Logistics July10

RURAL LOGISTICS

Opportunities galore despite challenges

India to touch US$ 200 billion export target in 2010-11

Back to Business

Imperative for India to grasp it

An Emerging Logistics Paradigm

Vol X No. 8Pages 92

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JULY 2010 ANNUAL ISSUE

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contents

july 2010

First Flight to strengthen surface

cargo division

18

DV (Ravi) Madhavan: A friend in need departs

silently

22

LEAD STORIES

DEPARTMENTS

Maersk Line launches services for urgent

cargo

54

Shipping & Ports

News in Brief

Obituary

Recently, Express Industry Council of

India (EICI) opened its own terminal for

export and import cargo operation in

Mumbai, which is built on 35,000 sq ft area

20

DHL recently revealed that its express division

in Asia Pacific has improved overall CO2

efficiency by 19 per cent year –on-year.

KS Kunwar, associate vice president, Delhi International Airport

(DIAL), provides an overview of

infrastructure development in the

cargo terminal at IGI Airport, Delhi.

40

48

Industry Association

Green Logistics

InfrastructureUpdate

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COLUMNS

Trade associations meet Chinese counterparts

24

Industry News

Glimpses of the financial year 2009-10

64

Family Album

Glancing through the brief profiles of the

industry majors

68

Who is Who

Rural Logistics: Opportunities galore

despite challenges

30

Logistics Services

An emerging logistics paradigm: Imperative

for India to grasp it

44

Guest Column

Airlines wise cargo performance in May 2010

from Delhi Airport

50

Airlines wise cargo performance in May 2010

from Mumbai Airport

51

Cargo Performance

Euro effect on Indian freight forwarders

26

View Point

from the editor

Changes in the horizon With an apparent improvement

in the world economy, the cargo

and logistics business in India is

likely to see a northward turn in

the year 2010-11. Meanwhile, the

country has shown an impressive

export performance in the very

beginning of this fiscal year. In April

2010, Indian exports witnessed

a 36 per cent increase compared

to the same period last year.

This was because of the fact that

they were able to explore newer

markets. Besides, imports to India

also showed an increase of 43 per

cent which signifies the power of

domestic consumption. And, both

the exports and imports will have

a larger impact on the logistics

industry in India. Accordingly,

not only the shippers, but also the

logistics service providers are now

hoping for a spurt in activity after

experiencing recession in 2009-10.

In this annual issue, we have

presented the current market

trends with facts and figures. In our

future issues Cargo Talk will focus

more on current happenings and

business opportunities related to

cargo and logistics industry across

the world.

Cover Story

Rupali NarasimhanEditorial Director

Back to Business: India to touch US $ 200 billion export target in 2010-11In spite of the setback in 2009 the cargo and logistics industry in India is expecting positive growth in the financial year 2010-11

contents

july 2010


Back to Business

If the export and import figure published by the ministry of commerce for April 2010 is an indicator of bouncing back, the cargo and logistics industry in India has a reason to cheer up. India’s

exports during April, 2010 were valued at US $ 16887 million (Rs.751470 million) which was 36.2 per cent higher in dollar terms (21.1 per cent in rupee terms) than the level of US $ 12397 million (Rs.620640 million) during April, 2009. Imports during April, 2010 were valued at US $ 27307 million (Rs.1215170 million) representing a growth of 43.3 per cent in dollar terms (27.4 per cent in rupee terms) over the level of imports valued at US $ 19052 million ( Rs.953770 million) in April, 2009. O i l impor t s dur ing Apr i l , 2010 were

valued at US $ 8079 million which was 70.5 per cent higher than oil imports valued at US $ 4739 million in the corresponding period last year. Non-oil imports during April, 2010 were estimated at US $ 19229 million which was 34.3 per cent higher than non-oil imports of US $ 14312 million in April, 2009.Acording to A Sakthivel, president, Federation of Indian Export Organisations (FIEO) the first month figure of the current fiscal is a clear indication that the country would be able to

meet the export target of US$ 200 billion set for 2010-11. He, however, added that we need to regularly review the strategy in view of the set back in Euro zone recently and hoped that the crisis will not spread further. Sakthivel further said that the growth in import, by 43.3 per cent in April 2010, is a sign of complete revival of the manufacturing sector which will further facilitate exports in the months to come. He also highlighted that the share of India’s international trade in GDP is constantly

In spite of the setback in 2009 the cargo and logistics industry in India is expecting positive growth in the financial year 2010-11. In April, 2010 the country shows an export growth of 36.2 per cent leading to US$ 16.9 billion in a single month. Exporters say it is a clear indication that the country would be able to meet the export target of US$ 200 billion set for 2010-11. Ratan Kr Paul

India to touch US$ 200 billion export target in 2010-11

Cover StoryMarket Trends

13 CARGOTALK JULY 2010

improving touching 55 per cent in 2009. Looking at the trend of globalisation and regionalisation, the share is likely to grow further by 2020. It is worth mentioning that India’s merchandise trade in 2009-10 was US$ 455 billion while services are likely to be about 210 billion (exports of US $ 115 billion and imports of US $ 95 billion). The world trade in 2020 is estimated to be of US $ 48 trillion. According to the prevail ing trends, the demographic change will lead to increase in exports of pharmaceuticals, medical and diagnostic equipment and health services. By 2020 the pharmaceutical market is anticipated to be more than double, to US$1.3 trillion, with Brazil, China, India, Indonesia, Mexico, Russia and Turkey — accounting around for

R e g i o n a l Vi c e P r e s i d e n t , I n d i a S u b c o n t i n e n t , U T i

Bhatnagar appeared to be very cautious about the immediate future of logistics business. „We have managed the crisis by retaining our cli-ents in 2009-10. We have maintained the straight line though the freight rate af-fected the bottom

line.‰ He shared. He also made it clear that the current financial year does not suggest about high predic-tion. He pointed out to the dismal financial condition in Europe. Bhatna-gar, however, predicts a 10 per cent growth in 2010-11, subject to things are improved. Interestingly, the global freight for-warding and logistics major is now planning to penetrate the domestic

logistics market in India in a big way. „India provides huge opportunities for domestic logistic operations. Our company has already started its op-eration in this sector by setting up separate team for domestic opera-tion. We will have area wise strategic partnership with local transport com-panies in different parts of the coun-try. We are also looking for partner-ship with warehousing companies for domestic operation,‰ said Bhatnagar. In 2010-11 UTi will make substantial investments in IT and concentrate on five industry verticals viz. pharmaceu-ticals, automotive, IT, electronics and FMCG (retail). In addition, UTi is ex-ploring new markets including South America, Russia and China. Com-menting on the demand from the USA market, Bhatnagar said that though the market is reviving, still buying ca-pacity is very less.

UTi

Premal UdaniAEPC

A SakthivelFIEO

India provides huge opportunities for domestic logistic operations.

‘one fifth of global pharmaceutical sales. Over 20 per cent of world’s generics are produced in India. Drugs worth nearly US$ 70 billion are likely to go off patent in the USA, offering India a chance to manufacture a considerable share of the products to exploit the ensuing generics opportunity. Foreign players are also expected to increasingly discover investment opportunities in the country in establishing research centers, outsourcing production services, and authorising products and technologies. In manufacturing, pharmaceutical firms are strengthening bonds with Indian

players to serve the world markets via marketing alliances.In addition Indian manufacturers and exporters are expecting a huge surge of textile industry in 2010-11 and beyond. They are targeting steady growth of 15 per cent per annum of domestic textile industry and 20 per cent per annum growth in textile exports overall till 2020. The 15 per cent growth per annum in domestic production and 20 per cent growth in textiles exports per annum would result in domestic textile market size of US $ 213 billion and exports

RAAJEEV BHATNAGAR

‘


textile market of US$ 164 billion by 2020.Garment exports from India, however, dropped 2.64 per cent to 10.64 billion dollars in 2009-10 compared to 10.93 billion dollars in the previous financial year. In rupee terms, there was a negligible recovery of 0.37 per cent. Apparel exports totaled Rs 50,4790 million in 2009-10 compared to Rs 50,2930 million in 2008-09. But in dollar terms, all months of 2009-10 except July, August and November showed a downslide.“Exporters are in deep trouble as the garment industry is reeling under unprecedented price hike of yarns and fabrics,” said Premal Udani, chairman, AEPC. “Our share in world global market of clothing is going down,” said Udani. In his opinion, Bangladesh has become a larger garment exporter than India. “In the coming decade, there will

Jo i n t M a n a g i n g D i r e c t o r, S u n L o g i s t i c s

HARESH S. LALWANI

„The year 2009-10 shall always be a year that our industry would remember. The industry is heading to a well planned growth though I still feel that there may still be a few dark corners which should we all need to be prepared to face,‰ Lalwani

said. „We as a company survived the recession, thanks to our ever support-ing clients, the confidence shown by our principals, our staff support and

our expertise in specialised cargo,‰ he added.Sun Logistics did close the year with „decent profits‰ on its books. „The fact that CRISIL, the credit rating com-pany, granted us a SME1 status two years consecutively, speaks for itself,‰ he emphasised.Sun, as a company is poised to move ahead in the current financial year to grow in the Flexitank markets in USA, South America and Europe apart from its current markets in India and the Middle East. „We look at this year as the year of growth for us and would like to tread in carefully understanding the market,‰ he went on.

SUNLOGISTICS

With focus on profitability we are successfully emerging through

the 2009 crisis.

‘General Manager, Corporate Planning and

Management Services, Airports Authority of India (AAI)

DP SINGH

DP Singh, general manager, corporate planning and management services, Air-ports Authority of India (AAI) depicted a very bright future in the days to come. Singh is heading the statistics depart-ment of AAI and hence was quick to share some glaring facts. In 2009-10 India shows 10.5 percent growth in in-ternational air freight and 24.3 per cent growth in domestic air freight (which is the highest growth so far). In 2009-10 total freight traffic was two million Mt and 1.3 million Mt of international and do-mestic freight respectively. Delhi, Mum-bai, Chennai, Nagpur and Ahmedabad have shown a growth of 11.9, 7.9, 13.6, 28.6 and 13.2 per cent respectively. He is expecting 10 per cent growth in inter-national freight and 15 per cent growth in domestic freight in 2010-11.

AAI

be a substantial increase in the manufacturing segment, which will mean greater opportunities for logistics companies,” said Christoph Remund, CEO, DHL, Lemuir Logistics. In his opinion, the size of the domestic market itself is getting larger and India serves as a major sourcing and supply hub. “With a clear focus on profitabil ity, cost management and focused investment in growth markets, we are successfully emerging through the 2009 crisis. Our Strategy 2015 defines a clear roadmap for the future that is perceived positively by our customers, our investors and our employees,” he maintained. Anita Khurana, director cargo, Air India also expressed high optimism. “The year 2009-10 has been a very challenging for the air cargo industry. However, the last quarter of the financial year saw a robust growth for cargo carried by Air India,” she said. Air India Cargo achieved about 10 per cent growth for the year. Khurana was confident that 2010-11 is going to be a good year for Air India.

Cover StoryMarket Trends

‘WW

Christoph Remund DHL

�

Anita KhuranaAirIndia�

WWW.CARGOTALK.IN

In view of the challenges faced by companies today, Infolog provides total IT services covering the entire gamut of IT infrastructure, like software, hardware, networking, data security and internet

connectivity solutions.The company has a range of software products which provide for servicing various verticals, in the logistics industry, namely warehouse management,

freight forwarding management and export oriented units among others. “Our products have been sold to many leading Indian and multinational companies. However, the manufacturing and logistics companies and organisations dealing largely with freight forwarding are our most prestigious clients,” said R Shankar Infolog Solutions.He underlined that the company’s products for the supply chain management industry are about a year old and it is the enterprise solutions that have helped establish them as a brand among the blue chip companies. According to him, majority of the Indian players in the freight forwarding and logistics services industry are apprehensive about using the services of new technologies and hence refrain from investing in the same. “This, I believe, is primarily because of the fact that they are still in a developing stage. However, it will not be long before they adapt to the sophistication of technology to

To offer more solutions for

logistics industry

Emerging TechnologyInfolog Solutions

Infolog Solutions, the leading IT solutions providers for the logistics and supply chain management industry, is now planning to introduce more products which are catering to the emerging challenges. Ratan Kr Paul

EO SOFT: „EOSoft‰ is a web based application for export oriented and STP units, to automate and manage regulatory

compliance. It is used colossally by the segments like EOU / EHTP / STP Units under the 100 per cent EOU scheme.

SEZ SOFT: This software is used extensively for managing the regulatory compliance for SEZ units. A completely web based application it helps in managing regulatory compliance operations which is made easy with a set of tightly integrated modules in the software.

WM SOFT: This software is comprehensively used across all warehouses for the customers and all clients within the customerÊs warehouse. „WMSoft‰ is one of its kind software that helps with warehouse management; it controls all the inventory management activities in the warehouse. It also supports the use of Bar Code or RF based devices.

FF SOFT: This software module facilitates sea freight and air freight and covers the entire operations both for exports and imports activities for freight forwarders. It is a web-based freight forwarding software, which enables the freight forwarders and their customers, agents and vendors to be integrated with its operations.

MAJOR PRODUCTS

R Shankar, GM Infolog Solutions

optimize their operations,” he maintained.In his opinion, the freight forwarders need to understand the visibility, transparency and real time tracking of shipments to the customers as a value add to the services.

UPDATE

WWW.CARGOTALK.IN18 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

TAKE Solutions has announced the appointment of Shobana NS as the Chief Financial Officer (CFO). Shobana has over 15 years of expertise in strategic and operational aspects of management with continuous exposure and experience in supply chain management and general management roles. She began her assignment with Take Solutions since

its incorporation in 2000.In this period of 10 years, she showcased her proficiency in both strategic and operational role and was vice president – finance and accounts before being promoted to her new role.

News in BriefIndustry Update

First Flight to strengthen surface cargo division First Wheels (surface division) of First Flight Couriers launched about five years back as a part of its ever growing flagship courier company and in last financial year, contributed around Rs 800 million in overall First Flight’s group turnover of Rs 4000 million. With this, the company has decided to multiply the share of surface cargo division in the coming years. M L Saboo, group director, will directly be heading as CEO of First Wheels. “First Wheels is already covering more than 500 locations pan India, which will ultimately be

increased to 1000+ locations with the complete network of our own branches and exclusive business associates,” said Saboo.He also shared that introduction of direct trunk routes of all the containerised vehicles and the increase in number of feeder routes at every strategic location will ensure the fastest and safest connectivity. First Wheels has already developed software for the purpose of track and trace of the consignments and each of their vehicles is connected.

Shobana NS takes over as CFO, Take Solutions

Shobana NS

ML Saboo


Speaking to Cargo Talk RK Saboo, chairman, EICI informed that the council is now working for separate terminals for domestic express cargo at all the major airports. “We are utterly disappointed to see our cargo lying outside without any roof or shed at the airports. The condition becomes dismal during

monsoon causing huge losses for the shippers,” said Saboo. Meanwhile, EICI has taken some joint initiatives with the airport operators viz Bangalore and are also talking to authorities at Kolkata airport.Saboo made it clear that the existing EICI terminals are open for all express

companies, and the same policy would be followed for the forthcoming terminals. “Our terminals are for all users at very reasonable charges. The terminals are equipped with all modern facilities. The EDI connectivity would also be in place very soon,” he said. EICI has developed the EDI for courier clearances, jointly with Indian Customs under the PPP model. The system would shortly go live in Mumbai and Delhi express gateways. He further added that with EDI connectivity the trade would benefit largely from visibility of clearances as well as with speed of clearance. Most express companies have data from the time they pick up shipments to delivery of

EICI to implement EDI

Industry AssociationExpress Cargo

Recently, the Express Industry Council of India (EICI) opened its own terminal in Mumbai for export and import cargo operation. Built on 35,000 sq.ft. area of land, the terminal is offering bonded warehousing facilities and all other state-of-the-art facilities. CT Bureau

Vineet Kumar, chief commissioner, Customs Mumbai, inaugurating EICI’s Mumbai Terminal

in Delhi and Mumbai airports

RK Saboo

these shipments. However customs clearance is one area where there is low visibility of data due to EDI not being in place. With the creation of an EDI system that need would be plugged.Saboo underlined the importance of e-trade and e-freight in view of the future challenges before the courier and express cargo industry. EICI is also emphasising on awareness programmes among its members about new rules and regulations. “We would be organising seminars and training programmes on various issues like handling of sensitive cargos, EDI.


