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in | Vol 4 -Issue 5 | SEPT-OCT 2013
4th GATEWAY TO
ANNIVERSARY ISSUE
COLD CHAIN INFRASTRUCTURE:
20
FRESHNESS
34
Shreyas Shipping & Logistics adds 2 new coastal services
Staying Trendy with Logistics
42
AF-KLM sees moderate growth in India
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INDIAN TRANSPORT & LOGISTICS NEWS
Cold chain in India ... NEED OF THE HOUR IS AN ECONOMICALLY VIABLE SOLUTION
India is an agriculture-based economy. More than 52 per cent of Indias land is cultivable, compared to the global average of 11 per cent. The perishable products transaction volume is estimated to be around 450 million metric tonnes. Each year, India produces on an average 80 million tonnes of fruits and 145 million tonnes of vegetables. India is also the largest producer of milk (115 million metric tonnes per year). India produces 5.5 million tonnes of meat and poultry, as well as 8.7 million tonnes of fish a year. The need of the hour is an economically viable cold chain solution coupled with an effective cold chain infrastructure that will create total integration of agricultural produce and food supply linkages from farms and production centres to consumption centres (simply defined: from farm to fork), thereby reducing physical wastages and loss of value of perishable commodities. Although I do not get full details, a glance of a recent survey report on Indian cold chain logistics solutions industry provides inputs on: (1) Emerging trends in the industry like backward integration, rail-based reefers, etc. (2) Demand-supply scenario encompassing domestic production and import numbers and projections. (3) Factors driving growth, issues and challenges affecting the growth. (4) Government regulations and initiatives in Indian market. (5) Major players in cold chain infrastructure providing solutions. And, (6) Forecasts. But, readers of INDIAN TRANSPORT & LOGISTICS NEWS will be able to have much more than the survey www.itln.in / editorial@itln.in report from the Cover Story and other corporate stories in this special issue. A government announcement some four year ago contained an important item. Capital expenses (other than land) made for the development of cold chain infrastructure will be spent in a year after they are incurred instead of being depreciated over many years. Essentially this created a tax benefit and was widely expected to jump-start the development of critical cold chain infrastructure development in this neglected field. But I heard from my industry friends that the results were not so as expected. While statistics suggest that India has more than 4,500 cold storages, the actual number of modern facilities is less than 30 in total, with only a handful of companies accounting for majority of them. The cold chain industry continues to remain highly fragmented with most cold logistics parks being familyowned which offer conventional warehousing whereas only a few organised players extend more modern warehousing facilities through high investments in agri logistics parks. It came also came to my notice that over 85 per cent of cold storage facilities in India are used for storing potatoes, explaining many factors and reasons why this is so. While traditionally India takes its own time to change, around the world consumers are used to convenience of all-year-round vegetables and fruits which augurs well for our exports. India is a natural supply area for the Middle East and South East markets. The trade-off between distance and cost means that shipping distances of
3-5 days are the most that these products can bear but the market is huge. The Middle East has a young and growing population and a large Indian population as well. The grapes from Nasik are a stunning success story. From humble beginning in the mid-90s of less than 500 tonnes, today Nasik exports over 55,000 tonnes per season to Europe. It is an example of fine cooperation between APEDA, farmers, and most importantly the agri logistics parks. Development of cold chain infrastructure industry is another success. The advent of multinationals in the segment will further accelerate the development of cold chain logistics. Happy reading!
K. C. JENA NATIONAL CHAIRMAN, CILT INDIA FORMER CHAIRMAN, UIC FORMER CHAIRMAN, INDIAN RAILWAY BOARD
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VOL 4 - ISSUE 5 | SEP - OCT 2013
CILT INDIA NATIONAL COUNCIL

NATIONAL CHAIRMAN K. C. JENA VICE CHAIRMAN S. P. SINGHA LT. GEN. D. V. KALRA SURESH KUMAR BANSAL SECRETARY GENERAL DR. P. K. GOEL TREASURER VINOD K. ASTHANA NATIONAL COUNCIL MEMBERS MUKUL JAIN S. K. CHOWDHARI RAGINI YECHURY JAGMOHAN SINGH AMIT SHANKHDHAR VINOD K. CHOUDHARY MAN MOHAN SHARMA VIKRAM SHARMA SAURAB GOYAL J. B. MICHAEL
COVER STORY
Cold Chain Infrastructure: GATEWAY TO FRESHNESS
A STAT MEDIA GROUP Venture

EDITORIAL ADVISORY BOARD K. C. JENA SANJEEV GARG R. K. PATRA ARVIND BHATNAGAR PUBLISHER PRIYO PATRA EDITOR V. RAMANUJAM editor@itln.in SPECIAL CORRESPONDENT NAHIDA SHAIKH nahida@itln.in CANDICE MARTINS candice@itln.in JASLEEN KAUR jasleen@itln.in MARKETING VIKAS KHADTALE vikas@itln.in / Mobile: +91 9820397514 ADNAN ABDULALLY adnan.a@itln.in DESIGN CONSULTANT HARI IYER Printed by INCON PAPER Published by PRIYO PATRA on behalf of STAT MEDIA GROUP. Printed at 320, A-1, Shah Nahar Industrial Estate, Lower Parel, Mumbai - 400 013, India and published at A-401, Kukreja Plaza, Sector - 11, CBD Belapur, Navi Mumbai - 400614. (INDIA). Editor: V. RAMANUJAM
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FEATURE
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Pharma transport by air -Tackling issues at hand
EXCLUSIVE
32
Shree Shubham Logistics Agri Logistics Parks provide...
SSI Schaefer: Providing value to customers
INTERVIEW
18 3PL UTi Worldwide invests in technology to transform 20 LOGISTICS Staying Trendy with Logistics 26 SHIPPING MSC expands Indian Subcontinent coverage 30 GUEST COLUMN The Value of an Exhibition Freight Forwarder 38 PERISHABLE TERMINAL
CSCs Mumbai Perishable Terminal committed to customer service
40 INFRA STRUCTURE JM Baxi launches Delhi International Cargo Terminal 42 INTERVIEW AF-KLM sees moderate growth in India 48 COLD CHAIN CONCORs FHEL is world class cold chain infrastructure
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www.itln.in / editorial@itln.in
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COVER STORY
GATEWAY TO FRESHNESS
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V. RAMANUJAM
Y leveraging its geographical position and its impressive set of logistics parks, including cold chain infrastructure, India is well ahead in global market, particularly in areas of integrated cold chain, value addition and preservation infrastructure, thanks to leaders like Shree Shubham Logistics, which pump in huge investments each year to develop a chain of state-of-the-art facilities. According to history and breakthroughs, in year 1797 some British fishermen used natural ice to preserve their fish stock piles. Later, in the1820s, movement of food from rural areas to
Cold Chain Infrastructure:
urban consumption markets started. In 1851, Dr. John Gorrie patented his mechanical refrigeration and airconditioning plant. In 1867, the refrigerated rail-road car was patented by J.B. Sutherland of Detroit. In the-1870s, trade of food between colonial powers and their colonies started and France received mutton carcasses from South
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America, Great Britain imported frozen beef from Australia, and pork from New Zealand. In 1882, the vessel ss Dunedin, was the first ship to complete transportation of frozen meat. Around 1910, some 600,000 tonnes of frozen meat was being brought into Great Britain alone. In the-1920s, Group of CFCs, Freon, started using refrigeration that was more developed. Back to cold chain infrastructure in India. A cold chain is a temperaturecontrolled supply chain. An unbroken cold chain is an uninterrupted series of storage and distribution activities which maintain a given temperature range. It is used to help extend and ensure the shelf life of products such as fresh agricultural produces, seafood, frozen food, photographic film, chemicals and pharmaceutical drugs. Cold chains are common in agri sector, food and pharmaceutical industries and also some chemical shipments. One common temperature range for a cold
chain in pharmaceutical industries is 2 to 8 C. But the specific temperature (and time at temperature) tolerances depend on the actual product being shipped. Unique to fresh produce cargoes, the cold chain requires to additionally maintain produce- specific environment parameters, which include air quality levels (carbon dioxide, oxygen, humidity and others), which makes this the most complicated cold chain to operate. This is important in the supply of vaccines to distant clinics in hot climates served by poorly developed transport networks.
THE MARKET POTENTIAL AHEAD

