logistics sector-present situation and way forward

8/12/2019 Logistics Sector-Present Situation and Way Forward

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Logistics SectorPresent situation and way forward

January 2012

www.deloitte.com/in


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3/20Logistics Sector Present situation and way forward 3

Contents

About Deloitte 4

About ICC 5

Overview 6

I. Challenges faced by the Logistics industry in India 8

II. Impact of challenges faced 13

III. The way forward 14

Bibliography 16

Websites 18

Contacts 19


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About Deloitte

Deloitte is one of the largest professional services

organizations in the world with a worldwide presence of

over 182,000 professionals in over 150 countries, with

$28.8 billion in annual revenue (FY11). Deloittes global

presence is highlighted below.

Deloitte is a multidimensional professional services

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have helped develop an in-depth understanding of

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The advisory operations of Deloitte in India are

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Tohmatsu network in India.

MumbaiPune

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Deloitte presence in India

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About ICC

Founded in 1925, Indian Chamber of Commerce (ICC)

is the leading and only National Chamber of Commerce

operating from Kolkata, and one of the most pro-active

and forward-looking Chambers in the country today. Set

up by a group of pioneering industrialists led by Mr G

D Birla, the Indian Chamber of Commerce was closely

associated with the Indian Freedom Movement, as

the first organised voice of indigenous Indian Industry.

Several of the distinguished industry leaders in India,

such as Mr B M Birla, Sir Ardeshir Dalal, Sir Badridas

Goenka, Mr S P Jain, Lala Karam Chand Thapar, Mr Russi

Mody, Mr Ashok Jain, Mr.Sanjiv Goenka, have led the

ICC as its President. Currently, Mr. Shrivardhan Goenka

is leading the Chamber as it's President. ICC is the

only Chamber from India to win the first prize in World

Chambers Competition in Quebec, Canada.

ICCs North-East Initiative has gained a new momentum

and dynamism over the last few years, and the Chamber

has been hugely successful in spreading awareness

about the great economic potential of the North-East atnational and international levels. ICC has a special focus

upon Indias trade & commerce relations with South &

South-East Asian nations, in sync with Indias Look East

Policy, and has played a key role in building synergies

between India and her Asian neighbours like Singapore,

Indonesia, Bangladesh, and Bhutan through Trade &

Business Delegation Exchanges, and large Investment

Summits.

ICC also has a very strong focus upon Economic

Research & Policy issues - it regularly undertakes

Macro-economic Surveys/Studies, prepares StateInvestment Climate Reports and Sector Reports, provides

necessary Policy Inputs & Budget Recommendations to

Governments at State & Central levels.

The Indian Chamber of Commerce headquartered in

Kolkata, over the last few years has truly emerged as a

national Chamber of repute, with full-fledged offices

in New Delhi, Guwahati, Patna and Bhubaneshwar

functioning efficiently, and building meaningful

synergies among Industry and Government by

addressing strategic issues of national significance.

Indian Chamber of Commerce, New Delhi Office

D -118, Ashirwad Complex

Green Park Main

New Delhi - 110 016

Phone: 011 46101431-38

Fax: 011 4610 1440/1441

E-mail: [email protected]

Indian Chamber of Commerce, Head Office

4 India Exchange Place, Kolkata 700 001

Phone: 033-22303242

Fax: 033 2231 3380, 3377


Website: www.indianchamber.net

Indian Chamber of Commerce, Bhubaneswar Office

32-East Ashok Nagar,

Bhubaneswar, Orissa

Phone: 91-674-2532744


Indian Chamber of Commerce, Guwahati Office

House No.209, 2nd Floor

Opp. Overtnite Express

Near AIDC, R.G.Barua Road

Guwahati - 24

Phone: 0361 2460216 / 2464767

Fax: 0361 2461763


Indian Chamber of Commerce, Bihar Office

11/B, Dumri House, Kavi Raman Path,

East Boring Road,Patna 800001 BIHAR.

