INDIAN LOGISTICS INDUSTRY: AN ANALYSIS

Project report submitted to the School of maritime management, Indian Maritime University in Partial Fulfillment of the requirements for the award of the Degree of Master of Business Administration in Port and Shipping Management

By ABINASH DASH (Reg. No.1024217203)

Under the supervision of Smt. LEKHA RAVI Coordinator-MBA School of Maritime Management, Cochin Centre

SCHOOL OF MARITIME MANAGEMENT INDIAN MARITIME UNIVERSITY COCHIN CENTRE

APRIL 2012

CERTIFICATE
This is to certify that this report entitled INDIAN LOGISTICS INDUSTRY:AN ANALYSIS submitted to the School of Maritime Management, Indian Maritime University in partial fulfilment of the requirement for the award of the degree of M.B.A - Port & Shipping Management is the bonafide work of ABINASH DASH, under my supervision. Certified further that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree/diploma or award was conferred on an earlier occasion on this or any other candidate.

Smt.LEKHA RAVI
Supervisor and Guide School of Maritime Management

SCHOOL OF MARITIME MANAGEMENT INDIAN MARITIME UNIVERSITY DECLARATION

I, ABINASH DASH hereby declare that this report titled INDIAN LOGISTICS INDUSTRY:AN ANALYSIS submitted in partial fulfillment of the requirement for the degree of M.B.A - Port & Shipping Management is my original work and it has not formed the basis for the award of any other degree.

Place: Date: ABINASH DASH

ACKNOWLEDGEMENT
Every Project is always incomplete without proper assistance and guidance. Hence, I would like to thank and express our gratitude to all those people who have helped me in completion of project report directly or indirectly. With great pleasure and privilege, I present this report on INDIAN LOGISTICS INDUSTRY:AN ANALYSIS Difficult job could be made easier by team effort, coordination and proper guidance which, I have experienced during various stages while carrying my project work. I wish to express my deep gratitude to who gave me the opportunity to work under the supervision, Smt. LEKHA RAVI inside of her busy involvement in the multifarious activities of the department .I would like to thank all the staff members of the NYK,DHL,TCI,SCI especially in operation as well as finance and HR for their kind cooperation throughout the project because an understanding of study like this is never an outcome of effort of single person rather than it bears the imprint of a number of person who directly and indirectly guided me to complete the project. I am indeed very grateful to INDIAN MARITIME UNIVERSITY, for providing me permission to do summer project. Words fail me in expressing my regard to my teacher especially Dr. Vasantgopal, parents, friend, and brothers who are the main source of encouragement and inspiration in my life. Last but not the least I would like to express my sincere thanks to the people who have been of direct or indirect help in preparing this report and my classmate of MBA who help and co-operated with me during the course of completion of this project. Any errors or omissions remain my sole responsibility. Thanking you ABINASH DASH

MBA (PORT AND SHIPPING MANAGEMENT) INDIAN MARITIME UNIVERSITY

LOGISTICS MANAGEMENT - INTRODUCTION

Logistics management is that part of the supply chain which plans, implements and controls the efficient, effective, forward and backward (reverse) flow and storage of goods, services and information between the point of origin and the point of consumption in order to meet customers' requirements rather to the customers delight. A professional working in the field of logistics management is called a logistician. Logistics, as a business concept, evolved only in the 1950s. This was mainly due to the increasing complexity of supplying one's business with materials, and shipping out products in an increasingly globalized supply chain, calling for experts in the field who are called Supply Chain Logisticians. This can be defined as having the right item in the right quantity at the right time at the right place for the right price and to the right target customers (consumer); and it is the science of process having its presence in all sectors of the industry.

The goal of logistics work is to manage the fruition of project life cycles, supply chains and resultant efficiencies. Logistics is concerned with getting (or transmitting) the products and services where they are needed or when they are desired. It is difficult to accomplish any marketing or manufacturing without logistical support. It involves the integration of information, transportation, inventory, warehousing, material handling, and packaging. The operating responsibility of logistics is the geographical repositioning of raw materials, work in process, and finished inventories where required at the lowest cost possible.

b. Origin and Definition of Logistics: The term "logistics" originates from the ancient Greek "" ("logos""ratio, word, calculation, reason, speech, oration"). Logistics is considered to have originated in the military's need to supply themselves with arms, ammunition and rations as they moved from their base to a forward position. In ancient Greek, Roman and Byzantine empires, there were military officers with the title Logistikas who were responsible for financial management and distribution of supplies. The Oxford English dictionary defines logistics as: The branch of military science having to do with procuring, maintaining and transporting material, personnel and facilities. The American Council of Logistics Management defines logistics asthe process of planning, implementing and controlling the efficient and effective flow, and storage of goods, services and related information from the point of origin to the point of consumption for the purpose of conforming to customer requirements. c. Objective of Logistics Management: The primary objective of logistics management is to effectively and efficiently move the supply chain so as to extend the desired level of customer service at the least cost. Thus, logistics management starts with ascertaining customers needs till their fulfilment through product supplies. However, there are some definite objectives to be achieved through a proper logistics system. These can be described as follows: 1. Improving customer service:

An important objective of all marketing efforts, including the physical distribution activities, is to improve the customer service. An efficient management of physical distribution can help in improving the level of customer service by developing an effective system of warehousing, quick and economic transportation, and maintaining optimum level of inventory. 2. Rapid Response: Rapid response is concerned with a firm's ability to satisfy customer service requirements in a timely manner. Information technology has increased the capability to postpone logistical operations to the latest possible time and then accomplish rapid delivery of required inventory. 3. Reduce total distribution costs: The cost of physical distribution consists of various elements such as transportation, warehousing and inventory maintenance, and any reduction in the cost of one element may result in an increase in the cost of the other elements. Thus, the objective of the firm should be to reduce the total cost of distribution and not just the cost incurred on any one element. 4. Generating additional sales: A firm can attract additional customers by offering better services at lowest prices. For example, by decentralizing its warehousing operations or by using economic and efficient modes of transportation, a firm can achieve larger market share. Also by avoiding the out-ofstock situation, the loss of loyal customers can be arrested. 5. Creating time and place utilities: The products are physically moved from the place of their origin to the place where they are required for consumption; they do not serve any purpose to the users. Similarly, the products have to be made available at the time they are needed for consumption. 6. Price stabilization:

It can be achieved by regulating the flow of the products to the market through a judicious use of available transport facilities and compatible warehouse operations. By stocking the raw material during the period of excess supply and made available during the periods of short supply, the prices can be stabilized. 7. Quality improvement: The long-term objective of the logistical system is to seek continuous quality improvement. Total quality management (TQM) has become a major commitment throughout all facets of industry. If a product becomes defective or if service promises are not kept, little, if any, value is added by the logistics. Logistical costs, once expended, cannot be reversed. 8. Movement consolidation: Consolidation one of the most significant logistical costs is transportation. Transportation cost is directly related to the type of product, size of shipment, and distance. Many Logistical systems that feature premium service depend on high-speed, small shipment transportation. Premium transportation is typically high-cost. To reduce transportation cost. It is desirable to achieve movement consolidation. d. Logistics Management Function Logistics is the process of movement of goods across the supply chain of the company. This process is consist of various functions, which have to be properly managed to bring effectiveness efficiency in the supply chain of organization. The major logistical function are shown in figure