The 70-page report of India Cold Chain Market Forecast & Opportunities 2017 states that the cold chain market in India all set to cross Rs. 6,400 crore (around US$ 11 Billion) by 2017, reasoning that the government initiatives, growing organised retail, pharmaceutical industry, horticultural produce
and food processing would spur the demand for cold chain logistics in the coming years. Majority of the cold chain infrastructure in India was developed in the 1960s which mainly supported the storage of potatoes and potato seeds. Around 75 per cent of the total capacity of cold storages was suitable only for potatoes. Cold chain infrastructure for other temperature-sensitive goods was in an abysmal state. A current estimate states that on an average, around 30 to 40 per cent of agricultural and horticultural produce gets wasted annually in India. India is the second largest producer of vegetables in the world, but its share in global export of vegetables is a poor 1.3 per cent only. This is mainly caused by the lack of cold chain infrastructure which includes both storage and transportation facilities. After major organisations and major investors such as Shree Shubham Logistics and Cargo Service Center (CSC), entered in
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COVER STORY
the sector with its highly sophisticated, multi-functional agri logistics parks encompassing cutting edge technology, this gap is being narrowed gradually. Today, the service profile and quality and annual investments of Shree Shubhams state-of-the-art agri logistics are well matching the global cold chain top players like PRW companies having multinational facilities in Argentina, Australia, Canada, China, Denmark, Finland, Germany, Italy, Japan, Mexico, Norway, Sweden, Vietnam and the US; Americold Logistics LLC , Canada (that has an investment in excess of US$ 1.62 billion); Versacold of Argentina, Australia, Canada, New Zealand (investment of US$ 900 million); Millard Refrigerated Services, Canada (investment of US$ 230 million); Nichirei Logistics Group Inc., Japan, the Netherlands, Poland (US$ 95 million); MUK Logistics GmbH, Germany (US$ 60 million); Nordic Cold Storage LLC, USA (US$ 27 million); Swire Cold Storage, Australia, Vietnam (US$7.5 million); and, Gruppo Marconi Logistica of Italy. According to recently published report India Cold Chain Market Forecast & Opportunities 2017, the cold chain market in India is anticipated to grow at a CAGR of 28 per cent during 20122017, which will make it a whooping US$ 11.6 billion (Rs. 6,400 crore and more) market. A key estimate says that India has great potential for US$ 28-billion in investments to build the cold chain infrastructure in the coming years. However, leaders find that the Indian cold chain market is highly fragmented in which about 3500+ players are present, although there are a few large players present in the Indian cold chain industry, some of them being well-known, organised companies like Snowman, FHEL, RK Foodland Pvt. Ltd., MJ Logistic Services Ltd., etc. day-by-day, giving evidence that the sector is booming at great pace. The shift towards horticulture and processed food is also expected to increase the demand for cold chain logistics solutions in India. Top retailers in the country, including dealers in agricultural produces, are looking to beef up the countrys cold chain infrastructure that will provide 3PL services, in order to reduce wastage. Improving the agri supply chain, setting up collection centres closer to farms and partnering with distribution logistics companies to ensure a smooth business model is all what the users need today.
TRENDS ARE ENCOURAGING
Since the past few years, Indian cold chain infrastructure industry has witnessed some positive changes. Private sector participation has increased in the cold chain industry to cater to the increasing demand for cold chain infrastructure and related logistics. The majority of the cold chain infrastructure built during the last few years is meant for multi-purpose storage and this trend is expected to continue in coming years as well. The focus of cold chain logistics provider has increased extending towards milk and milk products, frozen fruits and vegetables, meat, etc. The low profit margin in traditional items like potatoes, onion, etc, has led to an increased focus on high valued items. Government of India has taken various initiatives to attract private investment in this sector. Even though these initiatives have not caused any dramatic changes till now, in the coming years they are expected to reap fruit. The demand for cold chain infrastructure and logistics facilities set up by organised service providers has been growing
CHALLENGES SERIOUS, GOVERNMENT POSITIVE
Capacity limitations/ stringent regulations/ sanitary and phytosanitary concerns are primary among companies trying to enter cold chain market. While noting the challenges that the industry is currently facing, issues which are put forth by cool chain leaders include: lack of road infrastructure; continuity of the cold supply chain; uneven distribution of cold chains; high capital investment (amounting to Rs. 80 to 90 per square foot in India, in US$ it is 1.6-2.0, against Rs. 30 per SQF, that is $ 0.6, in the West); power supply (17 to 18 per cent of power deficit); around 30 per cent of total expenses in India against 10 per cent in the West; management of different temperatures;
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COVER STORY
awareness and mindsets; and, error irreversibility (highly temperature- sensitive cargo). Appreciating government policy and initiatives towards promoting the cool chain infrastructure and logistics, industry leaders say that all the relevant schemes pertaining to the cool chain Industry have been outlined and a separate compendium has been prepared containing all schemes. A Special Purpose Vehicle has been set up for the cool chain logistics, National Centre for Cold Chain Development (NCCD), engaged in activities such as training and capacity building, research and development, building standards matching international benchmark, interaction with national and international bodies for development of cool chain infrastructure and trade in perishable commodities. NCCD was registered as a society under Registration of Societies Act 1860 on January 27, 2011. The Cabinet Committee gave post facto approval on February 9, 2012. While in the field, this correspondent of your favourite INDIAN TRANSPORT & LOGISTICS NEWS gathered from industry sources that the Union Ministry of Food Processing Industries through its scheme for cool chain, value addition and preservation infrastructure is promoting integrated cool chain projects in the country with an aim to: provide integrated and complete cool chain and preservation infrastructure facilities without any break, from the farm gate to the consumer, enable linking of groups of producers to the processors and market through well equipped supply chain, establish value addition with infrastructure facilities like sorting, grading, packaging and processing for agriculture and horticulture produces including organic produce, marine, dairy, poultry, etc. The scheme aims at establishing value addition with infrastructural facilities like sorting, grading, storing, associated processing and packaging for a variety of products such as fruit and vegetable, marine, dairy, poultry, etc.
INDIA MISSING COOL CHAIN?
The cold chain industry in India, despite governmental initiatives and intervention, is at a nascent stage. A report published by Florida-headquartered Cool Chain Association, titled India Missing Cool Chain, said recently that the Indian government has announced a slew of fiscal initiatives, including capital gap funding and excise (VAT) exemptions on capital goods at cold chain infrastructure such as airconditioning and conveyor belts, in an attempt to attract investments and modernise the infrastructure subsector. Available statistics confirm that for the FY ending March 31, 2011, the government has accorded approval for 107 cold storage facilities, with an aggregate capacity of 0.5 million tonnes. It aims at attracting private investment to create an additional 15 million tonnes of cold storage facilities, in order to reduce the 40 per cent of wastage in agricultural produces, brought about by lack of storage, cold chain and transport infrastructure. The total cold chain market in India is worth around US$ 475 million per annum. Opportunities are abound in this niche. Though highly profitable market segment globally, it is cold chain infrastructure that allows a country like Brazil, which is at the bottom end of the worlds mango production (1.9 per cent) to be the third largest global exporter of the fruit (12.24 per cent), just behind India (17.2 per cent of global exports) which is the worlds largest producer, accounting for about 38.6 per cent of the global produce. Mango exports from India were worth US$ 224 million, the lowest amongst all agricultural produce, while coffee beans, which require relatively less care in handling, were exported to the tune of US$ 372 million. Only about 2 per cent of the fruits and vegetables from India, receive the special care and handling from a cool chain solution, while the pan-Asia average is 8 per cent, as compared to about 85 per cent compliance in Europe.
Today, almost all of the cold chain freight within India, moves through surface transport, on reefer trucks and vans from local logistics parks/warehouses/ temperature-control facilities, to regional distribution centres with some 6,000 trucks handle agricultural produces. The Indian and US governments have jointly launched an Agriculture Knowledge Initiative (AKI) and within this initiative, the US Trade & Development Agency (USTDA) has been conducting programmes to strengthen the cold chain infrastructure in India, in association with the Global Cold Chain Alliance (GCCA). The objective of this programme is to facilitate setting up of cold chain infrastructure, improved handling of products in the cold chain and also to create an increased understanding of the implementation and management of a cold chain and transportation. A cold chain infrastructure is much more than a chilly set of logistics activities; it is a key facility of vital, healthpreserving part of domestic commerce and global trade. The complexities of a successful cold chain infrastructure are often not recognised or understood by the end-user whether this be an agri produce dealer or healthcare professional, scientific researcher or medical patient. However, the processes in place are vital for an increasingly globalised marketplace, facilitating trade, while ensuring product integrity and safety. Cold chain infrastructure is a primary segment of temperaturecontrolled supply chain entailing an uninterrupted series of storage and distribution activities which maintain a given temperature range. And, although this may conjure images of refrigerated trucks delivering goods to icy storage facilities, cold chain infrastructure excellence depends on much more than an efficiency in a common infrastructure. So, cold chain infrastructure is rightly respected as a gateway to freshness.
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Envirotainer partners with CHEP
COLD CHAIN
V. RAMANUJAM
nvirotainer has signed a strategic worldwide agreement with CHEP Aerospace Solutions to strengthen its ability to serve the active cold chain requirements of the pharmaceutical and healthcare industry. Following the agreement, Envirotainer will establish four new fully Envirotaineroperated competence centres in Atlanta, Amsterdam, Singapore and Vienna to further strengthen its ability to serve the cold chain market with state-of-the-art air cargo containers. The new partnership is expected to spark innovation and additional process development within the MRO and ground handling market by leveraging the knowledge and resources of both companies, whilst also delivering economies of scale and further efficiencies for Envirotainers network of stations. CHEP Aerospace Solutions, a world leader in ULD and galley cart maintenance and repair operations (MRO) and complete ULD management solutions, will ensure that Envirotainers full suite of In addition, certain assets and resources from Envirotainers pool of competency will be brought together into a new joint service offer which will provide active cold chain solutions to a larger group of customers currently using passive solutions. Gustaf Ljunggren, CEO of Envirotainer, said This partnership will help us fully deliver on our network strategy by giving us strong IT back-end capabilities and MRO excellence, in addition to our already strong global service network. CHEP Aerospace Solutions is the best partner to help us fully realise the strategic global service network we want to establish in the long term. Ludwig Bertsch, President of CHEP Aerospace Solutions, said, Our relationship with Envirotainer represents an excellent opportunity for CHEP to expand our MRO solutions within this high-end part of the business. The Active Cold Chain is a vibrant and very important market, and we will look to extend it to other parts of the world over time.
LUDWIG BERTSCH, PRESIDENT OF CHEP AEROSPACE SOLUTIONS high quality standard processes for container maintenance, repair and handling are performed consistently all over the world, whilst also significantly expanding Envirotainers ability to expand its active cold chain solutions network in Asia and other key, high growth markets. The two companies have forged an OEM and development relationship in which CHEP Aerospace Solutions will provide Envirotainer with industryleading IT capabilities by placing CHEP Aerospace Solutions repair management system, ACTIS, at its stations.
PHARMA LOGISTICS
CELEBIs Pharma Centre set to begin operations
HE state-of-the-art Pharma Logistics Centre which is an extension to the existing Centre for Perishable Cargo at Delhi Airport went live in August 2013. The Pharma Logistics Centre is owned and operated by Celebi Delhi Cargo Terminal Management. Asked to brief on the salient features of the centre, CELEBI said that the key features of the Pharma Logistics Centre include: Exam Area (Fully Aircondi-
tioned: 15-25 degrees C); Celebi Offices; ADC Office; Customs Offices; X- Ray machines and Weighing machines; Bonded Area to store cargo (15-25 degrees C); Cold Storage Room No. 1 (1525 degrees C), a huge chamber where large number of palletized ULDs can be stored; Cold Storage Room No. 2 (2 to 8 degrees C); Cold Storage Room No. 3 (+4 to -20 degrees C); and, Cold Storage Room No. 4 (-4 to -20 degrees C). As already committed to the trade,
we strongly believe that with this new initiative, we will be able to process pharma shipments more effectively with enhanced focus on maintaining the temperature sensitivity of the pharma shipments, said CELEBI. Besides our above dream, a project of Cool Dolly will also be in place shortly to maintain the cool chain from our terminal to the aircraft and vice versa, CELEBI added.
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FEATURE
Pharma transport by airTackling issues at hand

