The difficult-to-decarbonise maritime shipping sector is projected to account for an increasing portion of global CO2 emissions. Total shipping industry emissions grew by almost 10 per cent from 2012 to 2018, accounting for 2.89 per cent of total global anthropogenic emissions, according to the fourth IMO greenhouse gas study. Zero-carbon fuels and technologies are not available at the size, scale or price the industry needs for wide-scale adoption, but the sector’s stakeholders have recognised this and unanimously coming forward and exploring a range of zero-emissions fuels and technologies, including batteries, sustainable biofuels, green or blue hydrogen and their derivatives such as ammonia and methanol.
Upamanyu Borah
An uncharted road to Recovery
The shipping industry is recognised as a significant contributor to pollution and frequently comes under scrutiny for its contribution to worldwide greenhouse gas emissions.
While shipping was not directly included in the Paris climate change agreement the sector has been making efforts to clean up its act. Shipping plays a central role in global supply chains, meaning many industries will continue to use the shipping sector to facilitate their net zero goals.
According to the fourth International Maritime Organisation (IMO)—UN’s regulatory body on shipping—greenhouse gas study, the executive summary of which was published in end of February this year—the first to be released since the adoption of the IMO Strategy on Reduction of Greenhouse Gas (GHG) Emissions from Ships in 2018—suggests shipping's share of emissions edged up over the period from around 2.76 per cent of the global total in 2012, as global trade grew and other sectors began to curb their emissions.
International shipping's CO2 emissions also increased in the same time period, although at a slower rate than the industry overall, growing 5.6 per cent from 701 million metric tonnes to 740 million metric tonnes.
The study marks the first time the specific emissions share of international shipping has been calculated, using a new voyage-based allocation method that the IMO claims “is exactly consistent with the Intergovernmental Panel on Climate Change (IPCC) guidelines and definitions.”
The analysis also confirms that while total emissions have grown, the carbon intensity of shipping improved between 2008 and 2018—both for international shipping as a whole and for most ship types. Overall carbon intensity, as an average across international shipping, was between 21 and 29 percent lower in 2018 than in 2008, the figures show.
Most of this progress was made between 2008 and 2012, however, with progress on improving the carbon intensity of international shipping slowing markedly in recent years. Since 2015, average annual improvements have ranged from just 1 to 2 per cent, the analysis shows. The new study marks the first time that carbon intensity estimates have been included in the IMO's reporting.
Shipping is responsible for over 3 per cent of global CO2 emissions, according to data from various maritime consultants and research agencies, and this is only expected to increase if it takes no action — and scientists have projected that maritime shipping could account for 17 per cent of total annual CO2 emissions by 2050.
Although the COVID-19 pandemic resulted in the emission levels for 2020 and 2021 being lower than predicted, they are expected to rise to pre-pandemic levels as the industry begins to resume operations.
As early as April this year, the global shipping industry is calling on the world's governments to tax its carbon emissions. Groups that represent more than 90 per cent of the global fleet say the measure is needed to tackle climate change.
Not to question, regulation is a challenge. Because shipping is regulated internationally by the IMO, the politics of decarbonising shipping can be complicated by the fact that countries have varying degrees of interest in pushing for change.
Consequently, International Chamber of Shipping (ICS), the global trade association for ship operators has put forward a comprehensive proposal for a global levy on carbon emissions from ships, in what would be a first for any industrial sector.
ICS, which represents the world’s national shipowner associations and more than 80 per cent of the merchant fleet, presented a submission to the UN recently in September, calling for an internationally accepted market-based measure to accelerate the uptake and deployment of zero-carbon fuels.
According to papers handed to the IMO, the levy would be based on mandatory contributions by ships trading globally, exceeding 5,000 gross tonnage, for each tonne of CO2 emitted. The money would go into an ‘IMO Climate Fund’ which, as well as closing the price gap between zero-carbon and conventional fuels, would be used to deploy the bunkering infrastructure required in ports throughout the world to supply fuels such as hydrogen and ammonia, ensuring consistency in the industry’s green transition for both developed and developing economies.
The Fund would calculate the climate contributions to be made by ships, collect the contributions, and give evidence they have been made. ICS hopes that it would also support new bunkering infrastructure, so that new fuels, when developed, can be made available globally and from as many ports as possible.
To minimise any burden on UN Member States and ensure the rapid establishment of the carbon levy, the framework proposed by industry would utilise the mechanism already proposed by governments for a separate US$5 billion R&D Fund to accelerate the development of zero-carbon technologies, which the UN IMO is scheduled to approve at a critical meeting in November immediately following COP 26.
