systems. By combining these capabilities, the two companies aim to design integrated solutions that effectively link digital intelligence with physical automation processes. As part of this collaboration, both companies will engage in co-developing solutions, including joint intellectual property creation and knowledge-sharing programs. They also plan to establish advanced robotics experience centers and innovation spaces that support experimentation and promote faster adoption of new technologies. Sangeet Kumar, CEO and Co-founder of Addverb, emphasized that the future of automation lies in connected ecosystems where software and robotics work in harmony. He said that Addverb is evolving from providing standalone hardware to delivering comprehensive, intelligent automation systems that meet the changing needs of supply chains. Furthermore, he highlighted that this partnership with Nagarro will help reinforce this vision by enabling the development of flexible, scalable, and future-proof automation solutions. The collaboration will also explore opportunities in various sectors, including warehousing, manufacturing, and broader supply chain operations. Both companies plan to enhance their global presence through coordinated marketing efforts and mutual referrals. Narro will concentrate on software integration, digital platforms, and intelligent technologies, while Addverb will focus on hardware implementation, automation infrastructure, and lifecycle support services. Ganesh Sahai, CTO of Nagarro, pointed out that many automation efforts are confined to isolated applications, but this partnership aims to integrate software systems, robotics, and operational workflows seamlessly. He noted that such integrated solutions can enhance execution speed, increase operational efficiency, and improve predictability for businesses. This collaboration also showcases Nagarro's increasing focus on AI-driven engineering solutions that connect digital ecosystems with physical operations, helping enterprises achieve faster growth and improved reliability and performance. For more such news and updates, visit CARGOCONNECT.
In a significant move to solidify its dominance in India’s southern logistics corridor, Amazon India has finalized a long-term lease for a sprawling 278,000-square-foot warehouse in Bengaluru. The deal, which comes amid a nationwide surge in e-commerce infrastructure spending, highlights the tech giant's commitment to optimizing its last-mile delivery capabilities in one of the country’s most congested but lucrative metropolitan areas. The facility, located in the burgeoning Nelamangala industrial corridor, was secured at a monthly rent of approximately Rs 73 lakh (Rs 7.3 million). Industry data suggests the pricing stands at roughly Rs 26.25 per square foot, a figure that reflects the premium now commanded by Grade-A warehousing in peripheral urban zones. The nine-year agreement, registered in early April 2026, includes a 5% annual rental escalation and a substantial security deposit of over Rs 4.37 crore. To facilitate a smooth transition, the lease provided a 75-day rent-free period, with formal payments having commenced on March 15. This expansion isn't just about square footage; it’s about specialized logistics. The warehouse is designed for high-volume transit, featuring: Specialized Parking: 25 dedicated truck bays and 150 bike slots to support the "army" of delivery personnel required for rapid fulfillment. Optimized Reach: Situated in the Sompura Hobli region, the site offers seamless access to major highways, bypassing much of the city’s core traffic to reach the northern and western consumption hubs more efficiently. This deal is part of a much larger puzzle for Amazon in India. Over the last year, the company has been aggressively locking down Grade-A stock across the country—from a massive 5.5-lakh-sq-ft facility in West Bengal to premium office renewals in Mumbai’s Vikhroli. By prioritizing large-format, institutional-grade assets, Amazon is following a broader market trend where institutional capital is increasingly replacing fragmented, unorganized storage. With Bengaluru’s warehousing stock expected to cross 80 million square feet this year, the city remains the primary operational base for e-commerce giants looking to balance massive inventory with the rising consumer demand for same-day deliveries. Real estate observers note that Bengaluru’s peripheral growth corridors are seeing unprecedented demand. As quick-commerce and 3PL (Third-Party Logistics) players compete for the same limited pool of high-quality space, the entry of major players like Amazon into 9-year commitments signals that the industrial real estate cycle is nowhere near its peak. For landlords, these high-spec assets continue to be a resilient income stream in an otherwise volatile commercial market.. For more such news and updates, visit CARGOCONNECT.
