Logistics Industry in India; Opportunities & Challenges

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Contents
Contents......................................................................................................................................2

Executive Summary

India is one of the fastest growing economies of the world today. This growth is fuelled by
growth in infrastructure, booming manufacturing sector, EXIM trade, retail and agricultural
related activities amongst others. This, in turn, has resulted in increased demand for world-
class logistics and warehousing services in India, leading to the growth and transformation of
this sector. The logistics sector has been growing at an impressive CAGR of 8 per cent. The
industry has been valued at USD 125 billion in 2010 and is expected to continue this growth
for the next 3-5 years. With rising disposable income, changing lifestyle, focus of
government and private sector logistics has received special attention in the past two to three
years. Development of cold chain / warehousing infrastructure, thus, remains at the core of
the government’s plan to enable growth of the logistics sector. Further, the government is
strengthening the infrastructure with over US $70 billion of investment planned till 2012.
Logistics will be one sector which will be the backbone of flourishing trade activity and
infrastructure development, and will receive special attention by the government / private
sector in coming years. The accelerated growth of the logistics industry, coupled with
emerging trends of 3PL services, logistic parks, cold chain and warehousing activities, has
made India a vast and untapped market.

For most domestic players logistics has for long been restricted to the basic transportation of
goods. Warehousing has grown to some extent but other services are still at a nascent stage.
With increasing demand (from both MNCs and Indian companies) and growing
requirements, the Indian logistics industry has expanded its bouquet of services to courier,
cold chain, container freight, 3PL etc. with greater emphasis being laid on value-added
services, such as packaging, labelling, bar coding and reverse logistics. All these factors have
led to the rapid growth of the organised warehousing industry in India. Growing at the rate of
30 per cent per annum, the 3PL industry is capturing the imagination of various logistics
players, both domestic as well as international. Over the next five years, approximately 110
logistics parks and 45 million square feet of warehousing space is expected to be developed
across the country by various logistics companies. Despite the impressive growth rates, the
logistics sector in India is fraught with many inefficiencies. Logistics cost in India is fairly
high – at around 13 per cent of GDP, which is much higher than that in USA (9%), Europe

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(10 %) and Japan (11%). These inefficiencies of the Indian logistics industry can be
attributed to factors such as a complicated tax regime, fragmented market structure and
inadequate infrastructure. It may be noted that although, lack of infrastructure acts as an
inhibitor, but the dearth of adequate infrastructure also presents unique opportunities to
players who are ready for the situation and understand the market. Infrastructure
developments like the railway dedicated freight corridors, road development projects and
modernisation of over 37 operational airports will increase India's handling capacities,
thereby enhancing logistical performances. This report identifies such elements which are
growth engines of the Indian logistics sector and focuses on understanding opportunities
related within these elements.

The report begins with understanding of the industry and identification of strategic elements
to logistics which are then studied in deep for each element to find market structure, growth
drivers, barriers to entry, rules / government policies applicable to the market, competition
threat and opportunities. Financials are discussed with possible scenarios and their financial /
technical analysis, wherever required.

The report identifies ten such strategic growth areas of Indian logistics sector which includes:
1. Air Cargo Logistics 2. Cold Chain / Cold Storage
3. ICD / CFS 4. Third Party Logistics
5. Road Transport Service 6. Sea Ports
7. Warehouse 8. Logistic Parks
9. Relocation 10. Courier
The ten strategic elements, mentioned above, are analyzed in detail by understanding data of
each sector collected through credible sources. This report is one step ahead in understanding
the strategic elements of Indian logistics sector as it delves into each strategic element and
identifies opportunities, rather than skimming over the logistics scenario by reporting facts,
figures and new developments. The report provides insights which can be used to understand
the sector and directly assess investment opportunity in a particular sector. Today, the biggest
challenge before the logistics industry is to increase efficiencies and become more cost-
effective, thereby increasing India's overall cost arbitrage. The report also examines steps that
can help India achieve that increased efficiency and ensure a more balanced and planned
growth of the logistics sector.

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Indian Logistics Industry

India is in midst of an unprecedented boom. Most industries are witnessing very strong
growth rates and the economy is growing at above 8 percent. Healthy economic growth in
India is increasingly supported by robust industrial growth. Both industrial and consumer
goods are witnessing increased demand (refer figure 1a) and 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 (refer figure 1b).

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 Index of Growth of Industrial and Consumer Goods
Production (Base = 100 in 1993-94)

267
251 247
224 222
205
163 165

2001 2005 2006 2007

IIP Consumer Goods

Figure 1a
Source: KPMG
Share of Logistics cost in total sales for various
industries %

15%

6%
5%
4% 4%
3% 3%

Figure 1b
Source: KPMG
Logistics is defined as the process of planning, implementing, and controlling the efficient,
cost effective flow and storage of raw materials, in-process inventory, finished goods and
related information from point of origin to point of consumption so as to meet customer
requirements. In layman's terms, it is all that goes into ensuring that the right material reaches
the right place at the right time. While logistics supports almost all industrial activity, it has
traditionally not been accorded attention as an independent sector in itself. An estimate of the
quantum of logistics spends (INR 90 trillion globally; INR 4 trillion in India), however
indicates the importance of this sector.

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The fast-paced growth in Indian economy is making it one of the preferred investment
destination for multinational corporations and a recognized manufacturing hub to the world.
This, in turn, has resulted in increased demand for world-class logistics and warehousing
services in India, leading to the growth and transformation of this sector.

Structure and size of Logistics Industry in India

The Logistics Industry in India has been valued at USD 125 billion in 2010.
Comprises around 13% of the country’s Gross Domestic Product.
It is expected to grow at a CAGR of ~ 8% over the next 3 to 5 years.

While the India logistics sector holds tremendous potential, it forms a very small portion of
the total global market for logistics at approximately 2 per cent of the estimated US$ 5,000
billion global logistics industry.

Despite the impressive growth rates, the logistics sector in India is fraught with many
inefficiencies. India's spend on logistics activities - equivalent to 13 percent of its GDP is
higher than that of the developed nations (refer table 1). 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. According to a recent report by FICCI-Ernst & Young (E&Y), the average time
taken to clear import and export cargo at ports is about 19 days in India, against three to four
days in Singapore. As compared to the European countries, rail transportation in India is
almost 3.5 times more expensive and the average transit time by road is three times higher.