“What shipping needs is a truly global market-based measure like this that will reduce the price gap between zero-carbon fuels and conventional fuels,” Guy Platten, Secretary General of ICS was quoted stating
“The rapid development of such a mechanism is now a vital necessity if governments are to match actions with rhetoric and demonstrate continued leadership for the decarbonisation of shipping.”
“There’s no question that improvements in technology can enable the transition to zero-emission shipping. However, huge leaps must still be taken if we’re to achieve the readiness levels needed for deployment at scale. This includes building the necessary infrastructure to support such as transition.”
“We need to be able to put zero emission ships in the water by 2030 without challenging price and safety issues. If the IMO lends it’s backing to our proposal, then we may yet be able to change this and deploy technologies economically and equitably.”
ICS believes that a mandatory global levy based MBM is strongly preferable over any unilateral, regional application of MBMs to international shipping, such as that proposed by the European Commission which wishes to extend the EU Emissions Trading System to international shipping. A piecemeal approach to MBMs, (the EU ETS will only apply to about 7.5 per cent of global shipping emissions), will ultimately fail to reduce global emissions from international shipping to the extent required by the Paris Agreement, whilst significantly complicating the conduct of maritime trade.
The levy based MBM, which is co-sponsored by the trade association for bulk carrier operators, INTERCARGO, comes in addition to an industry and government proposed US$5bn R&D fund. The R&D fund, of a mandatory US$2 levy per tonne on marine fuel, would be used entirely to fund the research and development of alternative zero-carbon fuels and propulsion systems. ICS has called for this fund to be approved at an upcoming pivotal meeting of the IMO in November this year.
Platten said, “The World Bank and numerous studies have concluded that the most appropriate global MBM for reducing carbon emissions from shipping is a levy-based system.”
“Adopting our proposal for a levy-based system, will avoid the volatility that exists under emissions trading systems, such as the EU ETS—which in the case of shipping, seem to be more about generating revenue for governments from non-EU shipping, than helping shipping to decarbonise.”
“A levy based system can give the industry price certainty, and more stability for making investment decisions in zero–carbon ships and developing emissions saving technology.”
Winds of Change heralding a new chapter
There is change on the horizon, as regulators, industry groups and financial institutions take steps to steer the shipping sector toward decarbonisation.
While there are signs of progress, the shipping sector faces some unique challenges. Zero-carbon fuels and technologies are not available at the size, scale or price the industry needs for wide-scale adoption, according to the ICS. To create a zero-emissions shipping fleet, “new fuels will need to be developed along with novel propulsion systems, upgraded vessels and an entirely new global refueling network,” the group had previously said in a report.
Today, the sector is exploring a range of zero-emissions fuels and technologies, including batteries, sustainable biofuels, green or blue hydrogen and their derivatives such as ammonia and methanol. Blue hydrogen is produced from natural gas by splitting its molecules into hydrogen and carbon dioxide and capturing and storing the CO2. Green hydrogen is produced by splitting water through electrolysis and powering the process using renewable electricity sources such as wind and solar.
A number of shipping companies at the same time are starting to set their own decarbonisation goals that go beyond the IMO’s target. One of the largest shipping companies in the world, AP Møller - Mærsk aims to achieve net zero carbon emissions by 2050 and has an interim target of a 60 per cent reduction by 2030.
Maersk announced it will roll out the first carbon-neutral vessel in a groundbreaking series of 8 large ocean-going container vessels in the first quarter of 2024 and has also pledged to launch its first zero-carbon emissions vessel by 2030.
The vessels will be built by Hyundai Heavy Industries (HHI) and have a nominal capacity of approximately 16,000 TEU containers.
The agreement with HHI includes an option for 4 additional vessels in 2025. The series will replace older vessels, generating annual CO2 emissions savings of around 1 million tonnes.
Additional CAPEX for the dual fuel engine capability, which the vessels boast would enable operation on methanol as well as conventional low Sulphur fuel, will be in the range of 10-15% of the total price, enabling Maersk to take a significant leap forward in its commitment to scale carbon neutral solutions and lead the decarbonisation of container logistics.
Maersk said its intention was to operate the vessels on sustainable bio-methanol or carbon-neutral e-methanol "as soon as possible," but noted that limited global supplies of the fuels would mean running the ships on low carbon fuels from day one would be a challenge, and for which Maersk continues to engage in partnerships and collaborations with relevant players.
In line with its wider strategy to commit funds toward developing energy that doesn’t contaminate, AP Moller – Maersk has agreed to acquire a minority stake in a green-fuel startup WasteFuel, which is funded by Warren Buffett.
Maersk expects the investment to assist WasteFuel to build bio-refineries, with the first fuel expected to be set in 2024.