Tele Fax No.: +91-612-2533636



6/206

Overview

The logistics sector in India has today become an area

of priority. One prime reason for the same stems from

the reason that years of high growth in the Indian

economy have resulted in a significant rise in the volumeof freight traffic moved. This large volume of traffic

has provided for growth opportunities in all facets of

logistics including transportation, warehousing, freight

forwarding, express cargo delivery, container services,

shipping services etc. The growth path has also meant

that increase demand is being placed on the sector to

provide the solutions required for supporting future

growth. Going forward it will not be wrong to say that

the strength of the logistics sector is likely to be one of

0

500

1000

1500

2000

2500

3000

1950-51 1978-79 1986-87 2007-08

TotalOriginating(MillionTonnes)

Source: RITES

Growth in Freight Volumes the key determinant of the pace of future growth of the

economy.

Various estimates put the market size of the logistics

sector in India to be between USD 90-125 billion. Given

that the Indian economy has grown to over USD 1.73

trillion these estimates may already be well below the

actual size of the industry. Sources also estimate that the

industry employs over 45 million people and is growing

at the rate of 15% with sub-sector growing at even

30-40% per annum. Due to its current growth and its

future growth potential the Indian logistics sector is

viewed as one of the most attractive in the world. The

Emerging Market Survey, 2011 conducted by Transport

Intelligence highlights Indias attractiveness as a strong

growth area for logistics in the future. The survey found

that nearly half of its respondents agreed that India

would emerge as a major logistics hub in the future.

Also Indias rapid growth and market size were the key

factors for global players looking at opportunities in the

region.

Despite holding promise the logistics sector in India

remains mired in several complexities which have the

potential of holding it back. These include significant

inefficiencies in transportation, poor condition of

storage infrastructure, a complex tax structure, low rate

of technology adoption and poor skills of the logistics

professionals. The key challenges for the sector are

highlighted in the following section.

0

20

40

60

80

100

120

140

160

India

Brazil

UAE

R

ussia

SaudiArabia

Tu

rkey

Vietnam

Q

atar

Malaysia

CzechRep

ublic

Mexico

Jo

rdan

Ukraine

Indonesia

Chile

Tha

iland

E

gypt

Pak

istan

SouthA

frica

O

man

Phillipines

Argentina

Peru

Colombia

Venezuela

Algeria

Tanzania

Camb

odia

Slovakia

O

ther

Source: Agility Emerging Markets Logistics Index, 2011

Survey carried out on 338 industry professionals around the world


7/20


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I. Challenges faced by theLogistics industry in India

Transportation related challenges

In India road has become the predominant mode of

transportation of freight cargo. Estimate of the modal

movement of cargo highlights that In India nearly 61%

of the cargo is moved by road, 30% by rail and rest

by airway, pipelines and inland waterways. This is as

compared to a 37% share of road in the USA and 22%

in China.

It is recognized that movement of long haul bulk traffic

by road is less efficient than by rail. But road is stillpreferred over rail because:

Important rail networks are oversaturated: There

has been little investment in track infrastructure since

independence. While route kilometer has grown

only at a CAGR of 3%, track kilometer, incorporating

additional lines on existing routes, has not fared much

better growing at a low CAGR of 6.6%. During the

same period freight and passenger traffic has grown

at a CAGR of nearly 54%. This has led to most high

density corridors becoming over saturated.

Rail freight tariffs are high: Indian Railways followsa policy of subsidizing passenger tariff by freight tariff.

This has resulted in a sharply rising trend in railway

freight rate over the years compared to an almost

stagnant passenger tariff rate. The result of this has

been that Indian rail freight rates have already become

one of the highest in the world, with freight rates

in India being nearly 4 times that in United States. If

truck overloading is also taken into account then rail

freight rates work out to be higher than road freight

in many instances.

Transit times are long and uncertain: Freight traffic

is frequently subordinated to passenger traffic on the

railway network. This results in a freight train taking

as much as 6-8 days for a journey of 2000 kilometers.

Also there is no guarantee provided on the transit time

for freight trains.

Rail terminal quality is poor: Most rail terminals

(goods shed) used for loading/unloading of freight are

antiquated. They also suffer from issues of access and

evacuation of traffic.