Country Logistics Cost/ GDP Share of 3PL in overall logistics

China, India 13-15% <10%
U.S. 9.9% 57%
Europe 10% 30-40%
Japan 11.4% 80%
Table 1
Source: Logistics in India, SSKI

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. 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

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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.

Evolution of the global logistics industry

Globalization, consolidation, technology advancements and outsourcing have led to growth

in the logistics services market. The capabilities of logistics service providers are growing
along with the changing expectations of their clients. As the logistics services industry
evolves, competitors are moving away from asset-based commoditized services to more
strategic, information-based approaches.

Customers are demanding a “single point of contact” for all logistics services and are looking
for “one-stop logistics shopping” unable to cope with complexities across their supply chains.
The models in logistics industry have accordingly evolved over time to address the changing
needs of the market and vary based on scope of service offerings, degree of collaboration,
levels of asset intensity and IT capabilities across the supply chain. The logistics model has
been evolving from a specialized function to fourth party Logistics (4PL) and fifth Party
Logistics (5PL) companies .

First and Second Party Logistics handle all logistics functions, such as trucking and
warehousing, which face low returns and high levels of asset intensity but low barriers to
entry. With the increasing need for “one-stop solutions”, many 2PL have evolved into 3PL by

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adding new logistics capabilities and integrating their operations. They are asset light and
usually tend to have high returns; they contact most of their capacity needs to 2PLs. While
the 2PL puts in hard cash tangible asset, the 3PL puts in intellectual property.

Fourth party logistics is an integrator that assembles the resources, capabilities, and
technology of its own organization and other organizations to design, build and run
comprehensive supply chain solutions.

Evolution of Logistics in India

For most domestic players logistics has for long been restricted to the basic transportation of
goods. Traditionally, warehousing – which is an important constituent of the logistics sector –
has been dominated by small players with low capacities and poor deploying, handling,
stacking and monitoring technologies. India's archaic warehousing system was detrimental to
the growth of almost all sectors, especially sectors like food and food-processing that requires
modern warehouses and investments in cold chains and allied machinery. With increasing
demand (from both MNCs and Indian companies) and growing requirements, the Indian
logistics industry expanded its bouquet of services to include warehouse- related activities as
well. Interestingly, the role of a warehouse transformed – from a traditional storehouse to a
place where the inventory is efficiently managed, with greater emphasis being laid on value-
added services, such as packaging, labelling, bar coding and reverse logistics. All these
factors led to the rapid growth of the organised warehousing industry in India. Over the past
two decades the logistics sector in India, evolved from being a pure transportation /
warehousing functional service to provision of more value added offerings like customs
clearance, domestic / international freight forwarding, cross-docking, reverse logistics, freight
consolidation, warehousing of modern standards etc.

Over the next five years, approximately 110 logistics parks and 45 million square feet of
warehousing space is expected to be developed across the country by various logistics
companies. While there has been a growing recognition in India of logistics as a strategic tool
for enterprise cost reduction and improvement of organizational efficiency on the flip side
however, the logistics sector is characterized by dominance of a disorganized market.
Transporters with fleets smaller than five trucks account for over two-thirds of the total
trucks owned and operated in India and make up 80% of revenues. The freight forwarding
segment is also represented by thousands of small customs brokers and clearing &
forwarding agents, who cater to local cargo requirements.

In order to reduce logistics costs and focus on core competencies, Indian companies across
verticals are now increasingly seeking and using the services of third-party logistics service
providers. Traditionally LSPs (Logistics Service Providers) concentrated mainly on
transportation and logistics as they form a major share in logistics. However, in order to keep
up with rising demands and customer expectations, companies now also concentrate on value
added services like packaging, custom clearance, inventory management and labeling.

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Elements of the Indian Logistics

The Logistics Industry in India is broadly categorized into :-

Air Freight
Rail Freight
Ocean Freight
Container Freight Stations/ Inland Container Depots
Storage & Warehousing
Cold Chain
Domestic Transportation
Courier
Third Party Logistics
Relocation
Clearing & Forwarding
Logistics Parks
Other Value – added services

Air Cargo & Airport Infrastructure

The use of air as the mode of choice for the movement of cargo has increased over the past
few years. While the amount of the cargo freighted via air is growing steadily, the
infrastructure related to air cargo handling and evacuation is not.The air freight segment
holds a small share of India's freight market. At present India contributes over 1% of the
world air cargo traffic. The five major airports (Mumbai, Delhi, Kolkata, Chennai and
Bangalore) account for around 88% of the total air cargo handled in India. Growth in cargo /
freight volumes is an outcome of macroeconomic factors such as domestic consumption,
exports and imports. Infrastructure remains a major challenge. The international and domestic
cargo volumes (except for the F.Y 2008-09) have shown a steady growth despite inadequate
capacity and infrastructure constrains. The blip in 2008-09 can be accounted due to the global
slowdown. Passenger and Cargo movement is expected to be at 124 million and around 2
million tonnes respectively in 2009-10, which is expected to grow at 15% and 10%
respectively in FY11.

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Airport is less attractive than Power, Roads and Ports due to the following reasons:
Investment opportunities in airport infrastructure for private players is significantly lower due
to fewer ongoing projects.
Limited push from Government – There has been limited push to attract private participants
after few major metro airports were awarded to private players. The Airports Authority of
India (AAI), which is responsible for the development and modernisation of airports in India,
has been undertaking modernisation of 35 non-metro and two metro airports on its own.
Airport projects plagued by high gestation period due to delays in receiving environmental
clearances – In the airport infrastructure sector, greenfield airport projects have seen delays
on account of significant time taken in obtaining clearances from the environmental ministry,
pollution board and defence ministry. Also, there are delays in land acquisition for aero and
non-aero activities.