MANY PHARMA CONSIGNMENTS FROM INDIA HEADED FOR A FOREIGN DESTINATION ARE CONTAMINATED WHILE IN TRANSIT AND THE IMPORTER REJECTS THE CARGO AFTER REGISTERING TEMPERATURE SPIKES, THEREBY RESULTING IN HUGE LOSSES FOR INDIAN PHARMA SHIPPERS. THE REASON IS THE INEPT INFRASTRUCTURE AND PROCEDURES FOR PHARMA GOODS TRANSPORT. NAHIDA SHAIKH FINDS OUT THE PROGRESS AND THE SERVICES OFFERED BY THE PLAYERS.
ndia has developed into a world leader in the pharmaceutical sector, with sales expected to multiply from $ 11 billion in 2010 to $ 74 billion per year by 2020. India tops the world in generics exports and generics are expected to continue to dominate the domestic market for some time to come. Pharmaceutical exports rose 9.9% in fiscal 2013, compared with 23% a year earlier. Pharmaceuticals Export Promotion Council (Pharmexcil) expects the sector to grow at 17% for the current fiscal. The pharmaceutical industry is a key contributor to the air freight tonnage moved from India. The main
markets for both exports and imports are North America, Latin America, Africa and Europe including East Europe. There are various issues confronting the pharma industry in India. Shippers complain about the cost factor, damages and the lack of infrastructure to transport their shipment. Moreover, 90% of the transit time is spent on the ground in India where the temperature is not favourable for pharma shipments and this calls for the need of Pharma Zones at major airports across India. 100% of the cargo comes in loose form in India while in foreign countriess majority of the cargo comes in containerised form or Shipper Built
Our global transportation solutions
FTL and LTL create value for our clients by providing air and ocean customs brokerage
and now, our new North America
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Units(SBUs). The temperature can spike at any leg of the pharma supply chain which includes shippers premise to the airport, truck dock, customs examination area, sterile area and terminal to the aircraft, informs Hemanth DP, Chief Operating Officer Hub Development, Cargo & Free Trade Zone, GMR Hyderabad International Airport. He notifies,One of the biggest challenges is maintaining the cold chain integrity from end to end, either due to lack of infrastructure or cost saving measures adopted by some unscrupulous operators. He cited, Despite the temperature-controlled consignments being marked properly by the shipper, it is routed through general cargo terminal, apparently to save costs. With over 60 patents expiring over the next few years, the pharma manufacturing is expected to grow exponentially in
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FEATURE
the coming years. At this juncture, such shortsighted practices can result in temperature excursions leading to major consequences that can be life-threatening. These also affect the efficacy of the drugs, besides causing huge commercial losses where shipments can be rejected at the destination. In addition, it involves expensive costs of destroying the contaminated drugs, or returning back the consignments to the detsination, he informs. While causing loss to business and reputation of the manufacturer, the impact can be larger as it dents the image of the country in the pharma field. The major issue is from the shippers premise to the airport. The truck driver may turn off the reefer to save petrol and some times the cargo arrives in open trucks. Moreover, during peak hours the waiting time for trucks could exceed 130 hours at some airports. Hyderabad airport has taken the initiative to get the approval from the commissioner of customs for allowing the Envirotainer-Unicooler-Opticooler, etc, to be taken to the shippers premise by posting a bond. each unit is valued upto 55000 Euros a unit, In order to strengthen the pharma supply chain between the shippers premises and our terminal, we now want to go beyond the boundaries of our terminal. To address this traditional weak link in the supply chain, we have tied up with Envirotainer to offer state-of-the-art Cool Containers ULDs to our customers. Envirotainer has established its first Indian base at Hyderabad. He further says, To offer this new value added service, we have worked closely with all stakeholders to secure co-operation and ensure seamless movement of the specialized, actively cool ULDs between various stakeholders and locations in the supply chain. We have also invested in facilities to maintain a ready stock of these ULDs at our terminal so that the airlines and shippers have ready pool of containers and trained manpower at their disposal locally. The shippers are being trained to use these specialised ULDs. Hyderabad airport is planning to set up Air Freight Stations and Road Feeder Services for clients in Nagpur, Indore, Vizag and other nearby locations so that they can connect the cargo through Hyderabad. Lufthansa, Cathay Pacific, Blue Dart are operating wide body freighters. The widebody aircraft operated by Emirates, Air India, Thai airways, Cathay Pacific, Saudi Airlines and BA at RGIA offers ample maindeck and widebody lift to our customers. in addition we have large amount of ad hoc freighters operating to and from RGIA, he adds. It opened the first of its kind pharma zone in India which continues to be the only air cargo facility
In order to strengthen the pharma supply chain between the shippers premises and our terminal, we now want to go beyond the boundaries of our terminal.
HEMANTH DP, CHIEF OPERATING OFFICER HUB DEVELOPMENT, CARGO & FREE TRADE ZONE, GMR HYDERABAD INTERNATIONAL AIRPORT
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offering 100% temperature-controlled operating environment from the landside truck dock to airside dock, eliminating any possibility of temperature spikes within the terminal and ensuring maximum cold chain integrity. It has commissioned two Code F(A380 compatible) dedicated parking bays right adjacent to the cargo terminal to avoid taking out the cargo at the apron as it would potentially expose the cargo to the risk of high tarmac temperatures wile moving and loading the containers in and out of teh terminal. Hyderabad is a pharma hub of India. At present, around 70 percent of the export cargo handled through the Hyderabad airport, is made up of Pharmaceuticals, Biotech and APIs, Hemanth notifies. The Cargo Acceptance at the Pharma Zone is carried out at the temperature-controlled truck docks equipped with air curtains and dock levelers. The incoming cargo is monitored with handheld scanners to ascertain and document the temperatures at the time of receipt. Once accepted, the cargo is moved into either +15 to +25 degrees or +2 to +8 degrees temperature zone as required. An extensive network of temperature sensors monitors the temperature and humidity within the Pharma Zone round the clock, and the system is designed to trigger immediate automatic alerts to key operations and management personnel by SMS if any temperature excursions are detected. It is now working on upgrading the cold chain infrastructure for imports. In a short period, we would commission additional temperature-controlled storage areas within the import terminal, equipped for +2to +8 degrees and +15 to +25 degrees, which would supplement existing cold-room facilities serving imports, Hemanth says. Carsten Hernig, Director India, Lufthansa Cargo, explains, If you have a temperature sensitive shipment, worth a double digit million USD in value it might be worth the additional costs of a more reliable transportation
DHL will continue to seek innovative solutions with its invaluable long-term experience and knowledge by working closely with major life science & healthcare companies and industry organizations
SANDEEP PINGLE, SENIOR DIRECTORMARKETING & SALES, DHL GLOBAL FORWARDING INDIA if the risk of loss can be avoided. We have a dedicated competence center at Lufthansa Cargo that can add value to the shippers decision process through expertise and experience. He elaborates that temperature sensitive transportation has a natural cost due to the high level of engineering and technical effort required in order to provide a stable temperature environment. Lufthansa Cargo provides highly reliable and fast transportation through its cool.td product for active and passive cooling which offsets the cost of transportation of the shipper and helps to comply with the required standard of transportation set by the health authorities, thereby avoiding
losses due to temperature excursions. Lufthansa expects a year-on-year growth of pharma uplift from India in double digit percentage figures. In comparison to combination or all cargo airlines, integrators go one step forward because they offer door to door services as well. However, their services are expensive. Pharma forms a fairly sizable portion of DHL Global Forwadings airfreight business; although ocean freight is relatively small, it seems to be growing too. Highlighting the trend on helping customers maintain a balance between costs and agility, Sandeep Pingle, Senior Director- Marketing & Sales, DHL Global Forwarding India, informs, We engage with our customers about the ongoing changes in this industry and its impact on their supply chains. The emergence of globalization is a key element going forward, and we devise solutions which anticipate their needs whilst strengthening our global footprint. There is a growing demand to store and distribute temperature sensitive products in potent condition. DHL will continue to seek innovative solutions with its invaluable long-term experience and knowledge by working closely with major life science & healthcare companies and industry organizations, observes Pingle. Pingle states, We have invested in a 7,000 sq. ft. temperature controlled facility at the Free Trade Zone in Chennai with plans to add more facilities across India. All sites will be certified with both our global internal standards and local regulatory requirements. Life Sciences & Healthcare remain a key focus area for DHL Global Forwarding. The DHL Life Science Competence center manages temperature sensitive freight through a robust process to ensure the integrity and quality of the products with fewer delays, reducing cycle time, controlling temperature deviations, experiencing less damage and far fewer product damage / non conformity claims than typically experienced by shippers moving in a normal freight environment.
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NEWS
India to grow at 5.5 per cent this year; exports to reach $325 billion says Anand Sharma
is also an important issue at the World Trade Organization (WTO). The Commerce Minister defended the government and RBI measures to curb gold imports to address the current account deficit which also led to the 70% year on year drop in gold exports in July. The main factor that is driving the rupee down is the huge appetite for gold in India. Mr. Sharma added, If India considers monetizing a part of its declared gold reserve, it can go a long way in powering the economy. The Minister clarified that monetizing gold was one of the options, and he never advocated auctioning or mortgaging gold. India has $1.4trillion of commercially available gold and diverting it to refiners would satiate domestic demand for gold. He said that fuel is an energy requirement, which leaves little scope to reduce imports. Due to a good monsoon period, the pulses and edible oil imports are set to plummet. S Rao, Commerce Secretary, Ministry of Commerce & Industry, said that the exports are moving at a faster pace and import containment is side by side taking place, and expects the exim gap to be narrower.
ommerce & Industry Minister Anand Sharma said that Indias GDP would grow by 5.5 per cent during the current fiscal and export performance will be better despite global slow-down. Regardless of the GDP numbers released yesterday, I am confident that Indias GDP growth will not be less than 5.5 per cent this year, he said while addressing leading exporters in Mumbai after inaugurating the Western region office of the Federation of Indian Export Organization (FIEO). The Commerce Minister based his optimism on the export performance and said despite the world-wide recessionary trends, Indian exports managed to touch US $ 303 billion last fiscal, almost double from the US $ 167 billion 4 years ago. He said the exports have done well in the first four months of this fiscal and forward bookings of exporters are also encouraging. FIEO members expressed confidence of touching $ 325 billion mark. Rafeeque Ahmed, the President of FIEO expects the exports to grow by 20% from October to March. Some exporters say that he falling rupee does not have any impact on their exports. Anand Sharma informed that the
government has taken several measures to push merchandize exports to earn foreign exchange. Special thrust has been laid on bringing down transaction cost to boost trade efficiency. The Minister observed that the US $ 1.2 trillion investment planned in infrastructure sector will go a long way in boosting export performance of Indian companies. Mr. Sharma, however, felt that the turnaround time in Indian ports was still longer, which needs to be brought down near international standards. Advocating the need to bring down cost of container exports, the Minister observed that CONCOR (Container Corporation of India) alone will be unable to meet Indias container needs. We need to have competition. He said special emphasis is being laid on trade facilitation, which
Sohar Free Xone expects double Indian investments

s.Neelima Vyas, Chief Operating Officer, Sohar Free Zone, informs, Investing in Sohar is expected to provide a major boost to Indian businesses to ramp up their geographical footprint. The Free Zone has received investments from India worth USD 125million and is targeting to double the investments in the next two years. Large Indian companies like Jindal Steel & Power, Larsen & Toubro, Tata Minerals, Indsil, Metkore, Cabrol, Sun Petrochem already have a significant presence in Sohar and several other companies like Parthfoils, amongst others are in the process of setting up their presence there. Sohar, with its strategic location in the Upper Gulf just outside the Straits of Hormuz, overlooking the western part of the Indian sub-continent, offers immediate access to the worlds major shipping lanes, helps avoid increased insurance premiums and is an ideally located transshipment hub between the east and the west. The Free Zone has already developed 500 hectares in its first phase and put 180 hectares on lease. Vyas says,We have already attracted $240 Million investment in the first phase and are getting overwhelming response from the industry for the second phase. Additionally, Free Zone Sohar is also developing a 40,000 sq. mt. logistics park that is dedicated to warehousing, cold storage and third party logistics providers.
SOME OF THE UNIQUE INITIATIVES THAT MAKES FREE ZONE SOHAR AN ATTRACTIVE INVESTMENT DESTINATION ARE:
n A highly skilled and cost-competitive labour n 100% freedom to hire people from anywhere n 100% foreign ownership and free repatrian Corporate tax holiday for 10 years with posn No personal income tax, currency restrictions n Sales to Omani market allowed on payment n No minimum capital requirements n Relaxation in level of Omanisation n Free Zone working companies are allowed to n No import duties when you import to SFZ. If
force
tion of capital and profits sibility of extension
or duty on imports and exports of 5% duty
sell, unlimited, to the Oman/GCC market
you want to export inside Oman and the GCC, 5% has to be paid on the added value created within the Free Zone
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NEWS
Yang Ming Line to replace STX PanOcean
aiwanese carrier Yang Ming Line is to add a third direct ChinaIndia service in September this year. Yang Ming Line will replace the ill-fated STX PanOcean and become a tonnage provider on the existing CIX Service of Simatech, K-Line, Evergreen and Hapag-Lloyd. Since midJune, after STX PanOcean withdrew from the service, CIX is being operated with only five vessels, with one skipped sailing every six weeks. With Yang Ming joining the service, the loop will return to its regular weekly sailing pattern. The loop has a 42-day round-trip duration and trades along the following port rotation: Qingdao (China),
Laem Chabang (Thailand), Singapore, Tanjung Pelepas (Malaysia), Port Kelang (Malaysia), Nhava Sheva, Colombo, Port Kelang, Singapore, Tanjung Pelepas, Tianjin (China) and back to Qingdao. STX PanOcean had been a tonnage
provider until mid-June, when the company collapsed. The service employs a fleet of 4,100+ TEU capacity vessels. The new Yang Ming ship has yet to be nominated. Yang Ming will be able to provide ships of fitting capacity, as it receives 6,250 TEU newbuildings, which will free some smaller ships through cascading. From Yang Mings perspective, its participation in the CIX is the carriers third China-India service, adding to the CCI, consisting of slots on the RCL, Hamburg-Sud and OOCL-cooperated service and to the CPX China-PakistanIndia loop that the Taiwanese carrier operates jointly with OOCL.
DP Worlds NSICT docks Hanjin vessel at 14m draft
P Worlds Nhava Sheva International Container (NSICT), added another feather to its cap with the berthing of mv Hanjin Baltimore. The 300-metre long vessel is deployed by SCI and MSC on the jointly run ISES Service on the Europe trade route. The vessel drawing 14.0 metres of draft negotiated the Mumbai and Nhava ship channel and berthed safely at the DP World Terminal marking a new era for JN Port. Speaking on the occasion Ajay Singh, CEO, DP World Nhava Sheva, said, Our terminal is driven by its leadership in innovation, to ensure efficiency and expertise in its operations. The ISES Services decision to bring the mv Hanjin Baltimore to DP World Nhava Sheva reflects the confidence of the global shipping lines in the capabilities and performance we have demonstrated at JN Port. Over a limited quay length of 600 metres and a designed capacity to handle 600,000 TEUs annually, DP World Nhava Sheva has been consistently handling an annual throughput well over its designed capacity for over a decade.
Navis TOS sees progress in India

avis Terminal Operating System (TOS) manages approximately 0.7 million TEUs per year in India. There are nine container terminals in India that use the Navis TOS. These include terminals in Chennai, Pipavav, Mundra, Kochi, Jawaharlal Nehru Port Trust, Krishnapatnam and Visakhapatnam. Three of these are on the latest system, SPARCS N4, while the other six are running the legacy SPARCS/Express system. Navis sales efforts in India are ongoing. Navis has a dedicated support and services office in Chennai that has on payroll 120 employees, supporting terminals in India and worldwide. The Navis TOS, called SPARCS N4, is a sophisticated and modern software platform that is utilized by more than 75 container terminals worldwide to manage and optimize the flow of containers into and out of terminals. The legacy SPARCS/Express TOS is utilized by an additional 167 terminals globally. As a part of the TOS, the terminals have their choice of optimization solutions that, in addition to managing cargo and containers loaded and unloaded on and off ships, help the operators to optimize the movement of their trucks and storage of their containers in the yard. In addition, the TOS also includes analytics and monitoring tools that help the terminal operators make better decisions. It offers a centralized system for the management of multiple facilities in different locations. Navis SPARCS N4 is enhanced on an ongoing basis through various version releases. There are between two and four new releases of SPARCS N4 annually. The TOS is continually being enhanced to take into account the latest needs of terminal operators including process automation technologies, optimization and automation functionality, advanced rail functionality, updated user interfaces and analytics tools.
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3PL
UTi Worldwide invests in technology to transform
JASLEEN KAUR AND NAHIDA SHAIKH