Morten Bo Christiansen, Vice President and Head of Decarbonisation, who is in charge of cutting CO2 emissions at the Copenhagen-based shipping firm said in an interview, “We need green fuels from all over the world and we need them in huge quantities. WasteFuel, which converts trash into green bio-methanol, sustainable aviation fuel, and renewable natural gas, is at the forefront in its field and we hope that one day we can make an off-take agreement with them.”
Christiansen noted, “It’s a chicken-and-egg problem. No one is making green methanol because there’s no demand to consume it, but there are no vessels to consume it because there is no methanol to buy. We are trying to break the situation by helping create a market.”
Christiansen also announced Maersk plans to purchase more green fuel startups in the time to come.
“We definitely expect to invest in more because so much needs to happen. We want to stimulate the market in all technologies and in all geographies.”
CMA CGM is also said to have invested in alternative fuels and launched a project to buy 12,000 tonnes of original bio-methane.
This amount of fuel would be enough to power two of its intra-Europe subsidiary containership’s 1,400 TEU LNG-powered vessels, deployed on a St Petersburg-Rotterdam Baltic Sea feeder loop, for an entire year.
The company said in a statement that, acquiring the fuel did not mean it would be running the ships purely on bio-methane from next month; rather that it paved the way for it do so in the future, as the fuel begins to enter the market.
Additonally, the CMA CGM Group, EveRé—operator of the multi-process household waste treatment plant commissioned by Métropole Aix-Marseille-Provence, Elengy—a subsidiary of Engie, operating liquefied natural gas (LNG) terminals at Fos-sur-Mer, and TotalEnergies—a global multi-energy company that produces and supplies energy, have joined forces to study the feasibility of creating France’s first production unit for liquefied biomethane (BioLNG), a low-carbon alternative fuel dedicated to energy transition in the shipping industry.
Produced by converting the biodegradable part of household waste from the Marseille Provence region, BioLNG would allow for the decarbonisation of shipping services departing from the Grand Port Maritime in Marseille and would be used primarily for the CMA CGM Group’s LNG-powered vessels.
“Currently, bio-methane production is scattered around Europe. The guarantee-of-origin system is very simple and designed so that small producers can produce bio-methane and obtain a certificate – that certificate is then sold and the producer can inject the bio-methane into the gas grid. It does not require a separate infrastructure. We have announced we are going to buy 12,000 tonnes of bio-methane on that basis, to send a clear message to our customers, partners and suppliers that this is one of the solutions that will help us reduce greenhouse gas emissions,” Farid Trad, Head of Energy/Financial Markets at CMA CGM, had said while speaking to the media.
Trad shared tentative plans to invest in bio-methane production were part of a strategy to create economies of scale for the fuel type, and similar to the process it has undergone with bringing LNG as a fuel to the market.
“We want to build trust in this as a fuel, because it will bring scale to the industry – the more bio-methane you get going into the grid, the greener the industry becomes.
“The first priority was to get the LNG fuel working – we needed to get the infrastructure in place to support it, and set up bunkering facilities in Rotterdam, Fos and Singapore. Now we have that global footprint with LNG in place, we can begin to think about doing similar with bio-methane. And that is why Europe is the easiest place to start as the grid is already in place,” he said.
The CMA CGM Group, TotalEnergies, and French-based utility company Engie are already working together for several months as part of the Coalition for the Energy of the Future, which aims to step up the pace of development of future energy sources and technologies and to support new sustainable mobility models, thereby reducing the environmental impact of transportation and logistics.
In order to make true technological revolutions possible and achieve tangible results by 2030, the Coalition has set three main targets:
Meanwhile, world’s second ranking container carrier MSC has decided to invest in a well-established technology to boost efficiency for a raft of new conventionally-fueled ships. It has put in a record 30-unit order for Silverstream Technologies' air lubrication system, which jets out a thick carpet of air bubbles under the bottom of the hull in order to reduce drag.
The technology will help reduce these vessels' emissions at the margins, cutting lifetime carbon dioxide releases by about 5-10 percent. That translates into a reduction of as much as 1.6 million tonnes of CO2, saving MSC an estimated US$300 million on bunker costs over the lifetime of the vessel.
It is easily the largest order for an air lubrication system ever placed, according to Silverstream, and it is a vindication of the company's years-long effort to gain commercial acceptance at scale. After its founding in 2010, Silverstream secured its first one-ship trial with Shell in 2014, followed by contracts for Norwegian Cruise Lines and Carnival Cruise Lines. More recently, it has even installed a system on a very large ore carrier (VLOC) for Brazilian mining giant Vale.