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 Timelinesfor Clearancesand project execution
(in months)
Airports Ports Power Roads

60 60 60

39 39
30 30 30 30 30
21
10

Environmental Project Execution Gestation period

clearance +Land
acquisition issues +
Financial closure

Source: Crisil research

Crisil research estimated an investment of USD 440 billion in next five years by private
players. This relates to four green field projects in Navi Mumbai, Greater Noida, Pune and
Goa.

India has a great potential for becoming a possible cargo hub for SAARC and ASEAN
countries and its strategic location as a transit destination connecting the eastern- western
global corridors. The Civil Aviation ministry has identified Nagpur as India’s national cargo
hub and has promised an aviation policy for providing significant concessions for air
freighter operations out of Nagpur. Airport Economic Regulatory Authority (AERA) set up in

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2009 for regulation of the sector is yet to provide direction on certain key matters such as
determining tariff structure, performance standards, etc.
Railways

Indian Railways (IR) serves as the backbone of India’s transport infrastructure, and as such
contributes significantly to macroeconomic growth and global competitiveness. The premier
transport organization of the country is the largest rail network in Asia and the
world’s second largest under one management at a total of 63,332 route kms. Freight
contributes to around 65% of its total revenue.

The existing railway network is crippled by capacity constraints and is inadequate to meet the
potential demand of cargo transportation. The ambitious project of railway freight corridor
should address the capacity constraint. The work for the dedicated freight corridor (DFC)
( which has been renamed as Diamond Freight Corridor in the recent Rail Budget) , envisages
construction of dedicated freight lines along the eastern and western sides of India covering
2,739 km . Once commissioned, the DFC along with the feeder routes will ensure the
availability of sufficient capacity in the face of rising demand. It is expected to increase
average speeds to over 100 kmph, reduce transit time by half and also reduce the cost of
operations. The project is expected to reach completion by 2016-17. Dominated by
CONCOR, the rail container policy announced in January 2006 allowed private companies to
undertake container transportation by rail. As many as 16 licenses have been issued for
operating container trains.

Ports/Shipping

Ports provide an interface between the ocean transport and land-based transport. India’s port
infrastructure constitutes of 12 major ports (Kandla, Mumbai, Jawaharlal Nehru, Mormugoa,
New Mangalore, Cochin, Tuticorin, Chennai, Ennore, Vishakhapatnam (Vizag), Paradip and
Kolkata including Haldia and around 187 non-major ports. Of the non-major ports, only
around 48 are operational; rest are only fishing harbors.
Lack of proper facilities, deeper drafts, good connectivity and necessary equipment /
technology has contributed to high logistics costs. At present, a lot of time is wasted because
of pre-berthing delays. The average turnaround time of vessels at major Indian ports ranges
from 1.77 days to 4.82 days. Port development is further bogged down by the need for getting
multiple clearances. Multiple agencies are involved in granting approvals to port projects.
These involve project appraisal by the Planning Commission, Law Ministry, and Ministry of
Finance. This preliminary process of consultation among
inter-ministerial groups, prior to Cabinet approval is inherently time consuming. To add to
the concern, the National Maritime Development Programme (NMDP) is progressing at a
slow pace with many project delays and cost escalations. So far, only 41 of the total 253 port
projects and 5 of the 111 shipping projects have been completed. Other issues facing Indian
ports relate to port security, and land acquisition particularly for non-major ports. Also, port
projects typically suffer from delay in environmental clearances, which on an average take

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approximately a year and a half for each project. Going forward, these issues will need to be
addressed on a proactive basis.
On the positive side, with the Government encouraging private participation in port
development, non-major ports have begun contributing significantly to the economy. The
relative share of non-major ports has grown from 26 per cent to 28 per cent in the four years
since 2004-05. While the total capacity of non-major ports in 2008-09 is estimated at 228.3
Million MT, the corresponding total cargo handled was 220 Million MT.

Container Freight Station (CFS) / Inland Container Depots (ICD)

The CFS / ICD Industry was estimated to be at INR 36 billion in 2008-09, with the share of
CFS and ICD segments at INR 26 billion and INR 10 billion, respectively. It is expected to
grow at 11.7 % p.a. from 2008-09 to 2013-14 and be around INR 63 billion in 2013-14.

This growth is largely driven by growth in international trade :-

Import traffic has grown at a significant CAGR of 22 per cent over the past 10 years until
2008-09, with accelerated growth in the past 5 years (CAGR of 29 per cent). Exports have
also grown at a healthy CAGR of 19 per cent over the last 10 years, of which the past 5 years
have witnessed a stronger CAGR of 21 per cent.
Import and export traffic growth declined to 12.9 and 2.4 per cent (in dollar terms) in 2008-
09 as compared to 35 and 29 per cent, respectively in 2007-08 due to a fall in demand.
However, growth, in import and export traffic, was higher at around 29 and 17 per cent (in
rupee terms) as compared to 21 and 14 per cent in 2007-08 due to strengthening of the dollar.
The growing EXIM trade, backed by an economic growth of 8.48 per cent per annum over
the last 5 years (2003-04 to 2008-09), is driving container traffic at major ports in the
country.

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Goods such as garments, auto components, electronic goods, cotton yarn, marble, granite,
jute and leather products require careful handling. Hence, they are increasingly favouring
containers for transportation. As a result, container traffic growth has been higher as
compared to other cargo categories. Revenues from handling & transportation and ground
rent were 78% and 18% respectively of the total revenues in 2008-09.
Some of the large players are:
Gateway Distriparks Ltd (Revenue - INR 2 billion in FY09);
Allcargo Global Logistics Ltd (Revenue - INR 5.2 billion in year ended Dec 08);
Sanco Trans Ltd. (Revenue - INR 617 million in FY09).

Warehousing

The Warehousing Industry was estimated to be at INR 200 billion in 2008-09, having grown
at a CAGR of 8 -10 % p.a. over the year period from 2004-05 to 2008-09. It is expected to
grow at 9 % p.a. from 2008-09 to 2013-14 and be around INR 300 billion in 2013-14.

Industrial warehousing and agricultural warehousing have grown at the rate of 9 -11 % and
3.5 - 4.5 % p.a., respectively. However, the organised sector is expected to grow at 15-17%
vis-à-vis the unorganised sector which would grow at 8-9%.