1. Order processing: The starting point of physical distribution activities is the processing of customers orders. In order to provide quicker customer service, the orders received from customers should be processed within the least possible time. Order processing includes receiving the order, recording the order, filling the order, and assembling all such orders for transportation, etc. the company and the customers benefit when these steps are carried out quickly and accurately. The error committed at this stage at times can prove to be very costly. Order processing activity consist of the following Order checking in any deviations in agreed or negotiation terms Prices , payment and delivery terms Checking the availability in of the material stocks Production and material scheduling for storage Acknowledge the order, indicating deviation

2. Warehousing: Warehousing refers to the storing and assorting products in order to create time utility. The basic purpose of the warehousing activity is to arrange placement of goods, provide storage facility to store them, consolidate them with other similar products, divide them into smaller

quantities and build up assortment of products. Generally, larger the number of warehouses a firm has the lesser would be the time taken in serving customers at different locations, but greater would be the cost of warehousing. Thus, the firm has to strike a balance between the cost of warehousing and the level of customer service. Major decision in warehousing is as follow: Location of warehousing facility Number of warehousing Size of warehouse Design of the building Ownership of the warehouse 3. Inventory Management: Linked to warehousing decisions are the inventory decisions which hold the key to success of physical distribution especially where the inventory costs may be as high 15 as 30-40 per cent (e.g., steel and automobiles). No wonder, therefore, that the new concept of Just-in-TimeInventory decision is increasingly becoming popular with a number of companies. The decision regarding level of inventory involves estimate of demand for the product. A correct estimate of the demand helps to hold proper inventory level and control the inventory costs. This is not only helps the firm in terms of the cost of inventory and supply to customers in time but also to maintain production at a consistent level. The major factors determining the inventory levels are: The firms policy regarding the customer service level, Degree of accuracy of the sales forecasts, Responsiveness of the distribution system i.e., ability of the system to transmit inventory needs to the factory and get the products in the market. The cost inventory consists of holding cost (such as cost of warehousing, tied up capital and obsolescence) and replenishment cost (including the manufacturing cost). 4. Transportation: Transportation seeks to move goods from points of production and sale to points of consumption in the quantities required at times needed and at a reasonable cost. The transportation system adds time and place utilities to the goods handled and thus, increases

their economic value. To achieve these goals, transportation facilities must be adequate, regular, dependable and equitable in terms of costs and benefits of the facilities and service provided. 5. Information: The physical distribution managers continuously need up-to-date information about inventory, transportation and warehousing. For example, in respect on inventory, information about present stock position at each location, future commitment and replenishment capabilities are constantly required. Similarly, before choosing a 16 carrier, information about the availability of various modes of transport, their costs, services and suitability for a particular product is needed. About warehousing, information with respect to space utilization, work schedules, unit load performance, etc., is required. In order to receive all the information stated above, an efficient management information system would be of immense use in controlling costs, improving services and determining the overall effectiveness of distribution. Of course, it is difficult to correctly assess the cost of physical distribution operations. But if correct information is available it can be analyzed systematically and a great deal of saving can be ensured. 6. Facilities: The Facilities logistics element is composed of a variety of planning activities, all of which are directed toward ensuring that all required permanent or semipermanent operating and support facilities (for instance, training, field and depot maintenance, storage, operational, and testing) are available concurrently with system fielding. Planning must be comprehensive and include the need for new construction as well as modifications to existing facilities. Facility construction can take from 5 to 7 years from concept formulation to user occupancy. It also includes studies to define and establish impacts on life cycle cost, funding requirements, facility locations and improvements, space requirements, environmental impacts, duration or frequency of use, safety and health standards requirements, and security restrictions. Also included are any utility requirements, for both

fixed and mobile facilities, with emphasis on limiting requirements of scarce or unique resources. RELEVANCE OF LOGISTICS INTERNATIONAL MARKETING Marketing experts have recognized that for developing a position of sustainable competitive advantage, a major source is superior logistics performance. Thus, it can be argued that instead of viewing distribution, marketing and manufacturing as largely separate activities within the business, they need to be unified, particularly at the strategic level. One might be tempted to describe such an integrated approach to strategy and planning as Marketing Logistics. Business can only compete and survive either by winning a cost advantage or by providing superior value and benefit to the customer. In recent years, numbers of companies have become aware that the market place encompasses the world, not just the India .As a practical matter, marketing managers are finding that they need to do much work in terms of conceptualizing , designing , and implementing logistics initiatives to market effective globally. Following are the reasons behind the extension of logistics activities at global level to do business internationally. The magnitudes of global business are: Increase in the magnitude global business. Business is relying on foreign countries to provide a source of raw materials and markets for finished goods. Fall of global trade barriers. Increase in Global competition.

Prospects of Growth in the Industry

In years gone by, the traditional warehousing and logistics facility was located by railroad tracks, a water port, and/or freeways, usually in the least desirable parts of cities or large towns. This stereotype then faded as gigantic, state-of-the-art facilities began to sprout in more rural areas on the outskirts of transportation and population hubs. The World started beginning to see such facilities showing up in even less "traditional" areas. Modern warehouses now are being located in carefully manicured industrial parks that are sprouting as fast as the corn and wheat

once did in these open spaces-often in out-of-the-way places. Why the emphasis on such locations for logistics companies? Much of it is due to the great flux that the logistics industry has been undergoing in the first three years of the 21st century. Most of these changes are being driven by a growing trend in the manufacturing and retail sectors to form partnerships with companies to which they can outsource non-core logistics competencies-3PL providers. In turn, 3PL providers are continually looking to provide innovative supply chain solutions to customers by focusing on value-added capabilities, differentiating themselves from the competition. They focus on key objectives, such as implementing information technologies, instituting effective management processes, integrating services and technologies globally, and delivering comprehensive solutions that create value for 3PL users and their supply chains. This need to partner with customers and become more integrated into their supply chain processes has created the ancillary need to locate close to these customers. That isn't to say the need for easy access to transportation hubs and different modes of transportation won't continue to be important. But the above shift in business strategy, along with the advances in technology and enhanced communication, has opened the door for logistics facilities to operate effortlessly in a myriad of locations. Profit warnings, share price pressures, mergers, reorganizations, relocations, disposals, painful layoffs and great geopolitical uncertainties can sweep away even the most comprehensive logistics strategies and thats despite outstanding management over many years. These are exceptionally difficult times and it has never been more important to connect logistics and freight planning to executive board thinking than now. Its easy to lose sight of the bigger picture in the rush to cut infrastructure cost and conserve cash. Hopefully organization succeed in protecting the business, satisfying shareholders and analysts, but what about capacity and flexibility, morale and momentum? To be a logistics winner in the coming years organizations need to use the downturn to reshape for growth, propelled by an unshakeable conviction that the mission is still important, that more prosperous times lie ahead, and that in some way the company infrastructure is helping to build a better kind of world.

Own passion for running the race matters most of all in a downturn, when people are insecure, see only savage cost savings, and loyalty is tested. The corporations future will be dominated by six factors, or faces of a cube, spelling F U T U R E. Logistics is inevitable in the future and essentially the management policy also has a significant role in the future of world. Generally the study is being featured with all aspects of management in Logistics and Freight areas. (Logistics include Transportation, Warehousing, Network Design, Cross docking, and Value Adding)

OBJECTIVE OF STUDY: The study aims at the following objectives: 1.To review the origin, development and present status of Indian logistics industry

2.To study the performance of Indian Logistics industry with other countries and cost associated with it.