TVS Industrial & Logistics Parks (TVS ILP) has signed a Memorandum of Understanding (MoU) for a 10-acre logistics park development in Siliguri, marking a strategic expansion of its footprint across East India and strengthening its presence in one of the region’s key emerging logistics hubs. Positioned as the gateway to Northeast India, Siliguri offers strong multimodal connectivity and serves as a vital transit link connecting domestic markets with neighbouring countries including Nepal, Bhutan and Bangladesh. The proposed development is expected to support regional supply chain efficiency while accelerating the shift towards organised Grade A warehousing infrastructure in the region. The MoU was signed in the presence of senior representatives from TVS ILP and Ram Niwas Group, reinforcing collaborative efforts to strengthen logistics infrastructure across West Bengal. The development comes amid rising demand from sectors such as e-commerce, FMCG, pharmaceuticals and regional distribution networks, which continue to expand operations across Eastern and Northeastern India. Commenting on the development, Dr Ramnath Subramaniam, Joint Managing Director, TVS ILP stated, “West Bengal is an important market for industrial and logistics growth, supported by its strategic location and strong regional connectivity. Siliguri plays a critical role as a gateway to Northeast India and neighbouring international markets, making it a highly relevant logistics hub. With sectors such as e-commerce, FMCG, pharma and regional distribution networks expanding their footprint, we see strong demand for organised, Grade A warehousing in this region.” The Siliguri project also marks TVS ILP’s second major investment in West Bengal and forms part of the company’s broader nationwide expansion strategy across high-potential industrial and logistics corridors. With a growing pipeline of developments across emerging markets, the company continues to strengthen its position in India’s evolving warehousing and industrial infrastructure landscape.
Rhenus Warehousing Solutions has deepened its collaboration with Blue Yonder to drive the global standardisation of its IT systems, reinforcing its digital transformation strategy. As a leading warehousing and fulfilment service provider with operations across 180 sites in 20 countries, Rhenus aims to establish a uniform and efficient IT framework to enhance customer experience worldwide. The partnership will see Rhenus implement Blue Yonder Warehouse Management on a global scale. This interoperable and configurable solution is designed to meet specific customer requirements efficiently while optimising resource allocation across different regions. By enabling in-house configuration of warehouse management modules, Rhenus will reduce its dependence on new software developments, ensuring a more agile and cost-effective operation. Ronny Sassen, Chief Executive Officer of Rhenus Warehousing Solutions, highlighted the significance of the collaboration: "With the global expansion of Blue Yonder, we are creating a robust and flexible foundation for the future of our warehouse management. This not only strengthens our competitiveness but also enables us to respond to the individual needs of our customers worldwide." Beyond system implementation, the partnership will also establish a Blue Yonder competence centre, focused on developing preconfigured modules tailored for various industries. This initiative aims to streamline the implementation process, facilitating the global roll-out of Blue Yonder’s warehouse management solutions and enhancing supply chain efficiencies. Markus Sandbrink, Chief Information Officer of the Rhenus Group, emphasised the long-term strategic benefits: "With Blue Yonder, we are building an IT infrastructure that optimises our global business processes while ensuring the security and performance of our systems. By harmonising this infrastructure, we are strengthening cooperation between all our sites and offering our business partners a reliable basis for their core business." Echoing this sentiment, Nafe Hagen, General Manager, Global Logistics Service Provider and Edge Technologies at Blue Yonder, stated: "Expanding our relationship with Rhenus to include warehousing is an important step in jointly developing innovative and scalable supply chain solutions. Our technology will support Rhenus' security and performance needs as they look to deploy our solutions globally." The initial phase of the collaboration has already demonstrated the potential of a standardised and flexible warehouse management solution. As Rhenus continues its global expansion, the strengthened partnership with Blue Yonder underscores its commitment to digital transformation and operational excellence.
Emiza has inaugurated its 27th multi-client fulfilment centre, its 110,000-square-foot facility in Farrukhnagar, Haryana, enhancing its capacity to meet the growing demands of the e-commerce and retail sectors, mainly the Northern India region. This is its fifth warehouse in the Delhi/NCR region. With this, the company expands its total warehousing footprint to over 50 lakh cubic feet across 14 cities and 13 states. Over the last two years, Emiza's warehousing space has grown by 150 percent, indicating that the firm is strategically scaling its operations to meet the changing demands of India's logistics ecosystem," this release states. The Farrukhnagar facility aims to cater to up to 18 lakh D2C orders every month, thereby greatly enhancing Emiza's logistics delivery speed, reliability, and efficiency. Located in a strategic logistics hub, the warehouse facilitates efficient last-mile services and timely order fulfilment for businesses located in the region. The expansion is also expected to create more than 300 jobs, adding to the company's contribution to local employment. Emiza has generated 2,500 jobs across its network so far and is investing Rs 12 crore in the adoption of cutting-edge technology such as robotics, machine learning, and blockchain to increase operational efficiency and enhance customer experiences. Ajay Rao, Founder of Emiza, said, "Our new facility at Farrukhnagar is more than just an expansion; it is a critical step toward strengthening our ability to meet the surging demand from the e-commerce and retail sectors across North India. With cutting-edge technology and the capacity to handle 1.8 lakh orders per month, this facility