Ey Envisioning The Future of Indian Logistics at 2047

Envisioning the
future of Indian
logistics@2047
April 2023
Contents
01 02
Foreword 04 Executive summary 06
03 04
Measures required to
Ports, shipping and
logistics in India: accelerate India’s
current scenario
12 competitiveness in 22
and outlook global ports, shipping

and logistics sector
05
Key considerations 56
Neville M. Dumasia
India Leader
Advanced Manufacturing,
Mobility and Infrastructure
EY India
EY projects that India will continue its strong economic performance and become a US$26t economy
by FY48. This will create a significant opportunity for India’s transportation and logistics sector,
which is poised to grow at ~4.5% CAGR (from 2022 to 2050) to 15.6 trillion-ton km by 2050.
To realize the full potential that exists in the sector, it is imperative for stakeholders including,
service providers, customers and GOI (government of India) to collaborate and compliment each
other. Although GOI has launched several initiatives, such as GatiShakti and National Logistics Policy,
there are numerous challenges related to implementation, infrastructure development, digital
readiness and supply chain transparency, which need to be addressed.
In this thought leadership, EY and BCCI have come together to analyze key challenges in India’s
logistics sector and recommend strategies to address them.
Foreword
First is the adoption of advanced technologies and new business models. Although new digital
platforms, such as ICEGATE (e-Sanchit), E-Logs, are playing a pivotal role in streamlining processes
and rooting out inefficiencies, a considerable effort is required to ensure end-to-end monitoring and
supply chain visibility in the logistics sector.
Second is fast tracking infrastructure development, which is being addressed by initiatives such as
Bharatmala, Dedicated freight corridor (DFC) and Sagarmala, among others. However, numerous
policy measures need to be adopted to alleviate delays in land acquisition and clearances and
stimulate infrastructure development ecosystem further.
Third, infrastructure financing is complex and therefore stakeholders should develop and build on
their infrastructure asset strategy and adopt a collaborative approach to design a risk sharing
protocol. The GOI should formulate a uniform and simplified tax and regulatory landscape and adopt
policies to facilitate greater participation of the private sector.
Fourth, adoption of sustainable practices is critical, to keep up with stringent domestic and
international regulatory customers and investors requirements. However, EY’s supply chain
sustainability survey 2022 indicates that 33% companies lack a strong business case for sustainable
supply chain. Thus, stakeholders need to identify and prioritize focus areas for decarbonization,
including climate financing for emerging markets. Moreover, they should consider additional drivers,
such as higher revenues, market share, as a result of their focus on sustainability.
To help set a context for discussion among stakeholders participating in the conference, the thought
leadership highlights implementation related challenges and recommendations. It aims to facilitate
development of a roadmap to ensure that India’s ports, shipping and logistics sector leapfrogs and
can benefit from the multi-fold GDP growth projected for the Indian economy.
4 Envisioning the Future of Indian Logistics@2047

Rajiv Jalota
Chairman, Mumbai Port Trust
and Additional Charge, DG,
Directorate General of Shipping
As the Indian economy continues to grow and evolve, the importance of efficient and effective
movement of goods cannot be unnoticed. In today’s interconnected world, shipping and logistics
stand at the heart of the economy, serving as crucial gateways for international trade and
commerce.
Indian logistics sector comprises the entire inbound and outbound segments of the manufacturing
and service supply chains. Of late, the shipping and logistics infrastructure has received a lot of
attention both from business and industry as well as policy makers — posing tremendous
opportunities for development across different avenues.
The logistics management regimen has the capability of overcoming the disadvantages of the
infrastructure in the short run while providing cutting-edge competitiveness in the long term. It is
here that exist several challenges as well as opportunities for the Indian economy.
With increasing complexity in logistics and supply chain management, it has become imperative to
adopt innovative approaches and groundbreaking technology to ensure that goods are delivered on
time and in good condition, as it is the need of the hour. Physical transporters who run their business
process in manual and offline model, can utilize different technologies such as AI, Big data, IoT, to
increase their service and compete with an international market by providing real time and
end-to-end connectivity.
While we move ahead, sustainability is no longer an option today but an essential aspect to consider
by all stakeholders in all future endeavors. While the government has been launching several
initiatives to support this, we must work together to ensure that the sector can continue to grow and
contribute to the economy while also mitigating its impact on the environment.
In view of this, the Bombay Chamber of Commerce and Industry (BCCI) in association with EY as the
Knowledge Partner, presents to you this Thought Leadership paper.
It aims to provide a comprehensive overview of the current state of the ports, shipping, and logistics
industry. Through extensive research and analysis, we explore the latest trends, challenges, and
opportunities shaping this dynamic sector. We examine key issues such as the impact of COVID-19 on
the industry, emerging technologies and new business models, infrastructure development and
investment need, regulatory developments, and sustainability initiatives.
Our goal is to provide valuable insights that will help businesses, policymakers, and industry
stakeholders navigate the rapidly evolving landscape of ports, shipping, and logistics in India. We
hope that this report will serve as a useful resource and contribute to informed decision-making and
strategic planning for the sector's growth and development.
5 Envisioning the Future of Indian Logistics@2047 Envisioning the Future of Indian Logistics@2047 5
Executive summary