Siva Sivasubramaniamchairman – ACAAI SRC

My memory of Ravi goes back to the eighties. Our relationship was one of mutual respect. I always admired the way he meticulously handled issues related to our industry. He never hesitated to ask questions and was always eager to learn.

Ramesh Pillai ( chairman, BAR CARGO – South) manager – cargo sales ( Southern India), Kuwait Airways

Ravi was a man of few words but full of action. He was a perfectionist and very devoted to his work whether it was his responsibility as the country manager for an airline or the chairman of the Board of Airlines for Cargo South.

Hazari Faleelregional cargo manager SriLankan Airlines– Middle East

The untimely demise of our beloved colleague Ravi Madhavan was a blow to all at Srilankan Airlines, particularly the Cargo Team. I have personally known him for the past 27 years. Ravi had the ability to successfully resolve any issue. He was a fun loving colleague and a wonderful friend.

Anthony Gonsalves CM – TamilNadu, Emirates Cargo

During last many years I have known Ravi since my visit to Chennai. During my initial years with Emirates and later in BAR Cargo, I had come to know him as a very humane, down to earth person and a family man!

Jhangoo DaruwallaCargoLux

I had daily contacts with Ravi, and his approach, dedication and Professionalism never ever faded. A true friend ever ready to help and assist in any way he could, Ravi will be greatly missed by one and all.

Karthik Radhakanthancargo manager – South & East India Cathay Pacific Cargo

Ravi was a strong and articulate man widely acknowledged as a stalwart in air cargo industry. He used to involve himself with selfless passion in everything. He had immense knowledge, not only of the industry he represented, but also the geo-political scenarios associated with it. To many of us, he was a walking encyclopedia.

Ramnath Raghavanmanaging director, Shell Air Freight Services

His friendly disposition, his tendency to help those in need and his enthusiastic participation in any event organised for a cause endeared him to one and all. Ravi was a great organiser of events and his skills were much sought after. Vipan Jain, chairman, Bar (I)-Cargo Committee-NR

The airline cargo fraternity , especially in South India, will be deprived without his leadership as he has been one of the calmest and mature persons around. I have had the honour & privilege of meeting and working with him on various issues.

DV (Ravi) Madhavan passed

away in March 2010. He is

survived by his wife, a

daughter and a son. Ravi was

born in Renigunta, Andhra

Pradesh in 1954.

D V Madhavan began his

career with Trade Wings and

then shifted to GSA Kuwait

Airways. Then began his long

stint with Sri Lankan Airlines

(Air Lanka when he started

working in Trivandrum) – he

moved to Chennai in 2000 as

sales manager passenger &

cargo. He worked for 27 years

with the company and when

he resigned in January 2010,

he had been working as the

cargo manager – India, Sri

Lankan Airlines.

DV (Ravi) Madhavan

Tribute from close associates

A friend in need departs silently

ObituaryHomage


V arious chambers of commerce like CII, FICCI and ASSOCHAM interacted with the Chinese coun t e rpa r t s r ega rd i ng enhancement of bilateral trade

between India and China. The industry bodies had the interaction on the occasion of the State visit of Pratibha Devisingh Patil, President of India, to the People’s Republic of China, from May 26 to 31, 2010. This was the first visit by a President of India to China in a decade. She visited Beijing, Luoyang and Shanghai. The President also addressed an India-China business forum to provide fillip to the bilateral trade. India and China are working together to achieve the bilateral trade target of US $ 60 billion in 2010. She underlined that India is open for business and the country would welcome Chinese investments into India.

Industry NewsBilateral Relationships

Trade associations meet

Chinese counterparts

Pratibha Devisingh Patil, President of India, along with the trade delegation from India. Also seen in the picture is Mahesh Trikha, MD, Aargus Global Logistics (standing 7th from left), who headed the trade delegation from India.


INDIAN RUPEE

Though there will be unexpected downfall of Indian Rupee now and then, because of the Central Bank intervention, Indian Rupee is not likely to lose its shine. Thanks to our encouraging rate of GDP as well as traditional thinking of saving gold for our grand and great grand children.

EXPORTERS’ PRESSURES

Our exports to economically shaken markets such as USA and Europe are likely to be in limping mode because of poor market conditions as well as poor export realization in our currency. Exporters in an attempt to be competitive will try and pass on the forwarding-costs pressures to the forwarders. It is time for the forwarders to bring in more efficiency in their operations to keep the costs under control.The cost pressures will also push our exporters to look for alternate markets, especially within Asia, Africa and South America. Majority of our freight forwarders face challenges in shipping cargo by air to Dhaka, for instance, at the right price and time though they take pride in dealing with falling markets. It may be good for a forwarder to have a close look at these strong and growing markets.

AIRLINES’ PRESSURES

Indian air cargo is highly dependent on foreign airlines, whose native currencies feel the heat because of US Dollar and Euro dependence. For these foreign airlines, Indian market is always a milking cow. Now these airlines will face poor realization of their Indian earning, in their currency, when repatriated to their country. This realisation will certainly make them exploit the market conditions further to ask for the sun (higher rates) the moon (illogical surcharges) and the star (unethical other charges) for the export shipments from India, which in turn will bring additional costs pressures on exports and forwarding.It may be a necessity now for Indian forwarding community to work closely with the government to bring in some discipline in rate structure (as has been done by the government for passenger segment) and also to promote chartering of freighters that are now available with Indian operators on rupee terms.

FOREIGN AGENTS’ AND CONSIGNEES’ PRESSURES

The European economic challenges are expected to put many out of business. Indian forwarders need to :

� Ascertain and monitor the financial stability of their overseas counterparts/agents especially when there are dues from them� Be cautious while sending ‘charges collect’ shipments since consignees may have challenges in taking delivery of the goods

� Be cautious while extending credit to the shippers for ‘prepaid’ shipments since the non-delivery to the consignees may prompt the shippers to delay or deny payments to the forwarder.

The British Pound now is certainly falling down every day. So is its neighbour – the Euro. As usual, the world economic pundits are now pointing Greece as the cause. Notwithstanding the impact of the European Economic Volcano in other parts of the world business, it may be worth to know ‘what is in it for me’ i.e for the Indian freight forwarding community. B Govindarajan

Euro effect on Indian

freight forwarders

View PointCurrent Issues

B Govindarajan, COO, Tirwin Management Services

OPPORTUNITIESChallenges do provide opportunities. One can certainly expect some of the medium and small freight forwarders in the European markets, as part of their survival strategy, to put a ‘for sale’ or ‘for JV’ boards. It is now time for Indian freight forwarders, who would like to spread their wings in those markets, to look for such opportunities since cost of such initiatives, in Rupee terms, is expected to be lower.


T Worldwide India organised ‘Del iver ing Better Lives Walkathon’ on May 22, 2010 in DLF Cyber City Phase II,

Gurgaon, Haryana. The event started at 7 am and ended at 9 am. The company had planned to cover almost 40,000 kilometers and have asked all its branches and associates to organise the Walkathon. According to UTi sources, this charity walk is organised for welfare, of the down-trodden in the society. This year all contributions will go towards reconstruction projects in Chile.

Corporate Social ResponsibilitiesSocial Welfare

UTi organises

charity walk in Gurgaon...

UTi officials and staff during Walkathon

U


The conference had around 75 delegates, mainly functional heads of FMCG, durables, pharmaceuticals, electronics, telecom, auto and retail

companies as well as heads of 3PL (3rd party logistics) operators.During the meet, the fact which was discussed was that an average Indian village today well represents an emerging, powerful consumer community. Rising crop prices, sale of land to developers, crop rotations, export orientation and homecoming of the rural youth, government initiatives and better wages for farm labour are creating disposable surpluses in the hands of rural and small town Indians.Another fact which surfaced was that when urban consumption peaks and market shares get further split, new growth for key sectors mainly FMCG, consumer durables, auto, pharmaceuticals and electronics will come from small town and rural India.

According to a recently released ASSOCHAM report, combined rural incomes will total Rs 130, 00,000 million in 2011, up from Rs 80,00,000 million a decade ago. A prosperous village of 10,000 people or 1,500 households today, on an average, has 3000 motorcycles, 20 cars and 32 tractors. Half the households have a TV and a refrigerator, a third use a shampoo and a fourth consumes cold drink frequently. ASSOCHAM has also unveiled that the Indian logistics industry is poised to become a US $125 billion industry by 2010, an increase of around 17 per cent, from the current. It is worth mentioning that rural logistics will play a crucial role in the overall development of logistics industry in the country.The ASSOCHAM forecast said that the 3PL industry is expected to become a US $90 million industry by 2012 from the current US $58 million, as around 55 per cent of Indian companies are outsourcing logistic

Logistics ServicesNew Areas

With US$145 to $150 billion rural consumption of private retail, logistics service industry is apparently becoming a lucrative area for the 3PL companies in India. Recently, top sales, operations and supply chain stalwarts congregated at the Supply Chain Leadership Council’s ‘Rural Penetration & Distribution Summit ’10 held in Mumbai to discuss penetration and distribution strategies for rural India. Ratan Kr Paul

Shailesh Naik, Head - E-Choupal Channel, ITC

R Venkatesan, Sr Advisor, NCAER

Gautami Seksaria, Founder & Partner, Supply Chain Leadership Council

Opportunities galore despite challenges

Rural Logistics

WWW.CARGOTALK.IN32 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

services like supply chain management and warehousing, which used to be between 10-15 per cent, ten years ago.According to ASSOCHAM, the concept (3PL), which was introduced in US and Europe, is fast catching up the pace to increase the efficiency of domestic corporates through efficient logistic functions.The 3PL industry is expected to become a US $90 million industry from the current $58 million, as around 55 per cent of Indian companies are outsourcing logistic services like supply chain management and warehousing, which used to be between 10-15 per cent, ten years ago.According to ASSOCHAM, the concept (3PL), which was introduced in US and Europe, is fast catching up the pace to increase the efficiency of domestic corporates through efficient logistic functions.

LOGISTICS OPPORTUNITIES

RURAL INDIA

�6,38,600 villages across the country account for more than 70 per cent of population.

�Rural and small town India represents an emerging and powerful consumer community.

�Rapid increase in income leading to a faster increase in demand of consumer durables.

�Rural market is growing at a faster pace than its urban counterpart.

�The purchasing power in rural India is on the rise

�Higher middle income population in rural area as compared to urban area.

�Number of ‘pucca’ houses doubled.

�Rural literacy level improved from 36 per cent to 60 per cent.

�Increase in population of NRVs (non-resident villagers).

�More than 40 per cent villages connected to road.

FACTS

Rural Distribution Challenges � Large number of small markets� Dispersed population and trade� Poor connectivity and infrastructure� Low availability of suitable dealers� Inadequate banking/ credit facilities� Poor product display and visibility� Poor communication of offers and schemes

The 3PL industry is expected to become a $90 million industry from the current $58 million, as around 55 per cent of Indian companies are outsourcing logistic services like supply chain management and warehousing, which used to be between 10-15 per cent, ten years ago.However, rural penetration and distribution challenges remain abundant. Some of these include dispersed population which is further regionalised on economic and socio-economic parameters, seasonal demand, inadequate product display, comparison and reference options, challenging after-sales service models, poor road infrastructure and fragmented transportation service, too many distribution layers, high wastages and breakages, lack of intermodal integration and lack of organised 3PL focus. During his speech at the conference, R Venkatesan, senior advisor, National Council for Applied Economic Research (NCAER) commented that often lack of quality data results in lesser than desired clarity on the size of rural opportunity to marketers. According to him, the rural urban split in consumer spending stands at 9:11 with rural India accounting for private retail consumption of US $145 to $150 billion. He highlighted that as the urban market is getting saturated, India is looking at the rural market to spur its stakeholders’/economy growth.He also pointed out that while agriculture and allied contribute only about 20 per cent to the GDP from an agribusiness perspective of the economy, more than 50 per cent of India’s GDP comes from the agribusiness sector. “Agribusiness has strong linkages not only with the agricultural sector but also with the industrial and service sectors. As per experts, commodities sector accounts around 58 per cent of GDP,” he added. At present, commodities worth Rs 110,000 crore are being traded and future trading is permitted in more than 100 commodities.


Vishal Sehgal, director - logistics & supply chain, Whirlpool


Further, there are three national and 21 regional exchanges for commodity future trading.

Participants of the summit say...Anuj Pasrija, country head -Arogya Parivar, a rural focussed socio-commercial initiative from Novartis India, explained that industry players must work together on opening up the rural markets as once the potential is unlocked, there will be enough for everybody. Sanjay Kumar, head (marketing) – Mirc Electronics (of Onida fame) used the story of IGO, Onida’s sister brand meant exclusively for the rural markets to explain the significance of innovation in product development and distribution strategy to excel in the

Indian rural scenario. IGO, in existence for a decade now, is targetting a 52 per cent growth in this financial year over last year.“Some 6,38,600 villages across the country account for more than 70 per cent of population. Rural and small town India represents an emerging and powerful consumer community and rapid increase in income, leading faster increase in demand of consumer durables,” emphasised Vishal Sehgal, director - logistics & supply chain, Whirlpool. He also highlighted that this market is growing at a faster pace than its urban counterpart and there is higher middle income population in rural area than urban area. Other speakers included Clifford Patrao, vice president, IBM India, Shailesh Naik, general manager and

India will continue to live in its villages

6.38 lakh villages

rural will continue to be important

head - E Choupal, ITC and Rahul Sharma, head - Centre for Rural Information & Insights, Mahindra & Mahindra. Supply Chain Leadership Council (SCLC), the organiser of the conference, is dedicated to developing the largest and the most active community of supply chain professionals in India. “SCLC is focussed on delivering forums with bold and well timed themes, dedicated to the Indian logistics and supply chain sector, thereby providing an able platform for meaningful interaction within the industry as well as for consolidating the industry’s opinions and concerns towards policymakers,” shared Gautami Seksaria, founder & partner, SCLC.

(L to R) Ashutosh Tripathi, Hari Goyal, Anuj Pasrija, Jasbir Nanda



T R A F F I C S T A T I S T I C SI N T E R N A T I O N A L A I R C R A F T M O V E M E N T S

11 INTERNATIONAL AIRPORTS 1 CHENNAI 2718 2651 2.5 31674 30453 4.02 KOLKATA 1238 1002 23.6 13493 11070 21.93 AHMEDABAD 545 482 13.1 7036 5635 24.94 GOA 376 410 -8.3 3028 2738 10.65 TRIVANDRUM 1362 1172 16.2 15185 13004 16.86 CALICUT 1270 1303 -2.5 14708 16888 -12.97 GUWAHATI 0 0 - 46 100 -54.08 JAIPUR 208 230 -9.6 2730 2953 -7.69 SRINAGAR 0 8 -100.0 264 174 51.710 AMRITSAR 382 245 55.9 3844 3517 9.311 PORTBLAIR 0 0 - 9 0 -TOTAL 8099 7503 7.9 92017 86532 6.3

6 JV INTERNATIONAL AIRPORTS12 MUMBAI

(MIAL) ` 5486 5436 0.9 65169 65574 -0.613 DELHI

(DIAL) 5830 5104 14.2 63438 59495 6.614 BANGALORE

(BIAL) 1148 1315 -12.7 13509 13920 -3.015 HYDERABAD

(GHIAL) 1169 1063 10.0 13567 12136 11.8 16 COCHIN

(CIAL) 1533 1443 6.2 18091 19058 -5.117 NAGPUR

(MIPL) 28 102 -72.5 874 1556 -43.8

TOTAL 15194 14463 5.1 174648 171739 1.7

9 CUSTOM AIRPORTS

18 PUNE 98 104 -5.8 1156 790 46.319 COIMBATORE 66 62 6.5 850 926 -8.220 LUCKNOW 150 166 -9.6 2381 2008 18.621 MANGALORE 256 216 18.5 2918 2498 16.822 TRICHY 466 468 -0.4 5792 4145 39.723 BAGDOGRA 32 0 - 326 0 -24 VARANASI 96 70 37.1 854 803 6.425 PATNA 0 0 - 4 10 -60.026 GAYA 160 122 31.1 1056 756 39.7

TOTAL 1324 1208 9.6 15337 11936 28.5

TOTAL (20 Non-Custom Domestic Airports) 6 14 - 145 82 76.8OTHER AIRPORTS 8 14 -42.9 40 56 -28.6

GRAND TOTAL (11+6+9+20+OTH) 24631 23202 6.2 282187 270345 4.4

AIRPORTSl. No.