“This order of more than 30 Systems for MSC’s newbuild programme is a landmark moment for both Silverstream and for clean technology adoption across shipping. It is the single largest order of not only our technology, but of any air lubrication technology in the history of our market. We are extremely proud of this achievement and are ready for the challenge of managing our largest ever installation programme at five different shipyards,” Noah Silberschmidt, Founder & CEO, Silverstream Technologies expressed.
“Investing in a retrofitted and verified technology today, such as Air Lubrication Systems (ALS) which reduces frictional resistance between the hull and the water will enable owners and operators to remain profitable in an increasingly competitive and complex market,” Silberschmidt had previously stated in an interaction to the media.
“They help us to meet long term global decarbonisation targets and prove we are doing right by the world by investing in holistic vessel efficiency. Crucially, though, the efficacy of these technologies must be carefully scrutinised. Finding the right solution that stands up to rigourous testing will help the industry achieve the carbon savings required to meet incoming regulations.”
“Shipowners need to consider the entire process of retrofitting, associated costs and benefits. It is not just about choosing an available solution, but rather considering both the technical and operational benefits for a particular vessel. One solution which works for one vessel might not work for another, but making informed decisions early on will pay off,” he further added.
The MSC vessels applying the system are expected to be delivered from shipyards in Asia in 2022-2024.
Ecom Express Limited, India’s sole pure-play B2C e-commerce logistics provider as of the Financial Year 2024, has introduced a new brand identity, underscoring its commitment to customer-centricity. This rebranding reflects a focus on addressing specific customer needs, prioritising customer-facing metrics, and integrating innovative technology across its nationwide express logistics network. The goal is to enhance speed, agility, and network reach, ensuring a customer-focused approach. The rebranding includes a dynamic logo and a refreshed visual identity, symbolising Ecom Express’s pursuit of excellence. The new logo features a forward-moving arrow within a square, representing the company’s dedication to delivery. The letter "E" in the logo stands for Expression, Innovation, and Progress, while the bold magenta colour signifies bravery, self-expression, and strength. This vibrant magenta reintroduction reflects Ecom Express's renewed commitment to customers, partners, and team members, as the company aims to simplify and democratise logistics for all. Ajay Chitkara, CEO and MD of Ecom Express, elaborated on the transformation, stating, “Our refreshed brand identity reaffirms our customer-first approach as we continue to integrate technology and innovation to provide reliable, high-speed services with the widest network reach. This transformation also underscores our commitment to our employees and delivery partners, who are essential to our business.” The new logo embodies Ecom Express’s dedication to its core values, focusing on customer welfare and fostering a diverse, inclusive environment. This rebranding signifies a promise to redefine logistics through advanced technology, making life easier for all types of customers.
The Federation of Freight Forwarders’ Associations in India (FFFAI) held its 6th EC Meeting for the term 2021-23 on May 27 and 28 in Bengaluru. The meeting was attended by the Office Bearers and 28 Member Association representative of FFFAI from across the country, there were many issues discussed and updates provided concerning customs, CBLR, EDI, Service Tax/GST, logistics, air cargo, sea cargo, skill development,importance of social media which FFFAI has expanded recently, technology developments, etc. The special focus of the 6th EC meeting was the updates on forthcoming 24th Biennial Convention of FFFAI to be held from August 12 to 14, 2022 in Chennai with the theme LOGISTICS RESHAPE, EMBRACE AND SURGE IN THE DIGITAL ERA. At this EC meeting, FFFAI also implemented Digital Learning platform for members and next generation for e-learning. It has been decided that FFFAI would initiate FIATA eFBL here in India to benefit the trade, which empowers customs brokers, freight forwarders and logistics service providers. In addition, updates on the recently held FIATA HQ Meet was also provided by the concerned members of FFFAI. FFFAI members present at this EC meeting stressed upon enhancing productivity on ICEGATE for trade facilitation and Ease of Doing Business. The FFFAI members also urged for creating a dedicated portal for LSP integration. As regard to skill development initiatives, IIFF’s (training arm of FFFAI) past and forthcoming training programmes (both online and classroom/physical) for the entire logistics industry were presented at the EC meeting. In addition, FFFAI’s various initiatives on capacity building through technology/IT also discussed withadequate importance. Recent activities of FFFAI Women’s Wing including organising interactive meetings with Government of India officials and industry experts were highlighted at this meeting which drew huge appreciation from the members. The members committed to expand the activities of the Women’s Wing in all the 28 member association locations to empower/encourage the women logistics practitioners. At this EC meeting FFFAI has signed an MoU with the National Institute of Industrial Engineering (NITIE) with an objective of skilling the aspiring candidates looking for opportunities in the logistics sector. Notably, a special session was organised at this 6th EC Meeting where N Sivasailam, former Special Secretary (Logistics), Ministry of Commerce, Government of India was present to address the FFFAI members and highlight the recent initiatives of the government in strengthening the logistics infrastructure, thereby leading in increase of international trade through multimodal connectivity and faster cargo clearance. He projected the ambitious growth potential of the logistics industry in India with a strong collaboration between government and industry people. Also speaking on the occasion was Bani Bhattacharya, IRS, who interacted with members of FFFAI on various initiatives of CBIC for the trade facilitation without human intervention. FFFAI Chairman Shankar Shinde thanked all the 28 associations for their support and appreciated the contribution of CBIC/DG systems trade facilitation measures. FFFAI Member Associations are: 1. Ahmedabad Custom Brokers' Association2. Aurangabad Customs House Agents Association3. Association of Custom House Agents Thiruvanthapuram4. Bangalore Custom House Agents Association5. Brihnamumbai Custom Brokers Association6. Calcutta Customs House Agents Association7. Chennai Customs House Agents Association8. Cochin Customs Brokers' Association9. Coimbatore Customs House and Steamer Agents Association10. Custom Brokers Association Hyderabad11. Delhi Customs Brokers Association12. Goa Custom Brokers Association13.Indore Customs House Agents Association14. The Kakinada Customs Brokers Association15. Kandla Custom Brokers Association16. Kanpur Customs Brokers Association17. Ludhiana Customs House Agents Association18. Mangalore Customs House Agents Association19. Mundra Customs Brokers Association20. Nagpur Customs House Agents Association21. Nashik Customs House Agents Association22. Nadia Custom Brokers Association23. Pipavav Custom Brokers Association24. Pune Customs House Agents Association25. Rajasthan Customs House Agents Association26.Tuticorin Custom Brokers Association27.Visakhapatnam Cusotms Brokers' Association28.West Bengal Custom House Agents Society FFFAI welcomes Women in Logistics/Youth in Logistics to participate on FFFAI forums and also invites membership application form logistics service providers in industry as this is a big national and international forum to network.
Building a visionary company requires one percent vision and 99 percent alignment. This analogy resonates deeply when we compare the process of building a company to conducting a symphony orchestra. Just as a conductor leads musicians to create a harmonious masterpiece, a successful business and its management fosters alignment among team members to achieve extraordinary success. In the business world, this vision translates into a clear understanding of where the company wants to go and what it aspires to achieve. The one percent of vision acts as the guiding force that sets the stage for greatness. However, a conductor alone cannot create a symphony. The true magic lies in the collective effort of the musicians, each playing their part to perfection. Similarly, in a visionary company, alignment becomes paramount. Every team member needs to be facing in the right direction, equipped with the right skills, and focused on delivering the right results at the right time. By fostering alignment, harnessing the diverse talents within the team, and continuously fine-tuning performance, savvy teams and visionary leaders carry the potential to transform their companies into harmonious and successful organisations that resonate with greatness. Embracing the power of alignment, inspiring teams with a clear vision, and actively cultivating an environment where every member can contribute their unique talents, RE Rogers India has over the years formed an indispensable pillar of business triumph. Most recently, the company orchestrated a symphony of success handling over 300 events in the fiscal year 2023. Four of these were mammoth events taking place in four different cities at around the same time frame. And these were not merely gatherings, they were milestones. The four gigantic events (CPHI and PMEC 2023 – 28 to 30 November at India Expo Centre, Noida; ENGIMACH 2023 – 6 to 10 December at Helipad Exhibition Centre, Gandhinagar, Gujarat; EXCON 2023 – 12 to 16 December at Bangalore International Exhibition Centre, Bengaluru; PLASTIVISION 2023 – 7 to 11 December at Bombay Exhibition Centre, Mumbai) entailed approximately 650 on-ground manpower, 4300 packages, 370 equipment display, and 3600 vehicles. The symphony of greatness bubbled up in RE Rogers India's operational procedures and functions, and the teams and management leadership soared to create a masterpiece of lasting success as always. "To our heroes who faced the challenges head-on in handling their jobs with total finesse, and to our valuable customers who trusted us blindly during our busiest period pan-India: A HUGE THANK YOU!," the RE Rogers India team was quoted expressing in a LinkedIn post. As the demand for large-scale events and exhibitions continues to rise, the need for comprehensive and reliable exhibition logistics services has never been more critical. In India, where the exhibition industry thrives, one name stands out among the rest — RE Rogers India — who have been delivering unparalleled logistical solutions tailored to the unique demands of the exhibition sector. RE Rogers India have years of first-hand, specialist experience in handling every aspect of exhibitions, ranging from freight forwarding, transportation, customs formalities, secure handling of materials, on-time delivery and site assistance and supervision. Remember that logistics is not just about getting your materials from point A to point B; it’s about ensuring a seamless and stress-free experience for everyone involved in your exhibition, from exhibitors to attendees. So, if you partner with RE Rogers India, you’re not just hiring a logistics