Executive summary
India’s projected GDP growth to US$26t by FY48 GOI acknowledges the issue of high dependence on
(US$6t by FY2030) and the impetus to accelerate road transportation and is exploring options to move
merchandise exports to US$1t by 2030 are key freight optimally with a focus on reducing logistics
drivers which will increase demand for India’s logistics costs and bringing it at par with the global standards.
sector.
As of FY22, India’s exports grew by 44.6% to
US$422b and imports grew by 55.4% to US$613b.
This growth has propelled the Indian transportation
and logistics sector, which has grown between
~US$160 and US$200b (INR13- 16 Lakh cr.) in 2022. This uneven distribution of modes of
transportation has led to low operational
efficiency; prompting the GOI to
India’s transportation and logistics landscape undertake multiple logistics specific
initiatives, such as GatiShakti, National
Logistics Policy and others. These
Modal split-freight movement in India in 2022
programs aim to streamline India’s
logistics sector by making it more green,
agile, transparent and integrated.
Road Rail Shipping Air
3.05 0.82 1,108 2,068
trillion trillion million million
ton-km ton-km metric ton ton- km India aims to reduce logistics cost from
66% 31% 3% 1% 13% to 14% of GDP, to 8% to 10% of
Infrastructure present GDP, by 2030. It is estimated that a
10% reduction in indirect logistics cost
Road Rail Water Airport will result in 5% to 8% rise in exports.
63.73 lac 1.08 lac 12 major, 131
km km 200+ airports
non-major
ports
The transportation and logistics sector, and in
Support Infrastructure present particular the ports and shipping sector is grappling
with several structural challenges:
► The inter-state movement of goods takes a long
time due to complex regulations, delayed
Inland Container Multi 300m clearances and involves a significant amount of
Container Freight Modal sq. ft. paperwork.
Depot Station Logistics warehouse ► As the industry is fragmented, there are several
Park space
129 168 1* intermediaries in the ecosystem leading to
*Under construction multiple cargo exchanges, thereby increasing
costs and operational inefficiencies.
Source- PBI, Ministry of shipping, Ministry of civil aviation, Niti Aayog
► Lack of end-to-end supply chain visibility and
ability to track and trace the cargo remains a
challenge for the service providers and customers.
India’s Transportation and Logistics sector acts as the

backbone to support the fast-paced growth which it is
poised to achieve in the next 25 years.
India’s freight movement is heavily skewed toward
road transportation, which moves 66% of cargo (in
ton-km). This is followed by rail (31%), shipping (3%) These issues have a significant bearing
and air (1%). To aid this cargo movement, India has an on the cost of operations for
extensive network of support infrastructure stakeholders and may directly or
comprising 129+ In-land container depots, 168+ indirectly hinder their green ambition.
container freight station, and ~300 m sq. ft. of
warehousing space.
Envisioning the Future of Indian Logistics@2047 7

Executive summary
To address some of these challenges, there has been Although the above-mentioned initiatives are likely to
a recent spurt in development of associated transform and improve efficiency in the logistics
infrastructure, which is in line with the changing sector, some challenges continue to persist, which
business environment. The sector is witnessing a may limit its growth. A collaborative effort of industry
rapid development of infrastructure, greater thrust in and GOI may be required to resolve them. Thus, EY
digitalization, and enhanced focus on sustainable and BCCI suggest following strategies to accelerate
logistics. India’s competitiveness in global ports, shipping and
logistics sector.
Launch of multiple start- ups and GOI’s digital
initiatives such as “Make in India”, Unified Logistics
1
Platform (ULIP) etc. are helping to bring greater
transparency in the logistics sector. Digitization of
work processes to facilitate paperless processing of
documents and clearances and enhanced tracking of
Adopt advanced technologies
shipment helps to increase the speed of movement of and explore new business models
goods and reduce logistics cost.
There has been an enhanced focus on infrastructure
2
development, which is playing a significant role in
increasing the pace of movement of goods. India’s
road network has grown from 62.15 lakh km in FY21 Fast-track infrastructure
to 63.73 lakh km until Jan 2023. As part of Dedicated development
Freight Corridor (DFC) India has pledged ~US$38b
(INR 3 lakh cr. ) to develop exclusive rail tracks and
associated infrastructure for movement of goods
3
train.
Attract investment and investor