For the period April to MarchFor the Month

MARCH-2010 % CHANGEMARCH-2009 2009-10 % CHANGE2008-09

Aircraft Movements (In Nos.)

Source: AAI

Cargo PerformanceAircraft Movement


11 INTERNATIONAL AIRPORTS 1 CHENNAI 6921 7276 -4.9 78491 85458 -8.22 KOLKATA 6242 5734 8.9 72218 70761 2.13 AHMEDABAD 2348 2204 6.5 26717 26043 2.64 GOA 1738 1862 -6.7 21298 19198 10.95 TRIVANDRUM 827 814 1.6 10166 8880 14.56 CALICUT 200 195 2.6 2907 2544 14.37 GUWAHATI 2186 2010 8.8 26149 25062 4.38 JAIPUR 1306 1252 4.3 15728 14057 11.9 9 SRINAGAR 748 548 36.5 8386 6885 21.810 AMRITSAR 322 338 -4.7 3985 2976 33.911 PORTBLAIR 544 466 16.7 5975 7126 -16.2

TOTAL 23382 22699 3.0 272020 268990 1.1

6 JV INTERNATIONAL AIRPORTS

12 MUMBAI (MIAL) 14405 13715 5.0 164632 161940 1.713 DELHI (DIAL) 14645 13170 11.2 165789 157896 5.014 BANGALORE (BIAL) 8093 6917 17.0 91187 91057 0.115 HYDERABAD (GHIAL) 5759 5567 3.4 66449 68744 -3.316 COCHIN (CIAL) 1900 1850 2.7 22812 21529 6.017 NAGPUR (MIPL) 1230 816 50.7 11404 10989 3.8

TOTAL 46032 42035 9.5 522273 512155 2.0

9 CUSTOM AIRPORTS

18 PUNE 1776 1660 7.0 20466 18398 11.2 19 COIMBATORE 1260 1264 -0.3 14346 14355 -0.120 LUCKNOW 979 796 23.0 10768 9223 16.821 MANGALORE 640 686 -6.7 7628 8622 -11.5 22 TRICHY 132 130 1.5 1433 2006 -28.623 BAGDOGRA 605 486 24.5 6837 6273 9.024 VARANASI 438 460 -4.8 4958 4974 -0.325 PATNA 746 424 75.9 7456 5220 42.826 GAYA 0 2 -100.0 0 14 -100.0

TOTAL 6576 5908 11.3 73892 69085 7.020 DOMESTIC AIRPORTS

27 BHUBANESWAR 1001 866 15.6 10708 9962 7.528 INDORE 1122 932 20.4 11577 13179 -12.229 VISAKHAPATNAM 983 1110 -11.4 11500 14879 -22.730 VADODARA 430 503 -14.5 5580 6117 -8.831 JAMMU 710 472 50.4 7558 6206 21.832 RAIPUR 738 726 1.7 7870 9142 -13.933 AGARTALA 676 640 5.6 7926 7427 6.734 CHANDIGARH 596 380 56.8 5721 4804 19.135 MADURAI 594 581 2.2 6476 7662 -15.536 IMPHAL 570 503 13.3 6667 5913 12.837 UDAIPUR 590 518 13.9 6926 6078 14.038 RANCHI 364 370 -1.6 4523 5588 -19.139 BHOPAL 520 544 -4.4 6135 6138 0.040 LEH 224 186 20.4 2316 2124 9.041 AURANGABAD 320 340 -5.9 3916 3992 -1.942 TIRUPATI 256 264 -3.0 2904 3706 -21.643 JUHU 1412 1847 -23.6 20535 21184 -3.144 SILCHAR 296 344 -14.0 3740 4294 -12.945 RAJKOT 184 184 0.0 2154 1778 21.146 DIBRUGARH 296 314 -5.7 3749 3492 7.4

TOTAL 11882 11624 2.2 138481 143665 -3.6OTHER AIRPORTS 3829 3825 0.1 41758 42292 -1.3GRAND TOTAL(11+6+9+20+OTH) 91701 86091 6.5 1048424 1036187 1.2

T R A F F I C S T A T I S T I C SD O M E S T I C A I R C R A F T M O V E M E N T S

AIRPORTSl. No.


MARCH-2010 % CHANGEMARCH-2009 2009-10 % Change2008-09

Aircraft Movements (In Nos.)

Cargo PerformanceAircraft Movement

Source: AAI


DHL, the world’s leading express company, recently revealed that its express division in Asia Pacific has improved overall CO

²

efficiency by 19 per cent year-on-year. DHL Express India registered one of the best scores for the reduction of CO

² emissions - A reduction of 1.7 million kilograms of CO

² emissions

across close to 150 sites of operations. CT Bureau

DHL Express India performs commendably on reduction of

CO emission2

Green LogisticsCarbon Offset Programme

John Pearson, CEO, DHL Express, APEM


verall, the company reduced CO² emissions by 13 million ki lograms for FY2009 – representing a 9 per cent reduction of CO² emissions

and yielding €10 million savings in overall energy and ground vehicular fuel costs – with its region-wide carbon footprint assessment and abatement programme. These are the first results of the carbon footprint assessment and abatement programme which was started by DHL Express in 2008, covering over 1,000 facilities in 27 markets across Asia Pacific. The purpose of the assessment was to measure and reduce DHL Express’ carbon footprint from energy consumption in real estate and its transport fleet.

Remarkably, DHL India Express reduced its per unit CO² emissions by 40 per cent, year-on-year in ground transport and registered a 24

per cent reduction, per unit of CO² emissions, in its real estate energy consumption. Having reduced its per unit Ground Transport Fuel consumption by 6 per cent and improved its per unit CO² emissions from real estate by 32 per cent, Blue Dart, part of the DHL Group, saw an improvement in CO² efficiency by 10 per cent year-on-year.For Blue Dart, measures undertaken included raising awareness and close monitoring of energy expenditures, route optimization for its vehicles, introducing fuel-efficient vehicles, initiating lights-off initiatives, reduction in air conditioning usage, re-lamping using energy-efficient light bulbs and re-use of plastic bags for load transfer. Fleet optimisation was one of the key areas for

emission improvement in India. DHL Express reviewed areas where they predominantly delivered documents and replaced over 60

vehicles with 75 motorbikes thereby increasing fuel efficiency. Blue Dart, which operates over 5,000 vehicles, worked on substituting air routes with intercity road line haul. “At the same time, we have implemented pick up and delivery optimization measures to further enhance our operational efficiency and service levels for customers,” said Malcolm Monteiro, senior vice president and area director, South Asia, DHL Express.In India, DHL Express’ internal initiatives included optimising delivery routes, switching to clean fuels and consolidating facilities in the country. “Simple measures went a long way – encouraging staff to switch off the lights in areas which are not in use, adjusting the air conditioning to an optimal setting, phasing out excess printers and photocopiers, auto hibernation of PC monitors and prudent use of Material Handling Equipment (MHE) to optimise the energy consumption and utilization,” added Monteiro. According to John Pearson, CEO, DHL Express, Asia Pacific, Eastern Europe, Middle East and Africa (APEM), DHL was the first in the logistics sector to set specific and quantifiable CO² targets. Globally, as part of its GoGreen Climate Protection Programme, DHL has announced plans to improve its carbon efficiency by 2020 compared to 2007 levels. The group has set stringent targets to reduce emissions per package, per square metre of real estate used and tons transported.“As the world’s leading express company, we are committed to sustainability and have a responsibility to address environmental challenges. Across Asia Pacific, we took steps to reduce our carbon footprint and improve energy efficiency, optimising delivery routes, switching to clear fuels and consolidating facilities in the region. The results of our assessment are a great encouragement – clearly, with our commitment to sustainable solutions, we can make a difference,” said Pearson. He also highlighted that globally, DHL was among the first companies to offer products to customers to off-set the carbon footprint generated from transporting their shipments. “With DHL Express GOGREEN shipping, we calculate the carbon emissions generated by transporting each customer shipment from the country of origin to destination. DHL offsets these emissions by reinvesting in certified carbon management programmes such as alternative fuel vehicle technology, solar panels and wind energy,” he added.

O

Green LogisticsCarbon Offset Programme

Malcolm Monteiro, senior vice president and area director, South Asia, DHL Express.


No other branch of industry has been as profoundly affected by globalisation as the logistics sector. Raw materials may be obtained from the cheapest supplier anywhere in the world. Raghu Dayal

utsourcing is the flavour of the season. In-house production in sectors such as automobile manufacturing has been reduced to just about 30-40

per cent. By the year 2020, 80 percent of the goods

in the world will be manufactured in a country different from where they are consumed, compared with 20 per cent now (McKinsey & Co.). The result will be an increasing reorganisation of the network of international trade, requiring enormous flexibility on the part of logistics service providers. Logistics promotes and facilitates the process of globalisation. As logistics shifts from a purely cost centre to

one creating value, it is today emerging, in the words of Peter Drucker, as the last frontier for management to conquer. Effective logistics management helps companies gain competitive advantage through both value enhancement

and cost reduction. Trade is becoming more and more globalised, more complex global economic integration, and an intricate network of global flows and hubs. To stay competitive in complex business ecosystems, enterprises need to grasp processes which enable different stakeholders to collaborate seamlessly across time horizons and functional and geographical barriers. Supply-chain management is an evolution of logistics. The supply chain management is “bigger” than logistics; logistics forms an important part of it. Certain key words closely associated with logistics appear in many definitions of the supply chain concept; they include integration, sequential flow, value added services. The logistics business is no longer limited to basic transportation but encompasses a gamut

An emerging logistics paradigm:

imperative for India to grasp it

of services such as warehousing, distribution, inventory management, order processing, packaging, labelling. Transport plays a key role in supply chain structure in contributing to time-compression, reliability, standardisation, just-in-time del ivery, information systems support, flexibility and customization. The supply chain management approach assumes that

each member of the supply chain influences the performance of others and the overall supply chain performance. KEY TRENDSPartnerships are now established between different members of the supply chain, not only suppliers and customers in the distribution

or marketing channel, but also third party logistics providers (3PL). Influences from a number of desparate sources are likely to continue to exert pressure on companies to establish integrated supply chains. A 4PL or lead logistics “manager” is sometimes seen as a supply chain “manager”, a coordinating intermediary between the shipper and 3PL. Logistics is growing faster and delivering

The logistics business is no longer limited to basic transportation but encompasses a gamut of services‘

‘ss

O

Raghu Dayal

Guest ColumnEmerging Trends


higher economic returns than the transportation sector. In the quest for sustainable a n d p ro f i t a b l e g ro w t h , transportation companies wi l l cont inue to migrate from pure transport to value added logist ics services . Different related functions, e.g. , warehousing, order processing, transport and cus tomer s e rv i ce wh ich were originally fragmented, came to be treated in a more integrated way. Cost savings through integrating inbound (materials management) and outbound (phys ica l distribution) functions being identified, this process has been accelerated through greater transport deregulation, more international competition, and more overseas sourcing f o r r a w m a t e r i a l s o r components. More than half of world trade today is intra-industry trade. This trade consists of final and intermediate goods, with both having increased considerably over the last 50 years. Intra-industry trade in machines and transport equipment is the highest. Falling communications costs have resulted in greater fragmentation of services into “components,” supplied to final consumers from different parts of the world.

THE COST FACTOR

Transport and trade costs influence trade volumes. A 10 percent increase in trade costs is estimated to reduce trade volumes by 20 per cent. Trade in intermediate goods is especially sensitive to transport costs. Fa l l i n g c o s t s o f t r a n s p o r t a t i o n a n d communication have made the world smaller. But they have also made economic activity more geographically concentrated. More trade means lower costs of transportation which, in turn, has meant more trade. Emphasis is on integration of national and international production systems with a greater demand of

a common web of integrated supply chain for speed, efficiency and reliability.As transport costs fall, physical geography matters less. But with economies of scale in production, economic geography matters more. With the recent increase in the intensity of international trade, the demand for speed has increased and with the decline in air transport costs, the price of speed has fallen dramatically. Goods with the highest time sensitivity have seen the fastest increase in trade, e.g., perishable agricultural goods, fashion articles, or electronics. Faster transport can speed the changes in the geography of trade.

NEED OF THE HOUR

In view of greater global integration, high transport costs and low connectivity levels are

more detrimental to a country’s development than ever before. Inefficiency of transport infrastructure and service can be a barrier to trade. Transport and logistics costs most often pose a barrier, at least as large, and frequently larger than tariffs. Worldwide, transpor t growth has been consistently higher than the economic growth due to specialisation, sourcing of material on a wider scale, just-in-time strategies, increase and dispersal of retail and wholesale activities. To stay competitive in complex business ecosystems, enterprises need to grasp processes which enable different stakeholders to collaborate seamlessly across time horizons and functional and geographical barriers. The value of trade is growing much faster than its weight.

1 E f f e c t i v e l o g i s t i c s

management helps companies

gain competitive advantage through

both value enhancement and cost

reduction.

2In the quest for sustainable

a n d p r o f i t a b l e g r o w t h ,

transportation companies will

continue to migrate from pure

transport to value added logistics

services

3More than half of world trade

today is intra-industry trade.

This trade consists of final and

intermediate goods

4Transport and trade costs

influence trade volumes. A 10

percent increase in trade costs is

estimated to reduce trade volumes

by 20 percent.

EFFECTIVE LOGISTICS MANAGEMENT

(Raghu Dayal is formerly joint secretary, ministry of commerce, government of India and former managing director, container corporation of India)

Guest ColumnEmerging Trends


he Indira Gandhi International Airport (IGIA) cargo terminal has completed 24 years of its operation since May 1986 and will be celebrating its silver jubilee in the year 2011. It was the first semi mechanised “Integrated Cargo Terminal’’ in India with an

Elevating Transfer Vehicle (ETV) for unitisation and storage of ULDs. In line with the pace of the cargo traffic growth, it has expanded horizontally in phases. During the last 24 years of existence, IGIA has seen three expansion phases in both export and import terminals. The total Cargo Terminal is spread over 27 acres of land with a covered area of 70,000 sq m excluding the disposal unit. The cargo traffic handled through this terminal also has crossed many milestones from 75,000 MT to 3 lakh MT during the last 24 years. As per the current dwell time of import and export cargo, this terminal is able to handle annually around 90 million MT of import and export cargo. Currently IGI Airport handles around 30 million MT annually so the terminal is capable to handle any future growth. Last five years have been very challenging and significant periods for IGIA and cargo terminal in terms of growth, qualitative improvements, automation and change of ownership. As per the government decision, IGI Airport along with the cargo terminal, was outsourced to a joint venture company DIAL (Delhi International Airport Pvt.Ltd) with a major share of GMR group under PPP mode. The operation management & development of the airport was taken over by DIAL from AAI (Airports Authority of India w.e.f. May 3, 2006). For the first time, IGIA cargo terminal crossed a milestone of handling more than 30 million MT of international cargo in a year, during 2007-2008. Dwell time of import cargo came down significantly to 127 hrs from 171 hrs, and export cargo to 27 hrs from 53 hrs as it was before, though our airport is still far behind to any international standard of 8 to 16 hrs. In regard to e- trade implementation, IGIA cargo terminal is the only terminal in the country which has implemented EDI in both export (2006) and import (2008) on a 100 per cent basis. This project has won for DIAL a prestigious e-Asia 2007 International Award by AFACT at Bangkok, Thailand under the category of trade facilitation. IGIA has also been adjudged the “Best Emerging Cargo Airport” during 2010.

Poised to be the

‘CargoGateway of India’ KS Kunwar, associate vice president, cargo

commercial, Delhi International Airport (DIAL), provides an overview of infrastructural development in the cargo terminal at IGI Airport, Delhi during last five years. CT Bureau

CARGO TERMINALS

DIAL has established two cargo terminal operators. The existing (Brownfield)

cargo terminal has been outsourced for operation, management and development to a Turkish company called Celebi in November 25, 2009 and the development and operation of Greenfield cargo terminal adjacent to the existing terminal has been awarded to CSC India. These two operators will be competing against each other in terms of services and pricing. This will be beneficial to the trade and users in getting competitive pricing of handling charges as well as efficiency and quality in the services. The present covered area (70000 sqm) of the cargo terminal for processing will soon be increased more than double its present size. Accordingly, the handling capacity of IGIA, in terms of freight handling, will increase significantly. Both the operators are going to install new technologies and equipment of world standard

within the period of one year. The Greenfield terminal operator is also going to install highly sophisticated and efficient equipment. Both the terminal operators shall handle all types of international, domestic, express and perishable cargo from its respective cargo terminals.While the cargo terminal operation is outsourced to two reputed operators, DIAL holds the responsibility of customs custodianship and also plays a role of a facilitator/business partner/business developer, to enhance the air cargo business and bring operational excellence in the cargo processing/operation.