3.To study the impact of Logistics industry on performance of other industry

4.To study the Logistics cost associated in different industries

5.To study the transportation cost associated with different modes and their choice to choose mode.

6.To study the role of global 3PL service providers in India

7.To study the current scenario of Indian Logistics Industry

8.To study economic zone development for Logistics industry

RESEARCH METHODOLOGY The present study is analytical in nature based on secondary data. The data required for the study have been collected from publications of Indian National Ship Owners Association, the Ministry of Ports and Shipping, Govt. of India, books, reports, periodicals and the Internet. In order to compare and cross check the data necessary discussions with the Officials of the shipping company and logistics firms have also been made. For data analysis, statistical tools such as average, percentage and trend analysis have been used.

PERIOD OF THE STUDY The Study limits itself to a five year period starting from the year 2007 to 2011. It was during this period that the shipping industry, particularly the logistics sector faced serious setbacks due to the global economic meltdown.

LIMITATION OF STUDY
The study is based on the secondary data published in newspapers, books and

journals of the researchers. Sometimes data which is published by the researchers cannot analyse fresh situation means old data and wrong data is collected by inherent error.
The time & cost plan an important role when one goes for a particular study.

Due to the time & cost constrains the large sample was not taken. Hence extra picture cannot be received and the finding cannot be generalized.

THE INDIAN LOGISTICS SECTOR :

Wars have been won or lost on the strength of logistics capability or lack of it. Although quite an old concept, logistics has been becoming efficient only since the globalisation wave of the early 1990s and hence, the businesses supported by it, worldwide, have been pushed for competitive balance-sheets, providing consumers a better product/service and yet adding value to its investors. Triggering intense competition, globalisation, coupled with liberalisation, forced both private and public firms to commit themselves to making available to their customers the right material of right condition, at the right time and place at the lowest cost be it a product or a service. The World Bank, in a recent survey Connecting to Compete: Trade Logistics in the Global Economy, has developed a Logistics Performance Index (LPI) that can serve as a benchmarking tool for measuring performance of businesses along a countrys logistics supply chain. The Bank study asserts that countries that are able to connect to the global logistics web would not only have access to vast new markets but also remain a part of the global trade growth. The report avers that it is not the income of nations but their undergoing trade expansion that determines their logistics efficiency, as the survey shows that nations with increasing trade (imports and exports) to GDP emerged as the out-performers on the LPI scale relative to their income levels. It also warns that those countries whose links with the global logistics chain are weak are bound to face large and growing costs of exclusion from international trade. India trails behind China on important indices such as customs procedures, overall infrastructure

quality, international shipment, logistics competence and tracking of shipments, but is ahead of the latter on the domestic logistics efficiency front. Healthy economic growth in India is increasingly supported by robust industrial growth. One of the relatively lesser known but significant sectors that support almost all industrial activity - the logistics sector - is also witnessing this growth as a follow through. However, not withstanding its importance and size (INR 4 trillion), it has traditionally not been accorded the attention it deserves as a separate sector in itself. Country USA UK Singapore India China Mexico LPI Score 3.85 3.84 4.19 3.07 3.64 2.64

The level of inefficiency in logistics activities in the country has been very high across all modes. With the evolving business environment creating a strong demand pull for quality and efficient logistics services, core issues around enabling infrastructure, regulatory environment and the fragmented nature of the industry are being overcome gradually. The required pace of efficiency and quality improvement will demand rapid development of capabilities of logistics service providers. And with logistics being a service oriented sector, skill development will emerge as a key capability while skill issues exist in varying degrees in all segments of logistics; those segments where the gaps are not only wide but also widening at a relatively fast pace. The most severe and immediate requirement for skill development is found to be in the road freight and warehousing segments. Indias spend on logistics activities - equivalent to 13 percent of its GDP is higher than that of the developed nations. The key reason for this is the relatively higher level of inefficiencies in

the system, with lower average trucking speeds, higher turnaround time at ports and high cost of administrative delays being just a few of the examples.

These inefficiencies have arisen over the years from a combination of a non-conducive policy environment, extensive industry fragmentation and lack of good basic infrastructure. India's indirect tax regime discouraged large centralized warehouses and led, over time, to fragmentation in the warehousing sector. At the same time, the absence of a single logistics 'champion' (whether in form of a ministry or otherwise) in the government (or industry) led to a disintegrated approach to development of the sector.

Country India U.S. Europe Japan

Logistics Cost/GDP 13% 9.9% 10% 11.4%

Extensive fragmentation meant the incapacity of industry players to develop the industry as a whole and poor support infrastructure, such as roads, ports and telecom, led to a situation where the opportunity to create value is limited. However, much of this is changing with the government now demonstrating a strong commitment towards providing an enabling infrastructure and creating conducive regulations. There is significant current and planned investment in infrastructure to the tune of (INR 15 trillion) over the next few years and an increased emphasis on public-private partnership. At the same time, regulations around rationalization of tax structures and prevention of overloading for example are creating an environment of positive change. Players now have the opportunity to leverage economies of scale, complemented with better infrastructure, to provide integrated logistics solutions which are cost effective. In addition, the evolving business landscape and increasing competition across industries, is creating the need for more efficient and reliable logistics services than what exist today For

example, rapid growth of organized retail and the need to reach out to the large untapped rural markets in India are necessitating development of strong back end and front end supply networks.

Fundamentally, a fragmented industry with low average scale - and consequent limited investment and market development capability - is worst placed to serve these needs. It is not surprising therefore that there is a frantic pace of consolidation and organic growth that the industry is witnessing (refer box and figure *). While logistics service providers are struggling to keep pace with the growth, logistics service users with limited or no outsourcing are finding it increasingly difficult and / or undesirable to manage this non-core activity in-house. The result is a wide need gap that is seemingly widening much faster than it is being filled.

It is in this context that capability development of logistics service providers assumes critical importance. While rapid development across all dimensions of organizational capability will be required to achieve and sustain demand growth, logistics being a service industry, manpower capabilities assume utmost 5 importances. The sector currently employs about 40 million people, a number that will rise rapidly with exponential growth expectations in the sector. 6 A look at the financials of a set of 80 logistics companies in India across sectors reveals that manpower spends comprise 8-10 percent of overall sales of the sector.

This roughly translates to about an INR 500 billion spend on logistics manpower in the country annually. Only about 13 -14 percent of the overall manpower costs are spent on non-salary, manpower development items (welfare, training etc.). This share for the unorganized companies would expectedly be much less. As against this leading global logistics companies spend around 20 percent of their employee expenditure on non-salary items. This lack of focus on developing manpower and skills for the logistics sector has resulted in a significant gap in the numbers and quality of manpower in the sector. This gap, unless addressed urgently, is likely to be a key impediment in the growth of the logistics sector in India, and in consequence, could impact growth in industry and manufacturing sectors as well. This underscores the need for identifying areas where such manpower and skill gaps are critical, and developing focused action plans to improve the situation. In the next section, we analyze each segment of the Logistics sector in India to identify the skill gaps that exist in each. These gaps are then prioritized to identify key focus areas, and the action that needs to be taken to bridge the gaps.