interest
In the ambit of Maritime India Vision
4
(MIV), GOI has pledged US$38b to
US$44b (INR 3-3.5 lakh cr.) across
ports, shipping, and inland Focus on sustainable logistics
waterways, which will help unlock
US$2.5b (INR 20,000+ cr.) worth of
potential annual revenue for Indian
ports.
MIV targets to reduce the average vessel turnaround Adopt advanced technologies and explore
time (for containers) from ~22 hours in 2021 to <20 new business models
hours by 2030.
Recent supply chain disruptions and amplified focus
The proposed growth in the logistics sector requires
on sustainability have led to increased adoption of
major private and foreign investment to alleviate the
technology- enabled solutions. As a result, blockchain,
load on GOI’s finances. Initiatives such as National
big data, cloud computing, digital twins and others are
Infrastructure Pipeline, is one such lever which is
seeing widespread adoption, globally. Although the
expected to raise ~US$650b (INR 50 lakh cr.) worth
level of adoption is relatively low in India, the renewed
of investment. Additionally, GOI has rolled out
interest of the GOI has resulted in the launch of
multiple policies to facilitate PPP in ports, rail and
several digital solutions, such as ICEGATE and E-Logs.
road sector.
These solutions have helped to reduce inefficiencies,
To fulfill India’s commitment to the Net Zero improve transparency and increase the speed of
emissions by 2070, the logistics sector’s contribution movement of goods.
to decarbonization is essential. Several initiatives,
such as adoption of alternate fuel vehicles, increasing
share of renewable energy in ports, providing shore
power to dock ships and others, are being
incorporated. Maritime India Vision indicates specific
targets for Indian ports to promote sustainability in
the maritime sector.

Executive summary
While digital technologies have been A better collaboration between start-

pivotal in increasing the efficiency and ups and industry would be crucial to
speed of freight movement, there is a paving the way for an integrated and
need for greater transparency and end- transparent logistics ecosystem.
to-end visibility across the supply chain.
Recommendation
Technological advancements and global supply chain Service providers and customers need to carefully
constraints have resulted in the development of new consider the adoption of digital technologies and
business models upgrade their legacy systems. Seamless
implementation of digital technologies is required
across multiple government bodies to avoid siloed
communication.
Digital freight forwarders
Fast-track infrastructure development

On-demand warehousing
Recently, the GOI has launched several programs with
a focus on building new roads, railways, ports
infrastructure, etc.
Digital load boards
Crowdsourcing model The average speed of road development

has increased from 20.79 km/day in
FY22 to 22.23 km/day till Jan-23.
Workforce model
This is complimented with measures to attract private

capital and implement administrative reforms to
streamline processes for planning and executing
infrastructure investments. GatiShakti is a critical
This has paved the way for multiple start-ups which component of this strategy, which aims to integrate
are offering innovative solutions by either working planning and implementation of infrastructure
independently or partnering with traditional players. projects.
However, a coordinated effort by all stakeholders is As a result, programs such as Bharatmala, Dedicated
required to boost the adoption of digital technologies. freight corridor and Sagarmala were developed.
Special focus is required to implement a Several Multi Modal Logistics Parks (MMLPs) are
comprehensive digital tool which offers end-to-end being developed to connect multiple modes of
cargo tracking and acts as an inclusive digital transport. MMLPs also help to improve utilization and
marketplace. This requires a complete transition from performance of inland container depots and container
port community to cargo community system. freight stations. Development of maritime clusters,
Additionally, NLP- Marine should be agile enough to container terminals and warehouses are other key
offer transactional rates and allow users to bid on initiatives being undertaken.
them to make it an inclusive marketplace platform.

Executive summary
These will help increase competitiveness of India’s Although 100% FDI has been permitted in most
logistics sector globally, boost MSME (medium and transport infrastructure development initiatives, the
small manufacturing enterprise) growth and reduce sector requires establishment of processes to
ship turnaround time. accelerate clearances, simplification of regulations to
promote higher FDI inflows.
However, delayed land acquisition and clearances are
key challenges which need to be addressed. It has a
significant impact on project timelines and
profitability. A complete roll out of Nationwide single
window clearance system by government will go a 100% FDI allowed in
long way to resolve this.
• Air transport (including air freight)
• Port and harbor’s construction and maintenance
• Railways: under automatic route for
India will need to speed up dedicated construction, operation and maintenance of
suburban corridor projects through PPP
freight infrastructure connecting four
major metros. So far, only around
1,724 km out of planned 2,843 km
direct freight corridor got
Additionally, GOI is aggressively pushing Public
commissioned as of Jan 2023. DFC is
Private Partnerships to increase investments and has
an important part of National Rail Plan met with a significant success in the maritime sector.
2030, which aims to increase the rail
share from 26% to 45% over the next
10 years. Higher rail share will result
in significant logistics cost savings for
manufacturing companies. In addition,
new rail infrastructure can boost Proposed MMLPs will need an
industrial townships along the freight investment of over US$6.25b
corridor. (INR50,000 cr.) from the private
sector. The projects will include
warehouses, specialized cold chain
facilities, freight/container terminals,
Attract investment and investor interest
and bulk/break-bulk cargo terminals
Traditionally, GOI has been the main proponent and and will help in achieving better modal
financier for the development of infrastructure. mix in favor of rail. Interest from
However, it is increasingly adopting new policies to private sector is subdued so far due to
attract private and foreign investment as levers to the large investment size and
fast-track infrastructure development.
uncertainty in demand.
This includes 100% Income Tax exemption in any
consecutive 10-year period out of 20 years of
operations for road construction projects, volume-
based rebate scheme of up to 100% on rail tariff for
movement of empty containers from orts to
hinterland for its utilization in exports as offered by
CONCOR, among others. Stakeholders need to develop and build
expertise in Infrastructure asset
strategy, project financing,
In total, the investors have opportunity infrastructure M&A and deal structuring;
to invest in ~6,000 projects worth INR and adopt a collaborative approach to
52 lakh crore (~US$650b), which can design an optimal risk-sharing protocol
aid the transportation and that can enhance bankability of large
logistics sector. infrastructure projects.