DIAL has a vision to promote IGIA as a ÂCargo gateway of IndiaÊ with targetted cargo traffic of 2.3 million tonnes within next 5 to 6 years. With these development plans of DIAL and the support of the government in improving the regulatory procedures, IGIA will achieve more than 11 per cent growth within a period of next 5 to 6 years period.

TFACTS

Infrastructure Update IGI Airport, Delhi

KS Kunwar

Outsourcing of


1 Cathay Pacific 1206 80 1286 2230 3516 9.7%2 Emirates 1203 891 2094 701 2795 7.7%3 Jet Airways 925 266 1191 1190 2381 6.6%4 British Airways 1157 8 1165 929 2094 5.8%5 Lufthansa Cargo Airline 950 26 976 988 1964 5.4%6 Air India 1034 195 1229 728 1957 5.4%7 Singapore Airlines 799 16 815 833 1648 4.6%8 Thai Airways 384 16 400 1058 1458 4.0%9 Qatar Airways 587 173 760 498 1259 3.5%10 Aerologic 609 0 609 425 1035 2.9%11 Etihad Airways 420 73 493 402 895 2.5%12 Turkish Airlines 659 7 666 152 818 2.3%13 Klm 522 42 563 251 814 2.3%14 Malaysian Airline System 376 52 427 380 807 2.2%15 Fedex Express Corpation 514 10 524 262 786 2.2%16 Swiss World Cargo(India) 462 1 463 290 752 2.1%17 Uzbekistan 436 6 441 238 679 1.9%18 Deccan Express Log 202 0 202 474 676 1.9%19 China Air 300 1 301 373 674 1.9%20 Virgin Atlantic 324 0 324 222 546 1.5%21 Finnair 333 1 334 200 534 1.5%22 Air France 281 59 340 176 516 1.4%23 Saudia 428 35 463 7 470 1.3%24 Austrian Airlines 313 8 321 147 467 1.3%25 Eva Air 209 2 210 246 457 1.3%26 Gulf Air 226 67 292 82 375 1.0%27 China Eastern Airlines 178 6 184 185 369 1.0%28 Aeroflot Cargo Airlines 240 50 290 67 357 1.0%29 Jet Airways 201 1 202 125 326 0.9%30 Japan Airlines 108 1 108 177 285 0.8%31 Indian Airlines 146 5 151 123 274 0.8%32 Air China 115 12 128 138 265 0.7%33 Asiana Airlines 119 0 119 145 264 0.7%34 Continental Airlines 154 0 154 92 247 0.7%35 Kuwait Airlines 67 80 147 42 188 0.5%36 Ariana Afghan Airlines 109 0 109 24 133 0.4%37 Mahan Air 120 1 120 10 130 0.4%38 Blue Dart 116 0 116 6 122 0.3%39 Air Mauritius 95 1 97 7 104 0.3%40 Oman Air 89 5 94 5 99 0.3%41 Pamir Airways 90 4 94 0 94 0.3%42 Ethopean Airlines 74 19 92 1 93 0.3%43 Kam Air 79 0 79 0 79 0.2%44 Pakistan International 22 1 23 46 69 0.2%45 China Southern Airlines 15 0 15 49 64 0.2%46 Air Arabia 57 0 57 4 61 0.2%47 Sri Lankan Airlines Ltd 39 0 39 20 58 0.2%48 Air Astana 33 4 38 0 38 0.1%49 Turkmenisthan Airlines 38 0 38 0 38 0.1%50 Royal Nepal Airlines 1 0 1 30 31 0.1%51 Royal Jordanian Airlines 19 0 19 1 20 0.1%52 Air India Express 4 0 4 1 5 0.0%53 Jetlite 0 0 0 4 4 0.0%54 Druk Air 2 0 2 0 2 0.0%55 Misc 924 43 966 998 1964 5.4%

Total 18110 2266 20376 15783 36159 Cargo handled in May ‘09 13166 2169 15335 11286 26621 % VARIATION 37.55% 4.47% 32.87% 39.84% 35.83%

## Cargo Handled at Centre for Perishable Cargo

DELHI INTERNATIONAL AIRPORT CARGO DEPARTMENT, IGI AIRPORT, NEW DELHI

( A I R L I N E - W I S E I M P O R T / E X P O R T C A R G O P E R F O R M A N C E F O R T H E M O N T H O F M A Y , 2 0 1 0

ALL WT. IN MT.

Export(MTS)AirlinesS NoExport

Perishable Cargo (MTS)

Export (with Peri.) (UPL)(MTS)

Import TotalCargo

% of Total

Cargo PerformanceImport/Export


1 Jet Airways 1564.01 1203.50 2767.51 2462.64 5230.15

2 Emirates 1586.66 1266.19 2852.85 1304.14 4156.98

3 Air India 1018.95 1730.38 2749.33 1384.98 4134.31

4 Lufthansa 1006.39 28.88 1035.27 2349.94 3385.21

5 Cathay Pacific 954.14 27.65 981.79 2347.04 3328.83

6 British Airways 1114.80 326.16 1440.96 659.78 2100.74

7 Singapore Airlines 618.37 77.00 695.37 1191.34 1886.71

8 Kingfisher Airlines 500.43 0.00 500.43 1155.84 1656.27

9 Federal Express 721.56 5.75 727.31 476.70 1204.00

10 Qatar Airways 216.37 259.64 476.01 450.91 926.92

11 Thai Airways 260.49 50.69 311.17 594.88 906.05

12 Etihad Airways 377.80 19.44 397.24 407.43 804.68

13 Swiss Intl. Airlines 356.59 14.04 370.63 365.68 736.31

14 Saudi Arabian Airlines 396.52 305.29 701.81 10.64 712.45

15 Malaysian Airlines 379.26 2.10 381.36 299.27 680.63

16 Air France 369.55 26.90 396.45 262.17 658.62

17 Ethopian Airlines 527.11 14.36 541.47 98.20 639.66

18 Turkish Airlines 353.99 0.85 354.84 278.86 633.70

19 Delta Airlines/KLM/NW 253.07 96.94 350.01 199.05 549.06

20 Gulf Air 184.38 266.47 450.85 19.12 469.97

21 Korean Air 285.20 7.32 292.52 125.29 417.80

22 UPS 124.56 0.00 124.56 276.95 401.51

23 South African Airlines 293.75 1.60 295.35 86.33 381.68

24 Kuwait Airways 111.05 175.87 286.92 64.65 351.57

25 Kenya Airways 304.86 12.63 317.49 10.66 328.15

26 Charters 0.00 0.00 0.00 256.09 256.09

27 Qantas 101.80 1.16 102.96 146.74 249.70

28 Jade Cargo 0.00 0.00 0.00 198.25 198.25

29 Oman Air 34.74 105.20 139.94 14.71 154.65

30 Air Mauritius 145.56 1.10 146.66 7.79 154.46

31 Continental Airlines 73.78 0.00 73.78 75.49 149.26

32 EL-AL Airlines 64.20 0.08 64.28 66.44 130.71

33 Air Arabia 49.55 60.54 110.09 3.34 113.43

34 Srilankan Air 88.85 0.16 89.01 14.48 103.48

35 Pakistan Airways 44.67 31.40 76.07 19.14 95.21

36 Yemenia Airways 44.62 9.01 53.63 0.09 53.72

37 Iran Air 49.96 0.95 50.91 1.51 52.42

38 Indian Airlines 14.13 0.00 14.13 35.14 49.27

39 Egypt Air 38.61 1.96 40.57 3.93 44.50

40 Deccan Cargo 34.02 0.00 34.02 0.00 34.02

41 Blue Dart 12.28 0.00 12.28 19.21 31.49

42 Bahrain Air 20.52 0.00 20.52 0.00 20.52

43 Royal Jordanian Airways 6.74 0.00 6.74 2.85 9.59

44 Others 75.85 0.00 75.85 247.88 323.72

TOTAL 14779.73 6131.20 20835.08 17747.64 38582.72

MUMBAI CSI AIRPORTEXPORT/IMPORT CARGO TONNAGE HANDLED IN MAY 2010

(Including TP Cargo)

GeneralAirlinesS No

WEIGHT IN TONNES

EXPORT IMPORT TOTAL

Perishable Total Exp +Imp


News in BriefIndustry Update

VRL Logistics was recently conferred with the Apollo CV Award for the Best Practice Award Adopter of the Year 2010. After the recently received international accolade,

this is another milestone for VRL Logistics. Talking on this occasion, Vijay

Sankeshwar, chairman, VRL Logistics, said that the company has the largest fleet backed with 3 decades of trust. VRL provides its customers pertaining to road transportation, express cargo movement re-distribution, courier services, passenger transportation and warehousing.

FedEx Express recently announced the appointment of Gerald P. Leary as regional president, FedEx Express, Europe, Middle East, Indian Subcontinent and Africa (EMEA). Leary will be based at the companyÊs European headquarters in Brussels, Belgium.Leary joined the Federal Express Corporation in 1974, and has served in a number of key management roles at both FedEx Express and FedEx Trade Networks. In his current position at FedEx Express, Leary serves as senior vice president, European Operations. In his new role, Leary will be responsible for the leadership and strategic direction of FedEx Express EMEA.

FEDEX EXPRESS APPOINTS NEW REGIONAL PRESIDENT

Gerald P Leary

2

3Blue Dart launches Express Pallet for domestic operation

Blue Dart has launched a packaging solution for its domestic customers called Express Pallet (Domestic). According to the Blue dart sources, Express Pallet is weather-resistant, safe, secure and affordable door-to-door packaging solution, ideal for heavier shipments. It is ‘built’ to accommodate shipments ranging from 30kg to 100kg. The design and structure allows the same box to be adjusted into three different sizes with capacities of 50 kg, 75 kg and 100 kg. Express Pallet is fitted with specially designed in-built wood-free pallet base for smooth and safe transportation via a forklift. The sturdy packaging ensures additional safety of the shipment. The heavy-duty corrugated weather-proof cardboard box is further strapped to provide additional protection.

VRL LOGISTICS HONOURED WITH APOLLO CV AWARD

1


Maersk Line has recently launched an upgrade option that enables customers to get urgent cargo on board a ship and offers several other benefits.The new service known as ‘Priority Product Upgrade’, will help customers who have compulsion to send certain key shipments. “So, when a booking rejection or a delayed shipment would normally be the only other alternatives, Maersk Line will now offer its customers the choice of upgrading their booking,” said the company sources. Maersk Line has launched this new product keeping in view different needs of different

customers at different times. Priority Product Upgrade is a loading priority option offered to a customer. It is available only at the time of booking and only for vessels where the market demand is greater than the capacity available.As part of this enhanced service, the shipping line will embark a limited space on the vessel for Priority Product will while anticipating high demand. However, there will be services where the company will not be offering the upgrade option due to local regulations such as FMC regulations.

The government is reported to be considering corporatisation of the 12 major ports in the country, with an objective to bring in greater autonomy for these ports. It is, however, unlikely to follow disinvestment. 12 state-owned ports are Kolkata (with Haldia), Paradip, Visakhapatanam, Ennore, Chennai, Tuticorin, Cochin, New Mangalore, Mormugao, Mumbai, Jawaharlal Nehru Port Trust and Kandla · which handle over 500 million tonnes (MT) of cargo annually.

A final decision on corporatisation is yet to be taken. According to K Mohandas, secretary, ministry of shipping, government would prefer a „landlord‰ pattern for corporatisation, under which the corporate body will own the port, while the services will be leased out. „Ideally, a landlord structure has been recommended where the corporate entity will own the port property and the actual operations would be leased out,‰ Mohandas added.

MAERSK LINE LAUNCHES SERVICES FOR URGENT CARGO

KULPI PORT PROJECT PUT ON HOLD

CORPORATISATION OF 12 MAJOR PORTS ON THE ANVIL

The Ministry of Shipping has approved creation of Indian Maritime Casualty Investigation Cell in view of recent growth in marine traffic which resulted in increasing incidence of shipping casualities and consequent loss of lives, ships and pollution to the marine environment. One of the primary objectives of the Cell will be to conduct investigation into the causes of casualty and incidents in accordance with the provisions of the Merchant Shipping Act, 1958 bearing in mind the mandatory tenets of the International Maritime Organisation Casualty Investigation.

Despite a decision taken by the government that there would a port at Kulpi in West Bengal, the project has been put on hold, though there is a sufficient fund available, said sources closed to the development. It has been about 15 years since the proposal to set up a port at Kulpi on the bank of the river Hooghly was first mooted. There were several issues that require to be sorted, some with the Union government and others with the State government. Meanwhile, the promoter has changed. DP World is now the majority stakeholder in the promoting company.

INDIAN MARITIME CASUALTY INVESTIGATION CELL CREATED

Shipping & PortsShipping News


KOLKATA

Kolkata Dock System

TRF APRIL-MAY’2010 160 118 - - - - 1083 61 593 1954 TRF APRIL-MAY’2009 99 11 - - - - 1006 57 752 1868 4.60

Haldia Dock Complex

TRF APRIL-MAY’2010 1620 710 34 15 330 967 327 24 998 5001 TRF APRIL-MAY’2009 1620 1054 59 - 401 1035 224 18 1241 5634 -11.24

TOTAL: KOLKATA

TRF APRIL-MAY’2010 1780 828 34 15 330 967 1410 85 1591 6955 TRF APRIL-MAY’2009 1719 1065 59 0 401 1035 1230 75 1993 7502 -7.29

PARADIP

TRF APRIL-MAY’2010 2143 2070 - 425 2812 657 14 2 878 8999 TRF APRIL-MAY’2009 1702 2263 - 620 2938 594 4 - 1047 9168 -1.84

VISAKHAPATNAM

TRF APRIL-MAY’2010 3113 2846 433 27 486 1253 343 20 1706 10207 TRF APRIL-MAY’2009 3741 2745 371 85 654 1312 172 11 2006 11086 -7.93

ENNORE

TRF APRIL-MAY’2010 81 211 - - 1308 - - - 11 1611 TRF APRIL-MAY’2009 85 68 - - 1932 - - - 15 2100 -23.29

CHENNAI

TRF APRIL-MAY’2010 1928 1127 - 16 677 137 4780 247 1544 10209 TRF APRIL-MAY’2009 2348 1083 53 24 280 258 3161 176 1867 9074 12.51

TUTICORIN

TRF APRIL-MAY’2010 100 - 109 169 903 - 1119 75 1332 3732 TRF APRIL-MAY’2009 112 - 183 110 1106 - 1008 67 1224 3743 -0.29

COCHIN

TRF APRIL-MAY’2010 1889 - - 27 - - 725 53 164 2805 TRF APRIL-MAY’2009 1390 - 16 26 42 - 568 45 157 2199 27.56

NEW MANGALORE

TRF APRIL-MAY’2010 3083 1160 164 - - 552 123 8 496 5578 TRF APRIL-MAY’2009 3392 1297 158 6 - 356 77 4 628 5914 -5.68

MORMUGAO

TRF APRIL-MAY’2010 161 9385 43 - 56 666 20 1 248 10579 TRF APRIL-MAY’2009 140 8591 21 - 324 1071 24 2 351 10522 0.54

MUMBAI

TRF APRIL-MAY’2010 5490 - - 23 513 - 117 12 3425 9568 TRF APRIL-MAY’2009 5442 - 67 40 894 - 110 10 1839 8392 14.01

J.N.P.T.

TRF APRIL-MAY’2010 983 - - - - - 9182 751 355 10520 TRF APRIL-MAY’2009 824 - - - - - 8740 643 517 10081 4.35

KANDLA

TRF APRIL-MAY’2010 8212 31 896 133 505 79 427 24 3403 13686 TRF APRIL-MAY’2009 6498 202 636 157 245 111 327 21 3208 11384 20.22

ALL PORTS

TRF APRIL-MAY’2010 28963 17658 1679 835 7590 4311 18260 1279 15153 94449 TRF APRIL-MAY’2009 27393 17314 1564 1068 8816 4737 15421 1054 14852 91165 3.60

% Variation from 5.73 1.99 7.35 -21.82 -13.91 -8.99 18.41 21.33 2.03 3.60

INDIAN PORT ASSOCIATIONTRAFFIC HANDLED AT MAJOR PORTS

(DURING APRIL TO MAY 2010*

VIS-A-VIS APRIL TO MAY 2009) (*) TENTATIVE (IN ‘000 TONNES)

PORT P.O.L Iron Fertilizer Coal Container Other Total % var.

