LOG.India December 2011

INDIA

RETAIL LACUNAE: Retail logistics managers rue lack of standardization....30BIGGER PICTURE: How supply-chain hurdles dent company bottom-line...14

Britannia’s Replenishment Manager, Raviraj Rodrigues (right) and National Distribution Manager Sanjay Mukherjee (left), manage the supply-chain of the FMCG major while clearing the roadblocks and ensuring seamless logistics. A sharp look. Page 20

CRUNCH TIME

INDIA

OLD ORDER: How auto cos manage service logistics for phased-out models...08THE FOREIGN HAND: How FDI in Retail would change India’s logistics...25

Jayakumar Krishnaswamy, AkzoNobel’s SCM head, is managing a 24x7 supply-chain. Here’s how he plans to accomplish it.

Page 16

COLOR OF INNOVATION

INDIA

TElEcom logisTics 20Movement of telecom network equipment opens a window of opportunity

NEglEcTEd waTErways 44India is ignoring inland waterways at its own peril

low adopTioN 24Why WMS still does not have enough takers in India

amit mukherjee, Vice-president (iT and supply chain) and group cio at rpg, has deployed exemplary supply-chain strategies at spencer‘s retail >> page 34

Method In Motion

October 2010 | Vol. 4 – No.2

IndIa’s LeadIng LOgIstIcs MagazIne

` 100

www.logisticsweek.com

PRO-LIFE SCM: Amid all the din around green logistics, some practical wisdom...30

GET SET, GO 38The true story of supply-chain education in India.

October 2011 Vol. 5 — No.2 `100

Education

Special

Pg.38

CII SUMMIT: Highlights from arguably the biggest congregation of SCM chiefs...36

WALK IN THE PARK 44A detailed analysis of India’s logistics parks

December 2011 Vol. 5 — No.4 `100

Warehouses & Industrial Buildings

of 2,00,000 sqft. under construction

available at Chakan, Pune .(Outside Octroi Limits)

eDITORIAL >

5INDIA| December 2011 | www.logisticsweek.com

As I write this, parliament is on day seven of the logjam over the government allowing FDI in retail. The Prime Minister, Dr Manmohan

Singh, has defended FDI publicly. Ms Sonia Gandhi and Mr Pranab Mukherjee are to meet with the Opposition to sort things out. No, this isn’t a mainstream news article that you are reading. This is the team at LOG.INDIA, with the editor Aanand Pandey, calling me to know how things are where I stand. He said he wanted to know what the situation looked like to someone right at the battlefront, standing knee deep in retail.

What will Foreign Direct Investment (FDI) do to retail? Why has the government’s decision to allow 51percent foreign ownership in multi-brand retail and 100 percent in single brand retail sent shock waves through parliament?

The debate about FDI brings back memories of the opposition to the Nano. One of the main arguments against the Tata Nano car was that it would increase traffic congestion. This to me was an appalling line of reason. Why not construct better roads or invest in more efficient forms of public transport, rather than oppose the idea of a mechanical advancement? The argument to not allow FDI in retail, to me, falls in the same stratum of logic. Why don’t we look at the big picture as a whole of reduced prices, less wastage, better quality and more jobs created in the economy? Think about creating more jobs. Think about creating more taxpayers. Think about getting better quality and better service. And by better service, I definitely don’t mean getting a small sachet of coffee home delivered at 11pm (which the organized retailers will never be able to pull off), but to walk into a store and expect the product you want on the shelf ALL the time. We read the papers. We know all this.

And what will FDI do to our crumbling supply chain? With FDI, we will have not just foreign capital, but also rich supply chain experience—people who have tried to squeeze the blood out of rock with their supply chains for the past 20 years. Can any business in India possibly boast about running their logistics at four percent of the cost of goods sold? Such targets can only be achieved

when there are volumes that come from centralization and a true acceptance of supply chain supremacy as a concept. Foreign Investment means that current retail businesses have a great opportunity to make good symbiotic partnerships. FDI could come as welcome capital into making asset-heavy purchases that lead to best practices and hence to a lean supply chain.

FDI will most definitely mean modern retail which demands centralization to save money and really work. As in the 80’s in the US, the success of this approach is driven by partnerships with various companies such as, material handling companies that can deliver more automated solutions that can really increase volumes, transportation companies which can support pool distribution cost effectively, so that economies in transportation can be realized, sophisticated software firms that sell good forecasting software. It is undeniable that FDI will be a game changer.

To those of you who are still sceptical, the government has mandated that half the foreign investment will go into rural areas and in establishing cold chains—something that we really need. There are also regulations about sourcing from small to medium level suppliers. As a final cherry, there are restrictions about having to set up shops only in cities with a population of more than one million.

The last mile (a rather long one, too) for those of us who are hopelessly in love with retail is the induction of GST in all its glory and not just dual GST or the current format, known by some other name. My favourite scenario about Indian supply chain is inspired by the Rime of the Ancient Mariner, the famous poem of the great English Romantic Poet, Samuel Taylor Coleridge:

‘Inventory, inventory, everywhere/Nor a case to pick’. Trucks at state borders, trucks on the road, godowns

in every state and yet order fulfillment ratios? Not world class. GST is the next milestone we would like from you, Dr Singh.

Padmini can be reached at [email protected]

www.twitter.com/logisisticsweek www.facebook.com/logisticsweek

Just What Our Doctor OrderedBy Padmini Pagadala

6 INDIA| December 2011 | www.logisticsweek.com

Contents

Industry EvEntTwo events caught our attention: The SCLC awards function for food retail; and The Warehousing & Logistics Show.

8

12

20vIEw From thE topLast fortnight, the government decided to permit FDI in multi-brand retail. So how will it impact the supply-chain? What does it entail for the logistics sector? We put these questions to some prominent industry persons.

14

30 FEaturEThe Road AheadRoadblocks in retail logistics need to be cleared for the sector to f lourish and grow.

12

thE EnablE Flow sErIEsRoadblocks in supply chain lead to unavailability of products. The article uncovers this aspect of the supply chain.

14

20

CovEr storyCrunch TimeReplenishment Manager, Raviraj Rodrigues and National Distribution, Manager Sanjay Mukherjee, manage the supply-chain of Britannia Industries Ltd. How do they clear the roadblocks in supply-chain while ensuring replenishment continuity?

30


dECEmbEr 2011

68

74 EvEntsSome forthcoming events coming up in November.

ADVeRtIseRs InDeXBLR Logistiks (I) Ltd .................................................19

Cranfield University ................................................. 25

Exide Industries Ltd ................................................. 61

Gandhi Automation .................................................... 9

Indospace .................................................................17

Katti-Ma Logistics Park ........................................... 49

L & T Expo ............................................................... 71

Man Force Trucks Pvt Ltd ....................................... IBC

Marg Swarnabhoomi ............................................... 35

Om Logistics ........................................................... 43

Ramco Systems .......................................................11

Safexpress .............................................................. 27

Schaefer Systems International Pvt. Ltd. ..................13

Sevenseas Global Express Logistics Pvt Ltd ........... 59

Supply chain Conclave ............................................ 48

Supply chain Middle East ........................................ 72

Swisslog India .........................................................BC

Tata BlueScope Steel ................................................ 3

Vijay Logistics ........................................................... 4

Vinar Systems ........................................................ IFC

Vtrans ..................................................................... 63

INDIA

FUEL BLUES: Logistics costs have spiralled with the recent fuel price hikes...08

ALL IN NUMBERS: Why data visibility is key to warehouse management...14

Bhagwan Das, Director, Customer Delivery Operations, Alcatel-Lucent, reveals his company’s supply chain strategy.

Page 24

DIFFERENT STROKES

INDIA

OLD ORDER: How auto cos manage service logistics for phased-out models...08

THE FOREIGN HAND: How FDI in Retail would change India’s logistics...25

Jayakumar Krishnaswamy, AkzoNobel’s SCM head, is managing a 24x7 supply-chain. Here’s how he plans to accomplish it.

Page 16

COLOR OF INNOVATION

INDIA





Method In Motion



` 100


PRO-LIFE SCM: Amid all the din around green logistics, some practical wisdom...30

GET SET, GO 38The true story of supply-chain education in India.

October 2011 Vol. 5 — No.2 `100

Education Special Pg.38

SILVER LINING: The specialty chemicals industry is manna for transporters...16

TOMORROW, TODAY 34How demand forecasting is being honed by experts.

November 2011 Vol. 5 — No.3 `100

Commercial

Vehicle Special Pg.46

novEmbEr 2011

Books, Journals, Blogs, Technology, C-Profile, and Solutions - a look at what's new in and for the supply chain industry.

panorama

44 spECIal supplEmEntFractured InfrastructureRevised government policies can transform logistics infrastructure in the country to raise it to world-class standards.

44

36 EvEnt rEportSeamless Growth A report on CII's Summit on sustaining growth and profitability in turbulent times.

36

FDI is a much awaited positive move from the government. It promises to boost the entire retail supply chain industry in India. With the entrance of foreign retailers, the consumers can be assured better quality products, retailers would have to upgrade infrastructure to get improved quality, and the farmers would get better prices, as there will be multiple buyers for their produce.

FDI will also encourage SMEs to take their products to a national platform through organized supply chain.

— Samar Nath, Managing Director (Indian Sub-Continent), CEVA Logistics

FDI in retail will bring about a spiraling growth in the industry and will significantly contribute towards the development of the Indian economy. The most significant will be the creation of back-end infrastructure from a very low base across farm level pack-houses for horticulture and agriculture products, establishment of cold chains at all levels from mandis to retailers, large scale warehousing and refrigerated transportation.

— Vineet Agarwal, Joint MD, Transport Corporation of India

FDI in retail will bring in global retailers with their sophisticated back-end and supply-chain systems. These global giants will make higher demands from the LSPs and also drive increased efficiencies and faster information flows with enhanced use of technology.

— Sanjiv Kathuria, Director – Sales and

Marketing, TNT India

The long term impact of FDI in retail will be positive. Because retail chain has a huge backend in terms of logistics, cold storage, warehousing, etc. Most importantly, it will benefit farmers as that is where retail chains source from. The new retail will make incremental increase in employment not only in urban areas, but also rural.

— Dr Rakesh Singh, Director and Professor of

Economics and Supply Chain Management at Durgadevi

Saraf Institute of Management


< VIEW FROM THE TOP

FDI means inclusion of money. And with money coming in, it will translate into infrastructure development. If about 50 percent of the investment is utilized in infrastructure, it will automatically mean an improved supply-chain. Infusion of money will set the backbone for retail. Because a strong retail sector runs on the backbone of supply-chain.

— Col Vijay Nair, General Manager, SCM at

HyperCITY Retail (India)

As multi-brand retail is far more capital intensive, it offers tremendous opportunities to 3PL companies in terms of back-end operations and transport management for large multi-brand retailers. We envisage a spurt in demand for cold chain warehousing and transportation, which are amongst the major reasons for implementing FDI. With large investments in transport and multi-client warehouses (MCS) in key cities in India, we are gearing up to support multi brand retailers for supply chain operations in the country.

— Vikas Anand, COO, DHL Supply Chain India

Experts from the industry express their views on the impact of FDI in retail in India. Most expect a positive outcome with an increase in investments and fair deals for farmers.

Weaving Hope

Ramco: A Software For All Seasons

Imprint Feature

The embedding of transportation and third-party logis-tics (3PL) over the last decade has led to unprecedented

industry growth and consolidation, driving 3PL providers to �ind more effective processes. As a result, the need for leverag-ing the capacity of IT to organize the overall functioning of the industry is more felt than before.

In this transition, a high degree of operational ef�iciency is observed once an organization IT-enables itself successfully. IT enabling has also extended to government departments where vehicle tracking systems are being. To match market realities, 3PLs provide services beyond the traditional – multi-modal transportation, WMS, VMI, and labor services. Newer services include pick and pack, kitting, packaging, labeling, product returns and reverse distribution, packaging and re-packaging, and even telemarketing.

Some key challenges faced by the logistics & transportation industry include: Restricted IT spend, due to thin margins Varying business processes from one organization to another Lack of structured business practices Delayed decision making

Ramco Shipping and Transportation solution addresses these challenges and also expands services offered by 3PL companies. Based on Ramco VirtualWorks, Ramco Shipping and Transportation provides companies the �lexibility they need to rapidly respond to evolving corporate imperatives, regulatory changes, and market conditions. Rather than re-deploy enterprise systems as the company reacts to these changes, the underlying platform can leverage business proc-ess models to quickly compose new business assets for true “change on demand.”

Ramco IFMSRamco’s Integrated Freight Management System is a fully in-tegrated software package developed for the freight forward-ing industry. It is not merely a point based transaction system, but incorporates the best business practices. Integrated here means a full end to end solution that is taken to its logical con-clusion to �inancials.

Features such as bookings & consolidations are performed under one screen.

IFMS helps you to generate the set of documentation need-ed and view them before mailing or printing.

There are also time saving tools such as integration with excel that allows to quickly pull data & complete the job.

Ramco TransportationHelps you reduce costs associated logistics planning opera-

Ramco has following offerings for the logistics industry namely

Integrated Freight Management System (IFMS) for Freight forwarders, NVOCC & Custom House Agents

Ramco ICD/CFS for the Container Freight Stations and Inland Container Depots

Ramco Transportation for ground transportation companies that handle both LTL and FTL

Fleet maintenance

tion, mileage, fuel & money. Ramco TMS helps improve trans-portation process and save costs.

Ramco Fleet maintenanceRamco’s Fleet maintenance provides for the range of mainte-nance scheduling. Some salient features include: Work pending repair order alerts and proactive noti�ication Real-time repair orders from kiosks on the shop �loor Work standards set by task Track maintenance costs per mile, per hour, or by user-

de�ined measures Record equipment inventory, speci�ication details, compo-

nent speci�ication, and drive Equipment cost comparisons Document license permits and inspections with alerts

upon expiration date

The software also provides for a complete purchase ordering system for parts management. Inventory analysis and part usage Corporate purchasing with the parts catalog Re-order reports Backorder status Supplier purchase summary Accounting/general ledger interface capability

ICD & CFS ManagementRamco’s ICD & CFS solutions are built to address the spe-

ci�ic requirements & process �lows between various entities in the ICD & CFS environment. Gate operations, warehous-ing, Tally sheets, Import, Export, repair and maintenance, rail & terminal operations & many more can be addressed with ease.

To know more about Ramco’s logistics solutions, visit http://ramco.com/Shipping-Transportation-Logistics.asp

INDIA| September 2011 | www.logisticsweek.com10

< upshot

Industry Eventsstrengthening Food sCM

overcoming Warehousing Challenges

A day after the announcement of 100 percent FDI in single-brand

retail in India, the food retail and logistics industry congregated at the second India Food Retail & SCM and Agro Logistics Summit & Awards.

During the summit, KPMG re-leased a white paper titled ‘Managing Food Inflation – Innovations in Ag-ricultural Supply Chains’ containing several examples of operational in-novation from the food and logistics business in India.

Speakers represented a rich cross-section of the wider food business and included Pawanexh Kohli, Busi-ness Strategy and Management Solu-tions, Arshiya International; Kaush-lendra Kumar, Founder, Samriddhii; Vineet Jain, Head - Distribution, YUM!; Sriram Venkateswaran, Di-rector- National Supply Chain & QA,

McDonalds India; Purvin Patel, CEO, Radhakrishna Foodland; Ramesh Srinivas, Partner, KPMG; Anshuman Singh, CEO, Future Supply chains; Jagadeesh Kunchey, Head-Logistics, ITC; Dheeraj Gupta, MD, JumboKing Foods among others

Later in the evening, Cyrus Broacha and Gautami Seksaria, Founder & Partner, Supply Chain Leadership Council, hosted the second edition of India’s first food supply chain awards titled KPMG-SCLC Food Retail, Logis-tics & Packaging Awards ‘11. The win-ners, selected by an expert group from KPMG out of scores of nominations, were Ferrero India, McDonald’s, Food Bazaar & Hypercity, Cold Star Logis-tics, Dabur, PepsiCo Beverages, Mar-ico, Agro Tech Foods, KNIDS Green and Yum.

The second India Warehousing &Logistics Show 2011 and In-

dia Warehousing Conference 2011, was organized by Manch Commu-nications (P) Ltd. at Gujarat Univer-sity Exhibition Hall on November 17, 2011. The event was open for three days from November 17-19.

The exhibition and conference on warehousing, cold storage, material handling and supply chain was a big success.

Day one began with India Ware-housing Conference, a one of its kind conference focusing on ‘Exploring New Markets, Developing New Strat-egies to Build a Successful Supply Chain Business in Western India’ where industry consultant, Howard James-Scott, Big Bear Enterprises, moderated the two-day conference on November 17-18.

An overview of the warehous-

ing industry in western India and the effects of mobility on this sector were discussed on day one. Panel discussions on factors influencing demand of warehousing and chal-lenges and opportunities of the sector were also part of the programme. Some of the key speakers present that day were Arif A Siddiqui, Director – Coign Consulting, Rajkiran Kanagala, National Head, Busi-ness Development – TCI Supply Chain, T R Ravi Shankar.

The speaker profile constituted experienced industry players like Xavier Perello, GM – Schaefer Sys-tems International Pvt. Ltd., S A Mo-han, CEO – Maini Materials Move-ment (P) Ltd., and Pawanexh Kohli, Sr. V.P–Business Solutions and Tran-sition–Arshiya International Ltd.

Date: November 25, 2011Event: India Food Retail & SCM and Agro Logistics Summit & Awards Organizer: Supply Chain Leadership Council Venue: Hilton Hotel, Mumbai

Date: November 17-19, 2011Event: India Warehousing & Logistics Show 2011 and India Warehousing Conference 2011 Organizer: Manch Communications (P) LtdVenue: Gujarat University Exhibition Hall

(L - R) Cyrus Broacha, Anirban Basu- Pepsico, Atanu Chakrabarti-Ferrero India, HN Sreenath-Ferrero India.


Xavier Parello - General Manager of Schaefer Systems International Pvt. Ltd speaking on warehouse management & materials handling

Non-compliant to new OHS regulations

Inefficient warehouse planning

Outdated storage systems

Labour intensive operation

Unable to meet KPI

Lack of local support

Poor use of available headroom

Too many error in piece picking operations

Non-compliant to FEM safety standards

Infinite Logistics Solutions

Schaefer Provides You With The Logistics Success Formula.

Schaefer Systems International Pvt. Ltd. Unit No. 504 “Powai Plaza” Hiranandani Business Park, Powai, Mumbai : 400 076Phone +91 / 22 / 6111 4700/710Fax +91 / 22 / 6111 4777eMail [email protected]

Schaefer has the formula to add up all your logistics woes and convert them into successful solutions. Our Integrated Storage Solutions is the answer. It improves your warehouse operations with high-performance order picking, greater picking accuracy, faster movement of picked orders and many other customisable possibilities. Plus all these add up to cost savings for you.