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Growth drivers would be high penetration of organised retail (CAGR of 29% over 5 years)
and introduction of a new indirect tax regime under GST which will encourage construction
of large warehouses at key strategic locations. Other sectors likely to fuel demand for
warehousing include consumer durables, FMCG, IT hardware, automobiles, pharmaceuticals
etc.
Some of the large players are:
Central Warehousing Corporation (Revenue of INR 7 billion);
Om Logistics Ltd. (INR 2.7 billion);
Aegis Logistics Ltd. (INR 3.7 billion).

Cold chain

Cold chains form an integral part of the supply chain for storage and distribution of
perishable goods and temperature sensitive pharmaceuticals and biological preparations.The
Cold chain Industry was estimated to be at INR 88 billion in 2008-09, having grown at a
CAGR of ~ 18% over 5 years. The industry is broadly categorised under Temperature
Controlled Warehouse (TCW) and Temperature Controlled Vehicles (TCV) segments which
were estimated to be at INR 85 billion and INR 3 billion respectively.
Market Size as of March 2009

Cold chain industry

( Rs 84.5-88.0 billion)

TCW segment TCV segment

( Rs 82-85 billion) ( Rs 2.5-3 billion)
TCV – Temperature-controlled vehicles
TCW – Temperature-controlled warehouses
Source: CRISIL Research

Capacity - TCW has grown at a CAGR of around 7% from 2005-06 to 2008-09 to reach 23.3
million tonnes (5,400 facilities) in 2008-09. It is expected to grow at a compounded rate of
10.5 per cent, to post revenues of Rs 138 billion by 2013-14.

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As per the planning commission estimates, there are presently around 4,762 cold storage
units in India with a capacity of 196 lakh tonnes, with potato constituting almost 81 percent
of the total capacity of cold storages being handled.

India may be among one of the world’s leading producers of horticulture products but more
than half the fruits and vegetable produce end up rotting as waste, even before it arrives in the
market for sale. Poor post-harvest methods of warehousing, storage and unsafe transportation
from point of production to point of sale are among most prominent causes of this avoidable
value drain. The key issues in the Agri-logistics related to the development of the cold chain
industry are of non-standard pricing, limited financial capabilities of the transporters,
opportunistic profiteering, lack of scientific handling of produce and consequent high prices
and limited choices for the consumers.

Growth drivers would be high growth in the organised retail, food processing and food
service industries, tax benefits and investment linked subsidy, which is expected to boost
investments in the sector. Over the past 3 years, while the organised retail sector has grown at
a rate of 28 per cent, the food processing and food service industries have also grown at a
healthy rate. The Union Budget for 2009-10 has proposed that all capital expenditure other
than that pertaining to land, goodwill and financing expenditure to build and operate cold
storage facilities, can be fully treated as deductions for tax. This is expected to further boost
investments in the sector. Currently, cold chain operators are eligible for a subsidy (25 per
cent of the project cost, not exceeding Rs 5 million per project). The Income Tax Act also
allows several exemptions and deductions which are profit-linked. These deductions will
provide incentives to large corporates to invest in the cold chain sector as they will get a
complete deduction of tax for their capital expenditure in addition to the subsidy received
from the National Bank for Agriculture and Rural Development Capital (NABARD).

Further, large scale integrated logistics parks will also increase the supply of temperature-
controlled warehousing space.

Some of the industry and government initiatives for development of cold chain infrastructure
include :-
Container Corporation of India (CONCOR) is moving into cold chain logistics in a big way
and is developing a cold supply chain business in the form of suitable logistics infrastructure
as well as state-of-the art storage facilities to sell fresh fruits and vegetables in the global
food market.

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With a view to increase share of processed food in the country to 20% from the present 6%,
the government is setting up 30 food parks by 2012 under public-private partnership. These
food parks will have cold warehousing, grading centers and research laboratories. These
parks could also be given SEZ and other fiscal benefits to reduce production cost and
increasing competitiveness. Considering the high risks involved in the food processing sector,
the government will provide a subsidy of Rs 50 crore per park to private investors.
The government plans to establish 50 cold chain networks, including refrigerated vans all
over the country, which will help the farmers enhance the shelf-life of their produce and
retain their quality. In addition, investment-linked incentives have been introduced for setting
up and operating cold chain facilities, warehousing.
The Agricultural and Processed Food Products Export Development Authority (APEDA) has
established six Centres for Perishable Cargo at Bangalore, New Delhi, Chennai,
Thiruvananthapuram, Hyderabad, and Mumbai of varying capacities. The total handling
capacity at these six CPCs is 2.16 lakh tonnes per annum. The operating and ground handling
agencies have been designated for each CPC. In addition, APEDA has signed MoUs for
setting up of CPCs at Cochin, Ahmedabad, Amritsar, Kolkata, Bogdogra, Lucknow, and Goa.

In the recent past private players have entered into the business of refrigerated transportation
by rail and refrigerated warehouses for perishable cargo near airports. Inadequate and erratic
power supply continues to remain a major concern for the growth of the industry. Based on
the interaction with industry players, it is to be noted that some players have deferred their
expansion plans due to erratic power supply at the planned location.
Some of the large players are:
Snowman Frozen Foods Ltd. (INR 348 million);
Western Farm Fresh Farms Pvt. Ltd. (INR 53 million);
Deb Bhumi Cold Chain Pvt. Ltd. (INR 50 million).

Domestic Freight Transportation (DFT)

The Domestic Freight Transportation industry is classified on the basis of transportation

modes, segmentation of markets, types of operators and operations and kinds of haulage
prevailing in the industry. DFT service largely denotes transportation of goods within India
and excludes international transportation services.

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The DFT Industry was estimated to be at INR 1,932 billion in 2008-09, having grown at a
CAGR of 8 -10 % p.a. over the 5 year period from 2004-05 to 2008-09. It is expected to
grow at 11-12 % p.a. from 2008-09 to 2013-14 and be around INR 3,386 billion in 2013-14.
Total freight movement in billion tonne kilometers (BTKM) is expected to grow at a CAGR
of 7-8% to 2,153 BTKM in 2013-14.