company; you’re bringing a dedicated and reliable team on board to ensure your exhibition materials reach their destination in perfect condition and on time. Having served a variety of clients from both the domestic and international arena, the company has developed deep understanding of the unique challenges of delivering time-critical goods in the face of huge crowds, open day pressure, and complex logistical requirements. RE Rogers India fully understands the value of complete exhibition sets in terms of the clients’ reputation and market standing, ranging from trade show booths, exhibits, and other equipment, which include wooden panels, steel frames, prefabricated designs, bunk houses, E-houses, printed material, lights, electronic items and other display resources. The company therefore takes utmost care to pay close attention to critical things like packing, loading, storing, lifting, etc. so as to eliminate any chance of damage. Due diligence is also exercised in choosing optimum and fastest mode of transport to enable the materials to reach the venue well in time, so as to facilitate timely set-up by the clients team at the venue. Post-exhibition, pick-up and delivery back to the shipper is also handled. With RE Rogers India as your esteemed logistics partner, you can focus on wowing your audience and making the most of your exhibition experience. Under the astute leadership of Ravinder Sethi, RE Rogers India is not just reaching new heights; it is setting successive benchmarks. With the innate ability to see through the intricacies and a commitment to perfection down to the minutest detail, Sethi has steered the company towards a trajectory of unparalleled success. His visionary approach complemented by the team's meticulous attention to excellence have become the driving force behind RE Rogers' ascent in the events and exhibition logistics sector. The collective efforts of Sethi and his entire team continue to sculpt a legacy of precision and excellence in the world of logistics that remains exciting, challenging and rewarding.
A significant milestone has been achieved in the Indo-Bangla railway project with the inauguration of the inaugural freight train connecting Bangladesh's Gangasagar to Tripura's Nischintanpur. This momentous event marks a significant step forward in strengthening the rail connectivity between the two neighboring countries. The new railway connection is set to enhance trade and commerce between India and Bangladesh, providing a more efficient and cost-effective mode of transportation for goods. It will not only boost bilateral trade but also promote economic development in the region by opening up new opportunities for businesses and industries. The Indo-Bangla railway project is part of a broader effort to improve connectivity and foster closer ties between the two nations. It is expected to play a vital role in facilitating the movement of goods and passengers, ultimately contributing to the economic growth and prosperity of both countries.
The past decade has been a transformative period for the Indian logistics sector, characterised by a blend of challenges and growth opportunities. Key milestones such as the formal recognition of logistics as infrastructure, the implementation of GST, and disruptions from COVID-19 have reshaped the industry landscape. During this time, technology adoption surged, sustainability became a focal point, and the sector prioritised agility and resilience. As a result, new business models emerged, and the sector registered a growth rate of 8%-9%. Throughout this period of growth, logistics companies have created significant value for their customers by offering innovative solutions, improving efficiency, and providing exceptional service experiences. However, the process of capturing and capitalising on this value is complex, requiring long-term investment and strategic focus. Companies typically follow one of two paths: competitive pricing or superior customer value. Yet, only a few have successfully extracted profits and solidified their competitive position, while others have faced decline. On a broader scale, while the logistics sector has made substantial progress in innovation, infrastructure, and technology, its financial returns and profitability have often fallen short of expectations. The challenge lies in the varied performance of subsegments such as express delivery, e-commerce logistics, and contract logistics. Each of these subsegments faces distinct challenges, influenced by factors such as market demand, regulatory policies, technological integration, and investment levels, leading to diverse outcomes across the sector. India's transportation sector is predominantly road-based, with nearly two-thirds of the market share. Among road logistics, Full Truck Load (FTL) remains highly fragmented, with a minimal presence of organised players. While the market has nearly doubled over the last decade, along with technology adoption in fleet and transport management, startups like Blackbuck have made attempts to drive the sector toward organisation, but no significant breakthroughs have emerged. As a result, FTL has struggled to create substantial value for customers, and profitability within the segment has remained stagnant. The second major segment in road logistics is Part Truck Load (PTL) services, where organised players have made gradual improvements. Companies like VRL and V-Trans India have established a national presence, supported by relevant infrastructure and technology. These organised players have delivered tangible value to customers, improving profitability alongside revenue growth through a cost-conscious approach. Rail logistics, on the other hand, has created significant value in specific subsegments, such as container train operators, private rail operators, and car carriers. While Indian