Ti Worldwide, a global logistics service provider, will stay ahead of the competition by investing in technology to streamline operations and offer clients superior information. Additionally, UTi is focusing on several vertical industries it believes will provide dynamic growth. Patrick Cooney, Regional Vice President, Sales & Marketing, Asia Pacific (APAC), UTi Worldwide, said, We are investing in four major verticals which are automotive, consumer retail, pharmaceutical and energy and mining. UTi excels in service and solutions to clients in these industries so we have the ability to leverage our expertise to gain new business. Not to say that high tech, fashion and other sectors such as aerospace arent important.We have a concentrated focus on them as well, but its more of a centre of excellence approach as opposed to the pure vertical investment strategy, he elaborated. Cooney highlighted that the automotive sector is doing very well in the Americas, and specifically in APAC and South Asia. Pharmaceuticals is an industry where UTi plans to grab market share from the competition because of its unique global capabilities and experience. APAC constitutes 22% of the companys global revenues. Cooney informed that UTi is making ongoing and significant investments in the region because of its role as the manufacturing centre for the world and its rapid transformation into a major consumer market. An example is Taiwan, where UTi is already a market leader. We opened a new, dedicated 50,000 m facility specific to contract logistics and distribution. He says that UTi looks at each mar-
FROM TOP TO BOTTOM:- BARRY THOMPSON, REGIONAL DIRECTOR, APAC CONTRACT LOGISTICS; PATRICK COONEY, REGIONAL VICE PRESIDENT, SALES & MARKETING, ASIA PACIFIC (APAC); SAMEER KHATRI, REGIONAL VICE PRESIDENT & MANAGING DIRECTOR INDIA, UTI WORLDWIDE
ket separately, and region holistically to make a decision to invest. India is a key investment strategy from a contract logistics, distribution, and freight forwarding perspective. In the year 2012, UTi had some
contractions not only in terms of the margin but also in terms of business, according to Barry Thompson, Regional Director, APAC Contract Logistics, UTi Worldwide. But the prospects for 2013,Thompson said, look promising. Our organization is implementing a technology transformation that will provide system and operating excellence through a state-of-the-art operating platform. We are quite confident on our new strategy of focusing on industry verticals. The support we are getting from our client base has indicated that emerging markets is where they would like us to become more active. UTi extends its reach right up to sub Saharan Africa where the demand for Indian pharmaceuticals is good. Thompson said, In the pharma industry, India has the product and pricing that the African market can afford so we are now creating density into Nairobi, Mombasa in order to serve over 200 million people that live there and are in need of healthcare. So it is that type of macro issue that then gets broken down. Ultimately, we have the ability to fill the container for many contract and generic manufacturers and also other branded pharmaceutical companies who are manufacturing in India. Sameer Khatri, Regional Vice President & Managing Director India, UTi Worldwide, said, In the four months from January to April, we have achieved significant growth and we have some aggressive plans as far as India is concerned. We are going to create solutions and penetrate into the Indian corporate community. Currently, UTi has a pan India presence. It has 22 offices across the country. Khatri informed that apart from metros and large cities, UTi is present in satellite towns across the country to be near where the business lies within
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3PL
the manufacturing lines, ICDs, CFSs and the related infrastructure.We are number two in the air market share, Khatri asserted. It is focused on key trade lane development China, Hong Kong, Taiwan, Korea. Africa holds high potential for us in the trade lane and we have a huge advantage which we can offer to the market in Africa not only exports to Africa but also distribution all over Africa. Europe, Germany, UK, Italy are the high focus areas for us. So, trade lanes, verticals and Indian corporate businesses which are as large as some of the MNCs, are strategically focused areas for us, Khatri explained. In terms of technology gap in the supply chain, Cooney said: We are investing heavily in new global state of the art ERP system. Its going to be able to leverage the worldwide data we collect. We are going to integrate it into companys system, be it SAP and help them drive their planning system to understand their supply chain performance and look for weaknesses
UTI WORLDWIDE OPENS MULTI-CLIENT 3PL LOGISTICS CENTER IN TAIWAN

UTi Worldwide Inc. (Nasdaq: UTIW), a global supply chain services and solutions company, opened a new multi-client logistics centre in New Taipei City, Taiwan. Besides the basic 3PL warehousing, distribution, and inventory management capabilities that UTi offers, this facility is adaptable to the requirements of several industries such as pharmaceutical, healthcare, and wine & spirits which may require temperature-controlled environments. We are extremely proud of our newest and the largest of UTis five logistics centers in Taiwan, said Brian Dangerfield, UTi president for the Asia Pacific region. The 42,900 sq. meter (461,000 sq.ft.) facility features a green building design including an LED lighting system and rain water collection and recycling which meets UTis ThinkGreen initiative. The secure facility has on-site security guards, CCTV and electronic surveillance, perimeter fencing and an electronic sprinkler system. The center has 101 double dock doors where clients goods are secured from environmental effects. The facility is conveniently located just 20 minutes Taiwan Taoyuan International Airport (TPE) and only 500 meters from Taiwans Highway 2 for easy access to the islands main distribution channels. The logistics center now houses 30,000 pallets of inventory for 100 clients primarily in the High Tech, Fashion and Beauty, Consumer and Retail industries.
so that we get better details and have better understanding of the total cost of ownership and the product. Cooney pointed out that the critical enablers do what UTi is doing for supply chain efficiencies are transparency in terms of freight movement, in-
formation flow, financial flow control in terms of making sure they have the custody through the process and compliance to customs, regulatory authorities, health, labor, safety environment, risk mitigation and transfer.
DB Schenker opens office in Thiruvananthapuram

ITLN BUREAU
OWARDS an objective of providing solutions for retail, electronics, manufacturing and other industries at customers doorstep, DB Schenker, a leading provider of integrated logistics services with global reach, has opened a new sales office at Thiruvananthapuram, the capital of the State of Kerala. The city is strategically located on the west coast of India on the south of the mainland. The new office was inaugurated by Reiner A. Allgeier, Managing Director, Schenker India Pvt. Ltd, in presence of the Director Region South India, K. Sankar.
DB Schenker in India is now a step closer to serve its customers in the region, said Allgeier in his address while inaugurating the new office. This is DB Schenkers 37th office in India and the eleventh office in the region South India. The new office will cater to DB Schenker customers in the Thiruvananthapuram, Quilon, Nagercoil and Kanyakumari districts in the region. At the new office, DB Schenker in India is able to provide its world class service offering for retail, automobile, electronics, food products, handicraft, manufacturing and other prevailing industries in the region.
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APPAREL LOGISTICS
Staying Trendy with Logistics
EVERY CHANGE OF SEASON BRINGS IN FRESH CONSUMER DEMANDS. THIS COUPLED WITH EXPECTATIONS OF GETTING THE PRODUCTS AT THE RIGHT TIME AND TO THE RIGHT PLACE IS ONLY POSSIBLE WITH AN EFFECTIVE SUPPLY CHAIN MANAGEMENT. THEREFORE, LOGISTICS HAS AN INTEGRAL ROLE TO PLAY IN THE INDIAN APPAREL INDUSTRY. JASLEEN KAUR TRACES THE OPPORTUNITIES AND CHALLENGES ASSOCIATED WITH THIS VERTICAL.
lack is always in season and white is classy! Red maybe too loud and blue was last season! Going to college ripped jeans or trendy shorts! Going for a party a well-draped sari or a floor-length gown! Fashion trends are always changing. Style is the buzzword irrespective of age and everyone wants to incorporate it into their wardrobe. And here logistics has vital role to play. When images of chic models hit the media, whether through TV or magazines or fashion shows, consumers scramble to find those ripped jeans, those trendy shorts, that well-draped sari that vogue, racking up sales in whopping figures. And then apparel companies send their supply chains into overdrive to deliver on the demands. Such celebrity-inspired fashion crazes, as well as each years new trends showcased at fashion shows, make the apparel logistics more time sensitive than any other vertical. Suppose a new trend of ripped jeans begins in July which is around the time a new college semester starts and these jeans dont get to the stores in time, it wont be the hot item anymore. Consequently, due to cost reductions, just-in-time capabilities, getting product to store shelves faster, new methodologies, and automation - the supply chain has become an important factor for the Indian apparel industry.
FROM LEFT TO RIGHT: DR A SAKTHIVEL, CHAIRMAN, APPAREL EXPORT PROMOTION COUNCIL, CHANDRASHEKHAR PITRE, SENIOR DIRECTOR MARKETING, SOUTH ASIA, DHL EXPRESS, SVEN RAUDSZUS, MANAGING DIRECTOR, KUEHNE + NAGEL, INDIA high pace. In April-July 2013-14, Indian readymade garments exports were to the tune of $4.5 billion with 13 per cent growth from previous year of the same period. Orders are increasing as exports have grown by around 19 per cent in July 2013 compared to same month of last year. The surge in exports is also because of the compliant factories which have adopted the DISHA programme; this prompts buyers to source more and more from India. Ministry of Textiles has given us the target of $7 billion for this financial year. If the growth continues at the current pace, we are hopeful of almost reaching the target this year. Chandrashekhar Pitre, Senior Director Marketing, South Asia, DHL Express, said, Various industry estimates put the market size of the logistics sector in India to be between $90-125 billion and the fashion and apparel sector is a significant contributor to this. A streamlined supply chain can do wonders for any company, be it a service user or service provider. Across all industries, companies are realizing the strategic importance of value-added supply chain and logistics services. Sven Raudszus, Managing Director, Kuehne + Nagel, India is of the opinion that the changes in macro-economic conditions and demographics are the driving forces for Indian manufacturers to be present at the right location at the right time.
TIME: A CRITICAL FACTOR
SIZE OF EXPORTS IN INDIA
Dr A Sakthivel, Chairman, Apparel Export Promotion Council, shared the figures of Indian apparel exports, which according to him, is around $13 billion worth and it is increasing with
Timing is the most critical factor in the apparel logistics industry. Consumers are only be satisfied if the goods have landed at the right time place. Moreover, changing style assortments and major seasonal change-outs add to the significance of the timing in the apparel logistics. Talking about Kuehne + Nagels approach towards this segment,
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APPAREL LOGISTICS
Raudszus mentioned that the company has a dedicated team of specialists who look after this vertical in India. They all possess ample industry knowledge specific to apparel logistics management. Furthermore, in order to allow for the provision of customised solutions, Kuehne + Nagel has set up a special apparel / fashion desk in India. The capabilities in developing and providing high quality and flexible logistics services are of high priority for this industry segment. DHL, another veteran, which has a strong commitment to apparel industry through its association with Lakme Fashion Week, echoes similar concerns. The importance and need of SCM will increase in the future. Customers will demand faster, timelier delivery of orders. Manufacturing will expect greater knowledge of order requirements to better plan its operations and procurement processes. Similar expectations apply to external entities. This need for increased coordination among customers, suppliers and service providers dictates greater visibility and collaboration throughout the supply chain, said Pitre. Dr Sakthivel shared, Most of the exporters always supply goods to buyers in time. However, due to changes in the taste and fashion liking of consumers, exporters have to make the supply chain efficient. Most of the exporters adopt new technology, development of in-house design and outsourcing of works as and when needed. All this helps to deliver the product on time. Even the government is alert and has allowed 24x7 customs clearance for the goods as well as are facilitative on the non- stopping of consignment with the perishable goods. toward a high-tech supply chain helps apparel companies be more reactive to consumer needs, which ultimately helps them increase revenues. Dr Sakthivel said that some of the exporters have their in-house research department whose job is to forecast fashion trends in different parts of the world. Besides, there is always up-gradation in technology and up-scaling of labor skills which help in producing new products efficiently. lead-time reduction. An efficient supply chain is dependent mostly on efficient infrastructure. Better transportation, intermediaries (tax/ custom duty structure) and technology all play a vital role. Improvement in these will automatically benefit the supply chain for the apparel industry, shared Pitre. Raudszus enlisted few obstacles, including: Strong competition with sub-continent countries; a highly fragmented industry structure is the major problem of Indian textile industry with a dominance of small scale set ups; and insufficient skilled workers
SUPPLY CHAIN OBSTACLES
Factoring in long lead times for offshore manufacturing and the necessity to meet retailers requirements for timely and complete delivery, often reinforced with penalties there are a lot of supply chain obstacles in the apparel industry. The volatility of demand and the short life-cycles found in many fashion markets make it highly unlikely that forecasting methods will ever be developed that can consistently and accurately predict sales at the item level. Instead ways must be found to reduce the reliance that organisations place upon the forecast and instead focus on
FUTURE POTENTIAL
PASSION FOR FASHION