Growth in primary freight movement is largely driven by industrial and agricultural

production alongwith non-oil imports. Secondary freight movement is driven by private final
consumption expenditure and industrial production.In this report, the focus will be primarily
on the Road Freight Transportation Segment.

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Porter’s five forces model for Road freight transportation sector

India has the second largest road network in the world stretching 3.3 million kilometers in
length. In India, national highways, aggregrating a length of close to 67,000 Km, constitutes
a mere 2 percent of the road network but carries about 40 percent of the total road traffic.
Road transport has a 53% share in goods transport in India, followed by Rail with 36% share.
The Road Freight is equipped with many inefficiencies. The challenges include land
acquisition, encroachment on highways, environmental and forest clearances, shifting of
utilities, railway approvals for rail overbridges, local law and order problems, poor
performance by some contractors, etc. This translates in form of slower speeds of vehicular
traffic. On an average, the kilometer range per Commercial Vehicle per day in India is 240-
280, as against 680-700 in the developed countries.

Roads occupy a crucial position in the growth and development of the transportation
industry. Hence, the government has undertaken several projects to expand the road network
nationwide for providing connectivity and mobility in both the rural and urban areas. The
golden quadrilateral project and east-west and north-south corridors (connecting four major
metros) are examples of such initiatives.

In the Eleventh five-year plan, the planning commission has decided to make an investment
of Rs 3,141.5 billion in the roads sector. The pattern of funding for the 5 years is as stated
below:

Projected investment in roads sector (Rs billion)

Year Public Private

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 2007-2008 358.5 159.7
2008-2009 376.0 171.9
2009-2010 395.6 196.4
2010-2011 432.3 251.4
2011-2012 511.2 288.5
Total 2,073.6 1,067.9
Share(%) 66.0 34.0
Source: Eleventh Five Year Plan

The Planning Commission anticipates the share of private sector to be around Rs 1,068
billion for the above plan.

Third Party Logistics

Third-party logistics (3PL) or logistics outsourcing is gaining importance as more and more
corporations across the world, unable to manage their complex supply chains, are
outsourcing logistics activities to the 3PL or logistics service providers. By outsourcing
logistics activities, corporations are able to not only concentrate on their core business
operations, but also achieve cost-efficiency and improve delivery performance and customer
satisfaction.

Third-party logistics (3PL) refers to outsourcing transportation, warehousing and other

logistics related activities to a 3PL service provider that were originally performed in-house.
More and more corporations across the world are outsourcing their logistics activities due to
various reasons, some of which are outlined below:
Due to globalisation, corporations across the world are increasingly sourcing, manufacturing
and distributing on a global scale making their supply chains very complex for them to
manage. Hence they have to outsource their logistics activities to experienced 3PL providers,
who have global operations.
Logistics outsourcing is used to complement the logistics activities the corporations do not
have competency in, and also to increase the geographic reach. When a corporation expands
business overseas, it may not be conversant with the customs duties, tax structures, rules and
regulations, import/export policies of the government, and culture of the foreign country. A
3PL provider, who has long been operating in that country, will be better able to carry out the
logistics operations.
Logistics may not be one of the core activities of a corporation. So, inefficiency may creep in
if it is looked upon as a secondary activity. Since the 3PL providers are now offering a
number of value-added services such as customs clearance, freight forwarding, import/export
management, distribution, after sales support, reverse logistics and so on, corporations can
outsource all these activities, and concentrate on their core business operations.
Logistics outsourcing may also reduce costs as the 3PL providers can get the advantage of
the economies of scale, which is otherwise not available to the corporations.
By outsourcing logistics, corporations can reduce their asset base, and deploy the capital
released for other productive usage.

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Logistics outsourcing improves cycle time and delivery performance, thereby increasing
customer satisfaction.

Third party logistics (3PL) in India is still in a relatively nascent stage. 3PL is one of the
fastest growing segments within Logistics with 55 percent of Indian companies outsourcing
logistics services such as supply chain management and warehousing. 3PL is estimated to
grow at about 30% annually and become a US$ 30 billion industry by 2010. It is expected to
constitute ~ 13% of the Indian Logistics market in FY11. The outsourcing of third-party
logistics business (3PL) in the country is expected to touch $90 million by 2012. The end-
users of 3PL services include major players from the retail, auto components and the
electronics industry.

The organised 3PL market in India can be categorised into three major segments – public
sector, private sector and foreign entrants. Some of the major players in each category are:
Public Sector – Transport Corporation of India, Container Corporation of India, Food
Corporation of India and Central Warehouse Corporation
Private Sector – Gati, Allcargo, Safexpress and Reliance Logistics
Foreign Entrants – DHL, Fed Ex, Blue Dart and TNT

Relocation

Relocating things are on the move in the Indian corporate world. Companies today have
branches all over the country and abroad and keep sending their employees on assignment to
various locations. This has given rise to a new professional corporate relocation services
companies. Relocation was hitherto a HR function, and most companies restricted their role
in the relocation process to handing over a lump sum to their employees and letting them do
it on their own. But there has been a change in attitude of late, mainly because of the growing
realization of the delays and costs involved in the settling-in process.

The corporate relocation services industry has also been given a boost by the growing
number of expats coming to India, attracted by the boom in the IT, pharmaceuticals and other
industries. The new relocation companies offer services that range from cultural orientation,
finding homes, school admissions for children, arranging domestic help etc.
Corporate relocation services companies also help offices move to new locations. Services
include moving, complete office installation including reconfiguration of office equipment,
etc. Some companies go further and familiarize staff with a new city, conduct language
training courses etc.
It certainly is a booming industry, with international names making their presence felt. It's
worth several hundred crores today, and with double-digit growth rates, the corporate
relocation industry could reach stratospheric levels. Currently, this industry is dominated by
many small players.
Some of the big players include:
Agarwal Packers & Movers;
Santa Fe (through Ikon and IR moving services)

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PN Relocation

Logistics Parks

The concept of a consolidated logistics centre can be traced back to the Foreign Trade Policy
of 2004, which led to the development of Free Trade Warehouse Zones (FTWZ). While
FTWZ were aimed at facilitating import and export of goods, the need for a one-stop shop
that could additionally cater to the domestic market led to the development of logistics parks
as a part of the infrastructure industry in 2005-06.