Less flexibility in carrying different types of

products: Special wagons are not easily available for

carrying specialized products. For example special

types of steel required for automobile production

have to be carried by trucks as the existing wagons

do not offer the kind of protection that these high

value products require. While customers are allowed

to request for new wagon designs the process of

getting these wagon designs approved by railways is

cumbersome.

Railway carriage not easy for industries which

cannot provide full train loads: Railways have a

preference for customers who can provide full train

load as unlike in some other countries, railways in

India no longer run mixed trains which can carry

different types of cargo. Operational efficiency is cited

as the major reason for the same. While containerized

rail movement can provide for freight movement for

industries with smaller rake loads domestic container

movement has not taken off in a big way- with one

of the issues being a lower priority being accorded to

container trains on the railway network.

0

500

1000

1500

2000

2500

1950-51 1978-79 1986-87 2007-08

CargoCarriedin

milliontons

Sources: RITES

Rai lway Highway

0

20000

40000

60000

80000

100000

Kilometers

Source: Indian Railways

Route and Track Km. Growth

Route kilometersTrack kilometers



While road movement is preferred to rail, road

movement has its own fair share of issues. These

include:

Inadequate road network coverage: Freight

movement in India is dependent on National

Highways. While National Highways constitute only

about 2% of the road network of India they carry

nearly 40% of the total traffic. As a result most of

these highways are severely congested- resulting in

freight travelling only a third of the distance compared

to developed countries.

Poor road quality: The road quality in India, on

the National Highways as well and other roads, is

improving but is still poor in many locations. Estimates

suggest that motorable roads are still less than 10%

of the total road network. Large stretches of National

Highways are also two laned in many stretchesreducing their capacity to handle large traffic loads.

Expressway network will take time to develop: In

many developed countries expressways have been

developed to facilitate high speed freight movement

through linking of important cities, ports and industrial

centers. In India the expressway network is still largely

at a planning stage with a target of development of

around 15,000 kilometers of expressways only by the

end of the 13th plan period.

High level of fragmentation of the trucking

industry: The trucking industry in India is largely

fragmented and in the hands of small truck operators.

Estimates suggest that nearly 70% of the truck owners

in India own between 1-5 trucks. As a result of

disaggregated ownership there is fierce competition

amongst operators leading to truck owners resorting

to overloading to recover investments. Also due to

the limited investment capacity of these operators

technology in terms of better vehicles (average age of

trucks in India is over 10 years), tracking, safety etc.

has been slow to percolate.

Multiple check points: Trucks in India have to pass

through multiple check points in their journey. Trucks

have to stop at state borders, for payment of toll

taxes, for RTO inspections, Octroi etc. An estimate

of the time taken at the check points shows that ina journey of 2150 kilometers between Kolkata and

Mumbai a truck had to stop for as much as 32 hours

at various checkpoints on 26 different locations.1

In addition to roads and railways which carry the bulk

of freight traffic in India other modes of freight carriage

also suffer from their own issues.

0.00

0.50

1.00

1.50

2.00

2.50

1990-91 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

R

ate

in

USDc

ents

Source: Indian Railways

Freight rate increase

Average rate per passanger km. Average rate per ton km.

1Presentation by Mr. K Rajkiraon Logistics in India on 10th

August, 2009


10/2010

The ports sector in Ind ia suffers from several issues:

High turnaround times: Data from Indian Ports

Association shows that ports in India suffer from high

turnaround times for ships. JNPT, which is the premier

port in India, has more than 2 times the turnaround

time of Colombo and Singapore ports because of

congestion on berths and slow evacuation of cargo

which are unloaded at the berths.

Inadequate depth at ports: The depth at many ports

in India is not enough and dredging tenders take a

long time in getting awarded. As a result with theexisting depths many ports are not able to attract very

large vessels.

Costal shipping has not taken off: Costal shipping

in India is hampered by inadequate port and land side

infrastructure which hampers large scale use of it for

freight movement.