Executive summary
Focus on sustainable logistics
India’s shipping and logistics sector is poised to

embrace sustainable practices to comply with
domestic and global regulatory policies. This includes
complying with key regulations and initiatives, such as India has committed to implement
Energy Efficiency existing ship Index, Carbon intensity IMO’s energy efficiency requirements
rating and Emissions Trading System.
for existing ships and carbon intensity
To meet emission related regulations, several requirements for all vessels. Indian
initiatives are being adopted globally such as- Ports are expected to adhere to all
issuance of green bonds for raising capital, adoption
of low/ zero-emission fuels, improved availability of the targets which are in line with nine
shore power, development of intermodal transport UN Sustainable development goals.
within port, usage of eco- friendly packaging These include obligations on safety,
materials, and others. efficiency and sustainability. Also,
India’s maritime vision aims to inculcate practices to India has been selected as the first
reduce cargo emissions per ton. Moreover, country under the IMO’s Green
development of institutes such as the National Centre Voyage 2050 project to conduct a
of Excellence for Green Port & Shipping will act as a
technological arm and will help develop data driven pilot related to green shipping.
policies to foster carbon neutrality and circular
economy in the shipping sector. The institute will also
carry out education, applied research and technology
transfer in maritime transportation at the local,
regional, national and International levels. It will focus
in the area of energy management, emission
management and sustainable maritime operations.
EY view- Global supply chain

According to EY’s sustainable supply
executives on ESG.
chain survey- 2022, although
companies are emphasizing on
Motivators for improving supply chain sustainability adoption of ESG initiatives, they lack
a viable business case to commit and
pursue sustainable practices. To
Cost saving 61% solve this, organizations need to
offer innovative solutions to enhance
Regulatory compliance 51% the inherent willingness of
stakeholders to pay a premium for
carbon-neutral shipping.
Pressure- partners 41%
Revenue growth 28%
Pressure from
26%
customers
Cost saving, regulatory compliance, and
Pressure from
25% pressure from partners are top
workforce
motivators for supply chain executives
to improve supply chain sustainability.
Ethics 21%

Ports, shipping and
logistics in India:
current scenario and outlook

Ports, shipping and logistics in India:
By FY48, India’s GDP is expected to grow to US$26t, with freight being the major driver in
achieving and sustaining this growth.
From 2023, India is expected to be a part of a India- GDP and freight projections
select group of three countries whose yearly GDP
13.2
growth exceeds US$300b. 25 14
In 2022, the US pipped China to register the highest 10.4 12
20
GDP growth in absolute terms. However, China is 10
8
expected to reclaim this position in 2024. Between 15
6 8
2022- 2027, India’s contribution to global GDP
growth is projected to average ~6.4% with the highest 10 4.3 6
being 7.6% in 2023. 2.9 4
5
2
0 0
India’s financial performance and global standing
2020 2025 2030 2035 2040 2045
GDP (US$ trillion)

GDP- global Investment as Government
share and rank % of GDP spend1 as a Source: EY @100, Niti Aayog
% of GDP GDP projections as per “most favoured case”
3.0%
On the contrary, China's contribution to global GDP
2016
7th 30.2% 27.2% growth averages ~24% with the highest being 30.9%.
However, India’s projected growth of “Investment
percentage of GDP” at 33.7% in 2027, reflects India’s
position as a strong investment hub.
3.3%
India’s “Investment as a percentage of GDP”
2021
32.8% 30.1% averages ~31.9% from 2016 to 2027E, which

6th
surpasses the global average of ~24%.
4.1% India- merchandise trade performance versus peers

2027E
33.7% 27.6%
3rd
Freight Global share- Global share-
moved Imports- Exports-
(ton-km)- 2021 2021
Source- IMF 2020
Government spend1- General government expenditure
China ~20.2t 11.9% 15.1%

India’s GDP growth has traditionally outgrown
growth in freight activity. Same trend is expected
to continue in the future.
From 2015 to 2020, GDP grew by 32% but freight India ~3t 2.5% 1.8%
activity increased by 28% only. EY estimates that
India’s GDP is projected to grow to US$26t by FY48.
However, despite a higher base, GDP is projected to
grow at a CAGR of ~11.3% from 2020 to 2025, and
Source- WTO, Niti Ayog
freight activity is only expected to grow by 8.2% Countries in order of freight moved (ton-km)
CAGR.