Learn how Schaefer can help you at www.ssi-schaefer.in

Schaefer_Formula 5_LOG_216x270mm.indd 1 12/8/2010 12:35:09 PM

Non-compliant to new OHS regulations

Inefficient warehouse planning

Outdated storage systems

Labour intensive operation

Unable to meet KPI

Lack of local support

Poor use of available headroom

Too many error in piece picking operations

Non-compliant to FEM safety standards

Infinite Logistics Solutions

Schaefer Provides You With The Logistics Success Formula.

Schaefer Systems International Pvt. Ltd. Unit No. 504 “Powai Plaza” Hiranandani Business Park, Powai, Mumbai : 400 076Phone +91 / 22 / 6111 4700/710Fax +91 / 22 / 6111 4777eMail [email protected]

Schaefer has the formula to add up all your logistics woes and convert them into successful solutions. Our Integrated Storage Solutions is the answer. It improves your warehouse operations with high-performance order picking, greater picking accuracy, faster movement of picked orders and many other customisable possibilities. Plus all these add up to cost savings for you.

Learn how Schaefer can help you at www.ssi-schaefer.in

Schaefer_Formula 5_LOG_216x270mm.indd 1 12/8/2010 12:35:09 PM

Roadblocks in supply chain lead to unavailability of products. Prabhakar Mahadevan uncovers this aspect of the supply chain which can lead to crippling shortages.

It was one of those bright sunny mornings. I was out in the busy street close to my house,

which has a number of boutiques, shopping malls and restaurants. I had just parked my car to get into a multi-brand apparel store to pick my favourite light blue shirt, which is the ‘unsaid uniform’ of our (consulting) company, for an upcoming seminar the next day. I entered a multi-brand outlet; As I was very focussed on my need to buy, I directly approached the section assigned for plain coloured shirts and started

searching for what I wanted. In a short time, I zeroed in on the item I wanted quite quickly. I

started looking at the size tag to ensure it fi t my requirement and it didn’t. I requested the assisting staff to get me my size and after a while he came back to inform me that “my size is unavailable”. Look-ing at my requirement, he quickly added that the next lot of goods from the brand would arrive within a fortnight (and hopefully I would get my chance to buy it then). I started shifting my attention to other brands as I had a compelling need. After spending a few anxious mo-ments in the store desperately verifying if any alternate branded prod-ucts were available, I bought a shirt tagged to an unfamiliar brand which was not convincing enough for me to buy, although it met the colour shade requirement. I was not exactly happy about my shop-ping experience as I didn’t get what I wanted. It was compromising my original desire and at the end, it was quite frustrating.

Supply IssuesOn another eventful day the very next week, I had to buy four differ-ent pills for my diabetic mother, which I thought I would pick up on my way to work. I approached a popular pharmacy chain outlet and handed over the prescription. The drugs prescribed were the ones that many diabetics generally buy. I assumed, it would be one of the fast moving drugs, not, at least, a rare drug. The pharmacist man-aged to pick three pills (for one of them, although the pill was avail-able, the full dosage was not in stock) and he mentioned the fourth

one would arrive after a couple of days. He complained that supply issues from the manufacturer’s end was one of the main reasons for unavailability. I checked the manufacturing and expiry details; one of the pills was fast approaching its expiry date!

Cribbing internally, I convinced myself and picked it up anyway, having walked into the pharmacy. I moved to another drug store not far away, with the hope of picking up the remaining pills. My experi-ence ended after getting the needed drugs with one of them belong-ing to another substitute brand, different from what the doctor had prescribed and only after hopping through two more pharmacies.

What is happening here? How come I am crossing another frus-trating experience of shopping? Should I interpret shopping reality as always being this unfortunate and frustrating? I also wondered how many customers like me would have walked into these stores and probably returned with the same frustrations that I had experi-enced. I also wondered whether the sum total of such customers who have either walked out without buying, or have had to buy an alternate product, was quite large. Taking a holistic view, one realizes both the retailer and the manufacturer seem to be losing out on quite a lot of sale opportunities, mainly due to ‘unavailability’, that too of products that are not of a unique kind; in a sense, these products are quite ge-neric and must be having a large and regular consumption potential.

Market ShortagesA few days later, I fl ew down to meet top management executives of a reputed FMCG company to give them an overview about our company and the consulting services we render. During the course of our interaction, the gentlemen who heads the domestic market-ing vertical of the company, explained in detail the problems they were facing to garner even a small percentage of the market share. He showed me an internal report where they were doing everything possible to fi ght it out in the market. As I scanned through the re-port, I noticed a column reporting ‘shortages’ of different SKUs that they were selling in a particular region, indicating a highly precise numeric —‘1.322’ percent.

While I continued to try and understand and discuss the com-pany’s reality, my thoughts started connecting me to my previous week’s frustrating shopping experiences. How come as a consumer I had faced two different realities, a repeated pattern of ‘unavailabil-ity’ and this company’s report reveals ‘shortages’ as a highly precise ‘1.322%’. Would the FMCG reality be signifi cantly different from

Size Of Opportunity Seems Immense

This is the fi rst of a series of articles with the above title which will be written by Prabhakar Mahadevan of Goldratt Consulting and will be featured in successive editions of Log.india. All the articles will deal with impediments in supply chain and will have the underlying fl avour of the Theory of Constraints.

Prabhakar Mahadevan,Goldratt Consulting, Regional Director, India region

INDIA| December 2011 | www.logisticsweek.com14

< THE ENABLE FLOW SERIES

1515

possible problems in the spheres of medicine and apparel?Analyzing further, it is quite evident by the sheer huge number

of SKUs offered by FMCG companies, that reality cannot be much different from that in the verticals of medicine and apparel. Also, while analyzing the number of times consumers face real shortages, multiplied by the number of days of continued ‘unavailability’, I was not convinced that shortages even in the FMCG sector could be very different. I thought to myself that possibly the MIS report is prob-ably capturing one element of reality (probably from the companies’ perspective, which is tied in with the logic through which the com-pany measures the quantum of shortages), while reality at the con-sumer end of ‘unavailability’, (the real shortages of required SKUs in the market) seemed quite different from the reported miniscule number of ‘1.322 percent’.

Looking from another perspective, we know that consumers seldom report their disappointment at not fi nding the item that he/she desired to buy, and their decisions to buy either an alternate brand or move out to another retail point. It is quite complex to cap-ture this information in reality.

Common Experiences As I had some time to think for myself back in my hotel later that evening, I wanted to analyse my experiences thus far and come to some meaningful conclusion about the vexed situation. One thing is for sure, there are several common experiences of ‘unavailability’ that all of us face in our daily lives when we approach retail for our regular needs—supermarkets, boutiques, pharmacies, books stores, FMCG, electronic gadgets, spare parts for machinery/automotives etc.

If we enter a supermarket with a shopping list of 20 items in mind, we may end up buying only a small proportion of them, even in a well-managed store. Revalidating this conclusion from another perspective, even if we assign a very high chance of availability of an SKU as 90 percent and decide that we would like to buy 20 items from the same store, going by the simple rule of probability, we will realize that we have only a meagre chance of 12 percent (0.9 multi-plied by 20 times) of getting all the 20 items from the same shop.

With this logic, probably my earlier shopping experiences should not be surprising anymore. It gave me some satisfaction that I was able to pursue my thinking and that I had reached a reasonable logi-cal explanation for my shopping frustrations.

These experiences could not be limited just to me. In all probabil-ity, a sizable number of consumers are suffering from the larger is-sue of ‘unavailability’, which leads to the conclusion that there must be a huge number of missed sale opportunities for relevant brands, as well as for retail outlets. There must have been an actual shop-ping desire by the consumer, which was probably wasted – forcing the consumer to go to another retail point (like I shuttled between multiple pharmacies!), which meant loss of sales to the retail out-let, or shifted loyalty from one’s preferred brand to an alternate one (like my apparel experience).

Skewed Quantum Of ShortagesAlthough data often reveals a skewed quantum of shortages, the

deeper effect is that how many customers would have walked into stores seeking for the same product that is missing in the retail outlet and across how many days, and how many of them either shifted their decision to another brand, or walked to another store seeking the same brand. The data for this is very often unknown.

However, we can say that the probability of such occurrences could be quite high (at least not negligible to the extent that we can ignore the negative impact caused by it). Based on experience and intuition, we can say that the size of damage due to lost sales could be sizable (> 20 percent). Adding to the problems of unavailability, often (although the product is available on the shelf), we also en-counter issues pertaining to freshness (the shelf life of the product fast approaching expiry date) of the product. This is a major issue when it comes to food and pharma related products.

Unavailability (and lack of freshness) of products has a decisive negative impact on fi nancial performance (due to lost sales oppor-tunities, higher inventory and obsolescence) of the retail point and for the entire value chain of entitities (manufacturer/distributor/stockists etc) involved. It seems like a Lose-Lose-Lose situation!

Investigating UnavailabilityTherefore, it is necessary to investigate the ‘undesired effect’ of ‘una-vailability’ and fi nd ways to improve the situation, because fi nding a way to improve it would dramatically lift the fi nancial performance of the retailer, the intermediaries and the manufacturer of the goods. It appears to be an excellent Win-Win-Win situation because all parties involved in the value chain will gain. Improving ‘availability’ will sig-nifi cantly improve sales of the SKUs almost instantly.

The fi nancial gains of such a direction could motivitate us to probe further. The million dollar question is how to go about deal-ing with this scenario— where and how do we start to improve? What should be the direction of our thinking? Should we invest in advanced technologies to enable higher availability? Our experience of companies who have taken this direction is that most do not seem to have achieved high dividends from this process. On the contrary, many companies have spent a lot of money and invested huge ener-gies of the management, all for negligible gains.

The other options are whether we should dramatically increase our investment in inventories across the value chain (defi nitely at the retail level), thereby improving ‘availability’. Again, this has a huge impact on cash requirement, which is already a scarce resource (especially with rising interest rates in India). We seem to be stuck, although we seem to have understood the nature of the problem and have been motivated to look for more plausible solutions as it would result in tremendous benefi ts.

I am reminded of the golden rule used in the world of physics. “There are no complex systems in reality. Reality is exceedingly sim-ple. In other words, it is our erroneous perception that causes the notion of complexity”. Maybe, we should feel inspired by this golden rule and explore further for a simple, yet meaningful, solution that would dramatically improve the situation that we are currently fac-ing. We will continue our discussions through the next issues to delve deeper and to move towards solutions.

INDIA| December 2011 | www.logisticsweek.com 15

< Power feature

Brian oravec, Ceo and Managing Partner of realterm everstone, has high values when it comes to setting up logistics parks. He expounds on some factors that are missing in logistics parks in India.

“Location Selection Is Driven By Customers’ Needs”



What are the ‘ingredients’ that comprise a logistics park? When one speaks to industry people, we receive such vague definitions.

In the Indian context, a small “godown” and some basic infrastructure may be referred to as a logistics park. When IndoSpace refers to a logistics park it means a large area, typically 50 to 100 acres, master planned with modern in-frastructure that enables efficient logistics operations. The logistics park developer is responsible for creating a com-plete eco system that allows tenants to operate efficiently and at a world-class level. This includes: n Creating a secure environment with restricted access. n Constructing wide roads to allow for the efficient move-ment of large vehicles and goods. All IndoSpace parks are designed to handle 40 feet containers and larger trucks, which we expect will be introduced in India as the nation’s logistics infrastructure expands. As container usage and truck sizes increase many of the existing warehouses in India will be unable to handle these larger vehicle sizes. nProviding sufficient parking for vehicles.nDesigning and developing proper drainage to prevent flooding.nInstalling proper external lighting to minimize accidents and allow for efficient 24-hour operations. nDeveloping industrial grade power infrastructure to keep opera-tional costs to a minimum. For example, in IndoSpace Chakan, we decided to invest in a 33KVA express feeder to give our customers reliable grid-supplied power. In the Chakan area there is a scheduled power outage on Thursdays so tenants in IndoSpace Chakan benefit from the availability of grid-supplied power. This also reduces electric-ity expense almost by half.nEnsuring high levels of safety standards is something IndoSpace takes very seriously. We invest in fire suppression infrastructure capa-ble of handling ESFR (early suppression fast response) and high hazard sprinkler systems.

n We are working with a number of customers who require between 500,000 sq. ft and 800,000 sq. ft in a single facility.nOne of the key elements of a large logistics park is the ability to provide customers with expansion options. In India’s high growth en-vironment the flexibility to increase space in one location is a tremen-dous value add. n Common amenities such as truck driver toilets and rest areas. nA modern logistics park must have on site, professional, property management personnel to ensure that maintenance is kept to the high-est standard and any potential disruptions are addressed immediately. nAn experienced management and design team is essential to help-ing clients design the most cost effective and efficient facility for their operational needs.

What are the key differences between a modern warehouse and the existing warehouses available in India aside from the external infrastructure?

The differences between modern distribution space and the typical godowns in India range from basic quality to clear heights to the cir-culation area around the building. There are also a several differences between the newer facilities and the buildings IndoSpace develops. To keep the answer simple, I’ll focus on two important elements of any distribution center - the roof and the floor. The roof is critical to avoid leaks which lead to product damage. Many warehouse facilities in India have roofs of sub-standard quality.

Although standing seam roofs require a larger initial investment the customer experience over a multi-year period is dramatically im-proved and product damage is reduced. Floor strength and floor flat-ness are essential elements in a modern distribution center to ensure efficient and safe use of the facility. For example we often see ware-houses that are developed with a 12 meter clear height but the floors are not designed to support the weight of stacking goods 12 meters high. This means that clients cannot take advantage of the height pro-vided, and therefore lose out on valuable storage space, or they risk serious cracks in the floor slab.

If the floors are not designed to the appropriate flatness or the on-site execution results in variations in floor flatness tenants will not be able to operate their material handling equipment safely at 12 meters. This means that tenants will not be able to take advantage of the stor-age space available and they may risk accidents and product damage if their equipment tips over due to the inadequate floor flatness.

Indospace Chakan Site

Chakan Massing plan


The concept of logistics parks in India is confined to mere ware-housing instead of value added services. What can be done to change this?

There is often confusion on this topic. In most markets in the world, logistics operators and logistics park developers are separate busi-nesses. IndoSpace is careful not to provide logistics services because we would then be competing with some of our customers who are often third party logistics service providers. Our aim is to complement our tenants business, not compete with them. Having said that, we are re-sponsible for maintenance and upkeep of the park and ensuring that the park is functioning to its full potential at all times. We have an on-site team 24 hour a day to address any issues that may hamper our custom-ers operations. The only value added services that we feel a logistics park developer should provide are common user amenities that support the tenants existing businesses, including, major investments such as developing common user rail infrastructure within a park and smaller items such as providing toilet facilities and rest areas for drivers.

At a time when the criticality of logistics has been understood by all in the industry, why does there continue to be a dearth of inte-grated logistics parks?

The main challenges in India to developing modern logistics parks are land acquisition and access to large amounts of long term capi-tal. Large land acquisitions are very time consuming and require sig-nificant capital, diligence and patience to complete successfully. High land prices in the ideal locations for logistics parks frequently make the projects financially unviable.

For most organizations it is simply too much of a headache and too risky to attempt to acquire land for a logistics park. Most developers that are capable of acquiring land tend to prefer to develop residen-tial or commercial projects, which they view as more profitable. For most companies that are active in the logistics space, it is a bad use of their limited capital to attempt large scale land acquisitions to develop logistics parks because they need that capital to fund the growth of their operating business.

In Western India, how will it benefit users if they use the services of a logistics park on the outskirts of Mumbai, or the one you are setting up in Pune?

IndoSpace parks will give clients a legal option for their logistics facility requirements. Often in the outskirts of Mumbai development norms are not adhered to and environmental approvals are frequently not obtained. For tenants this creates a constant risk that the facility will be shut at any point in time and any investment the tenant made into the facility will be lost and their operations will be seriously dis-rupted.

More generally, IndoSpace parks allow users to operate more ef-

ficiently and optimize their logistics costs in a number of ways. For instance: nMore reliable power meaningless dependency on expensive DG set

generated power.nAmple areas for truck movement and on site truck parking reduce

truck waiting times.nDock levelers reduce truck loading times.nTenants experience significantly less product damage due to leaks,

flooding, fire and dust.nLarge consolidated distribution centers allow companies to signifi-

cantly reduce inventories which translates into improved financial performance.

nModern floor designs and increased clear heights allow customers to store up to 6 times as much product in the same square foot of building.

How do you select the locations for your logistics parks?Location selection is driven by our customers’ needs. IndoSpace

targets two major customer segments – consumption-related and manufacturing-related. Depending on the segment, we identify opti-mal locations. For example, if we are targeting manufacturing clients and the 3PLs that service them, we would locate a park in the middle of a large industrial area. For example, IndoSpace Chakan is surround-ed by all four phases of Chakan MIDC area.

Similarly, IndoSpace Oragadam in Chennai is located adjacent to SIPCOT industrial park in Oragadam. The customers we cater to at these two parks service the nearby manufacturing base and provide just-in-time delivery and minimize transportation costs. IndoSpace’s Luhari project is located outside of Gurgaon and is heavily focused towards consumption-driven tenants, including retailers and FMCG companies. These customers typically service a much larger catchment area from their distribution centers and, therefore, the focus for choosing the park’s location is on excellent road connectivity to a large area. Also, low land costs are more important than being closer to industrial hubs in these locations as it helps to minimize rental rates.

What are the incentives offered by the government to those con-structing logistics parks? What are your expectations?Local governments understand the value our developments can bring to the community in terms of creating jobs and tax revenue and are generally supportive of our efforts. Currently there are no incentives available for logistics park development, but as an industry leader we look forward to working with the government to help frame policies that will ensure India has the required industrial and logistics infrastructure to support its rapid economic growth.

20 INDIA| December 2011 | www.logisticsweek.comPhoto: Krishanu Chatterjee

(Left) RAVIRAJ RODRIGUES, Replenishment Manager,

Britannia Industries Limited

(Right) SANJAY MUKHERJEE, National Distribution Manager,


< Cover story

Revenue (2010-11): 4̀,320 crore Number of supply chain employees: 45 Manufacturing plants: 50+ Suppliers of raw materials: 50+ Number of warehouses: 40+ Warehouse locations: Most states have

one warehouse, and some bigger states have more than one.

SKUs: 200+ Technology Service Providers: SAP

In A Nutshell

Freshest fresh is a catch line often seen in advertisements. But I got a taste of it when offered a piece of cake from

the communal jar at the Britannia offi ce in Bangalore. Soft, fresh, with the aroma still sealed in. “It came out of our factory only yesterday,” says Raviraj Rodrigues, Replenishment Manager, Britannia Industries Limited. “This is how we want our products to reach consumers. Although most products (biscuits, cakes and rusks) have a shelf-life of

three to six months, we want our consumers to taste the goodness of fresh products.”