SIZE OF THE LOGISTICS MARKET IN INDIA:

Indian Supply Chain and Logistics Industry is more than USD 100 Billion in size and is the backbone of Indian Economy. Our industry is growing at a rate of 8-10% annually and has been a crucial contributor in the growth and development of the Indian economy. In the near future, Traditional Logistics services like Transportation and Warehousing would continue to growth at a good rate. However, the big ticket growth would come from the Value Added Logistics services in the near future. At present, Outsourced Logistics accounts for only one-third of the total Logistics market in India, which is a significantly lower proportion vis--vis the developed markets. Growth in this industry is currently being driven in India by over USD 300 billion worth of infrastructure investments, the phased introduction of VAT, the development of organized Retail and Agroprocessing industries, along with a strong manufacturing growth. In addition, we expect strong

Foreign Direct Investment inflows in the Indian markets, which would lead to increased market opportunities for providers of Third-Party Logistics in India. Therefore, India possesses substantial opportunities for growth in the Supply Chain & Logistics industry in the coming years, notwithstanding the temporary jolt due to the economic slowdown.

LOGISTICS ON A HIGH GROWTH TRAJECTORY

The Indian logistics sector grew by 8 to 10 per cent annually between 2002 and 2007. Several factors have favourably impacted the growth of the logistics industry, like the country's changing tax regime, growth across major industry segments such as automobile, pharmaceutical, fast moving consumer goods (FMCG) and the emergence of organised retail. With escalating competition and cost pressures, companies are increasingly focusing on their core competencies by outsourcing their logistics requirements to third party logistics (3PL) players. The future of the Indian logistics and warehousing industry is currently governed by three key factors a) BURGEONING DOMESTIC DEMAND Emergence of organised retail: Globally, retail has been a key growth driver for the logistics industry and India is no exception to this phenomenon. Organised retail in India has been growing at over 30 per cent year-onyear. The total retail industry in India is expected to 1 grow from US$ 320 billion in 2006 to US$ 421 billion by 2010. The growth of organised retail has created demand for specialised logistics services, wherein every retailer relies on strong logistics and warehousing infrastructure for the success of its business. This changing business environment should give further impetus to the logistics sector by generating increased demand for high-quality and efficient logistics and warehousing services.

Increase in foreign trade: In 2007, the Indian economy witnessed a growth of 13 per cent in exports and 17 per cent in imports. India's current share in global trade is around 0.8 per cent and is expected to increase to 1.6 per cent by 2012. Robust growth in foreign trade will increase the demand for good quality and timely logistics and warehouse services. India becoming a manufacturing hub: The world over, India is being recognised as a destination for outsourcing of custom-based, high-technology manufacturing activities. According to Confederation of Indian Industries (CII), India will emerge as one of the global 'manufactured product' outsourcing hubs and reach revenues of approximately US$ 50 billion by 2015. In order to remain cost-competitive, contract manufacturers will be required to provide integrated logistics solutions that will bolster the cost savings potential of the outsourcing initiative. The increasing trend of outsourcing will, in turn, drive strong demand for logistics solutions in the country. b) Reducing logistics costs The logistics cost in India which includes inventory holding, transportation, warehousing, packaging, losses and related administration costs is estimated at approximately 13 per cent of GDP and is high when compared to the corresponding figures for major economies India's multi-layered tax regime, infrastructure bottlenecks and other inefficiencies have been the primary reasons in keeping logistics costs high in India. Under the existing tax structure, 2 per cent Central Sales Tax (CST) is levied on inter-state sales. As a result, companies have had to maintain small warehouses and depots in every state in order to avoid paying CST on Inter-state sales. These multiple warehouses have resulted in high inventory costs, increased working capital and other overheads. A simplified tax regime will help logistics players service multiple markets and offer end-to-end solutions far more efficiently and at much lower costs.

As per the World Bank's report on the Logistics Performance Index, a 0.5 per cent decrease in logistics cost leads to 2 per cent growth in trade and a 40 per cent increase in the range of products that get exported out of the country. From multiple taxes to a simplified tax regime: Union Budget 2008-09 has proposed the phasing out of Central Sales Tax (CST) 2010-11. Once implemented, this measure will promote outsourcing of logistics operations and encourage the creation of large warehouses at key strategic locations that could operate on the 'hub-and-spoke' model. The implementation of Value Added Tax (VAT) in 2006 has played a role in reducing logistics costs. The proposed implementation of Goods and Service Tax (GST) could lower logistics costs further. According to the Confederation of Indian Industry (CII), improvement of logistics and warehousing industry can make Indian industries more costcompetitive, thereby enabling a GDP growth of 11 to 12 per cent, from the existing 7 to 8 per cent. c) Improvement in infrastructure Transportation in India accounts for nearly 40 per cent of the total cost of production. One of the major barriers faced by the Indian logistics industry has been the lack of quality physical infrastructure. However, India's core sectors are witnessing a significant change. The country is expected to increase its infrastructure development spend from 4.7 per cent of GDP in 2007 to 8 per cent of GDP by 2012. This increased spend will help boost the logistics industry. However, delays in critical projects may lead to a failure of this measure to provide the much needed impetus to the growth of this sector. Better connectivity to small towns and cities is another area planners need to work upon. Road transportation is currently the most dominant form of transportation with more than half of the goods in the country being moved by road. Almost every mode of transportation in India is fraught with inefficiencies. For instance, ports that are vital for foreign tradehave very high turnaround times when compared with statistics for other countries. Similarly, the railways, which were a popular mode for freight transportation (especially the movement of bulk goods), have lost ground to

road transportation due to limited access to smaller towns. Air, on the other hand, is a costly mode and its use is restricted to courier shipments. It is rarely used for bulk transportation.

Competitive dynamics and other issues The following problems existing in the Indian logistics industry make it unattractive for investments and also create entry barriers. Logistics is a high-cost, low-margin business. The problem of organized players is compounded by unfair competition with unorganized players, who can get away without paying taxes and following operating norms stipulated in the Motor Vehicles Act such as quality of drivers and vehicles, volume and weight restrictions, etc. Economies of scale are absent in the Indian logistics industry. Even the organized sector that contributes slightly more than 1% of the logistics cost, is highly fragmented. Existence of the differential sales tax structure also brought in diseconomies of scale. Though VAT (Value Added Tax) has been implemented since April 1, 2005, failure in implementation of a uniform VAT structure across different states has let the problem persist even today. Apart from the non-uniform tax structure, Indian LSPs have to pay numerous other taxes, octrois, and face multiple check posts and police harassment. High costs of operation and delays involved in compliance with varying documentation requirements of different states make the business unattractive. On an average, a vehicle on Indian roads loses 24-48 hours in complying with paperwork and formalities at different check posts en route to a destination. Fuel worth USD 2.5 billion is spent on waiting at check posts annually. A vehicle that costs USD 30,000 pays USD 7,500 per annum in the form of various taxes, which include the excise duty on fuel. This is why freight cost is a major component of the cost of a product in India.
There is lack of trust and awareness among Indian shippers with regard to outsourcing

logistics. The volume of outsourcing by Indian shippers is presently very low (~ 10%) compared to the same for the developed countries (> 50%, sometimes as high as 80%). The unwillingness to outsource logistics on part of Indian shippers may be attributed to skepticism about the possible benefits, perceived risk, and losing control, of sensitive organizational information, and vested interests in keeping logistics activities in-house.