Logistics Park is a designated area that facilitates domestic and foreign trade by providing
services like warehousing, cold storage, multi-modal transport, container freight station, etc.
This area also acts as a place where a company can unload cargo for distribution,
redistribution, packaging and repackaging.

Majority of these parks will be developed in the proximity of established and emerging
industrial hubs and SEZ’s in the country in order to tap their logistical needs. By 2012,
around 110 logistics parks, spread over approximately 3,500 acres, are expected to come up
across India at an estimated cost of US$ 1 billion. Service providers will benefit from 22%
tax exemption on income from continuous operations of 10 years.
Majority of the upcoming logistics parks are being planned in close proximity to state
capitals. However, availability of large land parcels at relatively low cost, connectivity to
multiple markets across states and proximity to industrial clusters has led to the emergence of
some tier-2 and tier-3 cities as favoured destinations for the development of logistics parks
and warehouses.

Courier

The Indian courier market is INR 70 billion is growing at 25% a year. Indian parcel courier

22
 market is estimated to be in the tune of 4000 crores and it has witnessed an average yearly
growth of 25%.
Blue Dart (a listed company) is one of the key players with revenues of INR 9 billion crores.
Proposed postal bill is not in tandem with the best global practices and would adversely
impact the growth of trade and commerce in the country.

FDI and other regulatory norms

A snapshot of the FDI regulations governing the industry is as under:

100% FDI under the automatic route is permitted for all logistic services except services
mentioned in the points below.
FDI up to 100% subject to FIPB approval is permitted for courier services.
Airlines and Airport Infrastructure
FDI for existing airports 100% (FIPB approval for FDI beyond 74%)
100% FDI under automatic route for greenfield airports
49% FDI is permissible in domestic airlines under the automatic route, but not by foreign
airline companies

Recent Deals in the Logistics in India

PE firms are eyeing stakes in some of the bigger companies in the fast emerging logistics
sector to benefit from the fast growing story of this Indian industry.According to Merger
Market estimates, the logistics sector has witnessed increasing interest from the private equity
sector with US$ 780 million (5.5%), US$ 634 million (6%) and US$ 109 million (2.9%) in
2007, 2008 and 2009 respectively.
R e c e n t d e a ls in t h e L o g is tic s In d u s tr y in In d ia

C a le n d a r U S $
A c q u ire r N a m e T arg e t N am e ye a r m illio In n d u s tr y
1 H it a c h i T r a n s p o r t S ys t e m L td F lyja c L o g is t ic s P v t L td 2010 5 5 L o g is tic s c o m p a n y
2 G V K P o w e r & In f r a s tr u c tu r e LBt da n g a lo r e In te r n a tio n a l A ir p o r t L td2 0 0 9 1 4 8 B a n g a lo r e Air p o r t Au t h o r ity
3 B la c k s to n e G r o u p H o ld in g s L GL Ca te w a y R a il F r e ig h t L td 2009 6 5 F r e ig h t t r a n s p o r t a tio n c o m p a n y
4 G V K P o w e r & In f r a s tr u c tu r e L tBda n g a lo r e In te r n a tio n a l Air p o r t L td2 0 0 9 1 0 3 B a n g a lo r e Air p o r t Au t h o r ity
5 E le v e n th L a n d D e v e lo p e r s P vGt rLetadt O ffs h o r e L td 2009 1 3 3 In te g r a te d o ff s h o r e o ilfie ld s e r v ic e s p r o v id e r
6 N a tu r a l P o w e r V e n t u r e s P v t LGt dr e a t O ffs h o r e L td 2009 1 2 In
8 te g r a te d o ff s h o r e o ilfie ld s e r v ic e s p r o v id e r
7 In d ia V a lu e F u n d In n o v a tiv e B 2 B L o g is tic s S o lu t io n s2 0P0v9t L td 4 0 P r o v id e r o f r a il c o n t a in e r s e r v ic e s
8 3 i In d ia P r iv a te In f r a s t r u c t u r e KF ruisn hd nGa pP a tn a m P o r t C o m p a n y L t d 2 0 0 9 1 6 1 E n g in e e r in g a n d c o n s t r u c t io n c o m p a n y
9 A ir In d ia In d ia n ( fo r m e r ly In d ia n Air lin e s ) 2007 3 ,0 0 0Air lin e o p e r a to r
10 U n it e d B r e w e r ie s K in g fis h e r Air lin e s L td 2007 1 0 3 C h a r te r a v ia t io n c o m p a n y
11 U n it e d B r e w e r ie s K in g fis h e r Air lin e s L td 2007 1 3 4 C h a r te r a v ia t io n c o m p a n y
12 C o e c le r ic i L o g is tic s S .p .A U n ite d S h ip p e r s L t d 2007 8 1 S h ip p in g c o m p a n y
13 J e t a ir w a ys In d ia L td J e t lit e (fo r m e r ly k n o w n a s Air S a h a2r a0 )0 7 3 3 8 Air lin e o p e r a tin g c o m p a n y
14 N ip p o n E x p r e s s C o L t d N ip p o n E x p r e s s In d ia P v t L t d 2007 8 L o g is tic s c o m p a n y
15 TNT NV AR C In d ia L td 2006 4 1 P r o v id e r o f s u r fa c e tr a n s p o r ta tio n s e r v ic e s
16 J e t a ir w a ys In d ia L td J e t lit e (fo r m e r ly k n o w n a s Air S a h a2r a0 )0 6 5 0 0 Air lin e o p e r a tin g c o m p a n y

S ourc e : M e rge r M a rke t

23
Opportunities

The evolving business landscape and increasing competition across industries, is creating
the need for more efficient and reliable logistics services than what exists 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. While the end user industries like auto, consumer durables, organized
retail, etc are direct triggers for the growth of the logistics sector in India, some of the
other drivers are described below:

Rise of 3PL services - The logistics cost is a direct function of quality of the national
transportation infrastructure and professionalism of the logistics services offered. In
addition, the level of maturity of the logistics industry of a nation is co-related to the
share of 3PL service providers vis-à-vis the share of first and second party logistics
service providers. Many Indian companies are realizing the importance of their supply
chain network and are increasingly calling upon logistics managers for their professional
inputs into corporate and marketing strategies. Consequently there has been an uptrend in

24
the requirement of specialized Third Party Logistics Service Providers to whom
companies are looking to outsource their logistics requirements. As per industry
estimates, it is expected that 3PL solutions in India would grow at a CAGR of more than
20% during the period 2009-15.