The supply-chain function of Britannia hinges on a single theme: Delivering fresh stock to consum-ers. It is also the reason it is termed as the ‘Supply-Chain of Replenish-ment’. For administrative purposes and to cater competently to the vast Indian market, the company has two functions within the supply-chain – Planning, overseen by Ravi-raj Rodrigues, and Logistics run by

(Left) RAVIRAJ RODRIGUES, Replenishment Manager,


(Right) SANJAY MUKHERJEE, National Distribution Manager,


Sanjay Mukherjee.

right ManufacturingAs an FMCG, Britannia’s call is to deliver the right products at the right cost, maintain price position vis-à-vis the competition, ensure freshness of stock, and keep inven-tory minimal. Considering that the products are low margin combined with scale, the company has tailored its supply-chain to be fl exible and responsive to fl uctuations in con-sumer demand.

CRUNCHTIME Replenishment Manager, Raviraj Rodrigues and National Distribution Manager, Sanjay Mukherjee, manage the supply-chain of Britannia Industries Ltd. How do they clear the roadblocks in supply-chain while ensuring replenishment continuity? Jayashree Mendes follows the trail.



< Cover story

range (which includes Oats & Ready to Cook Breakfast), Choco Decker (Biscuit enrobed in chocolates) & Gourmet Cheese, and has along the way built capacities.

Replenishment also demands that the company does not retain in-ventory for more than seven to nine days at warehouses. Currently, it is now averaging between 35 and 38 inventory turns a year. “When I track my product freshness, it should be around 7 days at the depot, and an-other 4-5 days at the distributor,” Mr. Rodrigues adds.

Demand And supply As with other aspects of its supply-chain, Britannia is constantly evolv-ing its own tried and tested meth-ods. Currently, it is in the process of further improving agility to market.

Mr. Rodrigues says, “For the present, we plan a rolling cost with the marketing and sales team. They submit their business plans along with a growth agenda. That gives us the trends for the next couple of months.” The replenishment team then arrives at a sales forecast for the next quarter. The numbers are then used to gauge existing manu-facturing and supply-chain capaci-ties. This understanding plays an important role as the right manu-facturing catering to the needs and requirements of the consumer are paramount for making the top-line.

An accurate demand planning exercise translates into correct manufacturing. The complexity of the manufacturing lines does not permit the company to change proc-esses at the last minute. “We need to choose the lines from where any product will be manufactured, then know the kind of machines that will sit on those lines and this changes with the type of product. Line com-plexities are refl ected in the product of choice,” says Mr. Rodrigues.

Converting a line that manufac-tures one product type to another

Source

Procure-ment

Make

Manufac- turing

Deliver

Replenishment

Planning

Production Planning

Material Planning

Inventory Planning

Logistics & Customer Service

Freight : Primary

Transportation

Customer Service & Secondary

Transportation

PLAN

Replenishment Model replenishment Model

Britannia follows a policy of local sourcing, and a weekly production schedule. The production plan is ar-rived at by looking at sales of the pre-vious week and upcoming trends, a weekly task for the replenishment team. The replenishment model starts when the customer demand is recorded. “Though we conduct a monthly demand planning exercise, it is done with a view to understand trends for the base product groups. Biscuits have several groups. So de-mand planning tells me whether

the glucose biscuit is selling better or the cookie or the cream biscuit,” says Mr. Rodrigues.

Mr. Mukherjee adds, “To ensure a robust replenishment system, we need to understand the trends. Trends are the shifting consumer preferences. While glucose biscuits were a rage a few years ago, cook-ies are now popular. So we scale up our capacities accordingly. Last year, we launched the diabetic range of products. This is an urban trend. For snacking, we have Time Pass toasted snack and Nutrichoice Thins. We have to juggle manufacturing and inventory according to trends.”

The marketing research team plays an important role into gauging consumer insight, collecting data and works out the way consumer preferences are shifting. Based on those trends, Mr. Rodrigues an-ticipates the areas where the team needs to build manufacturing ca-pacities. An error to perceive trends correctly could have hazardous con-sequences as building capacities for any particular brand takes about nine to twelve months. In the last couple of years, the company has entered into new opportunity spac-es such as Britannia Healthy Start

replenishment demands that the company does not retain inventory for more than seven to nine days at warehouses.


Stock flow

Factory to Depot Movement

Depot to Distributor Movement

Truck Utilization Depot Stock Availability

Freshness Storage Norms

Order Generation Order Fulfillment

Secondary Transportation Customer Fill Rate

Materials Planning

Production Planning

Distribution Planning

Order Processing Inventory Planning

Factory

Depot

Distributor

the supply-Chain Movementtakes a decent amount of lead time, as this includes ordering equipment, setting it up and changing the line layout. So it is not surprising that the company stresses on gleaning trends from the market for its de-mand planning.

Demand planning is not for the purpose of accuracy, avers Mr. Ro-drigues. “There is a base business you understand in terms of how products are selling, and there are seasonal peaks. Accurate demand fulfi llment is about creating agility in the system,” he adds. Mr. Rod-rigues compares demand fulfi ll-ment to how a milk supplier would rotate his inventory based on con-sumption patterns. “As a seller, he has a fair idea of how much milk he can sell per day. So he works out an agile system to fi nish off his inven-tory for the day, while managing the fl uctuations in demand-supply pat-tern through inventory rationaliza-tion,” he adds.

region-wise strategyMr. Mukherjee says, “The entire sys-tem rotates round our policy of quick delivery from factory to shelves so that we keep minimal inventory. This is achieved through our 50-plus manufacturing locations across the country.”

The fragile nature of the prod-ucts proscribes products travelling long-distances and be restricted from frequent loading and unload-ing. For this reason, the company has also spread out supply-chain op-erations across fi ve regions: North (headquartered in Delhi), West (headquartered in Mumbai), East (headquartered in Kolkata), South 1 (covers Andhra Pradesh and Karna-taka; headquartered in Hyderabad), and South 2 (covers Tamil Nadu and Kerala; headquartered in Chen-nai). Mr. Rodrigues says, “The main supply-chain division sits in Banga-lore with the regional supply-chain structure reporting to us and pass-

ing on regional knowledge.”The idea of breaking down the

South region was to aid concentra-tion. Britannia views the Southern market, with the largest demand, mature as compared with other re-gions. The maturity of the Tamil Nadu and Kerala region and the huge geographical spread of Andhra Pradesh and Karnataka levy a certain obligation in catering to it fi ttingly.

To avoid constant handling and long-distance travel, not only does Britannia manufacture and sell re-gion-wise, but also believes in quick and local sourcing. “Certain raw materials are sourced from a central point to get economies of scale. But we believe in manufacturing and serving our customers from within the regions we are based in,” says Mr. Rodrigues.

Fighting the FlabServing within a region confi nes

Britannia to use road transportation for delivery to its warehouses and its direct customers. Mr. Mukherjee says, “We have strategically decided to use road transportation as the main mode, since it is faster, more fl exible than any other method and cost effective. It also gives us an op-

Raviraj Rodrigues, Replenishment Manager, BIL R Rodrigues is a Mechanical Engineer and has completed his MBA from IIT (Bombay). He started his career in Materials Planning at Cadbury’s, and later went on to handle the factory supply-chain for Cadbury at

Pune. He has also worked in Total Lubricants as the National Distribution Manager and Tiffany Foods in the Middle East. He is an avid trekker and has trekked most of the Sahyadris.

Sanjay Mukherjee, National Distribution Manager, BILMr. Mukherjee is an MBA from IISWBM, Calcutta. He has close to 14 years experience in supply-chain and logistics. He began his career with Avon Beauty Products in Logistics, moved on to Godfrey Phillips Group & was responsible for Logistics function nationally. After that he moved to ITC. Later he managed various roles in ITC FMCG Logistics before joining Britannia.

The Men In Brown


< Cover story

alization in transportation. It has done this in three areas. For pri-mary transportation and in terms of truck utilization, it uses large trucks thus bringing down the Rs/per kg cost. Truck utilization is an initiative the supply-chain meas-ures daily across regions. “Since we are paying for a full truck, we might as well carry full-load. Our product has a high volume to weight ratio and hence volume metric utilization will continue to be an important focus area for us,” says Mr. Mukher-jee. The company has recently be-gun the process of sending goods by containerized transport for long distances.

Deals are negotiated with trans-

porters for a period of one year. Britannia screens transporters through online (reverse auction) or offl ine. Mr. Mukherjee adds, “A mix of both helps us to check out local parties with a ready fl eet and develop them with right truck types. Vendor development is un-dertaken at regular frequency, and it has helped us to bring down our transportation cost signifi cantly.” Right strategy of routing with op-timal truck sizing is the key to im-prove serviceability at optimal cost. He adds, “Faster truck turnaround is the key to achieve highest level of warehouse productivity & control transportation cost in long run.”

The third area it has focused on

portunity to cover larger territory and sending the goods directly to the larger distributors. In such a de-livery kind of scenario, you cannot use anything but road.” The logistics team of Britannia covers end to end transportation starting from pri-mary and secondary transportation, warehousing, and front end custom-er order servicing.

Simultaneously, the corporate has sought to achieve cost ration-

FACTORY SKU DEPOT

Demand Constraints

Sales Forecast

Factory Line Capacity

Manufacturing Constraints

Sales Forecast

Primary Truck Movements

Network Optimizer

Optimized Distribution

Network (Improved

Availability and Freshness)

Inputs Output

The Flow Of Goods

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is direct dispatches for the large vol-umes thus eliminating warehousing and storage costs and reducing pri-mary transportation costs.

For achieving cost efficiency, Bri-tannia has formed a cross-function-al team who look at various avenues of taking out cost from the system. The team runs multiple projects by coordinating with the various de-partments. The most recent ones are increasing share of direct dispatch-es, and remapping of distributors based on distances.

Directly to Customer The products flow path runs from

factory to mother depot or child de-pot depending on the lane frequen-cy. With the new initiative of direct dispatches, goods from the factory are sent directly to the authorized wholesaler/distributor or retailer.

The idea is to reduce inventory at the warehouses and replenish directly to the distributor.

At the warehouses, Britannia pre-fers to go with box-stocking. The re-gional warehouses service to a par-ticular location and some could even double up as a mother warehouse. Britannia also applies consolida-tion of SKUs in metros. Inventory consolidation has helped the com-pany reduce inventory levels, while achieving cost-efficiency in trans-portation. But the aim is to reduce goods in transit and shuffling it from warehouse to depots.

Depending on the region, the company prefers to work with Warehouse Service Providers (WSP) with local expertise. They are then trained by an in-house training team. Mr. Mukherjee says, “Rop-ing in large reputed WSPs may not

always be the best option. We have been working with the same C&F agents for years who understand the business dynamics better. However, in certain metros where the opera-tion is complex we are open for con-sidering professional 3PLs who will be able to bring in desired expertise to manage the operation.”

Given its current product mix Britannia prefers to use semi-mechanized warehouse handling equipments. The company stresses on being environmental friendly and ensures use of equipment is

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< Cover story

restricted to manual trolley or a hydraulic pallet trolley. However, systems are in place for faster prod-uct identification, layout design, ef-ficient picking & put away.

It system And DistributionThe IT system that runs Britannia’s entire system is SAP. The software is connected across manufacturing to various departments to warehouses and distributors, though with re-stricted access to each. The replen-ishment and distribution begins only after the distributor has uploaded data. Since it’s more of a pull strat-egy, stocks to the distributors are replenished only on the basis of what has been sold. Mr. Mukherjee says, “Every morning, the warehouse runs the system to generate demand for the day. Based on the stock availabil-ity with the distributor, the software figures out how much they need to re-plenish. If If the distributor needs to maintain a stock norm of 100 cases for an SKU and has a closing stock of 70, we replenish 30 cases.”

So how did the distributors take to installing the software? “Initially we did meet with resistance. We wanted visibility so that replenish-ment can be accurate. That way we

eliminate stock-outs or overstock-ing. Our front-end distribution has achieved crisp collaboration through SAP. Now about 95-97 per-cent of our distributors use the soft-ware,” says Mr. Mukherjee.

The software Udaan is inter-linked to SAP at the back-end. The integration of the IT system has helped Britannia to view the distrib-utors’ orders at the company level. The Replenishment team culls out the stock status, and decides on the SKUs that need to be sent across. The logistics team is responsible for al-locating the trucks to deliver. Plans are then issued to the transporter a day in advance.

The complete IT integration has enabled company officials to acquire a pulse of sales in real time. Mr. Rod-rigues says with a quiet pride, “From my office I can see sales of distribu-tors in Vijayawada or Dehradun. I know the geographies performing well and where to build stocks, the pressure points in those locations, and what stocks are nearing expiry. Mr. Mukherjee, on the other hand, looks at routes and scans for new ones to ensure more movement. The marketing team can look at places where products are not selling as per expectations and rectify it. So our en-tire process is ensuring better agility to fulfillment and ways to streamline the demand planning process.”

retail And Fill ratesFor modern retail Britannia has a separate team sitting in the execu-tive office, also a part of the replen-ishment team. “The key focus in modern retail is fill rate. The modern trade team coordinates with the re-plenishment of the logistics team to ensure that fill rates are met,” adds Mr. Rodrigues. They are also respon-sible for bar coding, product listing, promotions, and kitting. Revamping of the 200 SKUs is a continuous proc-ess. With Britannia on the cusp of launching more products, including

its dairy business, there is a regular increase in the number of SKUs.

Future of supply ChainMr. Mukherjee is excited about the future for a supply-chain profes-sional at Britannia. The company is planning a transformation in terms of products, which will have a cas-cading effect on the supply-chain. With volumes growing in double digit, capacity in terms of manufac-turing units, depot sizing, or trans-portation network will also rise. “The supply chain department will be one of the most crucial depart-ment and in the limelight. The key function for us will be delivering the products at the right cost. We are not talking about the least possible cost, but optimized cost,” he adds.

The growth is also seeing a con-solidation of manufacturing opera-tions and warehousing operations. Post GST, this should be complete.

However, there is still work to be done. There will be constant pres-sure on cost. So how can we deliver the right product at the right cost? The food and commodity business is going through a cyclic process. In that kind of situation, what’s a bet-ter way to service and how do we do it more cost efficiently? How do we process our order fulfillment better? How do we structure our produc-tion processes to make it more agile? How do we sequence runs day by day to see that we have minimum dis-ruption in changeover but yet don’t have inventory buildup? How do we manage handling process in the fac-tories and warehouses so that dam-ages come down because that’s a big component? How do I ensure fresh-ness? How do we ensure stocks at minimum inventory throughout the supply chain?

To answer all these, the company is continuing with its benchmarking in the area of delivery processes and cost to service the customers.

I left them with that.

If the distributor needs to maintain a stock norm of 100 cases for an sKU and has a closing stock of 70, we replenish 30 cases.

28

Imprint Feature

In For The Long Haul

ColdStar is one of the most recent ventures by Tuscan Ventures. What actuated the need for Tuscan Ventures to partake in the logistics of temperature-sensitive perishable goods?

Tuscan Ventures formed in 2007 is a logistics focused investment fi rm. Tuscan is focused on making private equity placements in suitable investment opportunities as well as developing and operating greenfi eld projects. Our philoso-phy is to invest across the logistics value chain.

The Cold Chain Industry has been in Tus-can’s focus area from the time the fi rm

started. The economics of the space were

always compelling with the cold chain industry and is estimated to grow at a healthy two digit CAGR over the next fi ve years. The to-tal cold chain market in India is estimated at $475 million.

In mid-2009, when Tuscan Ventures was looking to invest in the cold-chain space that it could scale up, there was one glitch: there weren’t com-panies with the scale and the management depth to deliver the vision that Tus-can had for the space. So Tuscan did the next best thing; around 11 months ago it launched its own Cold Chain Company – ColdStar Logistics.

In less than 11 months, ColdStar has grown to cater to 25+ cities with offi ces in seven major loca-tions. ColdStar oper-ates its own refrig-erated vehicles and offers logistics ser-vices to temper-ature-controlled goods.

Describe the prevailing cold supply chain and logistics solutions provided in India? Where does ColdStar position itself in the market?

Cold Chain in various forms has been preva-lent in the country for over a decade now. From the nascent technology and services where tem-perature abuses was the norm for products car-ried. We have now reached a situation where the client is demanding quality services. There are over a 100+ cold chain focused transporters, over 100+ cold chain storages across the length and breadth of the country.

This is a clear refl ection of the growth of de-mand. India’s consumption of processed foods is only growing. ColdStar’s focus is to provide a truly end-to-end seamless service for this grow-ing demand.

To achieve this vision, ColdStar is investing heavily in quality assets, technology, personnel which are essential in offering its clients the highest quality of service which is what sets ColdStar aside from the rest of the industry. ColdStar is being positioned as a temperature controlled logistics partner with a national reach.

What are the services ColdStar provides?ColdStar provides the following services:

Point to Point Transport of Chiller & Frozen goods (Primary/ Secondary & City Distribution undertaken); Storage/ Distribution solutions across major consumption points in the coun-try; Supply Chain optimization of clients exist-ing supply chain; and Services can be extended overseas for specifi c client requirements.

Tell us briefl y about the technology (latest if any) used by ColdStar to preserve perishables over long distance haul?

ColdStar Logistics differentiates itself from existing players by investing and deploying as-sets. Our containers are specialized food grade units, which we have imported from Kuwait & Germany. We pride ourselves in these boxes, because they are lighter and have world-class quality insulation; we are able to carry more cargo on lower confi guration trucks. Better in-

INTERVIEW

Ms. Shagun Kapur Gogia, Director/ Founder of Tuscan Ventures, has chalked out grand plans for the cold chain industry in India. In an interview with Anuja Abraham, Ms. Gogia enumer-ates a few ideas that will change the way cold chain business is done.

Shagun Kapur GogiaDirector/ Founder of Tuscan Ventures

INDIA| December 2011 | www.logisticsweek.com


In For The Long Haul sulation leads to lower use of the reefer unit, which in turn reduces fuel con-sumption. The aim being to reduce the unit cost for the client.

GPS Tracking/ online temperature is standard issue in all our vehicles. Trans-parent reporting of vehicle position/ temperature to our clients affords them to plan their supply chain better.

ColdStar also prides itself on an ef-fi cient delivery model, using asset opti-mization strategies, therefore allowing for on-time delivery and better service to our clients.

Is there any difference in handling pharmaceutical products from consum-ables like fruits and vegetables? Briefl y tell us on how you prioritize and handle individual products?

Unlike dry cargo, every product, which is handled in the temperature sensitive segment, has its unique han-dling requirement. Through the course of our operations ColdStar has transport-ed/ handled cargo as diverse as imaging plates, chemicals, processed food, fresh vegetables, pharmaceuticals, dairy prod-ucts, to confectionary.

The ColdStar approach to handling these varied products is to ensure that our fl eet does not carry products which clash i.e. prior carrying pharmaceuti-cal cargo the containers are chemical washed and dried. After every 4th load the containers are inspected a pre trip in-spection is carried out. This ensures that the containers/vehicles are cargo worthy.

One of the major aspects that Cold-Star ensures is the pre-qualifi cation and re-qualifi cation of our vehicle contain-ers. This is done at our end every six months and can be requested to be re-validated on a customer’s request. These quality checks ensure that ColdStar can service any type of cargo.