Target/ Traffic Ore Fin. Raw Ther- Co- Ton- TEUs Cargo against mal king nage 2008-09

Shipping StatisticsExport/Import


KOLKATA

Kolkata Dock System

TRF APRIL-MAR.’2010 724 809 2 45 - 16 6645 377 4804 13045 TRF APRIL-MAR.’2009 3436 288 - 9 - - 5476 302 3219 12428 4.96

Haldia Dock Complex

TRF APRIL-MAR.’2010 9338 7684 176 118 1489 6036 2010 124 6399 33250 TRF APRIL-MAR.’2009 16949 8747 317 230 1915 5923 2373 127 5337 41791 -20.44

TOTAL: KOLKATA

TRF APRIL-MAR.’2010 10062 8493 178 163 1489 6052 8655 501 11203 46295 TRF APRIL-MAR.’2009 20385 9035 317 239 1915 5923 7849 429 8556 54219 -14.61

PARADIP

TRF APRIL-MAR.’2010 11647 16158 81 3486 14818 5003 44 4 5774 57011

TRF APRIL-MAR.’2009 4816 14272 173 3396 14698 5435 31 2 3591 46412 22.84

VISAKHAPATNAM

TRF APRIL-MAR.’2010 18290 18108 2909 775 3712 7406 1679 98 12622 65501 TRF APRIL-MAR.’2009 19758 17521 3408 726 3440 7581 1362 88 10112 63908 2.49

ENNORE

TRF APRIL-MAR.’2010 395 936 - - 9279 - - - 93 10703 TRF APRIL-MAR.’2009 366 1111 - - 9708 - - - 315 11500 -6.93

CHENNAI


TUTICORIN

TRF APRIL-MAR.’2010 514 41 1223 868 5813 - 6599 440 8729 23787 TRF APRIL-MAR.’2009 503 - 1147 677 5713 - 5482 439 8489 22011 8.07

COCHIN

TRF APRIL-MAR.’2010 11957 - 143 211 148 - 3928 290 1042 1742 TRF APRIL-MAR.’2009 10491 27 193 265 259 - 3256 261 737 15228 14.45

NEW MANGALORE

TRF APRIL-MAR.’2010 21339 7062 820 13 - 2791 475 31 3028 35528 TRF APRIL-MAR.’2009 21328 9774 905 13 - 1929 404 29 2338 36691 -3.17

MORMUGAO

TRF APRIL-MAR.’2010 964 40574 125 - 957 3784 192 17 2251 48847 TRF APRIL-MAR.’2009 898 33809 182 - 449 4107 147 14 2089 41681 17.19

MUMBAI

TRF APRIL-MAR.’2010 34596 - 201 241 3745 - 606 58 15154 54543 TRF APRIL-MAR.’2009 34371 - 117 193 3266 - 1291 92 12638 51876 5.14

J.N.P.T.

TRF APRIL-MAR.’2010 5082 - - - - - 53078 4061 2586 60746 TRF APRIL-MAR.’2009 4552 - - - - - 50602 3953 2137 57291 6.03

KANDLA


ALL PORTS


% Variation from -0.37 6.25 -9.91 11.61 1.83 1.45 8.60 4.30 21.01 5.74 previous year

[REVISED ON 6-4-2010] INDIAN PORTS ASSOCIATIONTRAFFIC HANDLED AT MAJOR PORTS

( D U R I N G A P R I L TO M A R C H ’ 2 0 1 0 * V I S - A - V I S A P R I L TO M A R C H ’ 2 0 0 9 )

( * ) T E N TAT I V E (IN ‘000 TONNES)

PORT P.O.L Iron Fertilizer Coal Container Other Total % var.

Target/ Traffic Ore Fin. Raw Ther- Co- Ton- TEUs Cargo against mal king nage 2008-09



EXPORTS & IMPORTS : (US $ Million)

(PROVISIONAL) APRIL APRIL-APRIL

EXPORTS/ (including re-exports)

2009-10 12397 12397 2010-11 16887 16887

%Growth2010-11/ 36.2 36.2 2009-2010

IMPORTS 2009-10 19052 19052 2010-11 27307 27307

%Growth2010-11/ 43.3 43.3 2009-2010

TRADE BALANCE 2009-2010 -6654 -6654 2010-11 -10420 -10420

EXPORTS & IMPORTS : (Rs. Crore) (PROVISIONAL) APRIL APRIL-APRIL

EXPORTS (including re-exports) 2009-10 62064 62064 2010-11 75147 75147

%Growth2010-11 21.1 21.1 / 2009-2010

IMPORTS 2009-10 95377 95377 2010-11 121517 121517

%Growth2010-11/ 27.4 27.4 2009-2010

TRADE BALANCE 2009-2010 -33313 -33313 2010-11 -46370 -46370

CHINA P RP 34,835.26 108,146.10 142,981.35 U ARAB EMTS 78,136.60 57,583.99 135,720.59 U S A 65,761.92 54,401.48 120,163.39 SAUDI ARAB 14,050.95 55,521.94 69,572.88 GERMANY 18,613.43 35,087.18 53,700.61 IRAN 6,751.94 40,446.02 47,197.96 SWITZERLAND 2,011.04 44,836.11 46,847.15 AUSTRALIA 4,811.72 41,361.96 46,173.69 SINGAPORE 24,566.14 21,136.14 45,702.29 HONG KONG 25,901.97 15,465.21 41,367.17 KOREA RP 11,622.23 29,274.07 40,896.31 INDONESIA 10,991.88 28,449.49 39,441.37 U K 22,171.48 15,199.59 37,371.07 JAPAN 11,860.89 23,117.66 34,978.55

Country Export Import Total Trade Country Export Import Total Trade

Source: Ministry of Commerce

BELGIUM 12,349.24 21,635.12 33,984.35 NETHERLAND 23,899.37 7,080.07 30,979.44 KUWAIT 2,699.77 27,818.72 30,518.49 NIGERIA 5,085.96 23,437.67 28,523.63 MALAYSIA 10,319.15 17,703.03 28,022.18 SOUTH AFRICA 7,391.50 19,759.36 27,150.86 IRAQ 1,793.58 25,006.76 26,800.34 ITALY 11,299.56 13,038.94 24,338.50 FRANCE 11,697.58 10,448.27 22,145.86 BRAZIL 7,259.12 12,265.05 19,524.17 UNSPECIFIED 15,420.61 3,686.71 19,107.32

Total of Top 441,302.88 751,906.63 1,193,209.51 25 countries India’s Total 599,244.51 955,165.53 1,554,300.42

EXPORTS & IMPORTS : (US $ Million)

(PROVISIONAL) MARCH APRIL-MARCH

EXPORTS (including re-exports)

2008-2009 12916 185295 2009-2010 19908 176574

%Growth 2009-2010/ 54.1 -4.7 2008-2009

IMPORTS 2008-2009 16597 303696 2009-2010 27733 278681

%Growth 2009-2010/ 67.1 -8.2 2008-2009

TRADE BALANCE 2008-2009 -3680 -118401 2009-2010 -7825 -102106

EXPORTS & IMPORTS : (Rs. Crore) (PROVISIONAL) MARCH APRIL-MARCH

EXPORTS (including re-exports) 2008-2009 66169 840754 2009-2010 90573 835264

%Growth 2009-2010/ 36.9 -0.7 2008-2009

IMPORTS 2008-2009 85022 1374434 2009-2010 126175 1318188

%Growth 2009-2010/ 48.4 -4.1 2008-2009

TRADE BALANCE 2008-2009 -18853 -533680 2009-2010 -35602 -482924

Figures for 2008-09 are final including late receipt of data whereas the figures for 2009-10 are provisional

E X P O R T I M P O R T I N A P R I L 2 0 1 0

COUNTRY WISE EXPORT AND IMPORT IN 2009-10(APR.-DEC.)

E X P O R T I M P O R T 2 0 0 9 - 1 0



11 INTERNATIONAL AIRPORTS 1 CHENNAI 26114 19716 32.5 249522 219562 13.6 2 KOLKATA 3602 3176 13.4 40088 40743 -1.6 3 AHMEDABAD 1348 767 75.7 11657 10294 13.2 4 GOA 223 199 12.1 917 688 33.3 5 TRIVANDRUM 3638 2385 52.5 31708 30169 5.1 6 CALICUT 2114 1261 67.6 17132 12556 36.4 7 GUWAHATI 0 0 - 0 2 -100.0 8 JAIPUR 41 19 115.8 446 340 31.2 9 SRINAGAR 0 0 - 0 0 -10 AMRITSAR 451 117 285.5 2764 1798 53.7 11 PORTBLAIR 0 0 - 0 0 -

TOTAL 37531 27640 35.8 354234 316152 12.0

6 JV INTERNATIONAL AIRPORTS

12 MUMBAI (MIAL) 41825 33064 26.5 408452 378610 7.9 13 DELHI (DIAL) 34673 26723 29.7 333473 297931 11.9 14 BANGALORE (BIAL) 11786 8803 33.9 102751 99690 3.1 15 HYDERABAD (GHIAL) 4004 2782 43.9 36295 30230 20.1 16 COCHIN (CIAL) 3211 2941 9.2 32779 25220 30.0 17 NAGPUR (MIPL) 33 24 37.5 279 217 28.6

TOTAL 95532 74337 28.5 914029 831898 9.9

9 CUSTOM AIRPORTS

18 PUNE 0 0 - 0 0 -19 COIMBATORE 62 58 6.9 702 917 -23.4 20 LUCKNOW 62 2 3000.0 378 49 671.4 21 MANGALORE 0 0 - 0 0 -22 TRICHY 112 79 41.8 1349 904 49.2 23 BAGDOGRA 0 0 - 0 0 -24 VARANASI 0 0 - 0 3 -100.0 25 PATNA 0 0 - 0 0 -26 GAYA 0 0 - 0 0 -

TOTAL 236 139 69.8 2429 1873 29.7

TOTAL (20 Non-Custom Domestic A 0 0 - 0 0 -

OTHER AIRPORTS 0 0 - 0 0 -

GRAND TOTAL (11+6+9+20+OTH) 133299 102116 30.5 1270692 1149923 10.5

TRAFFIC STATISTICS, AIR CARGOI N T E R N A T I O N A L F R E I G H T

AIRPORTSl. No.


MARCH-2010 % CHANGEMARCH-2009 2009-10 % CHANGE2008-09

Freight (in Tonnes)

Source: AAI

Cargo PerformanceFreight Traffic


Family AlbumGlimpses

Shine Logistics and Mitsu-Suko team along with a Japanese company, after inauguration of their factory in Rajasthan

Tulshidas Khimji sets up JV with Hankyu Group

M Premkumar, group managing director and CEO, and Nihar Parida, VP logistics and marketing-Uniworld announcing the launch of Daruhera logistics park

Jayakrishnan Nambiar, GM, DB Group India, along with the company officials

(L-R) Klien Fernandes and M Ajaz at the launch of Zip Express

ACAAI Convention 2009 in Goa Aryan Cargo Express officials (L-R) Vishnu Singh Rawal, Mukul Pathak and Rishiraj Dungurpur announcing the ACE flight launch in New Delhi

(L-R) VP Agrawal, chairman AAI; Gp captain DC Mehta, the chairman’s media advisor and M Madhavan Nambiar, secretary MOCA during ‘India Aviation 2010’

Inauguration of Celebi cargo office at IGI Airport, New Delhi

CII Logistics Summit 2009 in Chennai


FLASHBACK

Despite the financial year 2009-10 was a challenging year, it witnessed several new launches and events pertaining to cargo and logistics industry in India. Cargo Talk presents some highlights…

of Glimpses2009-10

Praful Patel, civil aviation minister and Captain Gopinath founder Deccan 360 at the launch of Deccan 360’s domestic services

JBS Family launches Centre for Shipping and Logistics Industry

Vineet Kanaujia conferred with brand Leadership Award

(L-R) Gautam Nath, Wolfgang Lehmacher and Vipin Vohra at the launch of DPD Continental

Pawan Jain, CMD, Safexpress receiving ‘Best Supply Chain Company Award’

Inauguration of the first DACAAI Convention in Mumbai

Radharamanan Panicker, CEO Cargo Service Center and PS Nair, CEO, DIAL after signing the pact to build a green field cargo terminal at IGI Airport


11 INTERNATIONAL AIRPORTS 1 CHENNAI 8040 5360 50.0 73153 52806 38.5 2 KOLKATA 6366 4282 48.7 66497 49127 35.4 3 AHMEDABAD 916 889 3.0 11018 12739 -13.5 4 GOA 321 259 23.9 3460 3289 5.2 5 TRIVANDRUM 110 128 -14.1 1442 1415 1.9 6 CALICUT 44 34 29.4 368 363 1.4 7 GUWAHATI 476 159 199.4 5037 1642 206.8 8 JAIPUR 609 359 69.6 5763 2142 169.0 9 SRINAGAR 124 87 42.5 1805 1501 20.3 10 AMRITSAR 32 13 146.2 349 376 -7.2 11 PORTBLAIR 203 147 38.1 2290 2139 7.1

TOTAL 17241 11717 47.1 171182 127539 34.2

6 JV INTERNATIONAL AIRPORTS 12 MUMBAI (MIAL) 15473 13136 17.8 174184 151328 15.1 13 DELHI (DIAL) 16495 10992 50.1 163913 128332 27.7 14 BANGALORE (BIAL) 6918 4414 56.7 71893 58310 23.3 15 HYDERABAD (GHIAL) 2746 2457 11.8 30164 26981 11.8 16 COCHIN (CIAL) 667 466 43.1 7857 5935 32.4 17 NAGPUR (MIPL) 707 271 160.9 4195 3678 14.1

TOTAL 43006 31736 35.5 452206 374564 20.7

9 CUSTOM AIRPORTS 18 PUNE 2578 1369 88.3 17845 11653 53.1 19 COIMBATORE 740 451 64.1 6285 4616 36.2 20 LUCKNOW 299 217 37.8 3407 1873 81.9 21 MANGALORE 30 20 50.0 382 311 22.8 22 TRICHY 0 2 -100.0 25 20 25.0 23 BAGDOGRA 88 35 151.4 869 636 36.6 24 VARANASI 23 25 -8.0 363 315 15.2 25 PATNA 221 146 51.4 1928 1957 -1.5 26 GAYA 0 0 - 0 0 -

TOTAL 3979 2265 75.7 31104 21381 45.5

20 DOMESTIC AIRPORTS

27 BHUBANESWAR 197 116 69.8 1998 1287 55.2 28 INDORE 408 356 14.6 5301 4952 7.0 29 VISAKHAPATNAM 89 69 29.0 938 766 22.5 30 VADODARA 180 132 36.4 1745 2198 -20.6 31 JAMMU 114 105 8.6 1157 1094 5.8 32 RAIPUR 149 110 35.5 1593 1444 10.3 33 AGARATALA 602 645 -6.7 6724 5979 12.5 34 CHANDIGARH 26 14 85.7 219 413 -47.0 35 MADURAI 44 34 29.4 574 572 0.3 36 IMPHAL 355 356 -0.3 4719 3864 22.1 37 UDAIPUR 0 0 - 0 0 -38 RANCHI 72 52 38.5 677 449 50.8 39 BHOPAL 68 79 -13.9 924 1028 -10.1 40 LEH 112 77 45.5 1368 842 62.5 41 AURANGABAD 152 86 76.7 1247 963 29.5 42 TIRUPATI 2 4 -50.0 23 27 -14.8 43 JUHU 28 33 -15.2 383 412 -7.0 44 SILCHAR 27 26 3.8 342 319 7.2 45 RAJKOT 43 43 0.0 635 666 -4.7 46 DIBRUGARH 29 31 -6.5 331 299 10.7

TOTAL 2697 2368 13.9 30898 27574 12.1

OTHER AIRPORTS 73 69 5.8 1057 1004 5.3 GRAND TOTAL(11+6+9+20+OTH) 66996 48155 39.1 686447 552062 24.3

T R A F F I C S T A T I S T I C S , A I R C A R G OD O M E S T I C F R E I G H T

AIRPORTSl. No.