 Indian shippers expect LSPs to own quality assets, provide more value-added services

and act as an integrated service provider, and institute world-class information systems for more visibility and real-time tracking of shipments. However, they are unwilling to match the same with increased billings; even pay little attention to timely payments that leave LSPs short of adequate working capital.
Indian freight forwarders face stiff competition from multi-national freight forwarders

for international freight movement. MNCs, because of their size and operations in many countries, are able to offer low freight rates and extend credit for long periods. Indian freight forwarders, on the other hand, because of their smaller size and lack of access to cheap capital, are not able to match the same. Moreover, clients of MNCs often want to deal with a single service provider and especially for FOB (Free on Board) shipments specify the freight forwarders, which most of the time happen to be the multi-national freight forwarders. This is sort of a non-tariff barrier imposed on Indian freight forwarders.
Poor physical and communications infrastructure is another deterrent to attracting

investments in the logistics sector. Road transportation accounts for more than 60% of inland transportation of goods, and highways that constitute 1.4% of the total road network, carry 40% of the freight movement by roadways. Slow movement of cargo due to bad road conditions, multiple check posts and documentation requirements, congestion at seaports due to inadequate infrastructure, bureaucracy, red-tapeism and delay in government clearances, coupled with unreliable power supply and slow banking transactions, make it difficult for exporters to meet the deadlines for their international customers. To expedite shipments, they have to book as airfreight, rather than seafreight, which adds to the costs of shipments making them uncompetitive in international markets. Moreover, many large shipping liners avoid Indian ports for long turnaround times due to delays in loading/unloading and hence Indian exporters have to resort to transshipments at ports such as Singapore, Dubai and Colombo, which adds to the costs of shipments and also delays delivery.
Low penetration of IT and lack of proper communications infrastructure also result in

delays, and lack of visibility and real-time tracking ability. Unavailability and absence of a seamless flow of information among the constituents of LSPs creates a lot of uncertainty, unnecessary paperwork and delays, and lack of transparency in terms of cost structures and service delivery. For example, a shipper has to pay a higher freight rate if it cannot ensure return load. At present, there is no real time process by which a

shipper may know about the availability of trucks and going rates at the destination market. Therefore, it has to pay more. Had the market information been available to both the shipper and the service provider, the service providers cost structure would have been transparent to the shipper and it would have ended paying the actual market rate. Another example would be that LTL (Less than Truckload) shipments cost more than FTL (Full Truckload) shipments. Now, when a shipper books a LTL shipment, it has no idea about the status of its shipment after it leaves the warehouse at the origin and before it reaches the warehouse at the destination. The service provider may still convert this LTL shipment into a FTL shipment at its own warehouse before delivering at the destination. So, the shipper ends up paying LTL rates for a FTL shipment. Had there been visibility during delivery, this problem would not have occurred.
Since most of the LSPs are of relatively small size, they cannot provide the entire range

of services. However, shippers would like service providers to offer more value-added services and a single-stop solution to all their logistical problems. The inability of service providers to go beyond basic services and provide value-added services such as small repair work, kitting/dekitting, packaging/labeling, order processing, distribution, customer support, etc. has not been able to motivate shippers to go for outsourcing in a big way.
Service tax levied on logistics service fees (currently 12.36% with educational cess)

may make outsourcing costly and outweigh the possible benefits.

There is lack of skilled and knowledgeable manpower in the logistics sector.

Management graduates do not consider logistics as a prime job. To improve the status of the industry, service providers have to move beyond the level of brokers and truckers to attract and retain talent.

FUTURE PROSPECTS Despite problems, The Indian logistics industry is growing at 20% vis--vis the average world logistics industry growth of 10%. Since the organized sector accounts for merely 1% of the

annual logistics cost, there is immense potential for growth of the sector. The major opportunities are highlighted below.
Many large Indian corporates such as Tata and Reliance Industries have been attracted

by the potential of this sector and have established logistics divisions. They started providing in-house logistics services, and soon sensing the growth of the market, have started providing services to other corporates as well.
Large express cargo and courier companies such as Transport Corporation of India

(TCI) and Blue Dart have also started logistics operations. These companies enjoy the advantage of already having a large asset base and an all-India distribution network. Some large distributors have also forayed into the logistics business for their clients.
Since logistics service can be provided without assets, there is growing interest among

entrepreneurs to venture into this business.

Indian shippers are gradually becoming more aware of the benefits of logistics

outsourcing. They are now realizing that customer service and delivery performance are equally important as cost to remain competitive in this global economy.
The Indian economy is growing at over 9% for the last couple of years (compared to the

world GDP growth rate of 3%), which implies more outputs and more demand for specialized logistics services.
The Indian government has focused on infrastructure development. Examples include

the golden quadrilateral project, east-west and north-south corridors (connecting four major metros), Free Trade and Warehousing Zones (FTWZ) in line with Special Economic Zones (SEZ) with 100% Foreign Direct Investment (FDI) limit and publicprivate partnerships (PPP) in infrastructure development. It is expected that infrastructure development would boost investments in the logistics sector.
In India, 100% FDI is allowed in logistics whereas in China, until recently, foreign

investment was not allowed in domestic logistics. Almost all large global logistics companies have their presence in India, mainly involved in freight forwarding. For domestic transportation and warehousing, they have tie-ups with Indian companies. As the Indian logistics scenario looks promising, these MNCs are expected to play a bigger role, probably forming wholly-owned subsidiaries or taking the acquisition route. The latter may be the preferred route of investment since the target company is readily acquired with its asset base and distribution network, and the need for building everything from scratch can thus be avoided. The benefits for the acquired company

include the patronage of an MNC and access to the MNCs global network. As an example, DHL Danzas, the biggest logistics company in the world, has taken over Blue Dart.

MODES OF TRANSPORTATION & WAREHOUSING: ROAD :

The road freight industry in India is worth about INR 1.42 trillion and is growing at about 6-8 percent year on year (refer figure 6). Manpower spends amount to only about 4 percent of sales as against the overall sector average of 8-10 percent. The industry has traditionally been extremely fragmented - almost 75 percent of the trucking 'companies' are single truck operators and almost 90 percent of trucking companies have a turnover of less than INR 10 million A majority of players in this industry have been small entrepreneurs running family owned businesses. Given their small scale and limited investment capability, most of their investments have been focused on short term gains - direct and immediate impact on the top line / bottom line of the business being the key decision criterion. As a result, investments that pay off in the longer term, such as those in manpower development, have been minimal historically. Also, these businesses are typically tightly controlled by the proprietor and his / her family and as such, making it unattractive for professionals. Poor working conditions, low pay scales relative to alternate careers, poor or non-existent manpower policies and prevalence of unscrupulous practices have added to the segment's woes creating the image of a segment that holds few attractions for those seeking employment. While industry players have been incapable of investing in manpower development, the government has also not focused sufficiently on the same. There exist very few formal training institutions for driver training and practically none for operational training on associated areas like loading / unloading supervisory, proper handling practices etc.