How does ColdStar allow customers to explore new markets?

One of the biggest sources of informa-tion to customers is their logistics provid-er. ColdStar is always in the best position to gauge demand and supply of products to various geographies in the country.

One of the services that we provide very select customers is ground level in-formation on the demand of their prod-ucts vis-à-vis. Competition and existing market conditions of new markets that they intend to enter. We have tested this out repeatedly and offer this service as an add-on to our existing services to the client.

ColdStar also has the assets to provide complete solutions to its clients; this al-lows the client to reconsider their expan-sion strategies into new cities using the ColdStar network.

ColdStar fl eet is expanding. What is the capacity ColdStar fl eet handles?

ColdStar started operations in Decem-ber 2010 with three owned vehicles and has by December reached a fl eet size of 70+ vehicles. The roadmap for expansion will lead ColdStar to reach a fl eet size of 130+ refrigerated vehicles by end of this fi nancial year.

ColdStar offers both primary (long haul distribution) & secondary distribu-tion whereby our asset mix varies from small vehicles of 0.5Tons to our larger vehicles, which can carry 14.0T. From a tonnage perspective ColdStar’s monthly capacity would be in excess of 3,000 MT and growing.

Apart from addressing transportation and warehousing needs for tempera-ture sensitive goods, what are the oth-er areas ColdStar is looking at in this sector?

ColdStar in addition to building out its own trucking fl eet is also building its own storage network across India. Its fi rst storages come online by middle of 2012 in Bangalore, Mumbai and New Delhi.

In addition to transactional services being offered to clients, we offer clients knowledge-based logistics solutions to best optimize their supply chain. In this model ColdStar acts as a logistics part-ner/consultant and leverages its teams experience and knowledge of the prod-uct/local conditions and not only propos-es solutions but uses its network/assets

to deliver on the way forward.

Indian supply chain is at present man-aged by largely fragmented and unor-ganized sector. So where does Cold-Star see itself in the near future?

The Indian supply chain environment has always seen fragmented players of-fering very specifi c services/coverage to clients. ColdStar is positioning itself as a truly national player on the back of its own network and assets thereby reduc-ing the number of agencies in the supply chain reducing transaction/ operational costs.

Through these means ColdStar aims to be the one stop solution for Cold Chain in India. The client should be able to bring their cargo to ColdStar and not have to worry about any intermediate operations till it reaches the retail stage/ end consumer.

The vision for ColdStar is to offer its clients a second to none national net-work/services for cargo which requires temperature controlled logistics solu-tions. ColdStar over the course of the coming year will add additional assets and services, which will deliver to these promises and be the largest provider in India.

Any fi nal words?ColdStar has the belief and the drive

to deliver to its clients a truly unique so-lution. Our approach has been to build the necessary network and coverage, which is second to none.

With the growing Indian economy and the increasingly disposable income amongst the Indian population, there is a demand for more hygienic processed food and unstapled perishables. Along with the growth of organized retail in India, ColdStar will help create a process in the supply chain to allow for better handling of processed food, reduce the wastage of fresh produce, and increase export revenue in the country.

ColdStar through its service-orient-ed approach lives its values of Integ-rity, Professionalism, Reliability and Responsiveness.

< SPECIaL fEaTuRE

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< fEaTuRE


31

Organized retail is often tripped up by problems which prevent escalating growth. Pamela Cheema reports

31

Organized retail may have only a meager share of ten percent of the retail pie presently, but with the entry of foreign direct investment in multi-brand

retail, logistics in this increasingly crucial sector needs to flow seamlessly and without any debilitating hiccups. Only then will organized retail flourish with unfettered vigour in the country.

The roadblocks in this critical sector can be sur-mounted with ease with innovative thinking and the will to sweep aside bottlenecks, while simultaneously imple-menting vital changes which can lead to unmitigated growth. Dr Rakesh Sinha, Chief Operating Officer, Go-drej Consumer Products Ltd., certainly believes that the problems of the retail sector are not dauntingly difficult and can be resolved with a certain amount of facility.

Seated in his spacious office on the lush green cam-pus of Godrej industries, Mumbai, with tables piled high with files and an imposing LCD TV, he quietly analyses the retail sector to which he has devoted so many years. “In my opinion, the biggest hindrance in the retail sector, something that is unique to India, is the concept of MRP (maximum retail price) of a product. In other countries, the MRP is not displayed on the product, it is displayed on the shelf and whatever barcode the product has does not capture the MRP.”

Eliminating The MRPMost countries abroad observe the EAN system of barcode in which the first two or three digits identify the country in which the manufacturer’s identification code was as-signed; but the code does not necessarily indicate the coun-try in which the goods are manufactured. As the barcode cannot be changed, according to Dr Sinha, the practice of affixing the MRP to the product must be changed. “I believe that this is one of the reasons why organized retail has not developed in our country. We have to get over the MRP sys-tem for retail to flourish. Abroad, even two neighbouring shops will sell the same product at different prices.”

Dr Sinha is also frankly critical about the non-observ-ance of the concept of Planogram in Indian retail. Accord-ing to the theory of Planogram, once shelf space has been reserved for certain products, for instance, soaps like Lux and Dove, that space cannot be utilized to display other products. Also, if the retailer has noted on the concerned shelf space that the product is entitled to certain discounts



< fEaTuRE

of which is brand-based.” He stresses that standards should apply even to inner case packs as retailers experi-ence difficulty in handling a vari-ety of packing cases which have been variously and differently constructed. Standard inner packing cases would also improve productivity in picking in warehouses across the country.

Stores also need to doff their present consumer-unfriendly con-structs and assume a new avatar: a more retail-friendly approach to busi-ness and the customer. Products need to be designed in shelf-ready packs to enable a smooth logistical flow. “But only five percent of all this is prac-ticed in India,” laments Colonel Nair. “The manufacturer always asks if you want shelf-ready packets of products, how will the kiranawala keep and ad-just it on his shelf?”

Lower The Warehouse RentalsMr Pradeep Chechani, Vice President-Supply Chain, Wadhawan Retail (P) Limited, urges the standardization of barcodes which could result in a substantial saving of that precious commodity: time. There are numer-ous barcodes in the country as every company has its own barcode. “Let’s say I get a huge consignment of goods from a big company,” he explains carefully. “It will take me two or three days to ‘inward’ those goods as the barcodes are different. But abroad these barcodes are standardized.” He also urges a cap on warehouse rentals which can be painfully exor-bitant; the gap between rentals in a megapolis like Mumbai and a Tier-II city like Ahmedabad is an unbridge-able divide. “In Ahmedabad rentals are as low and affordable as `6-`8 per sq.ft,” he argues, “ but in Mumbai they are as high as `45 per sq.ft.”

But opinions can be firmly differ-ent. Colonel Nair disagrees energeti-cally and says that “rents cannot be regulated. They are directly related to demand and supply and thus can’t be controlled.”Speaking expansively, Dr Sinha underscores the high premium on land in a country like India with an exploding population of a billion plus compared to the United States “where land is pretty affordable and ware-houses come very cheap, especially when they are situated outside the city. That’s where Walmart started.”

In India if warehouses are con-structed beyond city limits poor, pockmarked roads and expensive fuel would lead to stratospheric cost over-runs, making the entire project finan-cially unviable. “Improvement of infra-structure is the answer,” says Dr Sinha calmly. “Good roads are required. As of now, if a good showroom is opened in Thana (just outside the municipal limits of Mumbai), people will not go there even from a suburb like Mulund, which is close to Thana, because of the state of the roads. This is different from the US where excellent freeways were built 50-60 years ago, making business that much easier.”While most roads and highways in India are in a

it is mandatory that the customer be permitted to avail of those discounts. “But that is not how it works in our country,” points out Dr Sinha. “Often, certain discounts are mentioned on the shelf space and then the customer is told that those discounts pertained to products displayed there six months ago! Unfortunately, 90 percent of our retailers observe this concept more in letter than in spirit! The products on retail shelves must match the descrip-tions on the shelves!”

Delivery StandardisationColonel Vijay Nair, General Manag-er-supply chain, HyperCity Retail (India) Ltd, believes strongly that there should be standardization in methods of delivery, for instance, in the sizes of pallets. “We don’t have standardized pallets in India,” he emphasizes. “The 99 percent per-formance of retailers in Western countries is due to the case-in and case-out method of delivery. Abroad, there is a lot of standardization, most

The biggest hindrance in the retail sector, something that is unique to India, is the concept of MRP (maximum retail price) of a product.

— Dr Rakesh Sinha,,Chief Operating Officer, Godrej

Consumer Products Ltd

Stores also need to assume a new avatar

33

dismal condition, some like Kolkata-Guwahati and the highways stretching out to Surat, Baroda and Ahmedabad are shining examples of excellence in construction.

Mr Chechani is also convinced that the quality of Indian warehouses must be urgently upgraded and a pan-India body like the ISO must audit and ensure strict observance of ware-house quality. “The floor, roof and pillars within the warehouse must be checked. At the moment, each ware-house needs separate negotiation,” he shrugs. Even more crucial is the abysmal quality of manpower being supplied to warehouses. Bhiwandi, which is just a short distance from Mumbai, is considered the hub of warehouses and logistics parks. “But the villages which surround these fa-cilities insist that we outsource labor and vehicles only from their villages” says a perturbed Mr Chechani. A nat-ural consequence is poor manpower which requires extensive training to work in a hi-tech warehouse.

Disseminating IT SkillsTraining has to be imparted not just to warehouse labor, but also to vendors and suppliers from whom

corporates source their materials. While there is no standardization of training processes, often companies prepare CDs for their suppliers with basic IT processes, like operating e-mail ids. Fresh food suppliers require the most training, with some compa-nies sending their staff to train, and sometimes retrain, their suppliers! Says Mr Chechani: “We send a team every six months to refresh the train-ing of our vendors and we now get ideas from them on how to better our training processes.” While knowl-edge of information technology is be-ing disseminated fast among vendors and suppliers, according to Colonel Nair, it is when the younger genera-tion inherits the business from their fathers that information skills will be consolidated and progress in the re-tail industry will accelerate.

Labor BluesWith the imminent entry of FDI in multi-brand retail and the posi-tive expectations of an explosion of jobs which will thus be created, the only blip on the radar could be the unionization of labor and the prob-lems which stem from this which could spoil the party. Most retailers

are wary of organized unions even though they unanimously agree that labor must be given its rights. They fear that organized unions could give business the tremors. Says Colonel Nair: “We have no problems with unions as long as they are well-mean-ing. They must not coordinate just for strikes. We are willing to standardize things, but we don’t want unions to standardize things for us!”

Mr Chechani chips in that most re-tailers are very positive about unions and “very few companies want their labor to be deprived of their rights. However, a lot of companies do out-source the labor in their warehouses to 3PLs as it sucks up their time. The 3PLs then manage labor relations in a particular area.”

On November 24 the Indian gov-ernment finally sloughed its lethargy and in a big-ticket reform, cleared the entry of global retail giants into the $450 billion Indian retail industry. The industry must now iron out all the wrinkles, grasp the opportunity with alacrity and prepare astutely in the following years for the growth that is sure to take place.

Abroad, there is a lot of standardization, most of which is brand-based.”

— Col. Vijay Nair,General Manager - Supply

Chain, HyperCity (India) Retail.


MARG Swarnabhoomi – An Ideal Destination to Set Up Your Manufacturing Unit

Imprint Feature

INDIA| September 2011 | www.logisticsweek.com 89INDIA| September 2011 | www.logisticsweek.com 89

It has research , innovation and education centres to energize life It is a green city surround by an ecologically pristine environment It is Indian Green Building Council’s (IGBC) pilot project for

“Platinum Rated City”Manufacturing fi rms will have access to research and technol-

ogy and academia. A Science and Technology Park, and Knowl-edge Hub are being developed. The Science Park will host ma-jors from bio-technology, informatics, nano technology, Amrita Research & Innovation Park is the R&D hub. Virginia Tech from US is setting up its Indian Campus and is off ering Advanced Mas-ter’s and Ph.D. programs. The Knowledge hub has Institutes and schools to cater to the academic needs from high schools to pro-fessional studies, across levels ranging from primary education and PHD’s across curriculums including niche areas like music, architecture, fi nishing school etc.

Marg Swarnabhoomi’s Engineering SEZ is a fi rst of its kind project aiming to provide an ideal environment for equip-

ment manufacturers. Already a host of renowned National and Glo-bal players are establishing their manufacturing facilities at MARG Swarnabhoomi. Grundfos, Vanspall and Virgo are operational while others like Sumeet Siefl ex, Tecpro Profl ex, TVS Kwik Patch, Eswari Electricals, Twindisc & Polyhose are in advanced stages of estab-lishing their units. The project will provide an impetus to business growth by providing world class infrastructural amenities, access to cutting edge technology and attractive SEZ incentives.

Located strategically on East Coast Road (ECR), mid-way between Chennai and Puducherry, MARG Swarnabhoomi is a 1,000-acre integrated city, hosting two SEZs - Multi Services and Engineering on 612 acres of land. The city has proximity to the auto corridor and electronic corridors. Another advantage of the location is its close proximity with two major ports, an upcoming minor port, and domestic and international airports.

MARG Swarnabhoomi provides a dedicated and distinct in-dustrial environment for manufacturing companies. Maintenance and operational costs here are signifi cantly lower than other man-ufacturing locations. Companies at MARG Swarnabhoomi enjoy the benefi ts of hassle free operation and a chance to grow in a competitive, green, sustainable environment.

With increasing urbanization, the need for a sustainable eco-system has become an oft discussed topic. Trends show that ur-ban population will grow by 240 mn in two decades’ time. McK-insey Global Institute Report (Ministry of Agriculture) states that we can easily build 350 cities of 100 sq km without touching the forest area and water bodies through proper planning. MARG

Swarnabhoomi is only leading this trend and is on its way to be an innovative ‘people & resource effi cient city’.

MARG Swarnabhoomi follows the mantra of “Innova-tion and Effi ciency”. Today we have smart telecom sys-tems, smart cars and smart healthcare. MARG Swarnabhoomi has a uniquely SMART ECOSYSTEM: It is sustainable & inclusive It is a water ,energy , fuel and people effi cient city It is supported by an upcoming residential inventory of

14,000 homes

For more details, contact Sandeep Gupta, GM– Business Development on 9789922222.

< EVENT REPORT

Seamless GrowthThe CII Logistics Summit was

held at the Intercontinental, The Lalit, Mumbai. It was a

two-day event with industry’s top hon-chos and renowned companies as part of its exclusive audience. The event fo-cused on sustaining growth and prof-itability in challenging times.

The key objective of the summit was to discuss and offer solutions to minimize operational bottlenecks faced by logistics service providers, end users, investors and policy mak-ers from the perspective of pivotal stake holders.

The highlights of the summit were:n Implementing GST to simplify the taxation web.n Bridging the infrastructure gap.n Retail and consumer products —Best practices, India and global.n The automobile industry and auto-mobile engineering—Best practices, India and global.n Bridging logistics skill gaps.n Ensuring optimal governance—Strengthening the bottom line.n Getting technologically enabled.n Dabbawalas —A management suc-cess story.

Ensuring Supply Chain Op-timizationCyrus Guzder, Member, CII National Council and Chairman, AFL Pvt. Ltd and Executive Advisor, FedEx Express India, made the opening remarks and gave the theme address. Mr. Guzder


Date: November 3-4, 2011Event: CII Logistics Summit 2011, Sustaining Growth And Profitability In Challenging TimesOrganizer: Confederation of Indian IndustryVenue: Intercontinental, The Lalit, Mumbai

Release of the research publication by KPMG. (Dignitaries Left toright - Prahalad Tanwar, Associate Director, KPMG, Prof. Anvarul Hoda, Chair Professor, ICRIER, Parind Mehta, Partner, Indirect Taxes, BSR & Company, Dr. S.B. Agnihotri, Director General of Shipping, Ministry of Shipping, Cyrus Guzder, Member, CII National Council & Chairman, AFL Pvt. Ltd .

Neera Saggi, CEO, Sea Woods Projects, L & T Ltd, delivers her presentation.

said, “The CII Logistics conference’s core objective is to provide an oppor-tunity to introduce global practices in helping both the industry and lo-gistics service providers, and ensur-ing the optimization of their supply chain and thereby sustaining per-formance ability during the present difficult environment.”

Prof. Anwarul Hoda, Chief Profes-sor, Trade Policy and WTO Research Programme ICRIER, said, “Inflation in food prices on urban centers was due to transportation, distribution and storage costs. Logistics costs are thus a major determinant of food prices. The lack of infrastructure and logistics leads to high demand and poor supply ratio.”

Dr. S.B. Agnihotri, IAS, Direc-tor General of Shipping, Ministry

Seamless Growthof Shipping, Government of India, gave a very enlightening inaugural address as the chief guest. He also released a research publication by KPMG. He noted that “there are in-sensitivities and inefficiencies at the top of the pyramid which should be reduced.” He added that there is a sig-nificant absence of seamlessness and said, “Either the public sector or the private sector or both, should take an initiative to set up a Logistics Corpo-ration of India.”

The Knowledge-Skill GapS. Ravichandran, Executive Director, TVS Logistics Services Ltd., spoke about training employees in prime and working out concepts. He also spoke about non-negotiable user per-spectives.

Arif A Siddiqui, Director, Coign Consulting, elaborated on the knowl-edge-skill gap. According to Mr.

INDIA| February 2011 | www.logisticsweek.com 37

A section of the delegates participating in the summit.

Dr. S.B. Agnihotri, Director General of Shipping, delivering his address.

Speakers on the dais (l-r): Srikanth Kamath, CEO & Managing Partner at Chambers for World Trade Laws & Director, BMR Advisors Pvt. Ltd., Dilip Save, Head,-Indiret Taxation, Hindustan Unilever Ltd., Mr. Brian Warry, Regional Director, South & South East Asia-Toll Global LOgistics, Parind Mehta, Part-ner, Indirect Taxes, BSR & Company, S M Kulkarni, Vice President, (sales tax & VAT), Mahindra & Mahindra, S.Ramani, Consultant, Education.


Session Speakers (l-r) Arif Siddiqui, Director, Coign Consulting, S. Ravichandran, Executive Director, TVS Logistics Services Ltd., Prof. Janat Shah, Head, IIM, Udaipur, Prem Verma, CEO, TML Distribution Ltd.

S. Ravichandran, Executive Director, TVS Logistics Services Ltd., answer-ing a question in the Q& A Session.

< EVENT REPORT

Siddiqui, development of skills is di-rectly proportionate to availability of knowledge. He added that warehous-ing and stocking solutions are mun-dane and that there is a need to create value in an industry which presently has many fundamental gaps.

Pranil Vadgama, President, CHEP India, spoke at length about pooling and collaboration across different supply chains, and the sharing of standardized returnable and reus-able packaging by multiple custom-ers across the supply chain. He added that automotive pooling could reduce wastage and save costs.