Investments in infrastructure - A well-knit and coordinated system of logistics

infrastructure plays an important role in the sustained economic growth of the country.
India’s infrastructure deficiencies have become more visible because of high growth
witnessed during the past few years. The most visible indicators of overstretched
infrastructure are India’s congested highways, airports and ports. Though the current
levels of efficiency are much below when compared with other developed nations, the
government has plans for improvement through infrastructure development. While
projects like development of the dedicated rail freight corridors, port development
projects under National Maritime Development Program are being envisaged and
executed at the national level, it is imperative that India augments its infrastructure
spending. Given the scale of work that is needed, presently it is still relatively low at
4.6% of GDP far behind China’s which is around 10% of GDP. The Planning
commission recommends a step-up in this ratio to 8% by 2011-12. The government has
also indicated that bottlenecks and delays in implementation of infrastructure projects
because of policies and procedures, especially in railways, power, highways, ports,
airports will be systematically removed. It is also expected that a large number of PPP
projects in different areas currently awaiting government approval would be cleared
expeditiously and the regulatory and legal framework for PPPs would be made more
investment friendly. Potential savings of up to $ 50 billion is expected with various
restructuring measures to bring cost of Indian logistics at par with its Global counterparts,
making Indian goods more competitive in the global market. Also emergence of SEZs,
EPUs and IT parks present exciting prospects. Distribution centers will be built in each
state to enable stock transfers and avoid inter-state taxes.

Recognition of logistics as an integral part of corporate strategy - Over the years, the
importance of distribution and logistics has become much more apparent to a broad range
of Indian companies. The significance of logistics within a company’s total business
structure is illustrated in the table below by using the inter-relationships of logistics with
other functions.

25
For the formulation of any competitive strategy, knowledge of key logistics elements is
essential. Any factors related to the procurement, storage and movement of goods must,
of necessity, be relevant to the determination of a company’s business. Accordingly there
has been a growing importance of the role and contribution that the logistics / distribution
manager makes to corporate strategic planning.

Streamlining of the indirect tax structure - In India, distribution network is designed more
by the tax consideration rather than the requirements of servicing customers at optimal
cost. Most of the consumer goods companies operate with at least one distribution center
or Clearing & Forwarding Agent (CFA) in each state, where they sell, to avoid inter-state
Central Sales Tax (CST). Such companies operated with 25 to 50 warehouses all over
India, which is a very high number compared to developed economies (less than 5) or
even China (less than 10). The introduction of Value Added Tax (VAT) and the proposed
introduction of a singular Goods and Services Tax (GST) are expected to significantly
reduce the number of warehouses, manufacturers are required to maintain in different
states, thereby resulting in a substantial increase in the demand for integrated logistics
solutions. Besides, manufacturers will be taking the advantage of taxes & incentives by
manufacturing in remote locations.

Globalizing of manufacturing systems- Globalization of manufacturing systems coupled

with advancements in technology is increasingly compelling companies across verticals
to concentrate on their core competencies and avail the cost saving potential of
outsourcing. This is expected to contribute to an increase in the need for integrated
logistics solutions, which is the niche of every third party logistics service provider.

Robust trade growth - Import traffic has grown at a significant CAGR of 22 per cent over
the past 10 years until 2008-09, with accelerated growth in the past 5 years (CAGR of 29
per cent). Exports have also grown at a healthy CAGR of 19 per cent over the last 10
years, of which the past 5 years have witnessed a stronger CAGR of 21 per cent. The
growing EXIM trade, backed by an economic growth of 8.48 per cent per annum over the

26
last 5 years (2003-04 to 2008-09), is driving container traffic at major ports in the
country. Robust growth in foreign trade will increase the demand for good quality and
timely logistics and warehouse services.

Inefficiencies in current supply chain system in India

Distribution and warehouses small and fragmented - The logistics and warehousing
sector in India, till now, has been highly fragmented and characterised by the presence of
numerous unorganised players. A large number of players have been providing services
in individual segments like transportation, warehousing, packaging etc.
Minimal Inter modal transfers
Value added logistics players scattered
Logistics spend around 10.7 per cent of the GDP in 2008-09, which is significantly
higher than the 5 to 7 per cent across developed nations. The higher spend is largely due
to inefficient logistics operations, multiple tax structures, inadequate logistics
infrastructure and unorganised nature of the industry.

Profile of Key Players

Gateway Distriparks Ltd

27
GDL is in the business of owning, developing and managing Container Freight Stations
(CFS) and Inland Container Depots (ICD). The company operates container freight
stations (CFS) at Navi Mumbai, Chennai, Vishakapatnam and Inland Container Depot at
Garhi Harsaru. GDL is in the process of expanding capacity at its existing CFSs and
setting up a new CFS at Kochi. Shares are listed on the National Stock Exchange and the
Bombay Stock Exchange.

Shareholding Pattern

Financial Performance
The Company’s income from operations & other income grew by 19% from Rs. 1,758.47
million in 2007-2008 to Rs.2,092.86 million in 2008-2009. The company maintained its
throughput at 247,618 Teus in 2008-09 (2007-08: 251,728 TEUs). The Profit before tax
increased from Rs.867.65 million in 2007-08 to Rs.1,073.24 million in 2008-09 after
providing for interest Rs.7.03 million (2007-08: Rs.0.62 million) and depreciation
Rs.149.53 million (2007-08: Rs.133.47 million).