The result has been that in the current scenario, there exist gaps in core technical skills of the existing set of personnel. For example, the backbone of the trucking industry truck drivers lack knowledge of good driving practices and areas associated with driving like understanding of VAT. Taking a level-wise view of the skill issues, it is seen that in the road sector, skill issues are widespread across the board with the situation being most severe at the operational level Advantages:
Road network of 3.3 million km is the second largest globally 55% of total freight movement is via roadways Roads offer wide reach and easy accessibility to even small markets

Disadvantages:
High cost of transportation National Highways account for only 2% of the total network but carries 40% of total

freight Key Developments:

National Highway Development Project to upgrade and modernise highways 24,000 km of National Highways are to be upgraded to four/six lanes. Connectivity to

ports is also being improved

Railway
Rail freight traffic revenues stood at around INR 350 billion in 2006 having grown at around 8 percent in the recent past with the growth in the last couple of years being around 10 percent. It is the world's second largest rail network spread over 81,500 km and covering around 7000 stations. Manpower spends amount to about 45 percent of revenues as against the overall sector average of 8-10 percent. Also, non-salary expenditure comprises 36 percent of overall manpower expenditure compared to the sector average of 13-14 percent. With the government being the only employer, recruitment systems in the railways segment are formalized and there exists an institutionalized training infrastructure and policy. Though the employee numbers are high (around 1.4 million) there are no significant skill gaps owing to

this traditionally strong in-house training infrastructure. With technological up gradation, certain jobs are made redundant every year with the people on these jobs being absorbed in newer areas through training. However, the rapid introduction of modern technology that is creating gaps even in technical areas such as signalling and telecom. Also, the Railways is facing increase in attrition levels due to gradual opening of the sector. To counter the emerging gaps, the Railways is overhauling the curriculum and infrastructure and rolling out training to the lowest levels (Grade D) to increase productivity. With competition from road and air, the Railways is focusing on making its large manpower more customer friendly. In the overall assessment, therefore, the skill gaps situation in the railways segment does not seem to be alarming. The host of new players entering into the rail container services segment (15 licenses have been awarded for the same) will however require skills that hitherto were only residing with the Indian Railways. While the quantum of requirement at this stage would be small and the need would likely be filled by the buffer created by the Railways, this could become a gap area going forward Advantages:
Spread over 81,500 km, railways carries 25% of total freight movement Low transportation cost as compared to roads

Disadvantages:
Bulk commodities account for 90% of total freight revenues Inflexibility to reach deep interiors

Key Developments:
Phase 1 of dedicated freight corridor along Golden Quadrilateral to be initiated in 2008-

09

Water/Port

The growth in shipping has been even higher than that of the railways driven by strong growth in foreign trade both in bulk and containerized cargo. Manpower spends amount to about 8-10 percent; non-salary expenditure varies greatly between companies ranging from 3-20 percent of overall man power expenditure. The nature of liner shipping services to and from India has undergone a sea change in the last few years as a result of the growth in break-bulk and conventional cargoes. With the nature of goods being shipped changing, the potential and opportunities for container transport and logistics companies are enormous. Over the past few years the size and the number of vessels that are being deployed by India has increased. With increasing capacity and infrastructural support, the scope of the operations is set to increase! India now has the largest merchant shipping fleet among the developing countries! India ranks 17th in the world in shipping tonnage. ! Indian share of maritime transport services is 1 percent of world market.! The container traffic has registered an impressive growth of 15 per cent over the last five years. The Government is responsible for creation of the trained manpower required for the country's merchant navy fleet and also facilitation of training and employment of seafarers in foreign flag vessels. . In addition to the above, there are about 124 training institutes in the private sector approved by the Director General of Shipping, imparting pre-sea and post sea training in various disciplines. The Directorate General of Shipping maintains a system of inspections to ensure the quality of training. India is globally recognized as a very important source of mercantile manpower. . Accentuating the situation is the inherent disadvantage to the Indian ship owners as employers arising by virtue of extra burden of income tax on Indian seafarers' income. This makes the employment on a foreign flag the first choice of any Indian seafarer, and thereby denies the best talent to the local shipping industry. Thus, in the core shipping industry, while the manpower situation in terms of quality fares much better than the other segments of logistics, the issue here is that of quantity with an

increasing number of qualified people being attracted towards working on foreign vessels as they offer better salaries and perks. However, if one were to look at the ports side, there is an increasing lack of trained manpower for pilotage functions and equipment operators

Advantages:
Cheapest mode of transportation

Disadvantages:
Poor state of inland waterways in the country

High turnover time Key Developments:

Cargo handling capacity of ports to be increased from 600 million tones in 2007 to

1500 million tones by 2015

AIR :
Though the air freight segment holds a small share of India's freight market, it is growing at a fast pace. While India accounts for meagre 3 percent of the global air cargo market, the Indian air cargo industry is expected to double in size by the year 2010, as per an expert estimate. As in the case of sea freight, the level of formalization and standardization of operations in the air freight segment is greater than in the road sector. By virtue of the level of investments in assets, network and relationships required to be a player in this segment, it has traditionally been relatively more organized leading to greater regard for manpower development. The market leaders typically have established internal structured training practices to train the staff employed at this level. Nevertheless, there exist perceived gaps at the operational / front line level and are primarily to do with soft skills, such as relationship management, interpersonal and managerial, and supervisory skills.

Advantages:
Fastest mode of transportation

Disadvantages: Low freight movement

87% of total freight traffic being handled by airports in metro cities

Key Developments:
Modernisation of 37 operational airports and development of new airports will increase

air cargo handling capacity

WAREHOUSE:
The warehousing segment consists of storage warehousing related to distribution whether inbound or outbound trans shipment warehouses or 'terminals' used for bulking / de-bulking, stuffing / de-stuffing cross docking and temporary storage (including CFS and ICD) The warehousing segment is perhaps where the greatest growth potential exists. Like road transportation, this segment has traditionally been extremely fragmented, small scale and scattered geographically. A key reason for this has been India's indirect tax structure, with tax paid on cross border (state border) sales not being fully set off against local tax liabilities. As a result, most players resorted to setting up small warehouses across different states, rather than large, centralized set-ups. This has led to the prevalence of small scale, fragmented warehouses, with corresponding inefficiencies. This cause and effect cycle is depicted in Increasingly, warehouses are being used to serve several important functions, beyond mere storage of products Customer service Increasingly, warehouse are being used as the customer service and repair centers. This ensures quick availability of spare parts and offers low turnaround time

 Distribution The goods are dispatched to the dealers/distributors from the warehouse. The warehouse, thus, performs functions like invoicing and order processing. Value Addition Increasingly, warehouses are also being used to do higher end tasks associated with production till now. These include MRP tagging, promotion bundling, repackaging , quality checking etc.

Product mixing A warehouse may be used as a place where material from different factories of an organization is mixed and dispatched to common set of distributors.

Stockpiling

A warehouse is often used as a stockpiling location to manage demand-supply gaps over a longer term.