Shyaam Sunder K, Chief Knowl-edge Officer, Ramco Systems Ltd., presented a case study on ‘IT Adop-tion in logistics’. He spoke about back-office collaborations, data sharing, pooling in IT and logistics, palletization and cloud computing. Harpreet Duggal, Senior Vice Presi-dent, Genpact, gave a presentation about forecasting, planning, sourc-ing, procurement, and after market services.

The event was a resounding suc-cess, with noted professionals from the logistics sector who wield influ-ence in the corridors of power attend-ing the summit and also offering so-lutions to the challenges the logistics industry is facing presently.


(L-R) Abhijit Chaudhuri, Director-Supply Chain, JSW Ispat, Brian Oravec, Managing Partner/CEO, Realterm Everstone Investment Advisors Pvt. Ltd, K. Rajkumar, (retd.) Member, Railway Board, l Radhakrishnan, Chairman, JNPT, Cyrus Guzder, Member, CII National Council & Chairman, AFL Pvt.Ltd, Neera Saggi, CEO, Sea Woods Project, L & T Ltd., Jasjith Sethi, CEO, Transport Corporation of India.

S. Asokan, Executive Director, Bharti Airtel, answering a question in the Q & A session.

A Q & A session in progress.

The Customer and their Requirements

Walkers Snack Foods is the largest producer and supplier of snack foods in the UK. The company was initially established in 1918. In 1989 Walkers andSmiths were bought by Frito-Lay (PepsiCo) and amalgamated. Today about 12 million packets of Walkers Snacks are eaten per day. The first project with Swisslog was a multi million pound investment in warehouse technology to handle over 1.5 billion bags of crisps and snacks per year.

The Finished Goods Warehouse went live in 1992. In 1998 Swisslog delivered a new picking and despatch facility (SRDC). The introduction of the Sensations line and the acquisition of Wotsits in 2002, resulted in double digit growth in 2003. This created a need for more storage space. In 2003 Swisslog delivered a newHighbay warehouse next to the existing one.

WALKERS, UNITED KINGDOMCASE STUDY

Lifetime Partnership with LeadingSnack Manufacturer

«Swisslog has delivered the tools that enable the Walkers logistics team to deliver the highest levels of service that our customers demand. In 2004 we achieved an average volume fill of 99% versus levels approaching 97% the previous year.»

Mark Harrison Supply Chain Director, UK & Ireland

The Solution

The first automated warehouse was the 22 m high Finished Goods Warehouse (FGW), which receives products from five production lines producing crisps. The warehouse is a clad rack construction, i.e. the pallet racking is also the building structure, with steel cladding fixed tothe outside.

The system consists of six fully automated stacker cranes capable of storing and retrieving pairs of pallets. The crane aisles have pick and deposit stations at both ends of the racking, aiding performance and reliability.Conveyors and lifts transport palletized cartons from the factory or from the external goods-in infeed to the high bay and from the high bay to 200+ picking

locations. The gravity fed lanes have a capacity of six pallets and can beautomatically replenished by a pallet pair from the high bay when the number of pallets drops to three.

The Southern Region Distribution Center(SRDC) was built in 1998. This was connected to FGW by a monorail system with 22 carriers, each capable of carrying two pallets. By 2001, more storage spaces were needed again. A new highbay warehouse was built on the only remaining land at the site, a crescentshaped area.

Walkers and Swisslog designed a clad rack warehouse with staggered corners,which could hold over 4 000 more pallets

than a standard box-type structure. In the new warehouse, pallets are stored by 5 automated stacker cranes and a pallet conveyor system transfers the pallets from the cranes to the monorail system. The monorail system was extended to link the new warehouse with the SRDC and three additional carriers were added.

The new warehouse went live in 2003.

LOGISTICS DATAInformation TechnologySMS - Store Management SystemPLC softwareIMI-W from Ross/IMI

High-bay StoreNo of locations 24 070Automatic stacker cranes 15Picking locations 200+Separate despatch areas Three

Operation 24/7

Monorail SystemCarriers 25Speed 300 pallets /h

Conveyor systemLength >2 kmIncluding lifts, shuttles, profile gauges

WALKERS SNACK FOODS

The Solution

The first automated warehouse was the 22 m high Finished Goods Warehouse (FGW), which receives products from five production lines producing crisps. The warehouse is a clad rack construction, i.e. the pallet racking is also the building structure, with steel cladding fixed tothe outside.

The system consists of six fully automated stacker cranes capable of storing and retrieving pairs of pallets. The crane aisles have pick and deposit stations at both ends of the racking, aiding performance and reliability.Conveyors and lifts transport palletized cartons from the factory or from the external goods-in infeed to the high bay and from the high bay to 200+ picking

locations. The gravity fed lanes have a capacity of six pallets and can beautomatically replenished by a pallet pair from the high bay when the number of pallets drops to three.

The Southern Region Distribution Center(SRDC) was built in 1998. This was connected to FGW by a monorail system with 22 carriers, each capable of carrying two pallets. By 2001, more storage spaces were needed again. A new highbay warehouse was built on the only remaining land at the site, a crescentshaped area.

Walkers and Swisslog designed a clad rack warehouse with staggered corners,which could hold over 4 000 more pallets

than a standard box-type structure. In the new warehouse, pallets are stored by 5 automated stacker cranes and a pallet conveyor system transfers the pallets from the cranes to the monorail system. The monorail system was extended to link the new warehouse with the SRDC and three additional carriers were added.

The new warehouse went live in 2003.

LOGISTICS DATAInformation TechnologySMS - Store Management SystemPLC softwareIMI-W from Ross/IMI

High-bay StoreNo of locations 24 070Automatic stacker cranes 15Picking locations 200+Separate despatch areas Three

Operation 24/7

Monorail SystemCarriers 25Speed 300 pallets /h

Conveyor systemLength >2 kmIncluding lifts, shuttles, profile gauges

WALKERS SNACK FOODS

The Benefits

> Improved inventory control ensured by the warehouse control system> Low handling damage> Extensive storage capacity> Labor saving through 24 hours operations and a high throughput of 200 pallets / hour in and out of the store> Enables future growth

CUSTOMER DATA

LocationWalkers Snack Foods’ headquarters arein Theale, Reading. Walkers is the UKmarket leader for snack foods. Walkersis the UK operating division of theFrito-Lay Group, which is owned byPepsiCo International. Walkers built anew crisp production facility inBeaumont Leys in 1981. The BeaumontLeys site in Leicester now features thelargest potato crisp factory in the world.

BrandsWalkers produces the leading UK snackbrands, including Sensations Crisps,Doritos, Quavers, Monster Munch,Wotsits and a variety of Walkers crisps.Their range of products coversapproximately 250 different types ofsnack foods.

PeopleWalkers employs over 4 000 staff inthe UK. More than 2 000 of those workon the Beaumont Leys site.

SalesIn the UK, 12 million packets ofWalkers snacks are eaten every day.

> Highbay Finished Goods Warehouse for 9 100 pallets in 1992> Picking and Despatch facility (SRDC) in 1998> Warehouse extension in 2003> Racking structure> Overall project management

SWISSLOG’S SCOPE OF SUPPLY

> Monorail system, stacker cranes, conveyors and all materials handling equipment for the facility, including controls software> SMS Store Management System> Interface between SMS and IMI-W

(WMS from Ross/IMI)> Engineering and system planning> Simulation of new project> Warehouse design> Continuous customer support> Lifetime partnership

WALKERS SNACK FOODS

The Benefits

> Improved inventory control ensured by the warehouse control system> Low handling damage> Extensive storage capacity> Labor saving through 24 hours operations and a high throughput of 200 pallets / hour in and out of the store> Enables future growth

CUSTOMER DATA

LocationWalkers Snack Foods’ headquarters arein Theale, Reading. Walkers is the UKmarket leader for snack foods. Walkersis the UK operating division of theFrito-Lay Group, which is owned byPepsiCo International. Walkers built anew crisp production facility inBeaumont Leys in 1981. The BeaumontLeys site in Leicester now features thelargest potato crisp factory in the world.

BrandsWalkers produces the leading UK snackbrands, including Sensations Crisps,Doritos, Quavers, Monster Munch,Wotsits and a variety of Walkers crisps.Their range of products coversapproximately 250 different types ofsnack foods.

PeopleWalkers employs over 4 000 staff inthe UK. More than 2 000 of those workon the Beaumont Leys site.

SalesIn the UK, 12 million packets ofWalkers snacks are eaten every day.

> Highbay Finished Goods Warehouse for 9 100 pallets in 1992> Picking and Despatch facility (SRDC) in 1998> Warehouse extension in 2003> Racking structure> Overall project management

SWISSLOG’S SCOPE OF SUPPLY

> Monorail system, stacker cranes, conveyors and all materials handling equipment for the facility, including controls software> SMS Store Management System> Interface between SMS and IMI-W

(WMS from Ross/IMI)> Engineering and system planning> Simulation of new project> Warehouse design> Continuous customer support> Lifetime partnership

WALKERS SNACK FOODS

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< Special Supplement

Fractured InfrastructureUpcoming logistics parks in India need active government participation and policy reforms in order to provide world-class logistics infrastructure, finds out Anuja Abraham.

If you are looking around for information regarding logistics parks in India, what you are likely

to get is some solid information on warehouse hubs. Most companies are also likely to turn around and ask you your definition of logistics parks.

Birth Of logistics parksWhat is now comfortably known as ‘logistics park’ has evolved from the concept of free trading zones, where trading industries formed clusters usually close to ports and airports, that helped them to bring down cost. At such zones, trade barriers like quo-tas and tariffs are either reduced or obviated and bureaucratic interfer-ence is moderated in order to attract new business and foreign invest-ments. Logistics parks are centrally located to enable distributors to han-dle, organize, package and re-package and re-export goods with little inter-vention from customs authorities.

According to Vineet Kanaujia, GM-Marketing of Safexpress, “Peo-ple in India are used to the idea of warehouses and godowns. The con-cept of logistics parks is a recent phenomenon.”Safexpress recently launched its 17th park at Indore.

Internationally, logistics parks, by

far, are ideally places concentrated in the areas of logistics operations thus allowing room for the following in-tensive functions: information trans-action facilities, centralized storage and handling capacity, unpacking/re-packaging and labeling of goods, distribution processing function, multimodal connectivity, support service functions, parking feature/transportation hub.

So how do the Indian logistics parks fare?

Standard Or customized“Indian logistics parks are nothing but a cluster of warehouses,” says Ashutosh Gajjar, Project Head, Shree Rajlaxmi Logistics Ltd, clearly unhap-py with the widely prevalent definition of the term. “A few logistics parks can be defined as 24-hour functional warehouses, customized for multiple activities. These are process-driven logistics management warehouses.” At such places, finished products are unloaded, unpacked, segregated into different divisions, measured for quantity and quality lapses and de-ported in case of any flaws. The prod-ucts are also priced accordingly as per invoice and are dispatched on receipt of customers’ orders.

Most often it is the warehouses that are the distinguishing factor at logistics parks. There are two types of warehouses available: a standard warehouse and a built-to-suit (BTS or customized). Standard warehouses are leased out to customers who store goods (finished products or raw ma-terials) for a short duration. “They manage the warehousing and dis-tribution for local dealers, so it is a simple logistics activity of box-in and box-out. There are no value-added services involved,” explains Mr. Gaj-jar. A customized or BTS warehouse is tailor-made as per customer’s re-quirements. “Here, some may want a wider cubic feet area to stack goods, while some prefer stacking in racks. They want safety equipment like safety hydrants, their own changing rooms, pantry, sports room, gym room. That’s also called German standard warehouse,” he adds.

Raising the BarCurrently, the warehousing hubs operating in India are largely frag-mented and spread across in small units. These small hubs do not match accepted infrastructure standards. On a closer look, one re-alizes the lack of benchmarks for

Logistics Parks have evolved from the concept of free trading zones.

Source: Arham


these hubs. “Such parks have to benchmark themselves not with the existing infrastructure in India but with global standards, because the Indian logistics parks are compet-ing with the likes of Singapore and Dubai for customers,” says Ajay Mit-tal, Chairman and Managing Direc-tor, Arshiya International Ltd.

There is also the added woe that the government has little or no active role in regulating logistics parks or warehouses in India. This is obvious in the lack of sustained investment in infrastructure such as container depots, transportation hubs. “Elabo-rate customs processing, minimal hinterland connectivity, no dedicated freight corridor, pushing freight onto the same rail that takes passengers, congestion at ports, and outdated warehousing, adds to the woes,” says Christoph Remund, CEO – DHL Glo-bal Forwarding India.

There is a consensus in the in-dustry that the government has not

allocated ideal locations for logistics parks. “The government has failed to recognize the basic difference be-tween logistics parks and warehous-es. There is a lot of ambiguity when it comes to classifying logistics parks as commercial or industrial spaces. Commercial space is more expensive; whereas for an industrial property, one has to comply with a number of laws such as Pollution Act, Labor Act,” says Vineet Agarwal, Joint Man-aging Director, Transport Corpora-tion of India (TCI).

present ScenarioNowadays, parks are being designed, constructed and operated by property developers or third-party logistics pro-viders (3PLs). So, two main concerns arise on the matter of ownership: 3PL-owned logistics parks serve their cli-entele and are rarely made available to their competing 3PLs; whereas parks designed and operated by property de-velopers may neglect essential provi-

sions such as cold storage, automated machinery, canteens for drivers, park-ing space and end up with standard warehousing facilities for all.

Most manufacturing industries such as automotive, cement, min-erals, oil and gas, pharma, food processing, and fast moving con-sumer goods (FMCGs) require mul-timodal transportation services as they have a widespread consumer base, but limited production bases. So a key aspect for logistics parks is the location. “Logistics parks should ideally be set up between the point of production and the point of con-sumption,” says Mr. Kanaujia. “Cost of developing a logistics park within city limits is very high; hence parks are built on the outskirts of cities.”

India’s largest concentration of warehouses is thriving in Bhiwandi (a well-established hub), on the outskirts of Mumbai: well-connected by high-ways, exempted from octroi, and a major hub for transportation compa-

Logistics parks should ideally be set up between the point of production and the point of consumption.

LPI Rank

Country LPI Customs Infrastructure International shipments

Logistics competence

Tracking & tracing

Timeliness

1 Germany 4.11 4 4.34 3.66 4.14 4.18 4.48

2 Singapore 4.09 4.02 4.22 3.86 4.12 4.15 4.23

3 Sweden 4.08 3.88 4.03 3.83 4.22 4.22 4.32

4 Netherlands 4.07 3.98 4.25 3.61 4.15 4.12 4.41

5 Luxembourg 3.98 4.04 4.06 3.67 3.67 3.92 4.58

6 Switzerland 3.97 3.73 4.17 3.32 4.32 4.27 4.2

7 Japan 3.97 3.79 4.19 3.55 4 4.13 4.26

8 United Kingdom 3.95 3.74 3.95 3.66 3.92 4.13 4.37

9 Belgium 3.94 3.83 4.01 3.31 4.13 4.22 4.29

10 Norway 3.93 3.86 4.22 3.35 3.85 4.1 4.35

47 India 3.12 2.7 2.91 3.13 3.16 3.14 3.61

LOGISTICS PERFORMANCE INDEX (LPI)

So

urce: Wo

rld B

ank

Source: Indospace



nies. But multi-modal connectivity is a major hurdle as the nearest port is ap-proximately 60 km away and the near-est airport almost 55 km away; road transport is the only feasible option.

Seeking inspiration The dearth of dedicated infrastruc-ture in the country, for moving and storing goods, has cascaded into an increased expenditure on logistics. Comparatively, logistics costs in de-veloped countries are about seven-eight percent of the GDP. “Logistics is a strategic enabler for the contin-ued growth of the Indian economy,” says Mr. Remund of DHL. It is, thus, no surprise, that India is ranked 47th in the Logistics Performance Index (LPI) 2010. (See Box)

World-over, the development of exhaustive logistics infrastructure is very often stressed on. For instance, DP World is constructing London Gateway, Europe’s largest combined

deep-sea port and logistics park. Once completed, the Gateway will handle ultra-large container ships that ply on the Asia to Europe deep-sea trade routes. DP World’s whopping invest-ment of £1.5 billion will enhance UK’s image and raise standards for logis-tics infrastructure worldwide.

Similarly, Dubai is also construct-ing a new airport close to Jebel Ali port. This will enable easy trans-portation of goods from the port to the airport within a time span of 40 minutes. The area is a bonded corri-dor and hence a system will link the ports, customs, freight forwarders, and logistics companies. In 2003, Singapore set up its first Airport Lo-gistics Park near Changi airport, one of their busiest airports and declared it as a 24-hour one-stop free trade zone, where companies can repack, move, consolidate or store cargo without any need for documentation or customs duties.

FtWZ v/s logistics parksWith the number of logistics parks coming up in India, the government, in a bid to attract foreign invest-ments, has made necessary provi-sions to accommodate growing inter-national trade. It has formed policies for Special Economic Zones (SEZ), Free Trade and Warehousing Zones (FTWZ) and National Investment and Manufacturing Zones (NIMZ). These have been done to boost exports, in-

crease foreign exchange earnings, and support India’s growth. “Despite the new policies, there are certain critical amendments to be made in consultation with private players in this space to truly achieve the objec-tives,” adds Mr Mittal.

Through its Foreign Trade Policy 2004, the government announced development of FTWZs to increase the percentage share of global mer-chandise trade. The FTWZ is a spe-cial category of SEZ with a focus on trading and warehousing. Pack-ing or re-packing without process-ing and labeling as per customer or marketing requirements could be undertaken within the FTWZ. Also, 100 percent FDI is allowed in devel-opment and establishing zones and infrastructure facilities.

It is presumed that FTWZs were created to accommodate logistics parks in India with its host of regu-lations and benefits. But there is a catch. FTWZs were created to de-velop trade-related infrastructure to facilitate the import and export of goods and services “FTWZs are dif-ferent from logistics parks,” explains Mr. Mittal. “FTWZs are deemed for-eign territory and declared dry ports so as to leverage India as a global trading and transshipment hub. While logistics parks cater majorly to domestic cargo, FTWZs are meant for EXIM cargo.”

Arshiya International Pvt Ltd

The government has little or no active role in regulating logistics parks or warehouses in India.

the dearth of dedicated infrastructure in the country, for moving and storing goods, has cascaded into an increased expenditure on logistics.

Source: Safexpress


has set up India’s first FTWZ at Navi Mumbai, close to JNPT Port, measur-ing 50,756 sq meters. They have also developed infrastructure near Delhi, which is a 315 acres facility compris-ing an FTWZ, domestic distribution hub and a rail siding.

laying new tracksOther initiatives that the government has undertaken also include Custom Bonded Warehouses. The concept of Custom Bonded Warehousing has been promoted to facilitate deferred payment of custom duty to encourage entrepreneurs and export-oriented units (EOUs) to carry out operations with minimum investment. These bonded warehouses are located all over the country at places well-con-nected with port towns. The Central Warehousing Corporation of India (CWC) operates 95 Custom Bonded Warehouses with a total capacity of seven lakh tons.