Finally Air cargo has also not taken off significantly in

India. With increased volumes of cargo major airports

are getting congested resulting in long waiting time. The

waiting time for exports in India is 50 hours compared

to a World average of 12 hours while the waiting

time for Imports in India is 182 hours compared to a

World average of 24 hours. Also the airfreight sectorsuffers from high fuel costs and tariffs as well as several

manpower issues.



Storage infrastructure related challenges

In addition to the poor transportation infrastructure

the storage infrastructure in India also needs significant

improvement.

State of ICD/CFS is poor:The ICD/CFS infrastructure

available for EXIM trade is inadequate. The land

requirement for setting up ICD/CFS at an appropriate

place is difficult to come by as several hurdles have

to be cleared in the consolidation of land. As a result

many logistics companies with an interest in setting up

ICD/CFSs eventually fail to do so, mostly on account

of lack of land availability at an appropriate place.

While it is difficult to set up a facility, at the same

time, the existing facilities themselves are plagued

with several issues:

Many of the older facilities today are located

within city boundaries restricting day movement of

trucks

The approach roads to the facilities are poormaking evacuation of cargo difficult

Most facilities have issues of inadequate parking,

lack of available land for expansion, paving etc.

State of warehousing is poor: Various estimates put

warehousing costs to be between 20-25% of the total

logistics cost. Despite this the state of warehousing

in India is largely dismal. On the warehousing front

80-85% of warehouses are traditional with sizes

of less than 10,000 square feet. Most of these

warehouses are not leak proof, equipped with security

systems, racking facilities and other facilities. Majorityof the operators of these warehouses are also small

to mid-sized entrepreneurs with limited investment

capacity. The only really large warehousing owners are

government agencies including Central Warehousing

Corporation and State Warehousing Corporations, but

the focus of a significant majority of the government

warehouses is food grain storage.

Not only are the existing warehouses of poor quality,

there are also not enough of them. This is because

land availability for warehousing at an appropriate

place and at an appropriate price is a concern.

The magnitude of the problem in this regard was

highlighted in a recent CII conference on warehousing

where it was highlighted that Delhi alone has a

deficit of 9000 acres of land for development of

warehousing facilities!

0 10 20 30 40 50

Colombo

Rotterdam

Hongkong

Singapore

JNPT

Source: IPA data

Turnaround time at ports in hours


12/2012

State of cold storages is poor: Despite thesignificant requirement of cold storages from the retail

sector, pharmaceutical and chemical sector and the

farm sector, where it is estimated that upto 40% of

the fruits and vegetables grown in India gets wasted,

the sector needs to grow much faster to meet the

needs. Estimates on cold chain facilities in India put

the number of cold storages at around 5400 with a

capacity of 24 million metric tons. However nearly

60% of these facilities are meant for storage of potato

crop. Also with the poor electricity condition in the

country the cost of operating such facilities is very

high. With government intervention and various sopsthe situation is slowly improving but many challenges

remain.

Multimodal Logistics parks yet to take off: With

emerging requirements of integrated logistics,

provision of transportation hub, value addition etc.

large logistics parks were sought to be developed.

However as with other areas the number of such

facilities continues to remain much less than the

requirement. Consolidation of large land parcels is a

significant issue hampering their development. Other

issues include the lack of recognition of the concept of

logistics park by state government thereby obtaining

permission for setting up one cumbersome.

Tax structure related challenges

A complicated tax regime is in place which places

several challenges on the logistics industry. Payment of

multiple state and central taxes results in:

Considerable loss of time in transit for road freight in

order to pay such taxes

Fragmentation of warehousing space especially for

low margin products thereby providing a disincentive

to create large integrated warehousing spaces

A uniform tax structure to be introduced through the

GST is being highlighted as a panacea for the existing

situation. If implemented in spirit GST will enable

logistics services to be provided without considerationfor tax boundaries. However while the introduction of

GST looks fairly certain several companies have already

started raising doubts about the final shape the bill will

take, given the deep divisions between several state

governments and the central government on the issue.