India’s target to have US$1t merchandise export

by 2030 will be a significant driver to push trade,
GDP outgrows freight
thereby increasing freight movement. Continuing with the past trends, India’s GDP
In 2021, commercial activities generated about 4.6b growth of 8.4% CAGR is expected to be higher
tons of freight annually, which resulted in ~3 trillion than that of freight (6.3% CAGR).
ton-km of transportation demand. This demand was
driven by rising income levels, higher exports, rapidly 15.6t ton- km
growing e-commerce sector and a growing retail sales
market. Expected goods movement by 2050. This growth
is expected to be boosted by higher exports.
Source: EY analysis, Niti Aayog
India’s high logistics cost as a share of GDP presents a unique opportunity to optimize
freight movement via efficient modes.
India- logistics service performance comparison

India’s logistics sector grew by ~45% since 2020 and
Logistics cost as a share of GDP
is currently valued at ~US$160b to US$200b (INR
13- 16 lakh cr.) India 13%-14%
India’s transportation and logistics sector acts as the China 10%
backbone to support the fast-paced growth, which the
country is poised to achieve in the next 25 years. The US 8%
sector comprises four different modes- Road, Rail, EU 8%
Shipping and Air.
India’s freight movement is heavily skewed toward India’s transportation and logistics landscape
road transportation, which moves 66% of cargo (in
ton-km). This is followed by rail (31%), shipping (3%) Modal split- freight movement in India in 2022
and air (1%). (ton-km)
To aid this cargo movement, India has an extensive
network of support infrastructure comprising 129+
in-land container depots, 168+ container freight
station, and ~300 m sq. ft. of warehousing space. Road Rail Shipping Air
3.05 0.82 1,108 2,068
The sector handles ~10,000 commodities and trillion trillion million million
employs ~22m people. It is one of the highly ton-km ton-km metric ton ton- km
fragmented sectors, with only 10% of the sector 66% 31% 3% 1%
operated by organized players.
Infrastructure present
GOI acknowledges the issue of high dependence on
road transportation and is exploring options to move
Road Rail Water Airport
freight optimally with a focus on reducing logistics
63.73 lac 1.08 lac 12 major, 131
costs and bringing it at par with the global standards. km km 200+ airports
non-major
ports
Support Infrastructure present

The EU and the US have invested heavily in
increasing logistics efficiency by optimizing mode
share.
Currently, 62% of logistics cost in India is attributed to Inland Container Multi 300m
transportation and 34% to inventory management. Container Freight Modal sq. ft.
India needs to adopt inventory management best Depot Station Logistics warehouse
practices to improve supply chain management and Park space
129 168 1*
design. *Under construction
Source- PBI, Ministry of shipping, Ministry of civil aviation, Niti Aayog

India’s high average lead freight distance (500 km) India plans to reduce its logistics cost
indicates a strategic misalignment of manufacturing as a share of GDP between 8% and
centers and consumption areas 10%, by 2030. This will be at par with
Despite having one-thirds the geographical area, international standards.
compared to the US, India has 37.5% more lead
freight distance. This significantly increases India’s
manufacturing cost and reduces the export potential. Sources: Business Standard, The Hindu
Vision@ 2047 is a guiding principle which is being supported by multiple regulatory and
government initiatives to revamp India’s logistics sector
Vision@ 2047 and its relevance in the logistics sector
Road Logistics infrastructure Maritime infrastructure

• Build 32,000 km of expressway and • Increase port capacity by four times to 10,000
access-controlled highways MTPA
Vision@2047 • Invest US$6t (INR 480-490 lakh cr.)
aims to set for urban infrastructure development Air infrastructure development
specific targets • Develop 20 new airports on aerotropolis
for 10 sectors to approach
transition India Rail infrastructure development
into a developed • Invest ~US$1.7t (INR 135-145 lakh Multi-modal and logistics hub
nation by 2047. cr.) over the next 25 years • Reduce logistics costs by augmenting cargo
• Target 40% to 45% railway share in speed by two to three times (current average
freight transport by 2030 speed of intercity transport ~24 kmph)
• Develop seven hyperloop lines, • Build more than 70 multi-modal logistics park
including two for cargo
Regulatory levers which are expected to help achieve Vision@ 2047
Digitalisation of logistics
Road • Integrated digital systems
Multi-modal • Bharatmala scheme • Unified Logistics Interface
• GatiShakti Multi- Platform
Modal Cargo • Ease of logistics portal
Railways
Terminal Policy
• Multi-modal • National Civil
Aviation Policy
Logistics Park-
Vision@
Bharatmala
National
2047
Scheme GATI
Shakti Logistics
Policy
(NLP)
Freight Corridor Airways
• Private Freight • National Rail Plan
Terminal Policy — • 100% railway
Dedicated Freight electrification Regulatory framework
Corridor Shipping • Transform logistics ecosystem
Corporation of • Sagarmala Scheme, to meet global regulatory
India Limited Inland Vessels Bill, Major standards
Port Authorities Act • Improve logistics services and
ease of doing business