The Ministry of Railways and the Government of India have planned to construct Dedicated Freight Corri-dors (DFC) covering 3,287 route kms on two corridors: Eastern and West-ern Corridors. The project entails construction of mostly double-track railway lines capable of handling 32.5 tons axle load and for running double-stack container trains, par-ticularly so on the Western Corridor.

The Railway Ministry along with the state government is also planning

The government, in a bid to attract foreign investments, has made necessary provisions to accommodate growing international trade.

The Railway Ministry along with the state government is planning to set up ten Multi-Modal Logistics Parks (MMLPs) alongside the dedicated freight corridors.

Source: Adani

Source: Logistics India Pvt. Ltd.

Source: Acorn

SUPPLY CHAIN CONCLAVE - 2012

Celebrating SuccessKey events 1. Key Note Address

2. Panel discussion - Success in rural supply chains

3. Panel discussion - Success in supply chain partnership

4. Government bodies and supply chains

Speakers • Dr. Mahender Singh, Research Director MIT

• Mr. Prem Verma, CEO, Tata Motors Distribution Ltd.

• Mr. Pradeep Lokhande, CEO, Rural Relation

• Dr. K. Shivaji, CEO, MIDC

• Mr. Pradeep Chechani, Business Head and VP, Wadhawan Group

• Mr. B.B. Singh, Head, Tata Kissan Kendra, Tata Chemicals

• Lt. Col. Vijay Nair (Veteran), General Manager Supply Chain, HyperCity Retail (India) Ltd.

...and many more

Workshop Associates

CONTACT

Prathamesh Chawathe Email: [email protected] +91 976 946 7427

Pradeep Dwivedi Email: [email protected] +91 902 913 7307

Ravi Parmar Email: [email protected] +91 992 082 3439

20th January 2012

9:00 am to 5:00 pmDurgadevi Saraf Auditorium,

S.V. Road, Malad (W), Mumbai.

SUPPLY CHAIN CONCLAVE - 2012

Celebrating SuccessKey events 1. Key Note Address

2. Panel discussion - Success in rural supply chains

3. Panel discussion - Success in supply chain partnership

4. Government bodies and supply chains

Speakers • Dr. Mahender Singh, Research Director MIT

• Mr. Prem Verma, CEO, Tata Motors Distribution Ltd.

• Mr. Pradeep Lokhande, CEO, Rural Relation

• Dr. K. Shivaji, CEO, MIDC

• Mr. Pradeep Chechani, Business Head and VP, Wadhawan Group

• Mr. B.B. Singh, Head, Tata Kissan Kendra, Tata Chemicals

• Lt. Col. Vijay Nair (Veteran), General Manager Supply Chain, HyperCity Retail (India) Ltd.

...and many more

Workshop Associates

CONTACT

Prathamesh Chawathe Email: [email protected] +91 976 946 7427

Pradeep Dwivedi Email: [email protected] +91 902 913 7307

Ravi Parmar Email: [email protected] +91 992 082 3439

20th January 2012

9:00 am to 5:00 pmDurgadevi Saraf Auditorium,

S.V. Road, Malad (W), Mumbai.


to set up ten Multi-Modal Logistics Parks (MMLPs) alongside the dedicat-ed freight corridors. These MMLPs, spanning an area of around 400 to 500 hectares (988 to 1,235 acres), would be developed with both government and private funding. The MMLPs will contain rail sidings with sheds, con-tainer depots, warehouses and offi ce buildings for logistics operators, and assembly units for processing raw materials. “MMLPs are certain to bring down logistics cost and time by 20-30 percent. Development of such parks can bring in a sea change in the way business is being handled,” says Mr. Agarwal of TCI.

But the DFC projects have been stalled for some time. There has been a delay in the tendering proc-ess and this has delayed the entire

project in the bargain. However, this has not deterred the private players from going ahead with their own investments and con-tributing to the development of trade and logistics in India. After the Indian Railways opened con-tainer operations to private players, Adani Logistics Limited became the fi rst private container train op-erator (PCTO) to set up its own In-land Container Depot (ICD). After commissioning their fi rst logistics park at Patli, south of Gurgaon, they plan to increase the handling capacity to two lakh twenty-foot equivalent units (TEU) and state-of-the-art facilities: three weigh bridges, a 5,000 sq meter bonded warehouse, two railway lines, and container repair facilities.

park ForecastA 2008 Cushman & Wakefi eld report has revealed that the Indian logistics industry is expected to grow at 15 to 20 percent per annum, reaching rev-enues of $385 billion by 2015. About 110 logistics parks spread over 3,500 acres at an estimated cost of $1 bil-lion are expected to be operational by 2012. Around 45 million sq ft of warehousing space will be ready in the next four years. Last year, a Frost & Sullivan report stated that the In-dian logistics sector is expected to reach $120.42 billion in 2014, wit-nessing a Compound Annual Growth Rate (CAGR) of 9.9 percent between 2009 and 2014.

It is just a matter of time before In-dia can deliver the promise of world-class logistics infrastructure.

KATTI-MA LOGISTICS PARKOffi ce-A, 9th fl oor, “The Rain Tree Place”,No.9, Mc.Nichols Road, Chetpet, Chennai - 600 031,TamilNadu, India. Phone : 91-44-28363545 (4 Lines)Please Contact us at:

011-43115485

A 200,000 sq ft of Warehousing Township Between Chennai & Sriperumbudur (NH-4)

E-mail: [email protected]; [email protected] Website: www.kattima.com

CHENNAI PORT

KATTI-MA LOGISTICS PARK

CHENNAICENTRALANNA NAGAR

KOYAMBEDU JN.

HYUNDAI

NOKIA

FORD

SRIPERUMBADUR

MAHINDRA WORLD CITY

VANDALUR ZOO

KELAMBAKKAMKOVALAM

TIDELPARK

GUINDY

MAMALLAPURAM

DISTANCE FROM LOGISTICS PARK

1. TO NH – 4 & QUEENS LAND 1.70 KMS

2. CHENNAI CITYLIMITS 12.0 KMS

3. KOYAMBEDU JN.GRADE SEPERATOR 22.5 KMS

4. CHENNAI PORT 38.0 KMS

5. HYUNDAI FACTORY 6.0 KMS

6. AIR PORT 29.0 KMS

7. NOKIA FACTORY 12.0 KMS

W

N

S

EKATTI-MA LOGISTICS PARK

LOCATION MAP

CHENNAI PORT



KOYAMBEDU JN.

HYUNDAI

NOKIA

FORD

SRIPERUMBADUR

MAHINDRA WORLD CITY

VANDALUR ZOO

KELAMBAKKAMKOVALAM

TIDELPARK

GUINDY

MAMALLAPURAM









W

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LOCATION MAP

Can Build to suit your requirements on industrial converted land.

�H.T power available. �Off NH-4 connected by 80 feet road

CHENNAI PORT



KOYAMBEDU JN.

HYUNDAI

NOKIA

FORD

SRIPERUMBADUR

MAHINDRA WORLD CITY

VANDALUR ZOO

KELAMBAKKAMKOVALAM

TIDELPARK

GUINDY

MAMALLAPURAM









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LOCATION MAP



50

Built To Suit


Although the distinction between warehouse hubs and logistics parks are blurred in India, there is a gradual increase in the number of such parks. With India becoming a global market, the requirement for newer and better storage facilities are becoming imminent. Consequently, most LSPs are trying to come up with bigger and better facilities. A look at some of the logistics parks.

ACORN WAREhOuSES AND LOGISTICS PARk, BhIWANDILocation Bhiwandi Toll booth at Mankoli junction on the NH3 leading to Nasik and Agra from Mumbai

Specifications

Spread over 1 million sq. ft, and across 32 acres Part of a 100 acre planned modern warehousing complex Falls under "Octroi Free Zone" Offers proximity to the Dedicated Freight Corridor planned from JNPT port to Delhi-Mumbai Industrial Corridor

Operational Advantage

More than 10 lakh sq.ft. ready to be fitted out Pre-engineered building with added scalability, anywhere between 45,000 sq. ft. to 480,000 sq. ft. Clear height of 24' at sides and 34' at centre, facilitating multiple storage levels - Kirby Structure Large column grid of 68 ft. x 50 ft., resulting in efficient space management Flat heavy duty abrasion resistant, anti-vibration Trimix flooring with loading capacity of 5 T/sq.m Loading/unloading bay area with monsoon shade – L 12 ft. x B 8 ft. x 14 ft. 100 ft. internal concrete roads to ensure convenient flow of traffic and loading/unloading of goods from modern long span vehicles Wide turning radius on all internal roads to avoid logjams, queuing and conflict points for easy trailer movement Well enabled for use of Warehouse Management Systems (WMS) and IT systems like RFID etc Solar heat reducing reflective roofing and partial glazing on side walls enabling maximum natural illumination

Quality Advantage

Hi-tech all weather resistant PEB (Pre-Engineered Building) with modern engineering materials and construction methodologies Heat resistant roofing with complete leakage and dampness proofing Adequate turbo vents reduces internal temperature by upto 5 percent Glass façade and Translites to ensure adequate natural internal warehouse lighting

Services and Overall Facilities Advantage

Dedicated 24 x 7 administrative team of professionals Truck weighing machines and loading / unloading area bays with monsoon shades Common security cabins and well compounded area Canteen and resting facilities for drivers and staff

Competitive Edge

Based on international logistics standards and scaleable to cater to expansion Strategically located on major national highways on clear and clean large land parcels Superior infrastructure features like WMS, RFID Facilities provided for heavy transport movement

USPInternational logistics standards Strategic location Best-in-class complex infrastructure- superior infrastructure features like WMS, RFID etc

ClientsTesco, Keuhne+Nagel, Uniworld Logistics, Diesl (Tata Enterprise), Prologistics

ContactR. P. Tripathi Deepak Gupta +91-9619007999 +91-9820317844 [email protected] [email protected]

Acorn Logistics Park


ACORN WAREhOuSES AND LOGISTICS PARk, khEDALocation Situated in Kheda, Ahmedabad, on NH-8, a high priority Industrial area of Gujarat

Specifications

Spread over 1.1 million sq. ft Spread across 40 acres of land under development 20 minutes away from Aslali which is the core multi transport hub for the region Falls right on the Dedicated Freight Corridor (DFC) being developed till JNPT port at Mumbai

Opearational Advantage

Easy movement for 40' export containers, trailers and multi-axle trucks Wide 100' RCC internal roads with wide turning radius to avoid logjams 850' broad frontage enabling wide entry/exit points and avoidance of vehicle queuing High dock door ratio and provision for dock levelers Well designed loading/unloading bays enabling easy maneuverability, parking and docking for 40' trucks/trailers

Economical Advantage

Space designed for high 'Cube' utilization Large floor plates in multiples of 20,000 sq ft and scaleable upto 200,000 sq ft Warehouse clear height 26' and can be build to suit/ customized to 36' facilitating multiple storage levels Wide column grids of 20 m x 16 m (approx)

Quality Advantage

Use of modern engineering materials and construction techniques Weather-proof PEB (Pre-Engineered Building) built with modern materials and construction techniques 100% leak and dampness proof roofing with sufficient skylight and ventilators Fire proof, wind, rain and lightning protected Galvalume sheeted roofing Flat heavy duty Trimix flooring with loading capacity of 10 T/sq.m Infrastructure like RFID systems etc. available

Services and Overall

Facilities Advantage

Retail facilities for user conveniences Truck weighing machines Ample lighting for complex with high density street lights, illuminated by sodium vapour lamps Proposed dormitories, rest rooms and canteen facilities

Other Services

High security arrangement with mechanized entry pass Common security cabins and well compounded area Loading/unloading bays with monsoon shades Scaleable and expansion options due to availability of large tracts of land

USPStrategic location - falls right on the Dedicated Freight Corridor (DFC) International logistics standard Best-in-class complex infrastructure- superior infrastructure features like PEB, RFID

Clients Hindustan Unilever Limited, Uniworld Logistics, TESCO, DAIKIN, Blue Star, Kuehne+Nagel

ContactSandeep Chadha Pankaj Bansal +91-9167909033 +91-9810152139 e-mail: [email protected] e-mail: [email protected]


Adani, ICD Kishangarh



52

ACORN WAREhOuSES AND LOGISTICS PARk, DhARuhERALocation Situated in Dharuhera, a high priority town of NCR on NH -8,

Specifications

Spread across 66 acres of land under development Area: 2 million sq ft Just 72 kms from Delhi Falls right on the Dedicated Freight Corridor (DFC) being developed till JNPT port

Opearational Advantage

Easy movement for 40' export containers, trailers and multi-axle trucks Wide 100' RCC internal roads with wide turning radius to avoid logjams 850' broad frontage enabling wide entry/exit points and avoidance of vehicle queuing High dock door ratio and provision for dock levelers Well designed loading/unloading bays enabling easy maneuverability, parking and docking for 40' trucks and trailers

Economical Advantage

Large floor plates in multiples of 20,000 sq ft and scaleable upto 200,000 sq ft Warehouse clear height 30' & can be build to suit/ customized to 28'-40' facilitating multiple storage levels Wide column grids of 22.5 m x 16 m (approx)

Quality Advantage

Weather-proof PEB (Pre-Engineered Building) built with modern materials and construction techniques 100 percent leak and dampness proof roofing with sufficient skylight and ventilators Fire proof, wind, rain and lightning protected Galvalume sheeted roofing Flat heavy duty Trimix flooring with loading capacity of 10 T/sq.m State of the art enabled infrastructure like RFID systems etc. Eco-friendly project with GOLD rating

Services and Overall

Facilities AdvantageRetail facilities for user conveniences Truck weighing machines Ample lighting for complex with high density street lights, illuminated by sodium vapour lamps Proposed dormitories, rest rooms and canteen facilities

Other Services

High security arrangement with mechanized entry pass Common security cabins and well compounded area Loading/unloading bays with monsoon shades Scaleable and expansion options due to availability of large tracts of land

USP Falls on Dedicated Freight Corridor (DFC)- commands excellent locational advantages Superior infrastructure features like PEB, RFID etc

Clients Uniworld Logistics, TCI Supply Chains, OEC Worldwide

ContactPankaj Bansal Deepak Gupta+91-9810152139 +91-9820317844 e-mail: [email protected] e-mail: [email protected]

ADANI LOGISTICS PARk, ICD kIShANGARhLocation Heart of marble trade in Rajasthan

Specifications

Spread over 80 acres Handling Capacity of 80,000 Teus per annum in Phase 1 1,052 Total Ground slots in Phase 1 Non-bonded warehouse - 1000sqm 3 Rail sidings with TXR facilities Double stack capability First mile last mile connectivity Common use facility with option of other rail operators

Additional Facilities

Parking Area for upto 25 Trailers Office Space - 1200 sq ft Washrooms for Drivers 24 hr operation Realtime update of container activity through RDTs Weighbridge - 80 Mtons capacity Container washing, cleaning, repairs

Contact

Pramod Jain Girish AcharyaContact No: 9783882010 Marketing Email: [email protected] Contact No: 9983077799 Email: [email protected]


ADANI LOGISTICS PARk, ICD PATLILocation 500 mt from the Kundli-Manesar Highway

Specifications

Spread over 185 acres - one of the largest ICDs in India Handling capacity of 200,000 Teus per annum in Phase 1 5,020 Total Ground slots in Phase 1 Bonded Warehouse - 5,000 sqm Non-bonded warehouse - 10,000sqm Special warehouse for handling steel coils under construction Specialized handling of automobiles in KarTrainers Green Channel and EDI facility with Customs 3 Rail Sidings with TXR facilities Double stack capability Daily rail service to Mundra First mile last mile connectivity Common user facility with option of other rail operators

Additional Facilities

Facility of Carriage and Wagon Examination on all three rail sidings. Green Channel and EDI availability with Customs (Version 1.5) Basic canteen and food Stall available at Patli Realtime update of container activity through RDTs 3 Weighbridges - 2 in bonded area, 1 in non bonded area Container washing, cleaning, repairs - IICL Certified repairs vendors

Rail OperatorsAdani Logistics Ltd. ; Arshiya International ; India Infrastructure ; Hind Terminals ; Kribhco Infrastructure ; SICAL Multimodal

Contact

Aniruddha Lele Manas Ranjan Panda Terminal Manager Customer Service Contact No: 9953469927 Contact No: 9050009670 Email: [email protected] Email: [email protected]

ADANI LOGISTICS PARk, MuNDRALocation Mundra

Specifications

Handling capacity of 72,000 Teus per annum in phase 1 Going upto 200,000 Teus in Phase 2 Double stack capability First mile, last mile connectivity to the port Non-bonded warehouse Specialized handling of automobiles in Kar Tainers, exclusive to Adani Logistics PDI facility for cars Specialized coil handling facility Over 20,000 sqm of rail connected warehouses in Mundra under completion phase Future plans include development of on-dock CFS

Additional FacilitiesAdequate Parking Area for Trailers Office Space - 400 SQ FT Realtime update of container activity through RDTs"

Contact

Praveen Kumar Jain Terminal Manager Contact No: 9909908517 Email: [email protected] Bhavesh Prajapati Customer Service Contact No: 9978904174 Email: [email protected]



ALLCARGO LOGISTICS PARk PvT. LTD.Location ICD Dadri, Tilpata Road, Gautam Budh Nagar, Greater Noida

Background The logistics park was started to promote LCL

Specifications

41264 square metre built up area 21000 square metre paved yard 5160 square metre covered warehouse 75000 TEU handling capacity per annum 3 reach stackers each with 45 tonne loading capacity 6 forklifts: 10 tonne to 3 tonne handling capacity 100 tonne electronic weighbridge 2 high-mast lighting columns Nearest port/rail siding : 0.3km Paved land area : 10 acre 10 Trailers 1X12 tonne crane 6 reefer points

Specializations

Highly skilled and experienced staff Comprehensive service menu Trusted and reliable service partner Natural market positioning Streamlined administration of shipments Fast and efficient custom clearance Dependable transportation Rapid evacuation of empty containers Maintenance of cargo integrity Last-mile connectivity

Services

Import handling: port movement, handling and container delivery to ens customer Export Handling: cargo carting, container stuffing, custom clearance and movement to port LCL Shipment: handling, consolidation, stuffing and de-stuffing Bonded and open warehouse: systematic storage, inventory management and web-based visibility Transportation: complete end-to-end service Expert handling of specialized cargo: container lashing, chocking and palletizing to maintain cargo integrity during transit Computerised customs documentation: recording import and export operational movements and administering related formalities Maintenance and repair of dry containers: compleet repair, welding and cleaning services gearded to maintain sea worthiness Reefer monitoring service: 24/7 monitoring and temperature regulation ensuring maintenance of cargo integrity Hazmat handling: comprehensive and safe management of hazardous cargo IT-enabled support services: web-based real time track and trace and extranet providing secure access to management reports

ContactsNitin Behl - General Manager Gaurav Shukla - Sales and Marketing Manager [email protected] [email protected] +91-9953693741 +91-9873090183

ARhAM LOGIPARCLocation Mumbai - Nashik Highway (NH3), Valshind Village, Bhiwandi

Background To be developed on more than 300 acres of land; expected to create more than a million sq. ft. of space solutions

Specifications Customizable offering of 1,00,000 sq. ft. module available in PEB, Dome and RCC variants

Specializations

Spread over 300 acres of strategically located Octroi-free zone 10 kms from Kalyan on Mumbai-Nashik bypass (NH3) International quality features like temperature control, wide internal roads, on-site vehicle maintenance, uninterrupted power 45 kms from the International Airport

ClientsTCI, XPS, Gati, Safexpress, Raptakos Brett & Co, Samsung, Nitco Tiles, Anchor, Rhenus Pro-Log Logistics, Gandhi Automations, Panasonic, Godrej & Boyce, Supermax Blades, Dembla Valves, Nelluzzo Austrialian Living etc.