Railways remains the primary infrastructure provider, private players like Adani, DP World, Gateway Distriparks, and Pristine have experienced profitable growth over the past decade. E-commerce logistics has been the most hyped segment in the last ten years. While e-commerce logistics started gaining traction in 2010, it exploded in 2014 with technological advancements and the emergence of new-age companies. This segment has grown into a US$6 billion market, creating immense value by reducing transit times, improving customer service, and offering tech-driven solutions. However, as these differentiators become industry standards, the rate of value creation has slowed. Despite significant investments to achieve profitability, most e-commerce companies are still either EBITDA-negative or marginally positive. While they have made strides in reducing losses, profitability remains below industry benchmarks. The express logistics segment, largely controlled by organised players, has also experienced incremental improvements in service offerings and customer service. Despite challenges such as declining document volumes, slow air cargo growth, and cost pressures, express logistics has achieved double-digit growth. However, the segment has failed to create significant new value, as many differentiators have now become standard offerings. This inability to create and capture value raises concerns for the future of express logistics. In contrast, the contract logistics segment has benefited from complex global supply chains and the post-GST momentum, providing significant opportunities for value creation through optimisation. Organised players, with their advanced solutions, technology, and automation, have been able to capture substantial value in this segment. Overall, while the logistics industry has created value across most of its segments, the ability to capture this value has been suboptimal. Factors such as technological advancements, sustainability trends, and evolving customer expectations will continue to influence value creation. However, value capture will hinge on effective pricing strategies, market positioning, and operational scalability. In the future, a balance between continuous innovation and profitability will be essential for long-term success in the logistics industry. Author: Vikash Khatri, Founder, Aviral Consulting
Trade shows are mission-critical, high-investment events where logistics execution directly influences marketing ROI. Exhibitors spend months preparing for a few days on the floor, since a single missed delivery window can jeopardise the entire programme. In this environment, Less-Than-Truckload (LTL) trade show logistics is no longer just transportation; it is an orchestration of timing, compliance, risk control, and venue-specific expertise. While standard LTL carriers can handle general freight, elite trade show shippers excel because they are built for the ecosystem — understanding drayage, marshalling yards, target windows, live-loading rules, equipment constraints, and the high-value nature of exhibits. This updated guide unpacks the differentiators that set the best providers apart, enhanced with additional dimensions such as KPIs, risk mitigation frameworks, technology adoption, sustainability practices, and a practical vendor-evaluation checklist. The Key Differentiators of Elite Trade Show Shippers When shipping general freight, a standard LTL carrier may be sufficient. However, event logistics demand a higher level of specialised service. The top trade show shippers possess four key differentiators that distinguish them from the rest. Proactive and Specialised Support Trade shows operate on rigid move-in schedules tied to booth size, dock flow, and decorator rules. The strongest providers deploy dedicated trade show teams who can interpret show manuals, coordinate with decorators, and time deliveries to avoid re-handling fees. Best-in-class partners also: Pre-audit documentation and labels to avoid show-site rejections Manage drayage coordination to reduce dwell and material-handling charges Offer pre-receiving and staging at regional facilities for smoother Day-1 move-ins This advisory-driven model transforms logistics from a cost center into a risk-mitigation service. Flexible Coordination and Network Access Because no two events are alike, trade show logistics demand configurable access to LTL, FTL, hot-shot, air, and international capacity. Top providers match service levels, route constraints, and budget requirements by tapping into broad asset and partner networks. A sophisticated network allows for: Expedited or guaranteed-capacity moves for high-stakes shows Cost-effective options for booth materials that can stage early Lane-specific equipment (air-ride, liftgate, climate-controlled) This flexibility becomes essential during peak show seasons when capacity is tight and timelines narrow. Guaranteed Performance and Asset Protection Event deadlines are immovable. Leading providers commit to guaranteed on-time service, narrow ETA bands, and contingency planning across linehaul and last-mile execution. They also emphasise exhibit protection through: Air-ride suspension fleets Strapping, padding, and vibration-control practices Secure transport protocols for prototypes and LED/AV assets With show participation costs rising, damage and delay prevention become competitive differentiators. End-to-End Visibility and Services Real-time visibility is no longer optional. Tocay, exhibitors rely on it to make staffing, booth-build, and drayage decisions. The best LTL partners deliver: Live tracking from pickup to booth delivery API connectivity with exhibitor dashboards Pre-emptive exception alerts and delay recovery paths For international events, leading providers integrate customs documentation, Carnet handling, temporary import permits, and venue-specific rules, ensuring frictionless handoffs across borders. What Are the Best LTL Logistics Companies for Trade Shows? Several providers exemplify these differentiators. The following firms are selected based on their demonstrated strength in specialised show support, performance-oriented service design, event fluency, flexible coordination and comprehensive offerings that cover pre-show to teardown. 