will be designed to deliver faster, more reliable, and highly efficient logistics solutions to our clients. This facility will also fulfill bulk shipments to quick commerce regional distribution centers (DCs) on behalf of our brands." According to Jitendra Kumar, Co-founder of Emiza: "The new facility is a result of our long-term vision to scale up without compromising on safety or sustainability. With automation-driven processes and related sustainability initiatives, we are offering smarter, more efficient, and eco-friendlier logistics solutions to our partners. The warehouse also presents new opportunities for the communities we serve, driving both operational and local economic growth." The multi-tier long-span shelving racks have more than 17,000 pallet positions with a storage capacity of over 900,000 cubic feet. Equipped with 20 dock levellers, FM2 flooring, and a conveyor system to ease the flow of materials. To ensure high standards of safety, critical systems including hydrants, sprinklers, electrical dock doors, and 24x7 CCTV surveillance are in place
iWare Supplychain Services, a part of the Inter India Group, is accelerating its operations with notable infrastructure expansions to strengthen India’s logistics network. The company recently added a 47,000-sq-ft warehouse in Kutch, Gujarat, to serve its client Adani Wilmar Ltd. Additionally, a new Clearing and Forwarding (C&F) facility is being established in Kota, Rajasthan, to enhance its service reach across northern India. To further support its fleet operations, iWare has launched a state-of-the-art consumer fuel pump and truck workshop on Samakhiyali, Kutch, optimising fuel management and vehicle maintenance. The developments position iWare as significant contributor to India’s logistics modernisation efforts. A cornerstone of iWare logistics operations is its integration with Indian Railways’ BCN (Break Cargo Network) rake logistics services. The company operates over 100 BCN rakes annually, transporting approximately 220,000 metric tonnes of goods each year. This collaboration allows iWare to offer cost-effective solutions for the long-distance movement of bulk goods while reducing road congestion and emissions, supporting the government’s vision for multimodal transportation. To complement its rail operations, iWare extensive road fleet incudes 500 company-owned trucks and access to an additional 10,000 vehicles through partnerships. The company offers flexible transport solutions, such as Full Truck Load (FTL), Half Truck Load (HTL), and containerised options, catering to diverse business needs. In line with India’s push for green logistics, iWare has integrated several eco-friendly initiatives across its operations. These include the use of energy-efficient warehouse systems, optimised transportation routes, and the adoption of CNG-powered trucks. By reducing its carbon footprint, iWare is actively contributing to the logistics sector’s sustainability goals while meeting client demands for environmentally responsible practices. “Our expansions and sustainable practices reflect our commitment to creating a modern, efficient logistics ecosystem in India,” said Mr Krishna Tanwar, Group Promoter and Managing Director of Inter India Group. “We aim to support national goals by aligning our operations with policies that prioritise efficiency, connectivity, and environmental responsibility.” Beyond infrastructure, iWare is addressing regional connectivity gaps by extending its services to Tier II and Tier III cities. This initiative enables small and medium-sized enterprises (SMEs) in underserved regions to access reliable logistics solutions, empowering them to scale operations and compete more effectively in the market. This move supports the government’s objective of fostering inclusive economic development across India. Through strategic investments in infrastructure and technology, iWare is streamlining cargo handling and improving multimodal transport efficiency. These advancements are helping businesses reduce transit times and optimise supply chain costs, meeting the growing demands of a dynamic and competitive logistics sector.
In a strategic warehousing move, the South Eastern Coalfields Limited (SECL), the second largest coal-producing subsidiary of Coal India Limited, has signed a Memorandum of Understanding (MoU) with Central Warehousing Corporation (CWC) for collaboration in coal logistics, railway rake provisioning under GPWIS and similar schemes, and integrated transportation services. Guided by the Union Ministry of Coal, SECL is rapidly working to improve India’s energy security and coal logistics infrastructure. The company is taking steps to boost coal evacuation efficiency and ensure a steady fuel supply to essential sectors. This partnership with CWC is a significant move in that direction. The goal of the partnership with CWC is to strengthen SECL’s coal evacuation capabilities by providing reliable and efficient rail logistics solutions to meet the rising demand from the power, steel, cement, and other sectors. The MoU outlines collaboration in various areas, including dedicated railway rake operations, integrated coal transportation solutions, multimodal logistics, first-mile and last-mile connectivity, and the deployment of digital systems for logistics monitoring and operational efficiency. Under the agreed framework, both organizations will explore provisioning and operation of GPWIS and equivalent racks, integrated rail logistics services, and long-term transportation solutions aimed at improving dispatch efficiency and reducing logistical obstacles. The MoU was signed in the presence of Harish Duhan, Chairman-cum-Managing Director of SECL, and Santosh Sinha, Managing Director of CWC. Functional Directors and senior officials from SECL, as well as representatives from CWC, attended the signing ceremony. SECL plays a vital role in meeting the country's growing coal demand. In the current financial year 2026-27, Coal India Limited has already surpassed the 100 million tonne production mark, with SECL contributing more than 26.8 million tonnes. Central Warehousing Corporation (CWC), a Navaratna Central Public Sector Enterprise under the Government of India, is a leader in integrated logistics and warehousing services. It has extensive experience in rail-linked cargo movement and multimodal transportation solutions. For more such news and updates, visit CARGOCONNECT.