Being the logistics sponsor of Lakme India fashion week, DHL covers the entire logistics value chain of the fashion industry from material purchasing, quick movement of samples and quality control of production to the direct delivery of finished products to boutiques. Tailor-made express solutions address the latest trends in the fashion world and meet the specific needs of individual customers. FedEx, on the other hand, was the Official Logistics Partner at the 13th Wills Lifestyle India Fashion Week, held in New Delhi. Through its deep knowledge of the industry, FedEx helps apparel customers realize competitive advantages within their supply chain that can cut days and even weeks off distribution cycles and increase profits. FedEx provides time-definitive deliveries for special garments that need to reach consumers or retailers immediately and provide assistance with customs clearance. It has an unparalleled global network to help garments designed and manufactured in India reach more than 220 countries and territories within one to three business days. With more than 16 customs clearance gateways in India alone highest for any express delivery company FedEx is highly equipped to deliver goods to the apparel industry.
TO FULFILL DEMAND
The ability to earn profits on instant and often fleeting demand is crucial to apparel players in their quest to boost profitability and satisfy fickle fashion consumers. Pitre shared, Apparel logistics is a different world. While part of it is still moving boxes, its more trenddriven than other verticals. Increasingly, apparel companies turn to technology to help meet the do-or-die supply chain demands that characterize this hypercompetitive environment. The shift
The changing domestic and global scenario offers new opportunities for the apparel industry and ultimately to the service providers of the logistics industry who services this sector. According to Raudszus, there will be plenty of opportunities with the increasing participation by foreign companies in the form of FDIs in the retail sector of India. Pitre stated, Hi-tech apparel that are customized to meet health and well-being of customers, use of new types of eco-friendly raw materials, and introduction of fibers like jute in the mainstream couture are a few examples of the new trends. Besides, an emerging middle-class in Asia, Africa, and Latin America is redefining the global demand for apparel. All of these trends represent opportunities for logistics companies in terms of providing supply chain solutions for all these emerging trends. In the international market those exporters who have good quality compliant products, better prices and efficient delivery system will surely survive and do well, affirms Dr Sakthivel. Currently our traditional market like USA and EU are a bit slow. Though sign of recovery are visible in USA, EU needs to pick the pace and rejuvenate the gloom of economic stress soon. India- EU FTA will be very helpful in this direction. We have also diversified our basket and are looking for other non-traditional market, the response is good in these markets too. I am very positive this industry has a very bright future, he concluded.
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SHIPPING
MSC expands Indian Subcontinent coverage

ITLN BUREAU
owards further intensifying its direct coverage between the Indian Subcontinent and the Red Sea, East Africa and South Africa, Mediterranean Shipping Company (MSC) has announced revision of three of its regional services effective July 31. The lines services which at present connect with the carriers mainline network at Salalah will be extended by adding direct link to Indias Mundra Port and JN Port (Nhava Sheva). The current Red Sea service is also being extended to Pakistan with addition of calls at Mundra Port, Karachi and Bin Qasim. The new rotation will be: Mundra, Karachi, Bin Qasim, Salalah, Djibouti, Jeddah, Aqaba, Sokhna, Port Sudan. The rotation will be stretched from three to four weeks and a fourth vessel is to be deployed. The extension of the three loops will, at the same time, absorb a few MSC-operated single-ship shuttle services and ad hoc trips between Omans Salalah gateway and India. The current Middle East East Africa service so far serving Mombasa and Dar Es Salaam from Salalah, is extended east to Mundra and JN Port. The new rotation will be stretched from three to four weeks and will be from Salalah, Dar es Salaam, Mombasa, Mundra, JN Port. MSC will ensure a weekly fixed-day service with four vessels in the 1,928-TEU to 2,394-TEU range. The current South Africa Sub Continent service will be extended to Mundra and it will add a call at Port Louis. The Salalah call will be dropped in this service, whereas the Jebel Ali call will be retained. The revised service will have the following rotation: Mundra, Port Louis, Durban, Coega (aka Ngqura), Jebel Ali, Mundra. The loop,
thus regains the Indian leg, which it had lost a year ago, when MSC decided to drop the subcontinent. The loop will turn in 35 days with five ships.
MSC, ADANI PORTS SET UP JV
Meanwhile, in another important development, MSC, the worlds second-biggest container shipping line, and Adani International Container Terminal Pvt. Ltd, have formed an equal joint venture (JV) to run a new container loading facility at Mundra Port in Gujarat. Although the companies did not disclose the value of the deal, informed sources in the port sector said Adani had constructed the facility at an investment of Rs.1,650 crore. Reports disclose that the signing of an agreement for this JV took place on July 19, 2012. The joint venture has now been formalised. Being part of the JV, MSC will get priority berthing at the new container loading facility while APSEZ will gain from guaranteed volumes. The first phase of the new terminal at Mundra Port which has a capacity to load 1.5 million standard containers a year has started operations. The capacity can be expanded to handle up to 5 million standard containers a year as demand grows. When this terminal, the third at Mundra, is fully operation-
al, the port can load upto 7.5 million TEUs a year. Mundra Ports other two container handling facilities are run by Dubaiheadquartered DP World Ltd and by Adani Group itself. These two terminals can together load upto 2.5 million TEUs a year. In June 2003, Adani Group sold the first container terminal at its Mundra port to P&O Ports (now acquired by DP World, majority owned by the Dubai Government) for $195 million. The new container terminal will enable the biggest container vessels to seamlessly berth and operate at Mundra, Gautam Adani, Chairman, Adani Group, said in a statement. With rapid access to North India and West India hinterland, the trade at large will benefit from scale benefits of larger vessels calling at Mundra, in addition to proximity to hinterland markets, providing a compelling cost advantage to port users, Adani added. The new terminal will be a regional hub with trans-shipment of international cargo being performed. This will be Indias second container transhipment terminal. Dubais DP World runs a container transhipment facility at Vallarpadam in Cochin port. Both are located on Indias western coast.
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SEPT - OCT 2013
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EXCLUSIVE
Shree Shubham Logistics Agri Logistics Parks provide..... COMPREHENSIVE SOLUTIONS UNDER ONE ROOF
V. RAMANUJAM
N ISO 9001 and 22000 certified company providing world class solutions at its agri logistics parks, Shree Shubham Logistics Limited was conceived as a grass-root level organisation. Over the years, the company, spearheaded by Executive Director Aditya Bafna, has cultivated a deep understanding of the Indian farming community and is now moulded with a unique business model meeting the challenges of the community by setting up its own state-of-the-art Agri Logistics Parks (ALPs) at various locations and provide a bouquet of services to manage risks across various stages of commodity and inventory handling. The companys vision is clear: To meet the current and future logistics needs of the Indian commodity industry by building a strategic network of logistics infrastructure across India and integrating all value links of the agri and nonagri supply chain. This interview of INDIAN TRANSPORT & LOGSITICS NEWS with Aditya Bafna, Executive Director, Shree Shubham Logistics Limited, is very exclusive. ITLN: Shree Shubham Logistics has a corporate vision to integrating all value links of agri and non-agri supply chain. Please elaborate. ADITYA BAFNA: Shree Shubham Logistics Limited, an ISO 9001 and 22000 certified company, is conceived as a grass-root level organisation to provide end-to-end logistics solutions under one roof. Our Agri Logistics Parks provide services encompassing storage and preservation with a chain of dry and cold storage units, weighing, testing
ADITYA BAFNA, EXECUTIVE DIRECTOR, SHREE SHUBHAM LOGISTICS LIMITED and certification (grading and sorting facilities for standardisation of agricultural produce), collateral management for commodity financing against warehouse receipts/stocks with the help of banks, fumigation and pest management, commodity procurement etc. In order to meet the current and future logistics needs of the Indian commodity industry we have built a strategic network of logistics infrastructure across India and integrate all value links of the agri and non-agri supply chain. Our services include: storage and preservation (chain of dry and cold storage units); weighing facilities through electronic weighbridges of 60/100 tonnes; testing and certification (grading and sorting facilities for standardisation of agricultural produce) through our analysis and certification laboratories at various locations; fumigation and pest management; collateral management for commodity funding; commodity procurement; and, disposal of agricultural produce with the help of electronic commodity exchange platform. ITLN: Please brief on the salient features of your agri logistics parks. BAFNA: The salient features include: single-point solutions for storage and preservation; quality assurance by following best fumigation method and other related services; testing and certification; electronic weigh bridges of 60/100 tonnes each; Internet connectivity; Applications and Products (SAP); operations are governed by Standard Operating Procedures (SOPs); best infrastructure facility: auction yard, one-way traffic movement, pres-engineered building. The walls and ceilings are made of polynum which helps regulating the
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inside temperature of the warehouse (8-2 degrees C); turbo ventilators and roof monitors; repellants and gate curtains prevent rodent and bird entry in warehouses; firefighting system, roof insulation, and docking arrangement; entire complex affixed with directional, safety and informational signage; 24x7 power back-up; fire hydrant system; and, round the clock security. ITLN: What are the risks across being effectively managed by Shree Shubham across various stages of commodity and inventory handling? BAFNA: Various factors that evolving risks on which Indian agri sector depends and needs to be accounted for are as follows: Dependence on monsoon: Nearly two-thirds of agriculture is rainfed. Mostly, land holdings belong to small and marginal farmers (less than 5 acres):resulting low yields, low productivity, low level of marketable surplus; Inadequate, post-harvest infrastructure. Low level of processing/value addition. Agricultural marketing and storage interconnected/interdependent: farmers are not able to realise fair price for their produce. Markets are dominated by middlemen: creating a wide gap between the price realised by farmer and the price paid by end- consumer; Low level of marketable surplus limits: restricts farmers access to organised commodity markets; Lack of scientific handling and storage infrastructure: warehouses (wastage as high as 40 per cent in some fruits and vegetables); Absence of a well developed warehouse
receipt financing system. In order to cover all the above factored risks we have tried to evolve and provide with a bouquet of services under one roof as a step forward for minimising the risks involved in agri sector. ITLN: Shree Shubham has an objective to enable farmers to create their local markets. Dont you think by using such facilities the cost of the agriculture produces will increase the cost when they reach the markets? BAFNA: Our global standard AgriLogistics Parks (ALPs) enable farmers to create their local markets by using our integrated services and our platform increases the transparency and brings fair business practices in the agricultural sector thereby giving true value to the farmers. Our facilities are cost efficient which empowers farmers by enhancement of marketing mechanisms/practices for their agricultural produce which differs from region to region and commodity to commodity. ITLN: Shree Shubham Logistics has created a wide network of agri logistics parks in various States in the country. Besides, Shree Shubham, through strategic tie-ups with Rajasthan State Warehousing Corporation, is also managing RSWC warehouses at 38 locations in the State of Rajasthan. How professional is your people to have the capability to efficiently manage such
a huge number of facilities? BAFNA: SSLLs vision and growth all are directed towards playing a pivotal role in the burgeoning agri-business in India. SSLL brings international standards to India and create value for money. We have got very professional and experienced team to handle all these facilities. We have deployed over 300 staff for management and operations at RSWC locations. Besides SAP deployed at all these locations, we have invested over Rs. 11 crore for upgradation and modernisation of RSWC. All warehouses at 38 locations are computerised and connected to RSWC Head Office with the help of implementation of SAP. Electronic/Computerised Warehouse Receipt is issued at all facilities. RSWC locations are accredited by NCDEX/NSPOT as delivery centres for various commodities. ITLN: Your corporate profile indicates that your group has plans to expand the footprint of agri business in other regions such as UP, Chhattisgarh, AP and Delhi. Please brief on your future plan. BAFNA: In order to play a pivotal role in the burgeoning agri-business in India, we further plan to initiate our Phase III expansion very soon in the States of Uttar Pradesh, Delhi, Chhattisgarh and Andhra Pradesh. We would be developing Agri-Logistics Parks at 15 to 20 locations in these States with an additional storage capacity of around 4 lakh tonnes.
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GUEST COLUMN
The Value of an Exhibition Freight Forwarder