The Government of India plans to invest ~US$1.2t NLP aims to develop a technology enabled, cost-
(INR 100 lakh cr.) in building a holistic infrastructure efficient, resilient and sustainable logistics
through GATIShakti. ecosystem
GATI Shakti aims to strengthen local manufacturing, Initiatives taken under NLP include- automating EXIM
push exports, and raise possibilities of new futuristic processes for paperless clearances (eSanchit- e-
economic zones, thereby making India a hub for Storage and Computerized Handling of Indirect Tax
world-class logistics infrastructure. Furthermore, the documents), building complimentary infrastructure
multi-modal connectivity plan aims to increase cargo related projects under Gati Shakti and reforming rail
handling capacity and reduce the turnaround time sector. NLP also focuses on improving seaport
across all the transport modes. quality, engaging with private and MSME sectors to
boost exports (for toys, textiles, chemicals) and
facilitating modal shift in first and last mile logistics.
India’s share of global “container port throughput” increased from 1.7% in 2016 to 2% in
2020. In contrast, China’s share exceeded 30% in 2020
India's rank in “container throughput” improved Also, India’s share of global “container throughput”
from 16 to 11 in 2016 and has since remained shrunk from 2.1% in 2019 to 2.04% in 2020. Though
constant. international maritime trade grew by ~3.2% in 2021,
Indian shipments grew by 5.9% (in FY22).
Although “container throughput” reduced by ~1% (in
2020) globally, for India, it reduced by ~4%.
Container throughput: Top three countries and India- 2020
0.30 0.90
Country wise throughput
0.75
Global Throughput in
(million TEU)
0.20 0.60
billion TEU
0.45
0.10 0.30
0.15
0.00 0.00
2016 2017 2018 2019 2020
China US Singapore India World
Sources: UNCTAD
Despite the relatively smaller size of vessels at Average vessel size and median time in port-2021
Indian ports, their median time at port is much
35 1.4
Median port time
higher.
30 1.2
Avg. vessel size
China's average vessel size is 1.12 times that of

in days
25 1.0
(Trillion Ton)
India’s. Its median time in port is ~11% less. This is 20 0.8

likely due to superior systems, process and enhanced 15 0.6
level of digitization in Chinese ports. 10 0.4
5 0.2
0 0.0
Median time in port (days)

Sources: UNCTAD

India ranks 20th in “Max cargo carrying capacity for Maximum cargo/container carrying capacity-2021
ship” and 40th in “Max container carrying capacity
for ship” 450 30
375 25
Max cargo capacity

For ports to handle container vessels above 16,000
Container capacity
(thousand TEU)
300 20
(`000 dwt)
TEU, a draft of 18 m to 20 m is essential. Not many
Indian ports have sufficient draft to accommodate 225 15
them. The lack of deep draft ports result in shipping 150 10
lines bypassing India, thereby reducing transshipment
75 5
opportunities.
0 0
Maximum container carrying capacity (TEU)

Sources: UNCTAD
Cargo moved by Indian ports increased by 5.5% in FY22, and has already exceeded the
pre-COVID-19 levels
Cargo moved via maritime transport is projected to Cargo moved by Indian ports in million ton:
increase by ~63.5% from FY22 to FY30 FY17- FY22
As of FY22, Kandla is the biggest Indian port handling
127.1 m ton cargo, followed by Paradip 116.1 million
ton. POL (Petroleum oil and lubricants) was the most 1,320 1,324
handled commodity by top Indian ports.
1,282
1,250
1,208
1,134
Share of cargo handled for “Top ports”
which average ~45% pre-COVID-19 has
increased to 54.4% in FY22
FY17 FY18 FY19 FY20 FY21 FY22
Source: Ministry of Shipping- India
FY22 numbers are provisional

Growth of traffic handled by top Indian ports from FY21 to FY22
SMP- Kolkata
Growth: -3.9%
Kandla Deendayal
Port Authority Kolkata SMP- Haldia
Kandla
Growth: +8.1% Growth: -5.7%
Paradip Paradip port authority
Jawaharlal Nehru Mumbai Port Growth: +1.4%
Port Trust Authority Mumbai
Growth: +17.3% Growth: +12.3%
Visakhapatnam Visakhapatnam port
Mormugao Port authority
Authority Goa
Growth: -1.2%
Growth: -16.1%
New Mangalore Port Authority Mangalore
Growth: +7.7% Chennai
Kamarajar Port Chennai Port
Limited Trust
Cochin Port Authority Growth: +49.6% Growth: +11.5%
Growth: +9.7% Cochin Chidambaranar Port Trust
Growth: +7.3%
Thoothukudi
SMP- Syama Prasad Mukherjee Port FY22 numbers are provisional

SMP Kolkata includes SMP Kolkata Dock System
Observation Observation
The total cargo handled by top Indian ports increased As of FY22, Kandla Deendayal port (267.1 million ton)
by ~7% from 673 million ton in FY21 to 720 million followed by Paradip (249 million ton) are the biggest
ton in FY22. However, the share of total overseas ports in India in terms of port capacity.
cargo handled by these ports decreased from 78% in
FY21 to 76% in FY22.