While no organized players have evolved in this segment, several trends are driving the need for a more professional and organized approach to warehousing. Figure outlines the several additional functions that warehouses perform today, apart from being physical storage points such as Stockpiling, Product Mixing, Value addition, Distribution and Customer Service. These functions require different skill sets and hence, warehouse service providers today need to develop proficiencies in a diverse set of both core and non-core activities The size of the warehousing segment is estimated to be INR 1.2 trillion in 2006; while the overall sector growth may be estimated to be around the GDP growth rate of 8-9 percent, the organized portion of this market is estimated to be growing at over 20 percent. A majority of players in this industry are small / medium entrepreneurs running the warehouse as a CFA for one or more companies. As mentioned earlier, the scale of these warehouses was never large enough to tap scale economies or justify investments in higher standards. However, going forward, while implementation of the VAT regime is expected to drive consolidation and hence larger scale warehouses, the rapid growth of organized retail is expected to drive sophistication and efficiency in warehousing practices. These developments would drive the need for specialized warehousing skills like picking and packing, inventory management, proper handling practices including usage of warehousing equipment like stackers, pallet trucks etc. and ability to understand and use warehouse management systems (WMS)

The growth in the proportion of containerized cargo in addition to the opening up of container rail transport is giving a boost to the development of Container Freight Stations (CFS) and Inland Container Depots (ICD). These 'warehouses', being used more for transhipment than storage per se, require basic skills around loading / unloading, stuffing / destuffing etc. at the operational level Newly developed electronic commodity markets, such as Multi Commodity Exchange of India Ltd. (MCX) have played an instrumental role in the logistics. Creation and development of warehouses followed the emergence of these markets or exchanges. MCXs collateral management arm National Bulk Handling Corporation Ltd (NBHC), a national-level end-to-end solutions provider in warehousing, bulk handling, grading and inspection, commodity care, pest management and collateral management of commodities, is playing a key role in taking logistics and, hence, markets closer to the producers. Sticking to their mandate, commodity derivatives markets have proved to be extremely beneficial to farmers. The gap between prices (many of the commodities) in the post-harvest season and those in any lean season has narrowed down significantly over the past few years. Earlier, during the pre-futures era, when prices would slump immediately after harvest, farmers would have to make distress sales. But today, with the opportunity to sell for a better price at futures markets, they stand to benefit enormously. While growers can store (hold back) their produce in NBHC-monitored warehouses in anticipation of realizing higher prices later, they can avail of loans against warehouse receipts (WRs), to help them carry on with their crop operations for the next season. In the few years of its existence, NBHC has built a rather strong and wide logistics network with professionally managed scientific warehouses armed with market-approved quality-testing techniques. And this has attracted investors and participants from various backgrounds, creating better linkages among the markets. The development of logistics by creating good warehouse infrastructure would surely go a long way in lifting farmers incomes. Such infrastructure is expected to get a fillip with the recent passage of the Warehousing (Regulatory & Development) Bill and its effective implementation.

Both public and private enterprises participation in equal measures is required for developing logistics and improving supply chain management. Very importantly, the lesson for private investors is that it is not just about creating efficient business to thrive in the logistics sector, but also about exploring and revamping other areas by way of diverting energy, costs and time that were otherwise wasted in a weak logistics system.

GLOBAL LOGISTICS SCENARIO:

In a move to cut down costs, producers are exploring around the globe in search for the lowest cost exporters/suppliers. Lured towards developing countries in south-east Asian region for lower-wages, transportation industry is stretching its reach longer than ever before. Major players are focusing overseas markets for outsourcing cheap manufacturing as well as expanding their businesses. This result in outbound logistics. And acceleration in manufacturing capacity is driving many producers to shutter superfluous plants. The rest of the plants are gaining the developing rhythm, but must export overseas now to sustain their positions in the market. Boom in the Internet based services made overseas suppliers capable to match foot with local suppliers. Web-based sales, services and supplies are emerging vertically. The expanding reach has compelled logistic industry to spur cross-border trade. Regardless-of this outbreak of activity, it is commonplace also for expert managers of local logistics to get acquainted with the complexity of international trade logistics. Global transportation and relevant services includes much complex documentation than for domestic shipments. It almost includes longer delivery times. Evaluation of the arrival times of international shipments is just a magic than solid fact. The business players always look for just-in-time shipments, thus it aspires enhanced build to order model and lot-size-of-one shipments, which results more pressure on logistics industry. Logistics industry has usually been old-fashioned traditions. Usually, the shipping personals would decide for carriers, customs agents and so on. Normally, their search doesnt go beyond the initial service providers who cover all the minimum requirements. Once the shipment kicks-off its journey towards its destination, it is really hard to assume reaching time. For

example, a ship that started its journey from Asia could meet harsh weather, which may delay its reaching on the West Coast for three days. On the other hand, the trucks at the West Coast would have to wait and sat empty and ideal for the three days, which would certainly result in big loss. These kind of unpredictable losses are usual in international logistics. Thus, even the largest multi-national companies avoided logistic services on a worldwide basis. They opt to establish their operations in each country and let them to manage logistics individually. The boom in Internet services changed international logistics rapidly. At present, vendors can cater massive numbers of global shipments. Complying with this, they create and uphold substantial databases, which cover country-specific laws and regulations. Factually, thousands of combinations of containers, ports, and so on are likely counted for moving a shipment. International logistics vendors also maintains cost and route information on hundreds of hundreds carriers, which are operational in dozens of regions, which offers both lower freight bills and cutting of delivery times. A biggest disadvantage in international logistics is the vagueness in arrival times. Materials managers have had modest choice, so they had get around by adding more safety stocks. Thus, the costs of inventory management in the overseas parts are naturally higher. The uncertainty of delivery time is due to not tapping of international shipments closely and step by- step. This is easier said than done. However vendors are now offering tracking system, which is necessary in continuous tracking of both international logistics network, and electronic visibility in each yard and carrier. Although there is much to be done to achieve this stage, the pieces of the puzzle are gradually coming together. Even though vendors are offering a worldwide network, significantly added and dedicated, equipment is still required. For example, tracking completed products needs a yard management system, which recognizes each container in the yard and its placement. The radio frequency Identification (RFID) tags in containers, whose place is detected by antennas located in the yard. Maintaining the clear vision also needs tracking the containers as soon as they leave the yard. This tracking is possible by Global Positioning (GPS) systems and satellites, however, use of these systems are not usual at present. As a result, the industry does not provide step-by-step tracking of container.

An important trend among logistics services providers would aid the industry. Logistics industry veterans unveil that logistics service providers are extending reach worldwide and expanding their services too. Regardless of understandable limitation, global logistics should obviously improve. Web-based companies and technically ground-breaking carriers such as UPS Logistics, Ryder, and others will carry on showing the way. Global logistics in near future should be distant more faultless and reasonably priced than ever. Size of the global logistics industry Currently the annual logistics cost of the world is about USD 3.5 trillion. For any country, the annual logistics cost varies between 9% and 20% of the GDP, the figure for the US being about 9%. US-based Armstrong & Associates, Inc. tracks the issues and trends in the world logistics market and in the US logistics market, in particular, in their annual surveys of top 25 global LSPs. According to the firm, the global logistics market sizes in 1992, 1996 and 2000 were USD 10 billion, USD 25 billion and USD 56 billion, respectively. In 2003 and 2004, the corresponding figures were USD270 billion and USD 333 billion, registering high growth rates. Though most of the large LSPs are headquartered in Europe, the US logistics market is the largest in the world capturing one-third of the world logistics market. In 2003, it was about USD 80 billion. In 2004, it grew to USD 89 billion, and in 2005, it registered an impressive growth rate of 16% to cross the USD 100 billion mark for the first time and reach USD 103.7 billion (Foster and Armstrong, 2004, 2005, 2006). However, considering the fact that the logistics market in the US is about 10% of its annual logistics cost (Foster and Armstrong, 2006), there is still immense potential for growth of 3PL in the US in particular, and in the world in general. Current status and dynamics of the industry The extant literature on the logistics industry points to a number of issues that service providers have to address, such as pricing pressures, high costs of operations and low returns on investments, hiring and retaining talent, pressure from clients to broaden the range of service offerings and internationalize operations, demand for customized solutions and more value-added services, besides infrastructural bottlenecks and government regulations. Service providers complain that clients expect them to have the latest software, databases and ERP (Enterprise Resource Planning) packages, and invest in new technologies such as RFID and satellite-based real-time tracking systems. Clients perceive that these investments are part of the basic service package, and often do not want to match the same with increased payments for these additional services. Pressure from