result in the delivery of the exhibits to the show. Some forwarders generalize in all types of freight movements. Others specialize in fairs and exhibitions, large freight (power plants and industrial projects), high value shipments (art, museum exhibits) or sensitive cargo,(food, weapons, alcohol). Many general freight forwarders choose not to handle exhibition shipments on a regular basis for good reasons. Trade show exhibits are time sensitive, making them more difficult (and costly) to manage within the normal workflow of a general freight forwarding operation. In contrast, international exhibition forwarders build their work processes around the time sensitivity and unusual conditions of overseas trade shows. Exhibition forwarders also provide services that general forwarders dont offer: l Delivery of the exhibits to the stand l Supervision of the lifting and positioning of exhibits on the stand. l Unpacking and repacking of shipments l Removal and storage of empty cases lProvision of personnel to assist exhibitors on site. lCorrespondence with various Govt. Authorities for exemption from local tax / State Excise for temp import of shipments for use in trade exhibitions. There are some other qualities of exhibition freight forwarders that set them apart from general forwarders. General Freight Forwarder has a responsibility of 90% where their responsibility mainly covers port to port delivery, where as the exhibition freight forwarders responsibility is 100% which covers the delivery of exhibits to the show stand in a specific period. General forwarders are organized around departments: air freight, ocean freight and surface shipments. Exhibition forwarders are organized around shows and whatever personnel and resourcesair, ocean, surface, custom brokers, on-site labour and equipment are needed to get the shipments to the stands and set-up on time. Exhibitors may count on a single point of contact to work withthem from start to finish, shepherding them through the shipping process and confirming delivery to the stand. Because the core competency of international freight forwarders is supply chain management, they rely on a global network of partnersagents or officesthat provide in-country services. The local companies organize customs clearances, delivery to show site, on-site services and handling of empties as well as re-exportation of the exhibits back to country of Origin or any other destination preferred by exhibitor. Although the originating forwarders control the shipments, local representatives coordinate the physical movements after the freight arrives overseas. As with other contractors in the exhibition industry, freight forwarders provide services to the exhibitors, but the exhibition organizers appoint them. The appointments provide exhibitors with the support and guidance of professionals who have been vetted by the organization and they give the organizers access to a level of international expertise that they may not otherwise have. Seasoned forwarders have knowledge of specific markets, venues and local resources. They can change course quickly when problems arise. They also keep their ears to the ground for any changes in local conditions that might affect the show. RAVINDER SETHI is the Vice President of the India Exhibition Industry Association (IEIA), member of AFECA / IAEE,and Vice President on the Executive Committee of the Board of Directors of UFI, the Global Association of the Exhibition Industry.
nternational Freight forwarders are the unsung heroes of overseas trade shows. Through their networks of offices and world-wide partners around the world, they are responsible for the physical logistics of getting exhibits and equipment from the exhibitors doorstep to the exhibition stand and backno easy feat considering the miles, borders, customs requirements, non-tariff barriers, in-direct taxation, changing regulations and fluctuating economic conditions around the world. Freight forwarders that specialize in exhibitions possess a unique skill set that many exhibition organizers find valuable. Having one as a team member has some important benefits. Some sources place the origin of the freight forwarding profession as far back as 1836 when modern modes of transportation created a demand for experts in supply chain management. Although some forwarders own their own equipment (usually trucks for local pick-up and delivery), most are customs brokers, contracting with the carriers of all modes of transportationair, sea, surfaceto arrange a seamless, end-to-end sequence of movements and transactions that
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INTERVIEW
SSI Schaefer: Providing value to customers

STARTED IN 1937, THE GERMAN COMPANY- SSI SCHAEFER HAS BEEN THERE FOR 75 YEARS IN THIS INDUSTRY AND TODAY IS ANINDISPUTABLE GLOBAL LEADER IN INTRA-LOGISTICSDOMAIN OFFERING INTEGRATED SOLUTIONS RANGING FROM STANDARD INDUSTRIAL STORAGE SOLUTIONS TO THE ULTRA-HIGH TECH INTELLIGENT ROBOTICS BASED AUTOMATION SOLUTIONS AND ALL OF THIS COME FROM A SINGLE SOURCE I.E. SSI SCHAEFER WHICH IS SERVING ITS CUSTOMERS AROUND THE GLOBE TODAY AND ITS 9000+ EMPLOYEES ARE DELIVERING THE UNMATCHED CUSTOMER SERVICE. SSI SCHAEFER HAS A 100% OWNED SUBSIDIARY COMPANY IN INDIA WHICH IS RESPONSIBLE FOR PROMOTING THESE INTRALOGISTICS SOLUTIONS IN INDIA SINCE 2008.
uunil Dabral, Country Head, SSI Schaefer, talks about the demand, prospects, innovativeness of SSI Schaefers integrated automation solutions in the Indian warehousing industry, the growth witnessed, challenges faced, in an exclusive interview with Nahida Shaikh of Indian Transport & Logistics News. Excerpts: What is your strategy for growth in India? Although the addressable market for SSI Schaefer is fairly large but since we have a consulting based selling approach which also goes with our market reputation so we will carve out our niche in the total addressable market for a better strike rate. SSI Schaefer is the only vertically and horizontally integrated company in the world which has a very strong position in the Intra-Logisticssegment. Despite the slowdown, Schaefer is still busy globally and our 16 factories in the world are running full. In Asia, the growth has been phenomenal which has led us to expand our Malaysian factory by adding another 5000 MT capacity. Overall, it will be now over 40,000 MT per annum. Based upon the strong customer demand, we have started introducing our other products range also which include plastic containers and bins, small parts vertical storage modules, however customer centricity will be a critical part of our corporate strategy in India. This helps us to remain associated with our customers to maximize the value for them. How is the cost to investment return ratio when it comes to warehouse automation and IT solutions that you offer in India?
are the main driver then ROI is relatively shorter if they go for an automation but this again depends upon the relative degree of automation involved. Each company has its own kind of products, processes, customers and supply chain challenges, hence the ROI is a function of future investment as net present value and time. Could you tell us about some of your projects in India? Our customers mix consists of global companies andthe Indian origin companies. We have customers in every industryi.e. FMCG, Pharmaceuticals, paint industry, 3PL and logistics service providers, automotive (OEM & Suppliers), electronics, retail, fashion, hospitality and Steel Industry. More than 160 projects are already completed in India and our order bank is full till the 1st quarter of 2014. We have done projects which included various types of pallet racking to multi-tier shelving to a complex 28 meter high AS/RS racking. Currently, we are doing a heavy duty cassette type cantilever AS/RS racking for long steel profiles. What is the demand observed by SSI Schaefer in terms of conveyor systems, racking systems, logistics software solutions in India? The demand is very encouraging in the Indian market inspite of slowdown. In the last 6 months, we have received more than 211 enquiries which comprised of all kinds of racking including pushback and cantilever racking, conveyors, AS/RS, Rack clad ware-house including
The ratios in almost every situation are relative to what the project objectives are. Project objectives are yet again relative to various factors and parameters. For example, for a customer who is visionary the project objectives are different (Long term benefits) and for a customer who needs a solution for a current problem, then the project objectives are confined to a solution of a current problem (Short term benefits) For two companies in the same industry the ROI may be different. Depending upon the project objectives and the scope, the ROI can be met somewhere between 1 year and 5 years i.e. for any industry where land & building cost, labour costs and related inefficiencies
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cantilever AS/RS. The good thing is that the market is growing and the customers are looking up-to SSI Schaefer for direct consulting assignments for concept solutions, warehouse designing and layout, we are putting up teams and resources together to take up these assignments. Owing to this demand from the market, we have developed some standard Integrated Storage Systems (ISS) which will just be a simple plug and play type depending upon the SKUs & the Order-lines. We can see that people are coming to us where they want us to get involved with them at the stage of conceptualization. On the IT side, our own WMS systemWAMAS is positioned as one of the premium WMS system available in the market. It is meant for the complex automated warehouse operations. We are also a global SAP partner and work on the EWM module and various other warehouse software interfaces when it comes to integration of various technologies in automation. How does SSI Schaefer have an edge over others? SSI Schaefers quest is to develop products for the needs that do not exist today but
More than 160 projects are already completed in India and our order bank is full till the 1st quarter of 2014.
will exist in future. It sspends heavily in R&D (in millions of EUROs) to innovate and develop new solutions so all of this gives us an indisputable edge over the rest. SSI Schaefer is the only company that has the maximum number of patents and copyrights of its technologies and products. A compilation of all such patents have been done in a book which will be given to our all customer facing teams like business development, sales, marketing, project management and customer service. Innovation is at the core of the corporate philosophy, hence this R&D driven company understands the market needs and customers require-
ments to develop the right solutions and products as per those needs. The biggest testimonials of this are the range of our products which are all Award Winning. How sustainable is your design for the Indian clients? Many parts of India fall under various seismic zones and when SSI Schaefer designs the system, this part is very critically looked into. We do not cut corners to become competitive to our customers and would rather say NO to a project which does not follow the safety norms. We are the only company in India which can furnish the actual Seismic Calculations which are for the racking structure. Being a European company, SSI Schaefer strictly follows EN norms which are the most stringent norms over FEM and IS standards. Sustainability also involves the scalability factor whether the customer can use our solutions even after five years or more. So we have to educate our customers that they must look for the value not the cost. On the top of this we also offer Product Liability Insurance for our products.
EXHIBITION AND CONFERENCE