ContactMr. hardik Jakharia +91-9867669966


INDOSPACE ChAkAN

LocationAccess directly from the main Chakan-Talagoan road 18kms from Mumbai - Pune Expressway, 14kms from NH-4, 7.5kms from NH-50

BackgroundThe project is a joint venture between IndoSpace and Rohan Developers. The project is spread over approximately 100 acres of industrial land and is being developed into 1.7 million square feet of modern warehouse and light manufacturing space.

Specifications

Floor Plates: 25,000 to 1 million sq ft Single and cross docking options available with Dock height PEB structure with option for mezzanine level office Clear Height: 8-12 m with Internal Column Free Bay Spacing of 16m x 22.5m Skylights: 3-6percent of the total roof area Dock Doors: 1 dock door per 7000 sq ft; Dock Levelers: 6-15 tones available Floor Capacity: 5-10 T/m2 ; Fire Sprinklers: As required by codes with option to upgrade to ESFR and in-rack Lighting: T5 ; Truck Courts: 30 - 45 meter; Office Space: Class A office 5-10 percent of total area

Specializations Custom Built Facilities

USP

1.7 Million sq.ft of modern warehouse/industrial space designed to international standards 33KV Express feeder line from main MSEDCL supply point ensuring a seven day electric supply Ample parking space available for large 40" containers, trucks, four and two wheelers 24 hour park security High quality road infrastructure designed to achieve efficient traffic circulation Common facilities for drivers Professional onsite property management services

Clients FMCG companies, 3PLs, automotive and other light manufacturing companies

ContactMr. Abhijit Malkani-Managing Director - Realterm Everstone Ph: 9810142240 Email- [email protected]

INDOSPACE LuhARI

LocationLocated in the NCR region near Gurgaon The site is on the 4-lane MDR 132 (Pataudi Road) Less than 20 km to NH8 and KMP Expressway

BackgroundA joint venture between IndoSpace and Future Warehouse Solutions. It is spread over 104 acres of land and is being developed into 2.5 million square feet of modern warehouse and light manufacturing space.

Specifications

Floor Plates: 25,000 to 1 million sqft Single and cross docking options available Dock height PEB structure with option for mezzanine level office Clear Height: 8-12 m Internal Column Free Bay Spacing: 16m x 22.5m Skylights: 3-6 percent of the total roof area Dock Doors: 1 dock door per 7000 sqft Dock Levelers: 6-15 tones available Floor Capacity: 5-10 T/m2 Fire Sprinklers: As required by codes with option to upgrade to ESFR and in-rack Lighting: T5 Truck Courts: 30 - 45 meter Office Space: Class A office 5-10 percent of total area


USP

2.5 Million sq.ft of modern warehouse/industrial space designed to international standards HT feeder line from main substation of utility provider Ample parking space available for large 40" containers, trucks, four and two wheelers Fire fighting infrastructure designed to support high hazard sprinkler system 24 hour park security Common facilities for drivers Professional onsite property management services

Clients FMCG, retailers, automotive and other light manufacturing companies

ContactMr. Abhijit Malkani- Managing Director - Realterm Everstone Ph: 9810142240 Email- [email protected]


< Special Supplement< Special Supplement

INDOSPACE ORAGADAM

LocationLocated in the heart of Oragadam Industrial area 1.5 km from the intersection of the 4 lane SH-48 and the 6 lane SH-57 4 km from SIPCOT Industrial park in Oragadam and 19 km from SIPCOT Industrial park in Sriperumbudur

BackgroundThe project is a joint venture between IndoSpace and SKCL. The project is spread over approximately 65 acres of industrial land and is being developed into 1.3 million square feet of modern warehouse and light manufacturing space.

Specifications

Floor Plates: 25,000 to 1 million sqft Single and cross docking options available Dock height PEB structure with option for mezzanine level office Clear Height: 8-12 m Internal Column Free Bay Spacing: 16m x 22.5m Skylights: 3-6 percent of the total roof area Dock Doors: 1 dock door per 7000 sqft Dock Levelers: 6-15 tones available Floor Capacity: 5-10 T/m2 Fire Sprinklers: As required by codes with option to upgrade to ESFR and in-rack Lighting: T5 Truck Courts: 30 - 45 meter Office Space: Class A office 5-10 percent of total area


USP

1.3 Million sq.ft. of modern warehouse/industrial space designed to international standards HT feeder line from main substation of utility provider Ample parking space available for large 40” containers, trucks, four and two wheelers Fire fighting infrastructure designed to support high hazard sprinkler system 24 hour park security Common facilities for drivers Professional onsite property management services

Clients 3PLs, automotive companies, electronics and other light manufacturing companies

Contact

Mr. Abhijit Malkani Managing Director - Realterm Everstone Ph: 9810142240 Email- [email protected]

Indospace Logistics Park

PAN India Warehousing (3PL/4PL)

Reverse Logistics

Primary & Secondary Transportation

In-transit Damage Reduction Solutions

Partnership in Road Safety Programs

Logistics BPO

Logistics Staffing Services

Logistics Consultancy & Training

Audits & Benchmarking

E-04, Devashree Garden, Rutu Park Service Road,Majiwada Naka, Thane (W) – 400601. Maharashtra

Contacts : (+91) 99879 22244/9820761645E-mail: [email protected]



MAN CLA 49.280 6X4

LOGISTICS INDIA PvT LTDLocation Oragadam, Chennai

Background Operational since February 2011

Facilities

Industrial and manufacturing facilities Logistics centres Warehouses Temperature controlled space Distribution centres Cross docking High quality infrastructure

Logistics and Industrial Facilities

Fortified concrete flooring for heavy loadings Optimized column layout Sufficient height and space Automated / Manual dock doors Traffic / parking and load management Dock levellers Staff and drivers areas High end safety standard features

Development solution services

Locating and purchasing of land Statutory approvals Conceptual design Detailed architechtural and engineering design Construction Project Coordination Liaison with financial institutions Asset management

Clients L’OREAL, DHL, Nestle, Kuehne+Nagel, Carrefour

Contact

Sonia Ricord Project Manager [email protected] Cell: 805 60 222 52

SAFEXPRESS LOGISTICS PARk, AGRA

Location Agra-Delhi National Highway 2

Specifications

Land area : 2,00,000 sq ft The park enables loading and unloading of over 42 vehicles simultaneously to ensure smooth and uninterrupted movement Highly streamlined operations which ensure fastest transit time of just 1.8 days from Agra to over 560 national destinations A column-less span of over 100 feet which facilitates uninterrupted movement of goods within the facility Floor load capacity of 4 metric tonnes per sq mt Truck docking area width of over 60 feet 16 feet wide cantilever shed to facilitate all-weather loading/unloading of goods Fire fighting equipment and trained manpower to deal with any emergencies Fullt furnished staff residence facilities for 18 people Environment friendly initiatives: rain water harvesting, developing greens, using sunlight during the day

ContactPh: +91 5613 294346 [email protected] www.safexpress.com



SAFEXPRESS LOGISTICS PARk, AhMEDABAD

Location National Highway 8A

Specifications

Land area: 2,74,000 sq ft The park enables loading and unloading of over 50 vehicles simultaneously to ensure smooth and uninterrupted movement of goods Highly streamlined operations Fastest transit time of 1.7 days from Ahmedabad to over 560 national destinations A column-less span of over 100 ft which facilitates uninterrupted movement of goods within the facility Floor load capacity of 6 metric tonnes per sq mt Truck docking area width of over 80 feet 16 feet wide cantilever shed to facilitate all-weather loading/unloading of goods Fire fighting equipment and trained manpower to deal with any emergencies Fullt furnished staff residence facilities for 25 people Environment friendly initiatives: rain water harvesting, developing greens, using sunlight during the day


SAFEXPRESS LOGISTICS PARk, ChENNAI

Location Located close to National Highway 5

Specifications

Land area: 3,86,000 sq ft The park enables loading and unloading of over 134 vehicles simultaneously Fastest transit time of 1.8 days from Chennai to over 560 national destinations A column-less span of over 100 ft which facilitates uninterrupted movement of goods within the facility Floor load capacity of 4 metric tonnes per sq mt Truck docking area width of over 130 feet 15 feet wide cantilever shed to facilitate all-weather loading/unloading of goods Staff residence facilities for 42 Environment friendly initiatives: rain water harvesting, developing greens, using sunlight during the day

ContactPh: +91 44 6521 8247 [email protected] www.safexpress.com

SAFEXPRESS LOGISTICS PARk, GuRGAON


Specifications

Land area: 1,80,000 sq ft Enables loading and unloading of over 25 vehicles simultaneously Fastest transit time of 1.7 days from Gurgaon to over 560 national destinations Floor load capacity of 4 metric tonnes per sq mt Truck docking area width of over 60 feet 12 feet wide cantilever shed to facilitate all-weather loading/unloading of goods Fully furnished staff residence facilities for 12 people Environment friendly initiatives: rain water harvesting, developing greens, using sunlight during the day


Size 206 X 270 mmDate 14.06.2011

Log. India



SAFEXPRESS LOGISTICS PARk, INDORELocation Located at Agra-Bombay Road on National Highway 3

Specifications

Land area: 11,50,000 sq ft The park enables loading and unloading of over 190 vehicles simultaneously to ensure smooth an duninterrupted movement of goods Fastest transit time of 1.8 days from Indore to over 560 national destinations A column-less span of over 100 ft which facilitates uninterrupted movement of goods within the facility Floor load capacity of 4 metric tonnes per sq mt Truck docking area width of over 80 feet 16 feet wide cantilever shed to facilitate all-weather loading/unloading of goods Fire fighting equipment and trained manpower to deal with emergencies Fully furnished staff residence facilities for 70 people Environment friendly initiatives: rain water harvesting, developing greens, using sunlight during the day


SAFEXPRESS LOGISTICS PARk, JAMShEDPuR

Location Located on National Highway 33

Specifications

Land area: 1,20,000 sq ft The park enables loading and unloading of over 50 vehicles simultaneously to ensure smooth and uninterrupted movement of goods Fastest transit time of 1.8 days from Jamshedpur to over 560 national destinations A column-less span of over 105 ft which facilitates uninterrupted movement of goods within the facility Floor load capacity of 4 metric tonnes per sq mt Truck docking area width of over 80 feet 16 feet wide cantilever shed to facilitate all-weather loading/unloading of goods Fire fighting equipment and trained manpower to deal with any emergencies Fully furnished staff residence facilities for 30 people Environment friendly initiatives: rain water harvesting, developing greens, using sunlight during the day


SAFEXPRESS LOGISTICS PARk, kOLkATA


Specifications

Land area: 1,84,000 sq ft The park enables loading and unloading of over 75 vehicles simultaneously to ensure smooth and uninterrupted movement of goods Fastest transit time of 1.8 days from Kolkata to over 560 national destinations A column-less span of over 100 ft which facilitates uninterrupted movement of goods within the facility Floor load capacity of 4 metric tonnes per sq mt Truck docking area width of over 80 feet 16 feet wide cantilever shed to facilitate all-weather loading/unloading of goods Fire fighting equipment and trained manpower to deal with any emergencies Fully furnished staff residence facilities for 29 people Environment friendly initiatives: rain water harvesting, developing greens, using sunlight during the day


From the fast lanes of towns and cities to remote locations, we handle everything in surface transportation - right from a small 10 kg parcel to bulk sundry to Full Truck Loads with great care - our service being backed by expertise and experience spanning 50 years of industry leadership.

We offer single window solution through our hard freight division V-Trans, Express Cargo division V-Xpress and Warehousing & Inventory division V-Logis.

* We offer Comprehensive coverage under our Unique Marine Insurance Policy.* We have over 350 branches in 23 states, all connected through web based eCargo ERP application.* We offer fully equipped warehouses spread over 5,00,000 sq.ft. area.

ISO 9001: 2008

We handle everything with care

V-TransReliable Hard Freight Transport Timebound Multimodal Express C Serviceargo

V-XpressWarehousing & Inventory Management

V-Logis

V-Trans (India) Ltd. Plot No.5A, Navre Apartment, Swami Vallabhdas Marg, Sion (W), Mumbai – 400022. Phone: (022) 24043143/ 24020880 I Fax: (022) 24043144 l Email: [email protected] l Website: www.vtransgroup.com l Toll Free No. 1800 220 180



SAFEXPRESS LOGISTICS PARk, MuMBAI


Specifications

Land area: 7,00,000 sq ft The park enables loading and unloading of over 110 vehicles simultaneously to ensure smooth and uninterrupted movement of goods Fastest transit time of 1.7 days from Mumbai to over 560 national destinations A column-less span of over 150 ft which facilitates uninterrupted movement of goods within the facility Floor load capacity of 6 metric tonnes per sq mt Truck docking area width of over 80 feet 19 feet wide cantilever shed to facilitate all-weather loading/unloading of goods Fire fighting equipment and trained manpower to deal with any emergencies Fully furnished staff residence facilities for 100 people Environment friendly initiatives: rain water harvesting, developing greens, using sunlight during the day


SAFEXPRESS LOGISTICS PARk, NAGPuR


Specifications

Land area: 11,90,000 sq ft The park enables loading and unloading of over 400 vehicles simultaneously to ensure smooth and uninterrupted movement of goods Fastest transit time of 1.7 days from Nagpur to over 560 national destinations A column-less span of over 100 ft which facilitates uninterrupted movement of goods within the facility Floor load capacity of 6 metric tonnes per sq mt Truck docking area width of over 80 feet 16 feet wide cantilever shed to facilitate all-weather loading/unloading of goods Fire fighting equipment and trained manpower to deal with any emergencies Fully furnished staff residence facilities for 34 people Environment friendly initiatives: rain water harvesting, developing greens, using sunlight during the day


SAFEXPRESS LOGISTICS PARk, PuDuChERRy

Location Located at Puducherry

Specifications

Land area: 1,04,000 sq ft The park enables loading and unloading of over 40 vehicles simultaneously Fastest transit time of 1.9 days from Puducherry to over 560 national destinations A column-less span of over 100 ft which facilitates uninterrupted movement of goods within the facility Floor load capacity of 4 metric tonnes per sq mt Truck docking area width of over 60 feet 16 feet wide cantilever shed to facilitate all-weather loading/unloading of goods Fire fighting equipment and trained manpower to deal with any emergencies Fully furnished staff residence facilities for 8 people Environment friendly initiatives: rain water harvesting, developing greens, using sunlight during the day



SAFEXPRESS LOGISTICS PARk, PuNE

Location Old Mumbai-Pune National Highway 4

Specifications

Land area: 3,10,000 sq ft The park enables loading and unloading of over 100 vehicles simultaneously Fastest transit time of 1.7 days from Pune to over 560 national destinations A column-less span of over 102 ft which facilitates uninterrupted movement of goods within the facility Floor load capacity of 6 metric tonnes per sq mt Truck docking area width of over 80 feet 16 feet wide cantilever shed to facilitate all-weather loading/unloading of goods Fire fighting equipment and trained manpower to deal with any emergencies Fullt furnished staff residence facilities for 40 people Environment friendly initiatives: rain water harvesting, developing greens, using sunlight during the day


SAFEXPRESS LOGISTICS PARk, SALEM


Specifications

Land area: 2,70,000 sq ft The park enables loading and unloading of over 40 vehicles simultaneously Fastest transit time of 1.9 days from Salem to over 560 national destinations A column-less span of over 100 ft which facilitates uninterrupted movement of goods within the facility Floor load capacity of 4 metric tonnes per sq mt Truck docking area width of over 80 feet 16 feet wide cantilever shed to facilitate all-weather loading/unloading of goods Fire fighting equipment and trained manpower to deal with any emergencies Fully furnished staff residence facilities for 20 people Environment friendly initiatives: rain water harvesting, developing greens, using sunlight during the day


Safexpress Logistics Park, Pune



CITy SITE LOCATION SPECIFICATIONSTOTAL AREA (IN MN Sq FT)

COMPLETED CONSTRuCTION (IN MN Sq FT)

AhmedabadVillage Bavla, Ahmedabad-Mundra Highway, NH-8A

Logistics park 42 km. from Ahmedabad city Centre 29 km. from Sarkhej-Gandhinagar (SG) Highway

2 0.3

AhmedabadVillage Sanand, Viramgam Highway

Logistics park 42 km, from Ahmedabad city Centre

2 0.2

BangaloreVillage Budihal, Nelamangala, Mumbai Highway, NH-4

Logistics park 3

Chennai Chennai Logistics Park 2

GurgaonVillage Sidhara, Delhi-Jaipur Highway, NH-8

Logistics Park 3

HyderabadVillage Manoharabad, HYD-Nagpur NH No-7

Logistics park 38 km from the City center

2 0.4

KolkataVillage Uluberia, Mumbai Highway, NH-6

Logistics park 40 km from Kolkata City Centre, Victoria

3

MumbaiVillage Kalher, Thane Bhiwandi Road, Dist: Thane

Logistics and Industrial Park 3.5 3.2

MumbaiVillage Vadpa, Bhiwandi Nashik Highway, NH-3, Dist: Thane

Logistics park 65 km from JNPT Port 55 km from Mumbai Airport

2 2

MumbaiVillage Dhamangaon, Bhiwandi Nashik Highway, NH-3, Dist: Thane

Logistics park 65 km from JNPT Port 55 km from Mumbai Airport

2 0.6

MumbaiVillage Dapoda-1, Mumbai Nashik Highway, NH-3, Dist: Thane

Logistics Park 3.5 3.5

MumbaiVillage Dapoda-2, Mumbai Nashik Highway, NH-3, Dist: Thane

Logistics Park 1.5 1.5

MumbaiVillage Sonale-1, Mumbai Nashik Highway, NH-3, Dist: Thane

Industrial Park 2 1.8

MumbaiVillage Sonale-2, Mumbai Nashik Highway, NH-3, Dist: Thane

Industrial Park 1 0.5

MumbaiVillage Pogaon, Bhiwandi Nashik Highway, NH-3, Dist: Thane

Industrial Park 5 1

Pune Village Chakan. Logistics Park 2

Nagpur Nagpur-Hyderabad Highway, NH-7Logistics park 36 km from 0 milestone, Nagpur 28.8 km from Nagpur Airport

2.5

Structure: International standard Pre Engineered Steel Structure by Kirby / Phenix Varco / TATA Blue Scope. Built to Suite building can be made as per the customer requirement. Canopy Size: 2.5 meter X 250’ long.Natural Light: 5 percent Polycarbonate Sheet for Day Light.Floor Layout: 200’ x 250’ = 50,000 sq/ft Carpet Area. (Built-up area 60,000 sq/ft)Leakages: 100 percent Leak Proof Roofing Back to Back Guarantee from PEB Company. Height: Clear Height 24 / 28’ and center height 34 / 38’.Bay Spacing: 100’ X 25’.Recess Dock Area: 50’ x 50’ with Covered Monsoon shade.Flooring Specifications: (a) Trimix RCC M20 Grade (b) Steel Reinforcement (c) Finish with Ironite Hardener (d) Anti Termite Treatment.