Technology and Skills related challenges

The logistics industry is also hampered by low rates

of technology adoption and poor skill levels. On the

technology front the industry now seems to be paying

serious attention with use of RFID, vehicle tracking

technologies, warehouse management systems etc.However while acceptance is perhaps not an issue any

more, the marriage between IT and domain requirement

needs to be resolved. Automation in processes is still

only in its infancy. Further progress is dependent on a

certain level of standardization which is made more

difficult by the high level of fragmentation in the

industry. This is a drawback that needs to be tackled

early.

In addition to technology-related issues the skill levels

of in the logistics industry also require to be upgraded

urgently. As of now courses focusing on logistics

industry remain few and far between. Also logistics

industry is still not looked at as the industry of choice

for young graduates thereby making hiring of quality

professional manpower challenging. On the ground

level too there are challenges. A recent study has

found that a variety of skills are required in the sector.

These include technology skills, driving skills including

safety procedures, industry understanding and multi-

operations skills. The present state of affairs is illustrated

by example of truck driver in India, who is a critical point

of contact for the logistics company with its customers

where the truck drivers today find it difficult to

accurately record delivery records, understand deliverydocuments, negotiate for return business, handle

queries etc.


13/20


14/2014

III. The way forward

The growth in the Indian economy in coming decade

is likely to be driven by the increased activity in the

manufacturing and retail sectors. To enable these sectors

to contribute effectively to Indias growth the logistics

sector will have to step up to provide value-enabling

solutions for these sectors. This would require action on

three fronts:

Creating an environment for graduating the Indian

logistics market to provide value propositions in

logistics solutions

Increasing the capability of the Indian Logistics

Industry to provide such solutions

Requiring Government and other regulatory

mechanisms in the country to provide an enabling

environment for value propositions in logistics services

Due to decades of growth and increasing globalization

of the Indian economy Indian entrepreneurs become

active participants in business strategy issues which

can take their business forward and make them

competitive. However old habits die hard. Therefore

we still see numerous instances where little premium

is put on service delivery, quality and transparency in

logistics services. Demand for logistics solutions still

gets conditioned by an undemanding, quality-neutral

client used to a non-standard product and service

deliveries. Large logistics departments have come up

within companies to manage this chaos and lowest

price frequently becomes the watch word for many

companies rather than quality of the solution provided.

For instance, dust-proofing at a storage place still does

not command the kind of premium in India that it

should, and as a result, the logistics service provider

does not invest in such provisions. After-sales service

gets lost in a retail logistics maze, and the client finds

local suboptimal solutions. This is routine today. Some

change in certain specific product ranges do seem to

be happening, but at a very high price. Once such value

additions begin to get recognized and priced in value

terms, the logic of the Logistics industry will undergo asea-change.

The Logistics industry assesses client needs in practical

terms. Most logistics companies do not have the

financial wherewithal to put in world class facilities

upfront and wait for the returns to be realized at a later

date through an education of the customer. Therefore

a logistics service provider today gives exactly the service

that is demanded of him. This is perpetuated by the

fact that today a logistics company can set up business,

offer base level service and make money, albeit with

low margins because there is limited differentiation.Capabilities and skills are neither available nor do the

customers currently demand them. The vicious circle of

inadequacy and incompetence in supply and demand is

self-propagating. There are stray instances of one supply

chain streaking out of its orbit, but the risk perception in

such ventures is high and generally discouraging.

However the ray of hope is that perceptions seem to be

changing. The reason behind the changing perceptions

appears to be mainly that supply side pressure seems

to be growing faster than the demand side in so far as

logistics services are concerned. Increasing competition

is forcing manufacturers and retails to increasingly

differentiate their products. One of the way through

which differentiation is being made is through the



supply chain strategies. Today for example, mastering

the rural supply chain and making company products

available in every corner shop in a rural area is becoming

a business imperative for most retail products. This

is because the pace of growth of markets in rural

areas is handily beating those in urban centers. With

such pressures the customers of logistics services are

becoming ever more demanding. This is resulting in

the capability and the inclination of the Indian Logistics

industry to experience a change, which might be

slow but is deliberate. The Indian market still remains

extremely cost-conscious, and tolerant towards logistical

mishaps, even misdemeanors but positive signs are

being seen.