1. Green River Logistics Solutions A brokerage-led model with deep carrier reach, making it ideal for exhibitors with varied lane structures. Key strengths: Highly personalised coordination and single-point-of-contact support Flexible equipment sourcing — LTL, flatbed, refrigerated, heavy haul Real-time updates and precise timing for fragile builds 2. XPO Logistics A multinational leader with a controlled linehaul network and a dedicated Trade Show Desk. Key strengths: Tight schedule integrity Venue-specific coordination and dock navigation Strong performance management systems. 3. TWI Group A global exhibition logistics specialist excelling in international customs and venue compliance. Key strengths: ATA Carnet expertise and cross-border support On-site liaisons at major venues High-touch service model for global exhibitors 4. Averitt A time-definite, reliability-driven carrier focused on window compliance. Key strengths: Guaranteed performance Expertise with marshaling yards and dock appointments Rapid recovery for last-minute constraints 5. TTI Logistics A specialist for fragile and custom builds requiring maximum protection. Key strengths: Air-ride fleets and vibration-controlled handling Precision timing for target-move-ins Advanced security protocols Comparing the Top LTL Logistics Providers for Trade Shows These providers excel in different areas. This table offers a quick comparison of their key service features to help you align their strengths with your specific needs. New Strategic Enhancements Added for a Modern Exhibitor’s Playbook Technology Advancements Worth Evaluating AI-assisted ETA predictions Digital drayage coordination tools IoT-enabled condition monitoring for AV and prototype freight Automated warehouse cut-off compliance checks Risk-Mitigation Practices That Matter Pre-show risk audits Contingency rerouting plans Venue-specific compliance checklists High-value cargo insurance design Sustainability Expectations from Today’s Exhibitors Low-emission or EV linehaul and last-mile options Carbon-neutral freight programs Reusable or recyclable crating solutions Emissions dashboards linked to booth shipments Performance Metrics That Define Best-in-Class Providers On-time delivery to target windows Damage-free shipment percentage Visibility uptime SLA Drayage handoff accuracy Exception-resolution response time How to Vet Your Trade Show Logistics Partner Applying the key differentiators includes asking potential partners the right questions. When your program includes international stops, ask about their documentation process, how they manage Carnets and how visibility will work across handoffs. The following can further validate fit and execution discipline: What is your detailed experience with my venue and decorator? Can you guarantee delivery within target-window constraints? What risk-mitigation plan is activated if my freight misses staging cutoff? What specialised equipment will you use for fragile or custom exhibits? How do you integrate with drayage contractors and marshaling yards? Which visibility tools and tracking integrations are available? Can you manage international customs documentation end-to-end? What sustainability options can be applied to my show calendar? Your Partner Is Your Most Critical Exhibit A logistics provider is more than a freight handler; they are the enabler of your presence on the show floor. The right LTL partner combines timing discipline, technical fluency, equipment strength, and venue intelligence to protect your brand and maximise your event ROI. Elite trade show shippers don’t just move freight; they orchestrate flawless show execution.
The expansion of Dammam Port in Saudi Arabia has taken a significant step towards strengthening trade relations between India and the Gulf region. The enhanced infrastructure and capacity of the port are set to benefit businesses and industries on both sides, facilitating smoother trade and commerce. The expansion of Dammam Port opens up new opportunities for Indian businesses to engage in import and export activities with the Gulf nations. It also serves as a strategic gateway for goods traveling to and from India, further improving the logistics and transportation landscape for businesses. The project showcases the commitment of both India and Saudi Arabia to enhance economic ties and boost bilateral trade. The increased port capacity will help meet the growing demand for trade between the two regions, ultimately contributing to the economic growth and prosperity of both nations.
Air India is setting its sights on a promising future as the exclusive carrier for TATA's iPhone exports. This strategic partnership between the renowned Indian airline and the tech giant TATA promises to boost India's manufacturing and export capabilities. The collaboration will enable Air India to become the sole carrier for TATA's iPhone exports, facilitating the efficient transport of these popular devices to international markets. With a reputation for reliability and global reach, Air India is poised to play a crucial role in TATA's supply chain. The move not only strengthens the relationship between two major Indian companies but also underlines India's growing importance in the global technology and manufacturing sectors. Air India's role as the exclusive carrier for iPhone exports is expected to generate significant revenue for the airline and enhance India's position as a hub for high-tech exports.