Hydraulic Dock Leveler: One per 60,000 sq/ft will be provided.Ventilation: Roof Top Gravity Ventilators for fresh air intake.Quality: Appointed PMC ConsultantInternet: Installation of Fiber Optics and Tie-up with Reputed Net company for im-mediate Net Connections. �Hydraulic Docket Levelers provided to adjust the Truck and Loading / Un-loading bay height for easy movement of MHE and helps the faster movement of material.Wind opened Turbo Ventilators are provided for maintaining healthy environment inside the buildingSky Light provide the day light inside the warehouse and reduce the electricity expensesFloor Space Specifications200’x250’ = 50,000 carpet + 20 percent = 60,000 sq/ft built-up area. Column Bay Spacing 100x25 feet Plinth Height - 1.3 meters

The main project features of Shree Rajlaxmi Logistics Parks are:

ShREE RAJLAXMI LOGISTICS LTD

Building Differently

Imprint Feature


From making your presence felt in the steel sector, why has Rathi Industries ventured into logistics infrastruc-ture?

Vaibhav Rathi (VR): It was an un-planned move. We acquired a piece of land for setting up a steel mill. For some apparent reason, the project got de-layed.

Meanwhile, we began scouting for options to put the land to better use. We tapped into the potential of this (logistics) industry and began building infrastructure suited for this purpose. Now there is turning back.

What are the facilities provided at your warehouses? What sectors are you targeting?

(VR): Satvik provides world-class fa-cilities. We are providing a clear height of 12 meters, which is unique. Very few, or close to none of the developers are opting for this height.

They are of the opinion that since it costs more and no extra revenue is be-ing generated because of the height then why should one opt for this, but on the other hand we at Satvik have a dif-ferent approach.

We believe that a building once constructed stays on for generations; hence, it should be constructed in the best possible way.

Have you got any bookings? (VR): We are under negotiations with

many, but have not closed the deal with anyone as yet

How does Satvik Logistics uniquely position itself in the market?

(VR): There are multiple reasons for choosing Satvik:

Location : We have the most ideal location for becoming an important hub for the NCR as we are just six km away from the Inland Container Depot (ICD) of Dadri and one hour away from NCR. We are located right at the first junc-tion of the proposed dedicated freight corridor (Dadri) between Mumbai and Delhi.

Quality Assurance: We are look-ing at developing this (logistics parks/warehouses) as a new line of business all together and offer the best of in-frastructure there is to offer. Since we come from a business background of manufacturing, we understand the true meaning of quality and commitment.

Particularly, in comparison to others, we are offering 12 meter height which gives you 23 lakh cubic foot of storage space at the cost of only 60,000 square feet. You can easily scale up the racks up to G + 7 Levels.

Bay Spacing: we have designed the building in such a manner, that there will be almost no wastage of space while lay-ing out racks inside the building. Center-to-center distance measures up to 11.2 meters

Scalability: we have a land bank of 35 acres, which provides immense scal-ability options for the current tenants. 60,000 square feet is ready for posses-sion by January and can be scaled up to 5 lakh square feet at the same location.

Built-To-Suit: Mostly other develop-ers offer a standard run-of-the-mill de-sign warehouses of 25 feet height. But, at Satvik, we are keen on building ware-houses on built-to-suit model.

VaibhaV Rathi Director, Satvik Logistics Pvt. Ltd.


< pAnoRAMA

Switching processes, invented by the author in 1977, is the main tool used in the inves-

tigation of traffi c problems from automotive to telecommunications. The title provides a new approach to low traffi c problems based on the analysis of fl ows of rare events and queuing models. In the case of fast switching, averaging principle and diffusion approxima-tion results are proved and applied to the in-vestigation of transient phenomena for wide classes of overloading queuing networks. The book is devoted to developing the asymp-

This book is an introductory book on improving the quality of a process or a

system, primarily through the technique of statistical process control (SPC). There are numerous technical manuals available for SPC, but this book differs in two ways: (1) the basic tools of SPC are introduced in a no-nonsense, simple, non-math manner, and (2) the methods can be learned and practiced in an uncomplicated fashion using free software (eZ SPC 2.0), which is available to all readers online as a downloadable product. The book

Accelerated Reliability and Durability testing technologyBy Lev M. KlyatisPublisher: WileyPrice: `5,632

switching processes in Queueing ModelsBy Vladimir V. Anisimov Publisher: WileyPrice: `7,681

Basic statistical tools for Improving QualityBy Chang W. Kang, Paul H. KvamPublisher: WileyPrice: `2,814

OFF THE SHELF

totic theory for the class of switching queu-ing models which covers models in a Markov or semi-Markov environment, models under the infl uence of fl ows of external or internal perturbations, unreliable and hierarchic net-works, etc.

ability, and durability prediction and product accelerated development ART and ADT standardizationThe book covers the techniques in the fi eld and provides many case studies that illuminate how the implementation of ART and ADT can solve previously inaccessible problems in the fi eld of engineering, such as reducing product recalls, cost, and time during design, manu-facture, and usage. Professionals will fi nd the answers to how one can carry out ART and ADT technology in a practical manner.

explains QC7 Tools, control charts, and statis-tical analysis including basic design of experi-ments. Theoretical explanations of the analyti-cal methods are avoided; instead, results are interpreted through the use of the software.

Accelerated Reliability and Durability Testing TechnologyThis book provides engineers with the tech-

niques and tools they need to use acceler-ated reliability testing (ART) and accelerated durability testing (ADT) as key factors to ac-curately predict a product's quality, reliability, durability, and maintainability during its serv-ice life. It offers a unique approach to accurate simulation and integration of fi eld inputs, safe-ty, and human factors, as well as accelerated product development.

Beginning with an introduction to ART and ADT, the book covers: ART and ADT as components of an interdis-ciplinary systems of systems approach Methodology of ART and ADT performance Equipment for ART and ADT technology ART and ADT as sources of initial informa-tion for accurate quality, reliability, maintain-

Switching Processes in Queueing Models

Basic Statistical Tools for Improving Quality


Accelerated Reliability and Durability Testing Technology

Switching Processes in Queueing Models

ResouRce centeR Journals, Case Studies, Research Reports

Strategies for Sustainable Food and Beverage ProcessingBy VigilisticsThe goal of sustainable development is to “meet the needs of the present without com-promising the ability of future generations to meet their own needs.”

Management will be called upon to de-velop sustainability performance indica-tors. For a processing plant, sustainability indicators should be key areas of impact that are used in to drive operating results. They should be defined to aggregate intel-ligently across multiple plants and product lines, to provide corporate level reporting that is material using bottoms-up data. So why should organizations invest now in manufacturing intelligence solutions? Because many of these indicators are not just a measure of sustainability perform-ance; they’re actually indicators of inputs and outputs that identify significant sav-ings (or in some cases revenues), and that

contribute meaningfully to enterprise cost reduction and value.

In selecting an Enterprise Manufac-turing Intelligence solution for a food or beverage processing plant, the customer should consider the following criteria: Data Collection, Process Standardization, Business Intelligence, Data Management, and Product Lifecycle Management.

Aligning BI solutions with Business Goals

Business Intelligence used in food and beverage processing plants should be for-ward looking and encourage innovation. Historically, companies that needed real time data from the plant floor addressed it by programming a SCADA based platform.

Today technology has advanced to the point where processing plants have more options. New EMI solutions provide the business intelligence logic and KPIs. They will integrate into a SCADA based platform

for those who have created one. They will also function stand-alone, and they offer a single point interface for corporate ERP.

Dependence on a single control auto-mation platform for both business intel-ligence and control automation needs may not always be aligned with the long term needs of the company. Companies should consciously evaluate the costs required to switch vendors, and to modify their unified data model work.

Likewise, bundling proprietary tech-nology with an equipment purchase to pro-vide a partial business intelligence solution that cannot scale to achieve the goals of the enterprise presents alignment issues.

Regardless of their internal skill set, the strategic sustainability goals of a food and beverage company will be achieved sooner by the companies who focus their efforts on using technology, when compared to the companies who are focused on soft-ware development.

today’s supply chain secret sauce: More Visibility, Fewer silosMichael KoployA May 2011 study by Capgemini found that improving supply chain visibility was the top initiative for executives, with 45 percent of respondents putting it at the top of their lists.

There are a number of benefits that can be realized with improved visibility, including optimized inventory, improved forecasting and increased collaboration. According to Karin Bursa, Vice President of Logility, a big challenges is that leaders often lack access to the data they need to make decisions.

By creating more transparency throughout the supply chain, managers can prioritize where to invest in network improvements. Today, integrated software solutions are essential in helping leaders that make this level of proactive decision-making possible.

spreadsheets Lead to Disconnected DataThe first step to increasing levels of visibility is abandoning what Bursa calls a “silo-based approach.” Or more specifically, organizations will need to move away from spreadsheets.

When using spreadsheets, there are potential issues – from information being more difficult to track down to out-of-date and inaccurate information. Organizations should look to adopt a centralized suite of software solutions that connect various departments, suppliers and distribution partners.

software collaboration Required for Visibility

By creating a centralized network of software, organizations can increase communication and share information in real time.

While the hub system is ideal, it requires all departments and groups within the supply chain to adopt an enterprise solution suite in unison. However, some businesses would rather use the departmentalized route: Invest in best-of-breed applications for each specialized group on an as-needed basis. Whether researching a sourcing, supply chain planning or WMS application, organizations should lookout for a few core requirements that will assist in visibility.

three examples of VisibilitySome examples of how managers can take advantage of increased visibility include:Improved inventory policies: Planners could analyze the impact on costs of changing service levels, such as a change of 98.0 percent to 97.9 percent customer service.Accurate procurement analysis: Purchasing leaders can include prior supplier performance when considering recurring bids. Better communication with transportation and manufacturing: With EDI, information from manufacturing and transportation departments can be integrated and compiled within the warehouse manager’s WMS.

As shown above, improved end-to-end visibility allows supply chain managers to better automate activities and focus on strategic responsibilities.http://bit.ly/sMcCyU

— Compiled by Jayashree Mendes

BLoGospheRe


< pAnoRAMA

Four Soft (4S), a global leader offering software solu-tions for logistics and transportation has launched

GPS enabled 4S Visilog. The launch of this new feature integrates the GPS benefi ts like truck movement report-ing, etc. to the logistics control visibility mechanism of 4S VisiLog.

GPS enabled 4S Visilog uses global positioning sys-tem tracking devices which communicates with GPS satellites to obtain real time event information in the location of the shipment in transit. This new feature will help linking the business partners, associates, service providers and customer right from origin to destination. It is designed to provide automated alerts along with vis-ibility across the supply chain managed by workfl ows. GPS enabled 4S VisiLog would be the business’s com-mand and control centre for global logistics operations.

The solution will enable manufactures and logistics service provider to have greater level of control of their assets during transit. Clients will be able to check the real time shipment location through truck positioning

information. The system will auto-matically send out alerts on change in route plan (if deviation from the actual route plan already laid out), over speed, temperature devia-tion for perishable goods, idle time, fuel consumption & pilferage and excessive stoppage. Moreover, it will enable the plotting of truck path for specifi c time interval. Key Features: Integrates GPS benefi ts Provides automated alertsManufacturer: Four SoftSelling Point: Enables plotting of truck routes

LAunchpAD

Four soft Announces Gps enabled 4s Visilog Solution

India’s No.1 Entrance Automations company Gandhi Automations offers Fire Sliding DoorsFire rated sliding doors are available in single and double leaf doors with a maximum size of 8500mm x 6000mm and fi re resistant to DIN 4102. These are ideal for large wall openings, also where head-room is limited frames can butt up to a ceiling or fi x directly to over-head lintels.

Braking devices and automatic control systems can keep doors permanently open but close them in emergency. Personnel ac-cess doors and wicket doors can be supplied without a bottom sill(threshold) allowing them to be used when the “parent” door remains closed.

Imprint Feature

Fire resistant glazing can be fitted to access doors and sliding panels.

Gandhi Automations Pvt Ltd2nd fl oor, Chawda Commercial Centre, Link Road,Malad(w), Mumbai -400064Ph:-022-66720200/300(200 lines)Email: [email protected] Website: www.geapl.co.in Fire sliding doors

Fire sliding doors

7 – 8 February 2012 Dusit Thani, Dubai

SUPPLY CHAIN MIDDLE EASTSTRATEGY SUMMIT

“The Logistics and Supply Chain Management is going through demographic changes. This will bring a change in the way we should strategically think, plan, proceed and approach our business operations. To be able to cope with the frequent changes our Supply Chain should be strong and flexible in the same time to be able to cope with our customer’s demands in a fast response level within a cost effective mechanism in place. Continuous improvement in our people, process and technology is the key survival of our business.“

Alexander Borg, The Chartered Institute of Logistics and Transport, United Arab Emirates Regional Director & Co-ordinator

“As the Supply Chain industry grows within the GCC, with an expected CAGR of around 8.5% between 2010 and 2015, the need for integration between the Supply Chain functions and a focus on Supply Chain in the boardroom are crucial factors for companies that want to be in a leading position. Integrated Supply Chain Management is a core competency for successful enterprises in any industry.“

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Mission Replenish

December 2010 Vol. 4 — No.4 `100

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Method In Motion



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MEETING OF TITANS 16CSCMP’s 2010 conference at San Diego was bigger and richer than ever

MARITIME‘S ALBATROSS 38Policy and infra issues that are hurting India’s maritime growth

MORE FOR LESS 34Four levers that can help improve transport efficiency

Prem K Verma, CEO, TML Distribution Company Limited, a Tata Motors subsidiary, discusses supply-chain in depth and offers innovative strategies >>

Page 22

Outside The Box

November 2010 Vol. 4 — No.3 `100INDIA





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• Need for Mechanization at Indian ports

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< EVENTS

December 2011December 1 anD 2, 2011Ice Global colD chaIn InDIa exponehru centre mumbaiICE Global Cold Chain India Expo 2010 will create a platform for knowledge sharing and business net-working through projection of innovative and cost effective technologies and display of relevant Cold Chain services and equipments.

The India Cold Chain Expo - ICE, offers a global opportunity to present product and service information to the largest concentration of public refrigerated ware-houses, refrigerated logistics, refrigerated construction and refrigerated transportation. The expo will be the singular interactive forum offering a unique opportunity to participants to avail the benefits from the strength of the programs and quality of facilities offered.

Exhibitors include perishable cargo handlers, per-ishable storage, cold chain equipment for perishable produce, cold room and refrigeration systems, cold storage machinery and services, environment and combustion control system, heat exchange coils, pack houses/warehousing, fresh fruits and vegetables, poultry and dairy, food processing, food packaging, financial institutions and banks.organizer: I2 I ConsultingTel: +91 11 41507176

December 6-9, 2011InDustrIal automatIon-InDIabangalore International exhibition centre (bIec), bengaluruIndustrial Automation-India is an international trading event designed to meet the demands of Indian indus-tries. The event will bring latest trends and technology in automation, energy and power transmission closer to the Indian traders. The event will be organized by Hannover Milano Fairs India Private Limited at the Bangalore International Exhibition over duration of 4 days. As the trade fair will be visited by interna-tional traders from around the globe, it will provide a wonderful opportunity to globalize for the Indian participants. Over 450 exhibitors and 10, 000 visitors are expected at the event.

Exhibitors: Robotics, industrial image process-ing systems, control systems, SCADA, sensors and actuators, industrial PCs, communication, networks and field bus systems, embedded systems, elec-tronic and opt-electronic components, electric and electronic test and measuring equipment, speech recognition software, video conferencing systems, internet and communication software, manufactur-ing execution systems, product life cycle manage-ment software, computer aided design software, enterprise resource planning software, customer relationship management software. organizer: Hannover Milano Fairs India Private LimitedTel: +91 22 40050681/40050682

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December 7-9, 2011InDIa telecompragati maidan, new DelhiIndia Telecom is an International conference and exhibition on telecom related equipment and technologies. The main focus areas of the exhi-bition and conference shall be technology devel-opment and advancement in this sector including equipment suppliers, component manufacturers, and, hardware and software solution providers. This exercise will help in bringing manufacturers of ancillaries to put up their plants in India.

The following exhibitors will be participating: service providers: Application service providers, Client server solutions, Data security/firewalls, VPN, Video conferencing, ISDN, Leased line services etc.network Infrastructure manufacturers: Extranet & Intranet Solutions, Grid/util-ity computing, Network protocols, Racks and Enclosures, Hubs, Routers and Switches, Firewalls, Identity Management/user provision-ing, Batch Processing, Disaster Recovery, Patch management, Bluetooth and many more.handset manufacturers: Mobile phones and ter-minals, Corded Telephones, Cordless telephones, connectors & converters, Smart Cards, Call charge indicators. content providers: Software development and web solution, Market Research, Data services, Business transcription services, Mobile content and applications, Middleware Solution.accessory manufacturers: Antennas, Internet access products, Mobile accessories, Key systems, Telecom parts, Wireless data products.organizer: Federation of Indian Chambers of Commerce and IndustryTel: +91 11 23738760/23738770

December 8-10, 2011metro raIl asIa hotel shangri-la, new DelhiMetro Rail conference and Exhibition Asia is proud to present Metro Rail Asia 2010, a conference dedi-cated to metro developments in India where global metro rail professionals meet, network and do busi-ness with the Indian metro operators. It provides the perfect environment for you to demonstrate new products, introduce new services or solutions and engage in face to face marketing with your mass transit target audience.

Exhibitors include high-speed railway technol-ogy, components and assemble, maintenance, tele-communications, equipment for loading operations, packing and containers, logistics facilities etc.organizer: Terrapinn Pte Limitedorganizer: Hannover Milano Fairs India (HMFI) Tel: +(44)-(20)-70921000 Endorsed by

Last page Events Dec11.indd 66 11/30/2011 6:40:06 PM

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RNI No. MAHENG/2007/23777 l Registration No.MH/MR/South-279/2011-13. Allowed to post at Patrika Channel Sorting Offi ce G.P.O. Mumbai - 400001. Date of mailing: 5th of every month issue. Published on 1st day of every month

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