There is an opportunity to improve port capacity utilization, which remains underutilized

due to mismatch in the growth of cargo and port capacity expansion
Top Indian ports performance- FY22
Port Name (In order of capacity Capacity Avg. output per ship Avg. turnaround
Port Location
utilization) Utilization % berth- day (Ton) time (days)
Mumbai Mumbai Port Authority 75.8% 20,053 2.38
SMP Kolkata 7,393 2.57

Kolkata 70.5%
SMP Haldia 14,589 2.13
Mumbai Jawaharlal Nehru Port Trust 54.7% 29,418 1.15
Visakhapatnam Visakhapatnam Port Authority 51.4% 16,069 3.08
Kandla Deendayal Port

Kandla 47.6% 18,975 2.50
Authority
Paradip Paradip Port Authority 46.6% 56,767 2.21
Cochin Cochin Port Authority 44.0% 31,513 1.44
Chennai Kamarajar Port Limited 42.6% 27,482 1.93
Mangalore New Mangalore Port Authority 37.5% 19,627 2.00
Chennai Chennai Port Trust 36.0% 20,152 2.22
Thoothukudi V.O Chidambaranar Port Trust 30.6% 19,994 2.02
Goa Mormugao Port Authority 29.1% 52,921 2.66

Source- Ministry of Shipping | FY22- provisional | List may not be exhaustive
Top state maritime board- capacity utilization for other ports- FY22
State Maritime Board (In
Capacity Utilization % Port Capacity (million ton) Cargo handled (million ton)
order of capacity utilization)
Gujarat 73.4% 552.00 405.39
Odisha 59.3% 70.00 41.54
Andhra Pradesh 45.5% 193.40 88.00
Maharashtra 42.0% 125.00 52.47
Andaman and Nicobar 37.5% 4.11 1.54
Puducherry 34.4% 16.96 5.84
Tamil Nadu 31.3% 25.05 7.84
Kerala 29.9% 1.07 0.320
Karnataka 15.8% 5.00 0.79
Lakshwadeep 3.2% 5.82 0.18
Goa 0.3% 9.00 0.027

Source- Ministry of Shipping | FY22- provisional | List may not be exhaustive
As per international standards, ports should have an ideal surplus capacity of 30% for proper
functioning. However, Indian ports have a surplus capacity of 53.1% for top ports (total cargo
capacity- 1535 million tons) and 40.1% for other ports (total cargo capacity- 1007 million
tons). The surplus capacity is due to the plan of augmenting India’s port handling capacity and
be ready for the upcoming potential growth In the sector.

India’s rail, road and air freight sector is witnessing improvement. However, it needs
regulatory and technological interventions to match global standards
In 2022, cargo moved by Indian railways increased Rail share in traffic having lead distance of 300 km
by ~7.5% YoY to 1,497 million tons. reduced from 51.5% in FY2008 to 32.4% in FY2019.
Currently, the share of Indian railways in total cargo Development of new infrastructure and launch of
moved is ~31% and GOI aims to increase this to 44% super freight trains like 3.5 km long Super Vasuki is a
by 2051. To achieve this growth, challenges such as welcome step for improving rail freight efficiency.
low level of containerization, higher cost for
movement of lighter cargo and insufficient first and
last mile connectivity need to be addressed. Rail- Cargo moved and projection (billion ton-km)
6 1000
Rail freight performance-India and peers (2020)
Share- global rail freight (ton-km) 5 800
Freight moved (billion

China 27.5% 4
Lead distance (km)

600
tonne- km)
US 21.2% 3
400
India 6.5% 2
EU 3.5% 1 200
0 0
Average goods train speed in India 2018 2024 2031 2041 2051
increased by 83.5% to 43.2 kmph from Freight moved Lead distace
FY20 to FY21. However, this pales in
Source: National Rail Plan
comparison to the high-speed freight
train (350kmph) running in China. With ~131 airports, India accounts for only ~0.3% of
the global air cargo. ~62% of Indian cargo was
Source: National Rail Plan international
Congestion due to poor road conditions and absence Airlines transported ~35% of global cargo (by value)
of city bypass network has significantly impacted but less than 1% of world trade by volume. Average
the average speed of trucks in India cargo load factor increased from 54% to 56% in 2021.
The highest load factor (76%) was for Asia- Europe
Indian trucks cover an average daily distance of 250 route in 2021. But, global freight in ton-km is
km to 400 km, which is very less compared to 700 km projected to reduce from 272 billion ton-km in 2021
to 800 km covered for trucks in the EU and the US. to 240 billion ton-km in 2023.
Moreover, India’s fleet is skewed toward smaller 16
ton to 25 ton trucks which tends to be less cost- Federal airlines leads the list of top 15 airlines/logics
effective. This coupled with high empty running services, by moving most cargo (20.6 ton-km)
percentage increases the total cost of ownership, globally in 2021. No Indian origin airlines/logistics
thereby increasing the cost of transportation service figures in this list.
drastically.
Air- Cargo moved- India and the world
Road freight performance- India and peers- 2020
5 80
Empty running percentage
US 14.8%
India- Cargo moved
60
Global- Cargo moved
3
EU 20.2%
(million ton)
(million ton)
40
China 27.5%
1
India 35% 20
Trucks with a higher payload (which have -1