MARCH-2010 % CHANGEMARCH-2009 2009-10 % Change2008-09

Freight (in Tonnes)

Source: AAI

Cargo PerformanceFreight Traffic


Logistics industry in India

Meet the MajorsThe protagonists of the cargo industry or the logistics industry as a

whole are the silent heroes behind developing the country’s economy. In this Annual Issue of Cargo Talk, we present the profiles

(in alphabetical order), both professional as well as personal, of someof those leaders, who are highly qualified and well-trained. They are equally concerned about other areas, which are beyond business.

Who is WhoBeyond Business

Ajay SinghalIn the early 80s, Singhal entered the logistics and during the same decade, he started his own business. The firm worked with Maruti Udyog and later with Bajaj Auto. In the 90s, he established Om Auto carriers, with a fleet of 15 vehicles and 30 employees. In 1995, Om Air Freight came into existence to cater to air cargo segment. Singhal founded Om Logistics to consolidate various logistics and other services related to supply chain management. Today “Om Group” is the growing supply chain management company and has established itself in the Indian sub-continent, as one of the leading managers in handling of surface, sea, express, train and air cargo.

Akash AgarwalAgarwal is the youngest director of crystal roadways which was started in 1983 by his father Muralilal Agarwal. Agarwal did not want to stick to the tag of transporter and he decided and showed courage to go for refrigerated trucking business. Costing around Rs 20 lakhs per truck, the company acquired three refrigerated trucks within three months. Today, Agarwal has added 104 refrigerated trucks, which includes 40 feet container with a cost around 40 lakhs per truck.He studied in St James School, Calcutta and did MBA from NMIMS.His vision is to be the largest and most popular cold chain company in india.

He promotes NGO activities. Agarwal is an active managing committee member of Bombay Goods Transport Association. He organises seminars and workshops for the benefits of the industry. Agarwal loves music, tennis and swimming.

d i r e c t o r� Crystal Roadways

C M D� OM Logistics

AK AgarwalAgarwal started his career in 1994 as a management trainee in his family owned business. Born in 1975, he did his graduation in commerce and management. From his childhood, Agarwal was ambitious in doing business across the sector, which he later diversified to logistics and education. A.K Agarwal has a dual role of taking full control of DRS and the marketing division of DRS Group.

He is married and blessed with a son and a daughter. Agarwal ensures spending time with family during the week ends. He believes that giving due importance to family should also be a part of one’s responsibility.

d i r e c t o r� DRS group


WWW.CARGOTALK.IN

Andy Brant

Andy Brant moved to India in 2008 as CEO of Menzies Aviation Bobba (Bangalore). At the young age of 18, Brant began his professional career and after working with several companies realised that his heart was with the cargo industry. Over the years, Brant has progressed through the ranks of this industry to become the Operations manager with Menzies Aviation at LHR in 2004. After two years, in 2006, he switched to Servisair at LHR, again as Operations Manager. Brant began his career in cargo industry in 1991, when he worked at the warehouse, sending relief cargo to the people of Iraq during the Iraq war, and today, after more than 20 years in the industry he knows that he has made the best choice. He predicts that India will be a major player in this industry which is steadily increasing in volumes. The hardworking CEO is an avid fan of football and the Chelsea Football club is his favourite.

C E O �Menzies Aviation Bobba (Bangalore)

Anil Gupta

An Indian Railway Traffic Service (IRTS) cadre, Gupta joined Northern Railway in 1982 and worked in different positions till 1989. He joined Concor on deputation in December 1989 as senior manager and elevated to the managing director’s post in November 2009. An MA (economics) from Delhi School of Economics, Gupta acquired professional training in Belgium on multimodal transport system with practical experience from the port of Antwerp and Rotterdam. In India, Gupta conceived and commissioned the ICD Tughlakabad in Delhi in September 1993. He was associated with the ICD Dadri (UP) and the 3rd Terminal project at JNPT, Mumbai. He also set up an ICD in Nepal. He went to Jamaica as a consultant pertaining to the Jamaican Railway revival project. He also did consultancy services for World Bank from India. He is a serious reader and spends his holidays in the Indian Institute of Public Administration library. Gupta’s wife is a teacher with Delhi Administration, daughter is working with bank and son has completed engineering.

managing director�Container Corporation of India (Concor)

Anita Khurana director cargo�Air India

Amit Chakraborty

Started his career with Continental Carriers in 2002 as a management trainee, and has been a part of the Freight business for many years. In 2005, he began his own business with Image Logistics. With an MCA from IGNOU and a diploma in Travel and Tourism from Institute Indian Institute of Travel and Tourism Management, Gwalior, Chakroborty makes every effort to ensure that his work creates an environment where his colleagues, clients and he can work together as a team for a symbiotic growth. Other than work and business networking, Chakroborty is involved in lot of social activities with a welfare group.

Image Logistics�

Fresh out of college with B. Com (Hons), Bajaj started Mituj Marketing as a franchisee of Modiluft Couriers. He also completed executive course in Leadership from IIM Lucknow, and other courses in Motivation, HR and Finance from various management schools. Later he diversified into domestic air cargo agency business by taking cargo agency of Indian Airlines, Jet Airways and Sahara Airlines. He is supported by his father who looks after the legal issues of Mituj. His mother remained to be the driving force for Mituj at its inception. Bajaj’s wife is a management graduate and associated with teaching profession. They have two daughters.Bajaj is a member and joint secretary of Domestic Air Cargo Agents Association of India (DACAAI). He is also a member of Northern India Offroad Club, into Offroad Driving of 4x4 SUVs. He is inclined to reading and swimming.

Amit Bajaj d i r e c t o r

m a n a g i n g d i r e c t o r

�Mituj Marketing

Anita Khurana has more than 33 years of experience in the aviation industry and is counted amongst the stalwarts of the Indian aviation industry. From being a recipient of the National Science Talent Search Scholarship to emerging as a topper in the 1976 MBA Marketing batch of the Jamnalal Bajaj Institute of Management Studies, Mumbai, she is holding the vital portfolios of director commercial & cargo of Air India.

Soft spoken, charming, focused and a go-getter, Anita’s achievements include – introduction of cargo automation; ISO 9002 for Indian Airlines Cargo; introduction of dedicated freighter services (first by any passenger airlines in the country), etc. Her focus is also on developing a freighter network with the Department of Post. She was also honoured with several prestigious awards.



Arvind Nayak

Nayak is a graduate in science from Mysore University, Karnataka. He started his career in construction business in 1980 in Delhi. And since 1995 he has been in freight forwarding and aviation industry.He also runs other businesses including exports of vaccines to CIS countries, distributorship of German natural energy Drink 28 Black in India. He is happily married and having two daughters. He is fond of reading and traveling. Nayak is the first national president of Domestic Air Cargo Agents Association of India. He is a member and past treasurer of Rotary Club, Vasant Kunj, Delhi.

m a n a g i n g d i r e c t o r�Nayak Aviation Services and president, DACAAI

Namaste Airport ServicesArvind Rathi

At an early age, Rathi recognised the potential of the airline industry and directly entered into service with Aeroflot Russian Airlines as assistant manager airport. Over the next 20 years, he handled one of the largest carriers known in the world during its time. In the early nineties, with the open sky policy coming into existence, Rathi concentrated on establishing Wingspan Express which came from an agent to a joint venture partner of Aeroflot Cargo. Under his leadership, sheer determination and confidence, Wingspan has been active and at the forefront of civil aviation in India for over a decade. The latest of his challenging ventures has been the appointment as GSSA of Aryan Cargo Express, the all cargo international airlines under his new company Namaste Airport Services (P) Ltd

Ashish Kapur

Babu Kuriakose

Kapur began his career with a tour operator in September 1994 at Executive Tours. After working with a couple of prominent names in the next few years, in 2001, he joined Cathay Pacific Airways as manager on duty and later became airport services manager. He was appointed cargo manager - India, Nepal, Bangladesh in 2007 and now takes on the role of regional manager in 2010. His total work experience has been around 15 yrs. He graduated with a Bachelor of Commerce degree from Delhi University. His immediate family members include his wife (Sovika) and a four year old daughter. His hobbies are music and like all Indians, he is a cricket lover.

After graduation, he joined B.Boda & Co as a marine surveyor in January 1980. In 1985, he became a part of Patvolk. After 13 years in Patvolk, he shifted to CMT ( Agents of The Shipping Corporation of India) where he shifted to the senior management slot. Since 2007, he has been working with ETA Freightstar as vice president – marketing. Kuriakose wants to do something for those living in old age homes. He plans to pursue this dream once he retires from service, which may be in the next 4-5 years. Another area he wants to contribute to, is to educate today’s youngsters on overcoming stress.

regional manager, cargo

v i c e p r e s i d e n t - m a r k e t i n g

p r e s i d e n t

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m a n a g i n g d i r e c t o r�Air ShagoonAnurag Birla

Birla studied economics and graduated from Delhi University. He started his career as GM (India) for Air Ukraine in 1993 and was responsible for passenger and cargo sales for the airline in India. Gradually he ventured into the air cargo charter segment.Since 2002, Birla has been working as the managing director of Air Shagoon Network, a Delhi based company. He was a regular cricket player for over twenty years. He is also an avid traveller and likes travelling and exploring different countries and their art and culture. He has one son aged 17 and a daughter aged 19. His wife is into interior designing business.

Ansgar Sickert

Sickert graduated from the London School of Economics with a Masters in International Relations. While he imagined a career in the diplomatic service or some international organisation, he stumbled on a stop-gap job with Heathrow Express that was going to change his plans in unforeseen ways. Sickert took on a job with the TQM department on the construction of the Heathrow Express Rail Link project undertaken by BAA (formerly British Airports Authority). In 2001, he joined Fraport AG - one of the world’s leading owners and operators of airports. In 2006, together with four colleagues, Sickert was associated with Delhi International Airport Pvt Limited (DIAL), which is modernising and operating Delhi airport. Fraport has 10 per cent stake in DIAL. He continues to promote Frankfurt Airport on the subcontinent and works with Indian passenger as well as cargo carriers to support their plans to operate flights to Europe’s Star Alliance hub in Frankfurt. Sickert is married to a native Delhiite and has two young sons. He is a keen traveller and enjoys languages, sports and cinema. He is also an occasional guest columnist, a trend started with Cargo Talk several years back.

m a n a g i n g d i r e c t o r�Fraport India

ETA Freightstar


Cathay Pacific Airways


Captain Kapil Bagga

Captain Mukul Pathak

After the completion of his schooling and graduation, he joined merchant navy and commanded various vessels in the span of 18 years and headed various positions. He obtained the position of Captain in merchant navy.Bagga joined Senator Lines as head northern region. Later he joined CMB Lines as northern region head. He pioneered a company by the name of Associated Container Lines. Bagga initiated yet another venture Jas Forwarding Worldwide in India, a company under the management of Jas Forwarding Worldwide USA, as country head and CEO Indian operations.Bagga aims Jas Forwarding Worldwide to achieve No. 1 position in the field of freight forwarding and intends to foray into logistics business in India very soon. Capt. Bagga firmly believes in four C’s - correctness, clarity, conciseness and courtesy. He is the recipient of Excellence Award by Institute of Economic Studies

Pathak joined National Defence Academy in 1983 after passing 12th from Navayug Public School, Sarojini Nagar, New Delhi. He passed out of NDA in 1986. He became an officer in the Indian Navy in 1987 and joined the Fleet Air Arm in the same year. In 1988, Pathak was posted to fighter squadron in the Indian Navy. He took premature retirement from the Navy in 1995 as lieutenant and joined the civil Aviation in 1996. His first job as F/O was with Jet Airways. Thereafter, he served with Air Sahara, Kingfisher and Deccan. In 2007, he left Deccan to set up Aryan Cargo Express (ACE). Pathak has a daughter (17 yrs) and a son (8 yrs). His wife is also involved with the development of ACE. In spare time, he likes to do web search. Astrology is one of his hobbies.

country head and CEO

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JAS Forwarding Worldwide

Aryan Cargo Express

Deccan360Captain GR Gopinath

Captain Gopinath, had a humble beginning in a remote village of Karnataka. He forayed into the aviation sector in 1995. Before that, he served for eight years in the army as a commissioned officer. He was the main force behind the beginning of Deccan charters (former Deccan aviation). One day, Capt. Gopinath woke up to the fact that India was not just about a billion hungry people - it was about a billion consumers. Thus, Air Deccan (a low cost carrier) was born! When Air Deccan merged with the UB group, Capt. Gopinath shifted his focus to developing Deccan 360, a multi-modal distribution and delivery network. Deccan 360 has launched international freight operations with an Airbus A310 freighter in its fleet.On Nov 1st 2005, Capt. Gopinath was honoured with the prestigious “Rajotsava Award” by Government of Karnataka and in May 2006, he was knighted with “Chevalier de la Legion d’Honneur” the highest civilian award conferred by the French Government.

founder�

joint managing director�Zeus Air Services and vice president, ACAAIBharat J Thakkar

Thakkar finished his schooling at the Dadar Parsi Youths Assembly High School, Parsee Colony, Dadar, Mumbai. After appearing for S.S.C board exam in 1973 at the age of 17, he entered into the freight forwarding industry as a cargo assistant (temporary staff) at Hermes Travel & Cargo and within 6 months of training, he got confirmation and was promoted to cargo in- charge at a stipend of Rs 150.00 per month with office in Fort, Mumbai. On January 1, 1986, Zeus started its journey. During the early Zeus days between 1986 to 2000, Thakkar spent lot of time travelling overseas meeting consignee, agents visiting branches, etc. I attended the Lala Lajpatrai Collage of Commerce at Haji Ali in the morning classes between 6 to 9 am after doing night shift at the airport handling perishables and thereafter from 11 a.m to 6 p.m at the office. Thakkar and his wife, Nina, have been blessed with two daughters and one son. Thakkar is associated with the Air Cargo Agents Association of India since 2000 and is currently the vice- president.

Bhairavi Jani

Bhairavi is a fourth generation entrepreneur taking the family business that was started by her great grandfather in 1896. She is executive director and CEO for TranSmart, and joint managing director, Scmooth.Bhairavi has a bachelor of science in business with Magna Cum Laude from Miami University, Ohio. Post her graduation, she worked with KPMG Consulting in Washington D.C. She returned to India in October 2000 and began her foray into business by setting up a small fourth party logistics company in India. In 2005, after completing the MyGlobe Executive Education Programme at INSEAD in France, Bhairavi moved into the role of the director for all the companies under the SCA Group. Bhairavi spends considerable amount of time in participating in social and charitable causes. She works on education and health related matters for the underprivileged children. She is the National Chairperson of Young Indians, CII.

d i r e c t o r�SCA Group of Companies


Gautam Nath

JP Singh

Nath began his career in 1986 at Blue Dart Express and held various management and senior management positions at Blue Dart, before becoming the general manager for north & east India at UPS and the country manager of Europcar. He has gained significant experience in line and staff management at the corporate, regional and local levels in the logistics and transportation industry in India, especially with start up companies and new ventures.He is a strong believer in the abilities of people who with the right processes and products can deliver profit. He is married and blessed by two boys.

A graduate from Bombay University with economics honours, Singh started his professional career with Chaudhari International Travel & Cargo. He joined Thai Airways in 1980 in operations. Gradually he was looking after both sales and operations and became the in-charge of the northern region in 1997. In April 2006, Singh took over as area cargo sales and operations manager-India. Singh believes in “Service before self” mantra which he imbibed from his army family background. He also maintains a strong family relationship with his customers. The very straight forward cargo practitioner insists his colleagues to face the truth. Singh’s family consists of his wife and daughter, who is an air hostess with a leading private airline in India. Apart from leisure time with his family, he is actively involved with the Air Cargo Club of Delhi and DLF Gymkhana Club.

c h i e f e x e c u t i v e o f f i c e r

area cargo sales and operations manager-India

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Thai Airways

Sun LogisticsHaresh S. Lalwani

Lalwani started career by joining the transport division of the company with 3 second hand vehicles, and commendably built the fleet to reach 75 vehicles. He initiated the takeover of a custom clearance company as the need of the organisation. He also initiated the agency of tank containers as Sundersons was the first company to educate its customers in carriage of liquid cargo in tank containers. The requirement of a company having expertise in carriage of liquid cargo was the need of the hour.Lalwani’s late father, who started this business and gave him the insight into the shipping industry, and his mother, remained to be the guiding spirit. His wife, Dipika, is also playing the key role behind the success. Lalwani’s brother, Bharat, is the man behind introducing Flexitanks in the industry and responsible for the company being the leader in flexitanks in India and a major player internationally.Reading has always been one of his first interest ever since he was a kid.

j o i n t m a n a g i n g d i r e c t o r�

c a r g o h e a d�SpiceJetEdmund Evans Jones (Eddie)

Over a span of over 42 years, Eddie worked for Air India (May 1968 – March 1975), Alitalia (Mumbai – April 1975 – Mar 1983 and then at Delhi till Oct 1996); Jet Air (Nov 1996 – April 2004 with principal responsibility of Gulf Air); Global Aviation Services (April 2004-Feb 2008 – overall responsibility for Air Canada, Korean Air, Finnair, Continental Airlines, El Al , Qantas and on the domestic front – Kingfisher). Presently heading the cargo division of SpiceJet since Mar 2008) Eddie was the chairman of the Airlines Operators Committee (cargo- north India); vice chairman and acting chairman of BAR / India – Cargo. His family consists of his wife and 2 children – a girl and a boy (who are married and well settled), and four grandchildren. Eddie dreams to start a football academy for children. Presently, he owns a football team in Delhi –“Royal Rangers Soccer Club” (since 1994). Royal Rangers has been playing in the Senior Division of the Delhi Soccer Association for the last 3 years and have finished in the top 6.