Key Financial Indicators

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All Cargo Global Logistics Ltd

AGL is in the business of Container Freight Station/Inland Container Depot (CFS/ICD),

Multimodal Transport Operations (MTO), Equipment Hiring, Oil Rig and Supply Vessel
Management Services. AGL currently operates three CFSs - at Jawaharlal Nehru Port
Trust (JNPT), Chennai and Mundra ports and an ICD at Pithampur near Indore. The
company has a widespread network covering over 5,000 destinations nationally and
internationally. AGL and Container Corporation of India have signed a joint venture for
establishment of an ICD at Dadri in which AGL will have a share of 51 per cent. In
February 2009, AGL entered a long-term agreement with M/s Hind Terminals Pvt Ltd for
setting up, commissioning, operating, managing and commercially running CFSs/ICDs at
Indore, Hyderabad, Nagpur, Bengaluru and at places mutually agreed by both parties.

Shareholding Pattern

29
Financial Performance
The company has achieved a turnover of Rs. 5,167.56 million and earned a net profit of
Rs. 978.05 million as compared to turnover of Rs. 5,167.91 million and net profit of Rs.
926.73 million in preceding financial year, representing 5.54% growth in net profit.
EBITDA is Rs. 1,588.45 million as compared to Rs. 1,407.46 million in preceding
financial year, representating 12.86% growth.

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Aegis Logistics Ltd.

ALL is a leader in oil and gas logistics. The Group operates in two segments namely
Liquid Terminal Divisional and Gas Terminal Division. The Company’s subsidiaries
include Sea Lord Containers Limited, Konkan Storage Systems (Kochi) Private Limited,
Eastern India LPG Co. (Private) Limited and Aegis Group International Pte. Limited.
Shareholding Pattern

Financial Performance
The Company earned gross profit before interest, depreciation and tax of Rs. 47.32 crores
during the financial year under review. Profits before tax stood at Rs. 36.88 crores. Net
profit after tax was Rs.30.38 crores.

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Gati Ltd

Gati is one of the leading express distribution and supply chain solutions companies in
India. Gati provides multi-modal transport services with connectivity across air, road,
ocean and rail.The company has overseas presence too with markets in the asia pacific
region and SAARC countries. The company has a large network spread over 603 of
India’s 611 districts and a fleet of over 4,000 vehicles on road. Shares listed on the
National Stock Exchange and the Bombay Stock Exchange. Company regained the
Consumer Superbrand Status for the year 2009-10. The road transport business of the
company provides both bulk and container services. It has a facility of online cargo
tracking, door-to-door pick up and delivery, documentation etc. Gati CTC launched its
sixth vessel MV-Gati Pride 7000 DWT and 441 TEU, which is its first custom-built
vessel. On March 31, 2009 Gati acquired the remaining 26.01 percent stake in Kausar
India, increasing its total stake to 99.73 percent.

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Shareholding Pattern

Financial Performance
Operating income of the company grew by 12 percent in 2008-09 from Rs 5.5 billion in
2007-08 to Rs 6.8 billion in 2008-09. The company registered a net loss of Rs 150.6
million during 2008-09 mainly on account of losses in freighter business and derivative
transactions. Besides, increase in interest costs and depreciation due to high capital
expenditure incurred by the company added to the net loss.
Key Financial Indicators

33
Blue Dart Express Ltd

South Asia's premier courier and integrated air express package distribution company.
DHL Express (Singapore) Pte. Ltd. acquired 81.03% of the equity capital of Blue Dart
Express Limited in 2005. Blue Dart continues to operate as an independent brand and
provides a complete spectrum of domestic and international express services through
synergies with DHL. Blue Dart has the most extensive domestic network covering over
25,416 locations, and service more than 220 countries and territories worldwide through
Sales alliance with DHL, the premier global brand name in express distribution services.
Headquartered in Mumbai, it has a workforce of over 6,947 people. The company has a
fleet of 5,408 vehicles and has air support of 3 Boeing 737 and 4 Boeing 757 freighters.

Financial Performance
The Company’s income from operations declined from Rs.979.42 Cr in 2007-2008 to
Rs.907.40 Cr in 2008-2009. The Net Worth of the company increased from Rs. 391.87 Cr
in 2007-2008 to Rs. 449.81 Cr in 2008-2009.
Unit Dec-09 Dec-08
Operating Rs Cr 907.40 979.42
Income
Capital employed Rs Cr 23.76 23.76
Net Worth Rs Cr 449.81 391.87
Total Debt Rs Cr 0.0 0.0
Net Profit Rs Cr 60.71 77.35
Operating Percent 11.60 12.96
margins
Net margins Percent 6.65 7.88
RoCE Percent 20.96 29.63
RoNW Percent 13.49 19.73
Current Ratio Percent 2.21 2.16
EPS Rs 25.58 32.60
Book value Rs 189.57 165.15

Conclusion

34
The logistics industry will continue to be the focal point of strategy formulation,
operational excellence and information technology to make maximum contribution in
value creation for customers. Globalization, consolidation, technology advancements and
outsourcing have only led to growth in the logistics services market and this industry will
continue to evolve in the coming years. Firms can enhance their market competitiveness
by reducing their logistics costs, thus lowering the total costs of goods and services. Any
impetus to improve the competitiveness of the firms at the national platform would
enable the nation to register a dynamic economic performance in a global environment.
USA has successfully reduced its logistics cost as a percentage of GDP from 17% in
1980 to its present level of 9.5 % by incorporating macro level reforms in the
transportation infrastructure coupled with micro level upgradation of logistics facility in
individual firms. India has therefore got a huge opportunity of reducing its national
logistics cost by studying and benefiting from other success stories. Indian logistics firms
will have a major role in achieving this cost reduction.

Government initiatives like development of SEZs, logistics parks, infrastructure building,

privatization of transport operations, implementing PPP models etc., will encourage
private sector investment and lead to greater demand for logistics services. Moreover,
growth of user industries like retail, telecom, consumer goods, automotive,
pharmaceuticals, foods and beverages etc. notwithstanding the current economic
slowdown will provide further impetus to logistics services across sectors. Drivers like
these and the push / pull pressures created by the market forces will not only trigger
structural changes in the logistics industry resulting in specialization, consolidation,
outsourcing, service migration, new markets, new services but will also create challenges
around service, delivery, quality and cost as customer needs become more demanding
and complex.

Seeing these growth prospects, Indian Logistics sector seems to be a good investment
option by PE firms.

35