However this change may still be nipped in the bud

if no efforts are made by the Government and its

associated regulatory mechanisms to provide an

enabling environment to facilitate a paradigm shift in

how logistics industry can grow unfettered. It is well

recognized that government is making efforts to makeimprovements to correct the infrastructure deficit- be

it in physical transport, warehousing and terminal

infrastructure etc. However while physical capacity

creation is being facilitated, albeit slowly, there are other

softer changes that are required to be made along with

the capacity creation drive to realize the full impact of

such changes. These include:

Coordination in infrastructure planning: Today

there seems to be no coordination amongst the

various agencies of the government in creation of

infrastructure. If creation of additional port capacity

for container handling is being planned little thoughtis given to evacuation logistics. When main network

roads are developed the l inks remain of poor quality.

To improve the situation requires a change in our

planning mindset. Coordination in infrastructure

planning will need to happen not only to truly

remove bottlenecks, but also to avoid overlap and

attendant extra costs. Such resultant integration of

facilities will help to reduce the high transaction costs

prevalent in the economy.

Improvements in tax regimes: Tax regimes and

recovery procedures continue to be cumbersome

and time consuming. There remains great

uncertainty about the actual coming in of GST and

the final shape in which it will come. However for

improvement in logistics it is critical that tax regimes

need to be simplified and reduced to a one- window

/one- time levy across regions so that administrative

processes do not hinder physical free flow of

movement.

Reforms in urban planning: Urban planning

today does not appear to factor in the enormous

volumes of goods distribution catering to urban

conglomerations in terms of road and peripheral

infrastructure resulting in traffic restrictions and

serious bottlenecks and logjams. This needs to be

paid special attention by our planners.

Improving dialogue with industry: Finally the

regulatory agencies do not facilitate proactive and

participative dialogue with the industry. Blueprints

and policy regulations today are a largely one-sided

affair with some industry representations sought.This makes policies prone to avoidable trial and error

events.

The future Of the Indian Logistics Industry lies ultimately

in value propositions for the customer. Value solutions

can be engineered only if the complex strands of

supply-chain mesh together seamlessly. These solutions

are expected to command a premium but also come at

a cost. The cost conscious Indian Market first has to

be made to appreciate the value of premium services.

In a supply driven market, supply chain solutions need

to unlock the cost -saving aspect of efficient logisticsservices first. This would result a reduction in cost

down the line, which can only happen when most

of the deficiencies mentioned above are removed.

Logistics companies can leverage further economies

of scale when operations are expanded. This may

require industries to collaborate with logistic service

providers to nurture their businesses, possibly in a

way the automobile industry in India nurtured the

auto-component companies. The future is bright for

the logistics industry in India- the expectation is that

a tipping point for the industry will soon be reached

which will propel it to greater heights.


16/2016

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Interactive Seminar on Logistics Park, CII Institute of

Logistics

The Logistics Performance Index and Its Indicators, The

International Bank for Reconstruction and Development/

The World Bank

Logistics Industry: Global and Indian Perspectives,

Subrata Mitra

Competitiveness of Indian Manufacturing: Findings

of the Third National Manufacturing Survey, Pankaj

Chandra

Report of the Working Group on Warehouse Receipts &

Commodity Futures, Reserve Bank of India

Challenges of Managing Road Transportation System,

Neha Grover, Parag Diwan and Rameshwar Dubey

Non-Tariff Barriers in the Transport and Logistics Sectors:India, Arpita Mukherjee & Smita Miglani

Seminar proceedings on Building Warehousing

Competitiveness, CII

Total transport systems study on traffic flows & modal

costs: Report for Planning Commission, RITES


18/20



Contacts

Amrit Pandurangi

Senior Director

Direct: +91 124 679 2890


Vishwas Udgirkar

Senior Director Consulting

Direct: +91 124 679 2319


Peeyush Naidu

Director Consulting

Direct: +91 124 679 2401

E-mail:[email protected]


20/20

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