Capt. Uday Palsule

Palsule started his career in the Merchant Navy. He completed his Master Mariners license from the UK. He was a Captain of ships on some of the largest car carriers and self-unloading bulk carriers. Later, Palsule chose logistics as a career. He set up a container freight station for Dynamic Logistics. He went on to to set up a domestic logistics business for GeoLogistics in India. He partnered in starting up Spear Logistics.He has undergone several courses in supply chain management and logistics at various institutes. He has been a contributory participant to several seminars including IIM-A and CII. Palsule is blessed with three sons. His sons are all engineers and pursuing their master degrees in the US. He reads voraciously and has wide range of interests from philosophy to fiction.

d i r e c t o r�Spear Logist ics



Juzar Mustan

Kiran Rao

Joe, as he is popularly known, is currently growing AFL’s top line through an end-to-end solutions approach that focuses on removing inefficiencies and substantially improving the responsiveness and performance of a company’s supply chain. Prior to AFL, Joe was head – supply chain at Aditya Birla Retail. He moved to India from Malaysia in 2002 as managing director at APL Logistics, India subcontinent. A person of humble beginnings and rising through the ranks, Joe, believes in people enablement. He is an accountant by profession and began his career as an accountant, company secretary and internal auditor. He obtained marketing credentials from the Chartered Institute of Marketing (UK) in 1996. He is an avid reader of books on a wide range of subjects from logistics to psychology and from evolution to string theory. He currently lives in Mumbai with his wife and 3 daughters. The family enjoys mountaineering and nature trails on weekends.

Rao was appointed to his current position in July 2008. He began his professional career with a spell in the Aerodynamics Department of British Aerospace at Hatfield from 1988-89. Rao then joined British Aerospace’s Marketing Group, working on sales campaigns in India, the Middle East and Southeast Asia.He joined Airbus in December 1992 as airline marketing manager. In August 1994, he was promoted as the director of airline marketing for Airbus Industries of North America (AINA), based near Washington DC. In 1996, he was appointed president of Airbus Industries. Dr Rao was then promoted to vice president of sales for South Asia and Africa in September 2000.

chief executive, logistics

executive vice president, sales and marketing and customer affairs

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AFL

Airbus India

FedExKen Koval

Ken Koval has been with FedEx for over 20 years now. He joined the company as a senior manager in the company’s Canadian operations, after which he moved into the role of managing director / regional controller for the same region. Thereafter, as managing director / regional controller of EMEA, he moved from Canada to Belgium. He was then promoted to the role of vice president, finance in EMEA.

Prior to joining FedEx, Koval was with Arthur Andersen for nine years, as audit manager.Koval holds a BA (Honours) in Business Administration from Ashland University in Ohio and a MBA in Business Administration from the University of Toronto in Canada. He is also a chartered accountant.

vice president operations, India�

director, corporate communications & sustainability�DHL Lemuir Logistics

Jyoti Row Kavi

A seasoned corporate communications professional, Jyoti Row Kavi has well over 30 years of work experience in varied industries, which include travel, financial services and logistics. She began her career with Thomas Cook (India) and later moved onto BNP Paribas, a French bank. Currently she is responsible for corporate communications & sustainability at DHL Lemuir Logistics which covers the brands of DHL Global Forwarding and DHL Supply Chain, in India. Jyoti did her graduation from Elphinstone College, Mumbai with a major in Eeconomics. She is married to Jagdish and they have two sons – Janak (27 years) and Jai (24 years). Keenly interested in social causes, Jyoti is a founder member of the Maharashtra Dyslexia Association, a non profit organisation, involved in advancing the cause of dyslexia. Leisure time for her would revolve around fitness, music, movies and reading.

Jeetendra Mohan

Jeetendra is an engineering graduate from BITS, Pilani. He also did masters degree from BITS, Pilani.Jeetendra is working with Lufthansa Cargo for 19 years. In fact, he started his career with Lufthansa only as cargo officer in July 1990 at Delhi airport office. From1993-95, he worked in cargo operations and was a qualified loadmaster for B747F and DC8F. He moved to sales for northern India as sales consultant in 1995. Later, Jeetendra took over regional manager-marketing sales planning and controlling for south Asia before he was elevated to the current position. Jeetendra and his wife are blessed by a son. His passion other than work is music and exercise. His all time favourite musician is RD Burman.

regional manager – marketing, sales planning and controlling for South Asia, Middle East and Pakistan & deputy to the regional director

�Lufthansa Cargo


Mahesh P Trikha

Manish Maingi

Trikha is a post graduate from Bhartiya Vidya Bhavan, with marketing and sales as specialisation. Before launching own company in 1995, he worked for Bax global and Continental Carriers in the field of freight and logistics. Previously, he worked for Ericsson India, Televista, Semiconductor Complex, Eureka Sales Corporation and Mitco in their import and export and public relations divisions. With his 30 years’experience he has taken his company, Aargus Global Logistics, to great heights. The success story of Trikha does not end here. He entered into two new ventures, Cargo Channels and Ashirwad Charters, which specialise in customs clearance and aircraft charters respectively. For all his achievements, Trikha was felicitated with the title “Udyog Rattan” by the Institute of Economic Studies.

Manish Maingi, managing director, Tropical Transport systems, has more than 17 years of experience in the Freight Forwarding and supply chain solutions. Over the years, Maingi has honed his skills in a number of areas in this industry, like leadership skills, understanding an execution of customised solutions, revenue management and of course transport logistics. A part of the burgeoning cargo business, his main motto is to provide high quality services to his clients, from pure transportation services to integrated logistics packages, along the entire value chain. Maingi has recently co-produced a Bollywood movie, together with a close friend and is very excited about it. Apart from business and movies, Maingi is always keen on adventure tours with family and friends.

m a n a g i n g d i r e c t o r

managing director

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Aargus Global Logistics

Tropical Transport Systems

DHL Express – south AsiaMalcolm Monteiro

Monterio started his career in the manufacturing sector before joining Blue Dart Express in 1989 as vice-president operations. He took over as CEO of the company in 2001. In March 2006, he was promoted as the managing director of Blue Dart Express, subsequent to acquisition of the company by DHL Express.Monteiro did his Bachelors in electrical engineering from IIT, Mumbai and post graduation in business management from IIM, Ahmedabad. His wife (Marietta) and he have two daughters. Marietta is actively involved in and enjoys counseling and is into social activities and community welfare. His favourite leisure time activity is reading, music, playing squash, table tennis , enjoying some relaxing moments with his family, reaching out to the less fortunate and active involvement in the Marriage Encounter Movement, an effective pre-marital counseling module for couples who seek to get married.

C E O�

vice president cargo sales & services�InterGlobe Air TransportMahesh Malik

Malik started his carrier with AFL in 1973 as cargo executive. He joined Saudi Arabian Airlines in 1980 as cargo sales executive. He was promoted to station supervisor in 1985 and to sales manager north India after 5 years. He became manager CTO & reservation in Mumbai. Malik joined Circle International (now EGL) in 1998 as general manager-north India and worked for 3 years. He joined InterGlobe Air Transport in 1991 as Cargo Manager India for SAS. Currently Malik is working as vice president cargo sales & services. Malik is Graduate of commerce from Delhi University. Malik’s wife is working with an international airline. The couple has two daughters-elder one is married and lives in USA. Younger one is pursuing her second year of graduation from Bates College, Maine, USA. He is fond of reading and golf.

LR Sridhar

With Sical since 2006, Sridhar drives the strategic vision, business development, and human resources at South Asia’s leading third party provider of multimodal value-enabled supply chain solutions for bulk and container cargo. Before Sical, Sridhar conceptualised and executed the growth strategies for several logistics providers which include AFL, Integrated Logistics India, SembCorp Logistics, Chowgule Brothers, Air Wings, Corporate Couriers and Skypak. Sridhar is a B.Com from Osmania University, India. He loves books and music. He is a practitioner of the Art of Living’s Sudharshana Kriya Yoga since 1996. His family includes wife, three daughters and two grandsons.

managing director�Sical Logist ics

Indian Subcontinent - Finnair CargoKuldip Singh Kharayat

In 2006, Kuldip Singh Kharayat was appointed as the cargo manager of India and the subcontinent, for Finnair. In three short years, his managerial skills made him the Area Director, India and the Subcontinent. According to Kharayat, “All the partners in the supply chain need to work as a team towards bringing in more efficiency in the chain.”A keen sportsman, Kharayat regularly plays squash and goes for swimming, and when time permits, he gears up for trekking expeditions. The fascination with adventure is not surprising as he is a graduate of the National Defence Academy, whose early life was with the Indian Air Force as a fighter pilot. Kharayat’s wife is a cost accountant and the couple has two sons.

a r e a d i r e c t o r�



Cargo PlannersNitin Duggal

During last 21 years, Duggal has worked for organisations like Airfreight Ltd., P&O Logistics, All Cargo , AMI India Logistics and currently working with Cargo Planners Duggal is born and brought up in Delhi and is an English literature and a management post graduate from Delhi University. He has been awarded the academia industry interface award and corporate excellence award in 2008 by Amity international business school, Noida, UP. He is a seasoned traveller and have visited more than 50 destinations world wide. He is married to a freelance interior designer. The couple blessed with a daughter who is studying in 11th standard. Duggal is an avid sports fanatic. He has represented Delhi state continuosly for 3 years in Badminton Nationals at juniors and sub junior level from 1982 to 1985. He is also very fond of copy writing and poetry.

Nihar Parida

Parida is an accomplished and result driven professional with over 21 years of experience in strategic operations, sales, marketing, business development, supply chain management, logistics, channel management and CRM with profit accountability.

He also worked with Geodis Overseas as director sales & marketing; LG Life Sciences India as manager logistics; ARAMEX as area manager, Delhi and Blue Dart Express as area manager, Noida. Parida is B. Sc {Zoology Honours} from Stewart Science College, Cuttack.

vice president, logistics & marketing�Uniworld Logistics

C O O�

Air & Sea Service, India, YIN�Mukesh RehalRehal has started his career with PS Bedi group in 1988, and has been associated with companies like Escorts JCB, VXL Engineers and Honda Siel Cars India. He worked in various supply chain divisions and developed great sense of practical understanding before joining Yusen Air & Sea Service in 2007.

Rehal has great sense of interest in commerce and graduated with the same subject from Jodhpur University.He has a vision of shaping up of a dream organisation keeping the pace of the world. Rehal was born in Rai-Bariely UP. He is married to Harvinder Rehal and the couple has two daughters. His hobbies include photography and collection of old music.

Mark Khambatta

Khambatta brings with him 27 years of experience in the supply chain and logistics industry. He began his career in operations and later went on to become the country head for a British Logistics company in the Middle East in 1993. He joined UPS in 2005 during the integration of Menlo Worldwide Forwarding and Fritz Companies.

Mark holds an MBA degree from the Oxford. He graduated from the College of Maritime Studies at South Hampton, UK. With his participative leadership style, Khambatta aspires to make UPS the best place to work in the country. He also has an avid interest in sports such as golf. Khambatta is blessed with three children and is based in Mumbai.

country manager�UPS India

East West Freight CarriersM Ajaz

A graduate in business administration from Oxford University, Ajaz, the young and dynamic director of East West Freight Carriers, is an adventure sports enthusiast with expertise in deep water diving, yachting and bike riding. His expertise in managing global logistics began with his first job as an intern at Excel Logistics, in United Kingdom from 1997 to 2000. In the span of 9 years with East West Freight Carriers, he has managed all aspects of the company from strategy and development to operations and marketing. He has expanded the business operations of East West Freight Carriers in seven key areas such as - air freight, ocean freight, rail freight, surface transportation, custom clearance, logistics solutions, and warehousing. A family man at heart and a proud and devoted father to his daughter, Ajaz ensures he spends quality time with his family.

d i r e c t o r�


Radharamanan Panicker

Panicker has more than 20 years experience in the field of logistics, distribution, cargo handling and warehouse management. A qualified dangerous goods instructor from IATA, he is also a specialist in the management of dangerous goods and perishable cargo. He has been leading Cargo Service Center (CSC) since inception in 1995. Starting with a small team of 30 people, he established CSC’s presence in Mumbai handling cargo for its parent company – KLM Royal Dutch airline. He has since grown the CSC business to its present level of almost Rs.270 million turnover with operations in Mumbai, Delhi, Chennai and Hyderabad. Prior to taking this assignment, Panicker worked in Elbee Express for seven years. A Post Graduate Master of Business Management Diploma from XLRI, he completed his Bachelor of Science (Physics) Degree from St.Xavier Ahmedabad. Panicker is a member of CII’s Western region committee on logistics since last four years and member of the CII’s National committee on Civil Aviation.

C E O�Cargo Service Center India

regional vice president, India subcontinent�Raajeev Bhatnagar

Raajeev Bhatnagar took over as managing director of UT Worldwide (India) in September 1999. He has been with UT Worldwide for over 11 years and currently is the regional vice president, India subcontinent. A graduate from Delhi University, Bhatnagar is a seasoned leader with over 30 years of experience in logistics industry in India. He is passionate about making, keeping and delivering commitments, with eye for detail and believer of recognition and reward. He has 2 children – Rishebh and Pracchi. His spouse Pramila is a home maker and has devotedly managed and balanced her home and family. Bhatnagar is greatly involved in assisting and supporting any educational institute either monetarily or in kind. He loves reading, music and travelling. He is a keen follower of cricket. His motto is to make business and life simple.

Penta Miyazaki

Penta Miyazaki was born on April 15, 1951 in Kanagawa Japan. He has completed his education from Rikkyo University. Miyazaki started his career with Yusen Air & Sea Service Co., ltd in 1975.

Miyazaki came to India in 2005 with an experience of 20 years. He worked with US based organisations. He started as president for the company. He found India a very challenging country and full of business opportunities. Under his leadership, the company has expanded services to seven locations in India i.e., Delhi, Bangalore, Mumbai, Chennai, Kolkata, Pune and Hyderabad. Besides his hectic work schedule, Miyazaki is keen in reading books.

president�Yusen Air & Sea Service, India (YIN)

UT Worldwide

SafexpressPawan Jain

A known industry veteran Pawan Jain commands immense respect in the corporate fraternity. With an experience of more than three decades, Jain has contributed immensely to the growth of supply chain and logistics Industry in India. Jain realised more than a decade ago that the two core values of ‘safety’ and ‘speed’ were imperative to ensure customer satisfaction. Thus, he coined the name Safexpress for his organisation, in 1997. A perfectionist that he is, Jain is driven by a passion to excel and an indomitable commitment to quality. He firmly believes in the power of knowledge and uses it as a strategic tool to achieve his goals. Jain has been conferred with numerous prestigious awards including lifetime achievement award by ELSC and retail Leadership award by Asia Retail Congress among others. Jain is a man of deep-rooted principles and strong virtues. He firmly believes in operating on the foundations of absolute transparency, ethics, trust and respect.

C M D�

Palem Srikanth

Palem Srikanth Reddy’s (Srikanth) career track record includes globally reputed organizations such as Hewlett Packard (world’s No.1 Company in IT) & Emery worldwide (now UPS). He is the founder, chairman and the managing director of Four Soft.