October 30th - 31st, 2013 Marina Bay Sands Singapore
ASIA 2013
PROJECT CARGO PROFESSIONALS MEET THE INDUSTRIES
OIL, GAS, PETROCHEMICALS AND ENERGY BREAKBULK & PROJECT CHARTERING / FORWARDING HEAVY ENGINEERING, EPC MINING, STEEL, CEMENT, PULP AND PAPER WIND POWER AND OFFSHORE SUPPLY HEAVY LIFT AND HAULAGE EQUIPMENT
www.powerlogisticsasia2013.com
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SHIPPING
RAMESH S. RAMAKRISHNAN (RIGHT) AND RITESH S. RAMAKRISHNAN AT THE PRESS BRIEFING
Coinciding with its Silver Jubilee ...
Shreyas Shipping & Logistics adds 2 new coastal services
V. RAMANUJAM
umbai-based leading shipping and logistics provider, Shreyas Shipping & Logistics, announced addition of two new services in coastal shipping. With this, Shreyas becomes the first company to link all key ports of India for containerised trade. Significantly, India now also has a seamless link connecting eastern and western coasts for containerised shipping of cargo. The start-up of new coastal services also marks an inauguration of a new era in domestic surface transport where the cargo can be shipped between any key port within the country. Linking of Indias ports for movement of cargo domestically will also help Vallarpadam terminal, Mundra etc. to be promoted as a transshipment hub. Shreyas now has five vessels focused on providing this nationwide network.
The two new services commenced operations from August 15, and connect Mundra-JNPT-Hazira and KolkataVizag-Chennai-Cochin sectors. Elaborating in a crowded press conference on the impact of a robust eastwest corridor, Capt. V. K Singh, CEO, Shreyas, said Efficient transportation infrastructure by sea has tremendous social and economical benefits for the nation. Capt. Singh added that according to the Ministry of Shipping and Transport, the diversion of 5 per cent of cargo transportation to a waterborne mode can result in an annual saving of around Rs. 20 billion and a reduction of 6 per cent of harmful chemicals and pollutants as sea mode effectively reduces emission of CO2 by 29 gm per tonne per km as compared to road transportation. The current north-south corridor handles around 3 per cent of containerised cargo by sea mode and with the proposed east-west
corridor, Shreyas targets to achieve 5 per cent containerised cargo shift to the sea mode. Capt. Singh also highlighted the fact that sea transport has proved to be safer and more efficient worldwide. Addressing the media, Ramesh S. Ramakrishnan, CMD, Shreyas, said, This is a very proud moment for all of us at Shreyas. India has a decent infrastructure for moving cargo in north-south corridor. With these services, we have made our humble contributions in networking all key ports and thus provide cleaner, more viable and more efficient alternative for domestic movement of cargo via the sea-route. This may be considered as an expression of our gratitude in our silver jubilee year. Ritesh S. Ramakrishnan, Director, Shreyas, who also was present at the press meet, replied to media questions and briefed on the companys strategy.
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EXCLUSIVE
We are national in spirit, international in skill: RAMESH RAMAKRISHNAN

V. RAMANUJAM
hreyas Shipping & Logistics Limited, part of Transworld Group, which has over three decades of rich experience in containerised maritime transport, is mainly engaged in shipping and logistics business. A pioneer in introducing coastal feeder services in India, Shreyas then embarked on crafting a unique business model offering tailor-made logistics and transportation solutions. It was first of its kind, a multimodal business model in India. Not resting
on accomplishments and with a view to focus and nurture this multimodal business, Shreyas set up a wholly owned subsidiary named Shreyas Relay Systems Limited, to provide land-based last-mile delivery system to customers. The companys current fleet comprises six vessels with size ranging from 500 TEUs to 1,700 TEUs. The company has also taken additional vessels on time charter to meet the growing demands of the container transportation. Throughout, Shreyas maintains a zero-default record with all financial institutions and has devel-
oped in-house software for its feedering business. A veteran in shipping and sea-based logistics, Ramesh S. Ramakrishnan, Chairman & Managing Director, Shreyas, who keeps shuttling between his Dubai office and Mumbai Headquarters, spoke to INDIAN TRANSPORT & LOGSITICS NEWS. Excerpts of the exclusive one-to-one: INDIAN TRANSPORT & LOGISTICS NEWS: A true pioneer, Shreyas Shipping is launching two new services linking Indias Eastern ports to Western ports through a new unique seaborne
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EXCLUSIVE
container trade. From customers view point, how do you think that the new coastal shipping services will benefit them? RAMESH RAMAKRISHNAN: Shreyas Shipping has been pioneer and leader in the coastal shipping and has many firsts to the kitty related to containerised coastal shipping. Providing tailor-made cost-effective service to our customers is our prime motto besides having vision to develop coastal shipping in India both for domestic cargo as well as export/import transhipment cargo between Indian ports. We take pride in providing well scheduled and innovative services to our customers. We laid the path for North-South trade on the West coast of India and now we have accomplished our vision by connecting pan-India ports. Our services are designed to take care of both coastal domestic carriage as well as feeder transhipment carriage. While one of the new service is mainly launched to cater the need of export/ import transhipment containers connecting the three terminals at Mundra, Hazira and Nhava Sheva on the NorthWest coast of India which will develop Mundra as a container hub port and benefit main line operators to get transhipment connectivity, the other new service connecting East-West corridor provides connectivity between major container terminals on pan-India basis for both domestic as well as export/import transhipment cargo. This opens a new chapter for coastal transportation by sea across India. ITLN: Most of the customers believe that trucking of containers is comparatively more cost-effective besides being time saving. What is your comment? RAMAKRISHNAN: Considering the distinct advantages of coastal shipping, the shift of volume is surely happening but at a very slow pace due to certain issues like mindset of our industries to continue with single mode of transportation as against multi-mode transportation required in coastal shipping. Origin and destination of cargo also plays a very important role, as long-haul bridging of cargo in and out of ports at origin and end destination increases the handling cost hence cargo base within the ports hinterland are surely more suitable for coastal shipping. There are certain commodities for which government provides subsidy on rail movement, hence coastal shipping is not cost-effective for such commodities. Besides the cost advantage for various commodities and on various sectors, the coastal shipping provides many other advantages to customers in general, and to the nation on the whole, by providing a pollution-free mode of transport. Therefore, we urge all customers for changing their mindset and get the advantages of coastal shipping. ITLN: Marking a proud moment for India, from the nations Independence Day this year, Shreyas begins linking the countrys seven leading ports by its coastal service. In your analysis, how is it feasible for Shreyas? RAMAKRISHNAN: On the last occasion of nations Independence Day, we had dedicated first of the two 1,700-TUE capacity container vessels acquired last year to the nation and we are proud to provide connectivity between all major container ports and terminals this year on this Independence day. National in Spirit and International in Skill is our slogan and we abide by it. Shreyas always had a strong presence on the West coast of India for both domestic as well as feeder of export/import transhipment besides feeder service connecting ports like Kolkata, Haldia and Visakhapatnam on the North East coast. Our vision was to become an all-India coastal service provider and we are proud to have accomplished our vision on this Independence Day by connecting our service across pan-India container ports and terminals. This was only feasible with managements vision, hard work and dedication of our staff, support from all concerned government authorities and support from our esteemed customers. ITLN: Through its subsidiary, Shreyas Relay Systems Ltd, you are also providing a successful multimodal transportation of cargo. What is your experience in offering the twin service to customers? RAMAKRISHNAN: While we developed our sea-side transportation we also developed our land-side logistics support through our subsidiary Shreyas Relay Systems Ltd to provide our customer a complete logistic solution by providing multimodal transportation of cargo providing door-to-door service. Customers are much satisfied with our total, seamless logistic solutions and with an objective to provide them such solutions on all-India basis we have extended the coverage of our service. The combination of our panIndia service and our land-side logistics will surely bring support of more customers and volumes which will make us stronger as an all-India multimodal logistic player. ITLN: Shreyas claims that it has developed its in-house software for its feeder services. Please elaborate your IT capability. RAMAKRISHNAN: Shreyas always had in-house software for all our feeder, liner and logistic operations. Along with the growth of our overall operations, we have also strengthened our in-house grown IT capabilities with latest software to take care of all our requirements which have accelerated the growth momentum.
We laid the path for NorthSouth trade on the West coast of India and now we have accomplished our vision by connecting pan-India ports. Our services are designed to take care of both coastal domestic carriage as well as feeder transhipment carriage.
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PERISHABLE TERMINAL
CSCs Mumbai Perishable Terminal ...
COMMITTED TO CUSTOMER SERVICE
ITLN BUREAU
UILT and operational since May 2011, Cargo Service Centers Perishable Cargo Terminal (PCT) at Mumbai Airport stands tall and continues to gather momentum in handling of perishable and temperature-sensitive (PTSP) air exports. Cargo terminal operators at airports are often the invisible but most vital component in the air cargo supply chain, but their role assumes critical and high importance when dealing with handling of PTSP air cargo. Perishable Cargo Terminal acts as a key bridge to link the cityside supply chain to airside supply chain to ensure that the PTSP cargoes are able to move seamlessly through the chain without temperature excursions. Meeting the need for specialised handling of temperature-sensitive cargo which includes fruits, vegetables, poultry, fish, eggs and pharmaceutical and life science products prior to flight departure, the PCT at Mumbai has revolutionised cargo handling at Mumbai Airport. Briefing on the terminal, Radharamanan Panicker, Group CEO, Cargo Service Center, said that CSCs PCT is equipped with state-of-the-art facilities to handle temperature-sensitive products. Liaising between agents, Customs, airlines and regulatory authorities, the PCT is committed to ensuring uninterrupted cargo handling services. Ensuring proper handling, storage and palletisation is a major focus at PCT. Panicker said, The big challenge for CSC has to been to create visibility in the supply chain at the cargo terminal. By monitoring and recording temperatures during the receipt, handling and storage of cargo while in their slots, CSC has tried to meet the challenge partially. The next step is to give the customer access to this
information about temperature. The other challenge, Panicker said, is to meet the increasing expectation of the trade to accept and process more and more products requiring to move through the facility, but with a limited floor space restricting the volume of such products that can be handled. CSC is working with the trade and the airport authority to quickly and efficiently address this space constraint. It is to be noted that PTSP exports has gone up considerably from Mumbai Airport and large part of this is through the CSCs PCT. One of the critical components for efficiency and service quality for any terminal operator, and more so for the perishable terminal operator, is the people. At CSC People are experts, Panicker established. He added that CSC staff undergo
RADHARAMANAN PANICKER, GROUP CEO, CARGO SERVICE CENTER
rigorous training in several aspects of cargo handling. All CSC staff are on the companys payroll and the company does not employ any outsourced staff. The majority of security staff are ex-armed forces personnel, well equipped in all aspects of security. Integrity and honesty of the people employed by CSC are tradefriendly and are impeccable. Whats next? Our mission in Mumbai was to provide critical last-mile cool chain infrastructure for temperature-sensitive cargo. The PCT is an outcome of combining the best of technology and infrastructure, said Panicker. Terminals are often an invisible entity in the supply chain, but yet play an integral role in product handling and storage. We are committed to creating such an infrastructure that delivers value to shippers, freight forwarders and airlines and contributes to the growth and development of the air cargo industry. We are currently experiencing infrastructure constraint which is hampering the growth of volume. At the same time, we are not sitting idle. We have to handle Envirotainers, a fast emerging preferred means of PTSP cargo handling. The other area is providing customised palletisation, using thermal covers to prevent temperature excursion while the cargo is awaiting loading onto the aircraft at the ramp, Panicker added.
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INFRA STRUCTURE Group defines it as a perfect solution for regions trade ...
JM Baxi launches Delhi International Cargo Terminal