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.
India is preparing to take a significant step towards building a stronger and more self-reliant electric vehicle (EV) supply chain with a proposed incentive scheme worth nearly ₹12,000 crore for the domestic manufacturing of battery components and materials. The initiative is expected to complement the existing ₹18,100 crore Production Linked Incentive (PLI) scheme for Advanced Chemistry Cell (ACC) battery manufacturing and help address a critical gap in India's EV ecosystem. Over the past few years, India has made considerable progress in attracting investments for battery cell production. However, industry stakeholders have consistently pointed out that a large portion of the battery value chain continues to rely on imported materials. While cell manufacturing capacity is being created domestically, many of the essential inputs required for battery production are still sourced from overseas markets, limiting overall localisation. The proposed scheme aims to change this dynamic by encouraging local production of critical battery materials and components. Reports indicate that the incentive framework may cover Cathode Active Materials (CAM), Anode Active Materials (AAM), electrolytes, copper foil, battery separators and other advanced battery materials that form the backbone of modern EV batteries. For India's rapidly expanding EV sector, these components are far more than just manufacturing inputs. They represent a strategic part of the supply chain, influencing production costs, availability, quality and long-term competitiveness. Industry estimates suggest that battery materials account for a substantial share of overall battery costs, making localisation an important lever for improving economics across the EV value chain. The initiative comes at a crucial time as automakers continue to accelerate their electrification plans. Demand for batteries is expected to rise sharply, driven by passenger electric vehicles, electric two-wheelers, commercial EV fleets, energy storage systems and renewable energy integration projects. To support this growth, India will require a robust and dependable supply network capable of serving domestic manufacturers at scale. According to industry projections, India could require more than 400,000 tonnes of Cathode Active Material and over 200,000 tonnes of Anode Active Material by 2030 to support the battery manufacturing capacities that have already been announced. Such figures highlight the enormous opportunity for companies willing to invest in upstream battery manufacturing and supply chain infrastructure. A key objective of the proposed scheme is to reduce India's dependence on global battery supply chains, many of which remain heavily concentrated in China. At present, China dominates several critical segments of the battery ecosystem, including cathode processing, anode materials, battery chemicals and copper foil production. This concentration exposes manufacturers worldwide to supply disruptions, geopolitical uncertainties and price volatility. By supporting local manufacturing, India hopes to create a more resilient and diversified supply chain while attracting global battery material producers to establish operations within the country. Such investments could strengthen domestic capabilities, improve supply security and increase value addition within India. The proposed incentive programme is also expected to complement the ACC PLI scheme, which was launched to establish large-scale battery cell manufacturing capacity. While the PLI scheme has succeeded in attracting investments from major players, the development of upstream battery materials has progressed at a slower pace. Industry experts believe the new initiative could bridge this gap and help create a more integrated battery ecosystem. Nevertheless, several challenges remain. Building a globally competitive battery supply chain will require access to critical minerals such as lithium, cobalt, nickel and graphite, along with significant capital investments, advanced manufacturing technologies and a skilled workforce. Industry observers have repeatedly emphasised that long-term success will depend on developing capabilities across mining, refining, recycling, component manufacturing and battery production. For automotive manufacturers such as Tata Motors, Mahindra & Mahindra, Maruti Suzuki and Hyundai Motor India, stronger domestic sourcing could eventually translate into lower battery costs, improved supply reliability and enhanced competitiveness. Since batteries account for nearly 35-45 per cent of an EV's total cost, supply chain localisation could play a pivotal role in making electric vehicles more affordable and accelerating their adoption across the country. As India pursues its ambitious EV targets, building battery cell factories alone may not be enough. Creating a comprehensive supply chain for battery materials and components will be equally important. If implemented effectively, the proposed ₹12,000 crore scheme could become a key milestone in India's journey towards establishing a globally competitive EV supply chain and emerging as a major hub for advanced battery manufacturing.
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.