With an Engineering Degree from REC (now NIT) Trichy, which is ranked as one of the top engineering colleges in India and an MS (Master of Science) from the school of Industrial Engineering at Stanford University, Srikanth is also actively involved in several public service and charitable activities in his individual capacity, as well as a Trustee of Justice P.C.Reddi Trust.

Founder and CMD�Four Soft



Rakesh Tiwari

Tiwari joined GoAir in June 2009 and is responsible for the overall commercial operations of GoAir including sales, marketing, revenue and network planning. Having worked in varied sectors including telecom and retail, Tiwari brings with him more than 13 years of diversified work experience. Prior to joining GoAir, he was with The Mobile Store in the capacity of head of mobile handset business. He started his career in 1998 with Hughes Telecom as the manager- enterprise business and since then has held several senior and mid-management roles in companies including the Subhiksha Retail, ICICI Lombard, Nokia India and others. Tiwari completed his BE in 1998. Subsequently, he did his sales & marketing MBA. Tiwari has a keen interest in cricket and travelling.

vice president, commercial operations�Go Airlines (India)

Emirates AirlineRam C. Menen

Menen has headed the cargo division of Emirates since the inception of the airline in October 1985. He spearheaded the conceptualisation and development of the LD-36 (AMF) type of ULD (Unit Load Device) which increased usable space on each lower deck pallet base by 33 per cent. He is a FCILT (Chartered Fellow of the Chartered Institute of Logistics & Transportation). He is one of the founder members of The International Air Cargo Association (TIACA), serving as vice president in 1993 and 1994, and as President, CEO and Chairman of the Board in 1995 and 1996. Menen is the current chairman of the IATA’s Cargo Committee. He has received several awards for his tireless work in the industry. For instance, in 2003, he received the International Air Cargo Achievement Award from The World Trade Centre Miami for “Excellence in Promoting East-West Trade”. He likes to spend time with his family, but admits that Emirates and the air cargo industry take up most of his waking moments.

divisional senior vice president cargo�

CEO�RK Tiwari

With thirteen years of experience in recruitment, headhunting and training development in various recruitment firms, RK Tiwari, CEO, New Venture Consultants, has a vision of seeing his firm as the leader in recruitment specializing verticals. Today, his company specialises in verticals like logistics/SCM, retail, real estate, hospitality and the service industry in general. Over the years, Tiwari has built his reputation as a good motivator, counselor and reliable head hunter.

Ram Tiwari

In 1985, Ram Tiwari began his logistics business with just five members of staff in Delhi. Now, twenty-five years later, Shine Logistics is a flourishing business with 14 offices across the country and a work force of 300. Today, the company offers logistics solution to some of the top fortune companies across the world. In 2003, Tiwari built a charity hospital in Deoria, in the Eastern part of Uttar Pradesh, for people who cannot afford to pay for their treatment. Tiwari says with pride that, so far, the hospital has not taken any support from a government or private body to run this place. Tiwari sees many opportunities for growth for his company in the coming years and hopes that his two brothers, one running a textile export business and the other a politician, will also flourish in their respective careers.

director marketing�Shine Logist ics

New Venture Consultants

Sahyog Group CompanyRajeev Sharma

Sharma started his career with a reputed company in cargo trade in 1993.Though it (handling cargo) was a tiring job, it gave him a passion for cargo and one fine day he decided to start his own venture. In 2000, he established Sahyog and since then it has been no looking back. Meanwhile, Sahyog has developed a good reputation and clientele in the market. The company offers freight forwarding, transportation, customs clearing, warehousing, consulting services, insurance and other services related to export and import. Sharma is now looking for entering into international association with different companies.

m a n a g i n g d i r e c t o r�


Jeena & CoSam Katgara

Katgara is the fourth generation in the 107-year-old company which pioneers in freight forwarding in India with many firsts to its credit. During his tenure of nearly 30 years in the forwarding industry, Katgara has held several industry positions including chairman, Federation of Asia Pacific Agents Association; president, Air Cargo Agents Association of India; president of Air Cargo Club Bombay, managing committee member, international chamber of commerce –India and managing committee member, Association of Multimodal Transport Operators of India. Apart from business activities, Katgara has been a keen sportsman and has achieved a recognition in national level swimming, cycling and motor rallying where he holds the record of being the fastest driver of Bombay for 5 consecutive years. Now he is on the panel of judges for “India’s Car of the Year”.

S Hari

He started his career in 1994 with Gati desk and worked with them till 2000, when he moved to Elbee Services as area sales manager. The same year he joined Jet Airways as asst manager-cargo at Delhi airport. When he left the organisation in 2007, he had been working there as manager-cargo North India & Nepal (sales and operations).As part of an industry that relies heavily on team work, Hari also believes that teamwork makes all the difference when it comes to success. At the same time he recognises that individual efforts also play a major role in a team’s success. Hari is a post graduate diploma holder in business management and a graduate in English literature. His wife is a homemaker and they have a seven year old son.

manager cargo –India�InterGlobe Aviation (Unit -IndiGo CarGo)

Samir Gandhi

Chemical Engineer by profession, having taken his degree from the prestigious UDCT, Gandhi started his career as a project engineer with a very successful chemical company and is now the executive director of Gandhi Automations. During his experience of 5 years at the chemical company, he always wondered about automation handling of hazardous chemicals. His passion led him to search for information on entrance automation and he and his brother Kartik visited various companies in Europe. This resulted in establishing Gandhi Automations in 1996. Gandhi Automations specialises in entrance automations and loading bay equipments. The company has tie ups with leading brands in these fields and a good network with dealers.

Gandhi Automations�

p a r t n e r�

Sanjay Sethi

Sethi has 19 years industry experience in companies like NDDB, SM Dyechem, Hindustan Lever, Sputnik, Subhiksha Retail, Dale Carnegie & Associates, Premium Farm Fresh Produce (Bharat Hotels) and Technopak Advisors. He has in depth understanding of food processing and agribusiness in India. His unique experience in building infrastructure for perishables has helped many organisations in designing their supply chains. In his present assignment at Arshiya International, Sethi is heading Supply Chain Management Division offering end to end supply chain solutions. Apart from assisting external clients through 4 PL solutions, Sanjay is also involved in developing solutions for Arshiya International’s own Free Trade Warehousing Zones in India. Sethi is the co- chairman of FICCI Task Force for Quality in Agriculture. Sethi has graduated in B.Sc. (hons) Agriculture and PGDRM.

vice president�Arshiya Supply Chain Management

Ravinder Sethi

Sethi is the son of an Indian diplomat. Having spent much of his early life around the world, he completed his Bachelors and Masters in Business Economics from a prestigious University of Delhi. He got into exhibition freight logistics arena in 1977 and in 1986 established R.E.Rogers India, along with his wife. Sethi holds several important posts in this industry – i.e. past chairman of the International Exhibition Logistics Associates (IELA), presently vice president and also a founder member of the India Exhibition Industry Association (IEIA), and most importantly vice president on the executive committee of UFI.

m a n a g i n g d i r e c t o r�R.E.Rogers India



Ethiopian AirlinesSolomon Yadeta

Graduated in management from Addis Ababa University, Yadeta joined Ethiopian Airlines in July 1995. He worked in various departments in passenger and cargo handling for 10 years before appointed as station manager Lagos where he worked for 2 years.

For last two and half years, he is working as traffic and sales manager Delhi taking care of the passenger and cargo handling. Yadeta is married and a father of two boys. He loves playing football.

Shankar Iyer

Iyer started with Swiss Air as apprentice in 1984, with load, control & cargo division and moved to Delhi in 1991 to setup the station cargo load control dept. In 1995, he was promoted as manager cargo sales & services for North India. In 2004, he took up the responsibility of managing director besides country manager for the Indian operations of the company.

A conscientious citizen of the country, he hopes to become an entrepreneur and create opportunities for the underprivileged rural population of the country. He believes that in life everything is possible. It is just that some things take more time. Iyer’s family consists of his parents, apart from his wife and two sons.

managing director, India

Subhasish Chakraborty

Born in an average middle class family in Rahara, West Bengal, it was not an easy task for Chakraborty to reach today’s level in the industry. Being an outstanding student, he earned scholarships to fund his studies. The struggle that he saw his family faced made him to take a decision to be an entrepreneur and not get into employment. A B.Sc (gold medalist) from Calcutta University, Chakraborty also acquired professional course, Accelerated Management, from International School of Business.

He has not only established DTDC as one of the leading companies in the country, but has also been felicitated with several prestigious awards by various organisations.

He is fond of travelling, reading, music and conducting motivational trainings. His family members include parents, wife (director – DTDC Courier & Cargo), daughter (director – DTDC Courier & Cargo) and son (director – DTDC Courier & Cargo). For Chakraborty & DTDC, business transcends beyond profits and boardrooms. He wants to drive literacy and wish to adopt a village, where every child will be educated.

chairman & managing director�DTDC Courier & Cargo

sales manager- Delhi, Gulf, ME & Asia�

�

chairman-cum-managing director�SD Agarwal

Agarwal is not only a successful businessman but also a social worker. He is a religious man as well as secular personality. He devotes time and effort for social causes, religious festivals and cultural programmes. He believes that man is social and each one serves the society. That is why, despite his busy business schedule, he takes out time for all kinds of social works.

Agarwal is a graduate and has earned management skilled from hand-on practices. He started his professional career with Blazeflash Couriers as an accountant.

Blazeflash Couriers

Swiss Cargo


TK Doshi

Doshi is an engineering graduate with MBA and has worked for 31 years in PSU holding various assignments. Presently, he is a director (marketing & corporate planning) with CWC. In addition, he looks after the functions of Engineering, Technical, Quality Control, Pest Control Services divisions of the Corporation.

He is also a director on the Board of Chhattisgarh State Warehousing Corporation and UP State Warehousing Corporation.

director (marketing & corporate planning)

managing director, Rahat Cargo and vice president�

�

Sunil Kohli

Kohli stepped into the challenging field of Freight Forwarding in the year 1984 by incorporating company Rahat Cargo. He was born and brought up in Ajmer and is a graduate from University of Rajasthan. Kohli is actively involved in Air Cargo Club of Delhi (ACCD) as an executive member in managing committee since 2003- 2004 and presently serves as the vice-president of ACCD. He married to Madhu and they have two children, Hardik (son) and Muskaan (daughter).

Kohli considers his family and friends as his true strength and driving force behind his continued efforts to stay focused on his professional and personal goals. He is passionate about music and sports specially cricket.

Sunil Arora,

Executive director with Delta Air Freight, direct Ocean Shipping, Sunil Arora has also been associated with Air Cargo Agents Association of India (ACAAI) as chairman (2006 – 2010), Air Cargo Club of Delhi as the president (2005-07), member of the managing committee of ACAAI, since 2002, chairman Convention ACAAI (2006-2010) and several other trade organisations and facilitators.

An alumnus of the Delhi University, Arora has done his graduation here before completing his higher studies in Business and Finance Management. Arora’s family consists of his wife and two children aged 12 and 14.

executive director�Delta Freight

Central Warehousing Corporation, New Delhi

ACCD

Suraj Agrawal

Agrawal is a B.Com graduate from Nagpur. His company, Monopoly, started the cargo business from Nagpur. Though Agrawal has established his company’s pan-India presence now, he started from a small sector where there was no air or train cargo movement at that point of time.

Agrawal is key founder member of the Domestic Air Cargo Agents Association (DACAAI). Presently, he is the general secretary of DACAAI. Agrawal’s vision is to bring all agents of India on one platform and to get the domestic cargo trade organised under DACAAI.

director, Monopoly Carrier and general secretary�DACAAI



Blue Dart AviationTulsi Nowlakha Mirchandaney

Tulsi Nowlakha Mirchandaney, managing director of Blue Dart Aviation, South Asia’s largest domestic express cargo airline, has been part of the airline and express industry of India for over thirty years now. With an MBA in International Aviation from the Concordia University Montreal, Tulsi’s passion for the subject motivated her to write a research paper on aviation education, during her academic years. In 2008, Tulsi switched over from Blue Dart Express, where she functioned as the senior vice president – marketing & projects and senior advisor, to her present position. It was under Tulsi’s guidance that due emphasis was placed on the importance and the marketing of air cargo, and Blue Dart Aviation became a reality. She has played a major role in acquiring major accounts, getting into agreements with international airlines, initiating charter services and setting up the logistical details for these services.

Tushar Jani

Tushar Jani is the founder Chairman of Blue Dart Express, which was taken over by DHL Express (Singapore) in March 2005. He has over 31 years of experience in the shipping and transport industry, and pioneered inland logistics of sea freight containers to manufacturers. In 1979, Jani started air cargo operation for small parcel. Egged on by its success, Jani set up Blue Dart Express in 1983 in partnership with two of his friends. An innovative entrepreneur at heart, Tushar has envisioned, founded and mentored numerous companies. For instance, he has co-founded the NVOCC business - Swift Freight.

Tushar has inspired his daughter, Bhairavi to set up Transmart (India) a warehousing, logistics and supply chain management company. Jani is the founder chairman of the Express Industry Council of India. Currently, he is the chairman of Confederation of Indian Industry (CII), western region logistics sub-committee and also the president of association of multimodal transport operators of India (AMTOI). Jani is very actively involved in various social welfare projects.

chairman�Blue Dart Aviation

managing director�



Vipan Jain

He started with one of the sub-cargo agency in 1981 and then moved to IATA agency. In 1985, he joined Lufthansa - Cargo as cargo clerk and then there was no looking back. During his last 25 years with Lufthansa, Jain worked as a cargo supervisor, manager - logistics for South Asia and later with additional responsibility of Middle East stations. During last decade, he has been actively associated with BAR (I) Cargo - N.R. as vice chairman and now chairman. Jain is a graduate (B.Com - Hons) from Delhi University and “Certified Logistic Manager” by Marketing Akademie, Hamburg, Germany and Lufthansa Cargo AG beside MBA from Canadian School of Management.Jain and his wife have one son (11 years old). Jain is very keen in meeting and talking to new people. He, however, likes to spend leisure time with his family and well wishers. He also likes to see comedian Hindi movies, playing cards during Diwali and watch cricket match.

manager logistics, South Asia and Middle Eastt, Lufthansa Cargo and chairman�BAR (I) Cargo

Vineet Kanaujia

Kanaujia received his MBA degree in marketing from Faculty of Management Studies (Delhi) in 1999. He did his bachelors in engineering from MMM Engineering College (Gorakhpur) in 1997. Kanaujia started his career with HCL and went on to work with ConAgra Foods. Later he had a long stint with Samsung. Kanaujia joined Safexpress 3 years ago. Since then he has made a huge contribution in the rapid growth of the company. In a very short time-span he has managed to radically enhance Safexpress brand equity in India.

Among other prestigious awards, Safexpress was rated as ‘India’s Most Promising Brand’ in a research by ‘Indian Council of Market Research’. Kanaujia, too, has been conferred with several highly venerated awards. He regularly writes for numerous newspapers and magazines on a variety of subjects. His hobbies include reading, music, trekking and soccer.

GM-Marketing�Safexpress



Vipin Vohra

An alumni of Shri Ram College of Commerce, Vohra joined the family business in 1975 – a business founded by his late father, TN Vohra. He is also a member on the board and the vice chairman of DPD Continental, an express parcel, joint venture company.Vohra is well recognised and appreciated by the freight forwarding industry, various chambers of commerce and industry as well as the official committees of the government of India promoting commerce and exports. He served as president of Air Cargo Agents Association of India, in 2005 and was re-elected in 2007.Vohra is happily married to Pushpa. Daughter Khushboo, eldest of the three children, is married and manages a government approved export house owned by the family. Son Vaibhav, a graduate of Babson Business School, USA is a working director in the Group companies and the youngest son Viraj is currently studying at the Babson Business School, having finished one year of his studies.

CMD�Continental Carr iers Group of Companies

Virender Khosla

Khosla started his professional career with Lufthansa Cargo in 1965. He took early retirement and started his own freight forwarding company Indair. The company was merged with UTi in 2002. Khosla believes in strict discipline to achieve success in life. Very positive about the future of logistics industry in India, he however, ventured out for hospitality industry. Recently, Khosla launched a 32 roomed 3-star category hotel, Airport Residency, near IGI Airport in Delhi. Khosla is a follower of Radhaswami Satsang and reading religious books is his only hobby. Khosla is blessed with two sons. He likes to convey the message to young people that they should grasp multiple opportunities with conviction at this fast growing company.

vice chairman, UT Worldwide (India) and managing director�Airport Residency Hotel


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