V. RAMANUJAM
hotel in Delhi on June 28. The facility is set up in 65 acres of land, situated near Sonepat, off National Highway No.1, the most important road corridor running across North India. Phased investment of another INR 600 Crores is expected to follow. Delhi International Cargo Terminal, the new generation infrastructure is being introduced to the trade through an innovative launch focusing on a B2B trade meet. During the trade meet, around 30 MoUs were signed. Various shipping lines, container train operators, Customs House Agents, freight forwarders, shippers and consignees would be engaging in business with DICT. The state-of-the-art facility is
.M. Baxi Group, one of countrys leaders in shipping and shipping services, launched its International Cargo Terminal at Sonepat, Delhi. With a branding banner, Delhi International Cargo Terminal, the facility has an initial investment of Rs. 200 crore in an integrated rail linked cargo terminal and inland container depot. The DICT was set up with an absolute aim of catering to the growing trade of NCR and North India. All three sectors of exports/imports, domestic and retail trades will benefit from this unique infrastructure, said JM Baxi Group at the formal launch of the terminal held at a star
equipped with a large container storage yard, export/import warehouse with a capacity of 50,000 SQF. An equal capacity of space expansion is planned for the future. In order to provide flexibility and ease to the cargo arrivals by road, some of the ramps have been specially imported from Italy. DICT is connected with three rail lines, linked through the serving station of Bhodwal Majri. Modern handling equipment like reach stackers, Hydras, forklifts, 75 road trailers, and 90 reefer plug points etc. are being deployed facilitating smooth cargo operations. User amenities like, Customs offices, EDI link, specialised warehousing spaces, metal scrap inspection yard with scanners, dedicated transport pools, office spaces for CHAs, liners,
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INFRA STRUCTURE
forwarders, high-end IT systems, generator power back-up, weigh bridges, electronic surveillance, bank on premises, customer facilitation centre and related infrastructure are some of the other facilities pre-installed. Keeping in view the requirements of the trade, 30,000 KL liquid tank farm facility, 5,000-tonne capacity controlled-temperature warehousing and cold storage, mechanised bagging plant with a capacity of 2,500 tonnes per day, grain/bulk silos for storing 50,000 tonnes are being added. With the growing retail market, DICT will act as a key hub and a distribution centre for North India. It is, therefore, rightly termed as an ICT (International Cargo Terminal) and not just another ICD. The facility has the capacity to handle 500,000 TEUs of containers annually. DICT lies at a location around 35 km north from KMP passing point at Kundli. This is the region from which North India cargoes funnel into Delhi. It is estimated that 80 per cent of the NCR traffic have a natural advantage in using DICT as a gateway. NCR cargo break-up from North direction is estimated 2,50,000 TEUs per annum, from North West 2,50,000 TEUs per annum and from North East is 3,50,000 TEUs per annum. The location is ideal for filling up the capacity almost immediately. This would also ease up the cargo traffic congestion within the NCR road network. JM Baxis new DICT is privileged to be a part of Delhi Commissionerate, the most preferred by the trade as they have well-established practices and systems. Also many CHAs have existing licences which can be exercised with immediate effect. Between North India and NCR there is an equipment type imbalance of 20-foot and 40-foot inventory as well as import and export volumes. DICT is well positioned to provide a right balance of trade and equipment as it is situated between Ludhiana and NCR ICDs and in the close proximity of the cargo production and consumption centres. There are many ICDs in the region but most of them are an extension of a rail operator, terminal or a line which creates exclusivity. DICT is a complete common- user facility where all stakeholders will have a level playing field and will be able to establish their businesses according to their requirements. DICT offers better turnaround time for containers, trains and road transport vehicles, thereby saving cost and time. This creates a win-win situation for all stakeholders. Due to challenges of congestion, inventory imbalance and cost, a large section of the trade uses road transportation instead of rail to connect cargoes to and from gateway ports. DICT is poised to alleviate all the above impediments, thus enabling the cargo to revert back to rail. There is a high demand for LCL cargo and consolidation with increasing global trade and reduction in trade barriers. DICT is also positioning itself to be the logistic hub for LCL cargo in North India.
Blue Dart strengthens presence in Jammu
V. RAMANUJAM
lue Dart Express inaugurated an Area Office cum Service Centre in Jammu. The Area Office cum Service Centre, located on the main Jammu-Srinagar Highway, was inaugurated by Sukhwinder Singh, Regional Head - North, Blue Dart Express Ltd. The launch of this Area Office cum Service Centre is in line with the companys strategic initiative of strengthening its presence in Tier II and III towns that are emerging as important nodes of production, consumption and distribution. Commenting on the launch, Sukhwinder Singh, The State has been
witnessing exponential growth in recent times with a lot of pharmaceutical companies setting up base here along with the mushrooming of local industries such as carpet, handlooms,
etc. We remain committed to partnering with the city in its growth by ensuring a superior logistics experience that will reduce transit time for goods produced, enabling them to reach their target markets in a timely and efficient manner. Located on the main JammuSrinagar Highway and a mere 2 km away from the citys commercial area, the new centre will largely cater to the pharmaceutical, telecommunications, banking, electronic, carpet and handloom industry. In addition to Jammu, it will also service important business hubs in areas such as Baribharma and Samba.
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AIR EXPRESS
INTERVIEW
AF-KLM sees moderate growth in India

EELCO VAN ASCH, SENIOR VICE-PRESIDENT SALES & DISTRIBUTION, AIR FRANCE-KLM-MARTINAIR CARGO, RENE PEERBOOM, FORMER DIRECTOR INDIA, NEPAL, & BHUTAN, AIR FRANCE-KLM-MARTINAIR CARGO AND CHRISTOPHE BOUCHER, VP ASIA & MIDDLE EAST, AIR FRANCE-KLM-MARTINAIR CARGO, TALK ABOUT THE NEW INITIATIVES, IN AN EXCLUSIVE INTERVIEW WITH INDIAN TRANSPORT & LOGISTICS NEWS, EXCERPTS:
ITLN: What is the growth observed in the Indian sub continent by AF KLM for air cargo? Rene: In the past period we have witnessed moderate growth in demand from India. In total, we carry around 130 tonnes per day out of India. From Delhi, we have daily belly flight into both Amsterdam and Paris, from Mumbai we have a daily flight to Paris and Amsterdam, and from Bangalore we have six times a week belly flight into Paris. We also have freighter services: three times a week out of Chennai, one time a week out of Delhi, two times per week out of Mumbai. We also have an incoming freighter stop on the way from Europe to Hong Kong which stops in Mumbai. Eelco: There is probably more growth from India than other places. One of the biggest opportunities is the pharma business. Air France -KLM- Martinair cargo is number one in the pharma industry. We have been investing immensely in this product for the new product launch, also in facilities in India and in other hubs. ITLN: What is your view on the airport infrastructure in India? Rene: There has been some improvement in the past year. The biggest improvement is needed in Chennai. We expect a double digit growth in the amount of warehouse space to accommodate the cargo. ITLN: What percentage of your business is Pharma? Rene: From India about 30% is pharma. The remaining would be engineering goods, fashion, automotive and other commodities. We also carry valuables- mainly from Jaipur- that include precious and semi- precious stones, jewelry, and silver/gold items. The majority of our pharma comes out of Mumbai. There are also pharma exports from Bangalore, Hyderabad, Delhi and a little bit from Chennai. Hyderabad is off-line but feeds the cargo mainly to Mumbai and Bangalore. We have feeder cargo from a number of tier 2 cities into our own Indian and Middle- East gateways. ITLN: What is the reason behind the 11.4% decline in cargo volumes on Asian routes y-o-y in June 2013? Christophe: In 2012, we withdrew some capacity: mainly out of China and South-East Asia. We want to maintain the level of load factors. The capacity reduction indeed led to a revenue loss, but at the same time it helped in our bottom line results in comparison to maintaining this capacity in oversaturated markets. And a large part of this freighter capacity has been deployed to Africa and South America, and North America. ITLN: Tell us about your agility product. Christophe: We are trying to use the flexibility of our full freighter fleet to adjust to the demand. That is what we call Agility. For example: In case we have a holiday in Thailand or Singapore, we add a stop in Bangladesh. The game is to adjust capacity according to market needs. On the full freighter, we have Hong Kong, India and M.E stopover. If there is more need in India, then we give less space to Hong Kong and vice versa. ITLN: What are the benefits after the deal with Etihad cargo? Eelco: It is about connecting the two networks through interlining agreement on the Etihad flight and vice versa. Etihad has leased one B747400ERFfrom AF KLM as part of the interline agreement. We have twice daily B747 freighters from Amsterdam to Abu Dhabi. It is mainly transshipment cargo via Abu Dhabi to other destination. So there we connect via special prorate agreements. (Rene Peerboom moved to Amsterdam on 1 September, 2013 and is succeeded by Stanislas Brun, who is currently Director Central Eastern Europe for Air France-KLM-Martinair Cargo. Stan has a lot of cargo experience and is currently based in Istanbul.)
EELCO VAN ASCH
CHRISTOPHE BOUCHER
RENE PEERBOOM
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Officially Supported by the Ministry of Transport, Kingdom of Saudi Arabia
SEPT - OCT 2013
| 43
EVENT ALBUM
AIR FRANCE -KLM -MARTINAIR CARGO AWARDS CUSTOMERS IN INDIA
44 |
SEPT - OCT 2013
SEPT - OCT 2013
| 45
EVENT ALBUM
46 |
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| 47
COLD CHAIN
CONCORs FHEL is world class cold chain infrastructure

ously achieved excellent MOU ratings and has a track record of excellence in the logistics services sector. FHEL convinced of long-term value that will be able to add to the fruits and vegetables sector in the country. In its first year of operation, FHEL has progressed well towards its goal of value creation in the fruits and vegetables sector. FHEL has procured and traded around 1,200 tonnes of quality apples from Shimla and Kinnaur districts of Himachal Pradesh. It is the first 12,000-tonne state-of the-art CA store, currently the largest in the country, and is operational since August 2007. During 2007-2008, FHEL procured, stored and marketed about 12,000 tonnes of apples from Shimla and Kinnaur districts of Himachal Pradesh. FHEL has taken office space in various locations in Himachal Pradesh and has also recruited experienced professional from various fields. The capital cost of the first CA facility was around Rs. 90 crore.
lot is being said and debated on the potential that India has to emerge as a major hub for trade in fruits and vegetables. This is primarily because of Indias strength of a large horticultural bio-diversity and significant volumes of fruits and vegetable currently is to the tune of Rs.1,90,000 crore. It is also estimated that 30 per cent of the fruit and vegetable production is lost due to poor post-harvest management, being valued at almost Rs. 60,000 crore. Given the above situation there exists a tremendous business opportunity in the post harvest technology, cold chain infrastructure, improvement in yield, quality. marketing, etc. Realizing the potential in this area Container Corporation of India Ltd (CONCOR), a Schedule-A Public Sector Enterprise under Ministry of Railways, in 2006, decided to set up its fully owned subsidiary called Fresh and Healthy Enterprise Limited (FHEL). FHEL is a fully owned subsidiary of CONCOR. It was incorporated in Feb-
ruary 2006 with Rs. 35 core as equity from CONCOR. It was set up to create world class cold chain infrastructure in the country, to provide complete cold chain logistics solutions to the various stakeholders in this area. FHEL intends to derive its strength from CONCOR its holding company that has continu-
TRAFFIC HANDLED AT MAJOR PORTS

(DURING APRIL TO JULY, 2013* VIS-A-VIS APRIL TO JULY, 2012)
PORTS
KOLKATA KOLKATA DOCK SYSTEM HALDIA DOCK COMPLEX TOTAL: KOLKATA PARADIP VISAKHAPATNAM ENNORE CHENNAI V.O. CHIDAMBARANAR COCHIN NEW MANGALORE MORMUGAO MUMBAI JNPT KANDLA TOTAL
2013 TENTATIVE
4092 10104 14196 23130 19720 8366 17468 9173 6912 12886 3412 17740 20750 30775 184528
APRIL TO JULY
2012
3785 9756 13541 16194 20619 5422 18382 9536 6921 11227 10637 19732 22224 29231 183666
% VARIATION AGAINST PREV. YEAR TRAFFIC

8.11 3.57 4.84 42.83 -4.36 54.30 -4.97 -3.81 -0.13 14.78 -67.92 -10.10 -6.63 5.28 0.47
48 |
SEPT - OCT 2013
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AIR CARGO LOGISTICS E-COMMERCE

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in | Vol 4 -Issue 5 | SEPT-OCT 2013

COLD CHAIN INFRASTRUCTURE:

Staying Trendy with Logistics

AF-KLM sees moderate growth in India

SEPT - OCT 2013

INDIAN TRANSPORT & LOGISTICS NEWS

SEPT - OCT 2013

VOL 4 - ISSUE 5 | SEP - OCT 2013

CILT INDIA NATIONAL COUNCIL

Cold Chain Infrastructure: GATEWAY TO FRESHNESS

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