clients to broaden the range of service offerings and internationalize operations, has forced service providers to look for suitable alliances, mergers and acquisitions that help fill the gaps in service offerings, and industry verticals and geographic areas served, achieve economies of scale and enhance service providers capability to support international operations. Currently, the world logistics market is going through a consolidation phase. Tibbett & Britten Group of North America was acquired by Exel Logistics in August, 2004, and Deutsche Post World Net, parent company of DHL, took over Exel in December, 2005. Bax Global was taken over by Deutsche Bahn, parent company of Schenker, in November, 2005 while A. P. Mller acquired P&O Nedlloyd in February, 2006, and TNT Logistics was sold to Apollo Management L. P. in November, 2006. However, mergers and acquisitions have their own set of problems in terms of integration of two diverse business units. Carbone and Stone (2005) tracked the evolution of 20 leading European LSPs between 1998 and 2004 in terms ofbtheir approach to mergers, acquisitions and alliances, and found that although growth led to more coverage, integration of two different cultures was one of the most difficult challenges faced by these firms in the consolidation process. Recent trends in the logistics industry indicate that to be successful, service providers have to differentiate themselves from their competitors in terms of offering value-added services, focus on key customer accounts that have the potential to generate high profitability for a long term, enter into suitable alliances to complement the range of services offered and geographic areas served, and sell logistics services to clients suppliers and customers, thus leading to complete supply chain integration.

Logistics Companies of India

The land which opens up wide array of opportunities for the logistics service providers across the world is India. The high demand for the logistics services is due to the significant growth of economy. A few years back the value of the India logistics market was is $14 billion and will grow at a rate of 7-8 per cent. The logistics companies in India cater to millions of retailers and meet the requirements of about a billion people. The list below gives the name of the best logistics companies in India.

LIST OF TOP LOGISTICS COMPANIES OF INDIA:

TNT Express: This company is a key leader in the international market in the sector of global express services. The company ensures safe and on time delivery of your documents, freight and parcels. The company offers time and day definite delivery in about 200 nations across the world. It operates 47 jet freighter aircraft and 26,000 road vehicles and has a network of 2,300 companies.

AFL : One among the acknowledged leaders among the logistics companies in India is AFL. Through its domain of logistics services, the company has delivered world class service in India. In 1979,the company introduced the first ever courier service by forming an alliance with DHL World Wide Express. The company offers services like Logistics and warehousing, Courier Company and Custom Consultant. DHL : This company is one among the major logistics companies in India. It is a market leader globally in overland transport, air freight and international express. The company ranks No.1 in the world in contract logistics and ocean freight. The biggest logistics and express network in the world has a network in about 220 territories and countries,72,000 vehicles,350 Aircrafts,36 hubs and 4,700 bases. Blue Dart : This logistics company is South Asia's top integrated express package Distribution and Courier Company. The domestic network of the company covers about 21,340 locations and provides service to 220 countries by the company's sales alliance with DHL. It provides the best service like Free Pick up from Your location, Regulatory Clearances, Real Time Tracking, Free Computerized Proof of Delivery etc.

Gati : The company is a key leader in then arena of express cargo delivery and a significant one in the supply chain management solutions and distribution in India since the year 1989.The company provides services like the Ware Housing, Express Cargo etc. Logistics Solutions of the company are Warehousing, Supply chain Management. The Distribution Solutions of the company are Gati Surface Express, Gati coast to coast and Gati Air Express etc. Safexpress : It is one of the largest express company in India. The company offers the best and integrated logistics solutions. In 2002 the Limca Book of Records declared the company as the Largest Logistics service Provider in India. The company has a network over 550 locations in 28 states and 7 countries. It has 3000 weather proof ISO-9002 vehicles. Ashok Leyland : The leading provider of logistic vehicles for the India Army is this company. It is a key leader in the tractor-tailers and multi axle trucks. The company manufactures buses, trucks, engines and special application vehicles in India. It is promoting a new company called Ashley Transport Services Ltd. for exchange of information and integrated services related to logistics in order to tackle the business of freight contractors. Agarwal Packers and Movers: This popular Indian logistics company provides logistic services like the home shifting, car packing etc. across India. The company believes in keeping technology and people and of course heart and soul in the movement of the individuals respective items. The company offers quality service in transportation and packing. DTDC : The biggest Domestic Delivery Network Company is DTDC. The company offers high class delivery service in about 3700 Indian locations and 240 international places. The company dispatches about 10 million parcels in a month. It also offers low cost for bigger parcels to US, UK, India, Nepal, Dubai and other places across the world.

First Flight: This logistics company in India specializes in courier services worldwide. The multi-tracking programs of the company are Domestic, International, First Wheels, First Wings and many others. The overseas offices of the company are in Malaysia, Singapore, UK, US, UAE, Quatar, Oman.

THE INDIAN SITUATION

TO BE CONT ..Data analysis (to be presented Next week) in data analysis chapter I am covering those areas given below......... DATA ANALYSIS

Comparison of Indian Logistics industry with other countries: EMERGING TRENDS IN INDIAN LOGISTICS INDUSTRY
Growth within the organised sector Entry and expansion plans of logistics firms

Emerging concept of third party logistics

Rapid growth of the warehousing sector Logistics parks One-stop shop for logistics needs

VALUE ADDED AND EMERGING SERVICES

Express services Track and trace Cold chain INDIAN LOGISTICS INDUSTRY A REGIONAL PERSPECTIVE
North: Haryana, Himachal Pradesh, Delhi and Punjab West: Maharashtra Gujarat and Rajasthan South: Andhra Pradesh, Tamil Nadu and Karnataka

East: Orissa and West Bengal

LOCATION ATTRACTIVENESS ANALYSIS

Established hubs Emerging hubs Promising hubs RECENT TRENDS IN INDIAN LOGISTICS INDUTRY: AIR CARGO:
MARINE:

RAIL:
India - The Global Manufacturing Hub:

FUTURE OF LOGISTICS - THE INDIAN SCENARIO: 1 Logistics performance of Index of India with other countries: Interpretation: 2 LPI top 10 countries of low income group : Interpretation: 3 Logistics cost contributed from GDP in different countries : Interpretation:
4

Share of 3PL in overall industry: Interpretation: Logistics Activity by Organized Sector: Interpretation: Major Sectors investment in Indian Logistics Industry: Global 3PL service providers invest in India:

6 7

8 Revenue generated from 3PL: 9 Impact on Logistics industry on growth with the performance of other industry: 10 Share of Logistics cost in total sale for various industries:
11

Transportation Growth with different modes in India (in million tonnes):

12 Road Freight in India (INR billion):

13 Rail freight in India

14 15 16

Sea Freight in India: Air Freight in India: Preferred mode of cargo movement: Economic Zonal attractiveness for logistics:
SUMMARY OF FINDINGS

17 Growth of container volume in India (mn TEU)

18

CONCLUSION SUGGESTIONS & RECOMMODATIONS

APPENDIX

BIBLIOGRAPHY