2016 2017 2018 2019 2020 2021
0
a lower share in India) are more fuel India- International Cargo
efficient. For example: Freight cost (per India- Domestic Cargo
Global- Cargo moved
ton-km) for 9T truck is ~US$0.04 (INR
3.56) which is 2.5x that for a 40T truck.
Source: Ministry of Civil Aviation, IATA, AAI, FAA
Source: Niti Aayog, Ministry of Road Transport, Eurostat,
Mahindra rise, ICCT

Stakeholders in shipping and logistics sector to revisit, elevate and resolve challenges and
fast-track growth
Opportunity areas for India’s shipping and logistics sector
Policy Infrastructure
• Lack of time bound land acquisition • Captive logistics infrastructure is a
(coupled with diverse land acquisition deterrent to inter-connect them with
regulations) and clearances resulted in nationwide logistics infrastructure.
a delay of ~850 government run • Transition to hub and spoke model
projects (till Dec 2022). requires development of logistics
• Lack of dedicated skill enhancement parks, which are capital intensive.
policy for logistics sector employees is a • Arrival of bigger vessels at ports is
major impediment limited by lower draft in Indian ports.
• Effective implementation of National • Lack of modern equipment and
01
Logistics Policy requires a close processes increases vessel
coordination between central and state turnaround time.
government. Effective execution of NLP
requires establishment of ground level
• Uneven utilization of different modes
of transportation for freight
systems and processes for efficient
02
movement is a challenge.
implementation.
03
Business Digital
• Involvement of multiple players and • Absence of a database to map goods
intermediaries results in several cargo moved by road makes it difficult to
exchanges, leading to cost escalation have a data-based policymaking
04
and inefficiency • Existing government backed digital
• Unorganized players choose labor over solutions have not been fully effective
technology because it is cheaper in offering end to end logistics
compared to investing in a forklift or visibility
05
hand-held computers • Lack of adoption of digital
• Diverse export and import commodities technologies results in inefficient
result in a general mismatch between route selection, manual processes and
type of containers used (40ft for import uninformed decisions, which increase
06
and 20ft for export). This results in cost of transportation
operational and financial challenges.
Manufacturing Manpower
• Due to dependence on imports, • Frequent labor unrests and
container availability is delayed unionization can impede the smooth
hindering freight movement and results functioning and infrastructure
in loss of revenue development
• Lack of shipping container • Lack of attractiveness of sector fails
manufacturing ecosystem in India to attract skilled personnel
creates a huge dependency for
containers on global container leasing
companies and Non-Vessel Owning
Common Carriers (NVOCCs)

Measures required to
accelerate India’s
competitiveness in
global ports, shipping
and logistics sector

Measures required to accelerate India’s competitiveness in
global ports, shipping and logistics sector
In order to address these challenges, EY and BCCI have developed the

following strategies to enable the logistics sector and provide
suitable solutions:
1 2
Adopt advanced Fast-track

technologies and infrastructure
explore new development
business models
Port and
shipping
Road Multimodal Air cargo

logistics
Logistics
Rail
transport
Focus on Attract investment

sustainable logistics and investor interest
4 3

1 Adopt advanced technologies and explore new business models
COVID-19 pandemic, recent supply chain disruptions and increased focus on sustainability
have led to increased adoption of technology-enabled solutions.
Drivers/triggers promoting digital adoption Shift in logistics priorities- adoption of digital

technologies
Logistics/ Demand Labor End-to-end visibility and traceability

operational
inventory cost uncertainty shortages Manage data in real-time to generate strategic

Internal/
insights and improve productivity and process

Increase- Cyber- Nearshore, accuracy.
operational security offshore
cost decision
Networked supply chain
Government Advanced Transition from a linear, rigid supply chain to an
Muti-modal
transportation regulations/ technology integrated network, to increase agility and
External
Mandates resilience
Increasing Transition to
remote Automation and operational efficiencies
focus on ESG
management Improve productivity and decision making to
increase speed to market
Covid-19 Conflicts Inflation
economic
pandemic /Wars Compliance and sustainability

Macro
Driven by demanding stakeholder

Trade Climate
Geo-political expectations, customers
barriers driven
challenges
disruptions
COVID-19 pandemic and supply chain disruptions prompted logistics companies to monitor and gain visibility into their
supply chains minutely. As a result, logistics companies have accelerated the pace of adoption of digital technologies
across various modes of transportation and applications.

Key technologies and their applications in various modes of transportation
Blockchain Big Data Cloud logistics Autonomous Drones Digital twins
• Port traffic • Port and

• Smart
management terminal
contract
• Vessel • Ship/cargo • Autonomous operation
• Automated • Security and
maintenance monitoring vehicles for management
payment surveillance
and solution yard • Fleet
Maritime • Smart bills of • Maritime
performance • Digital management optimization-
lading search and
analysis freight • Autonomous virtual
• Certificate of rescue
• Spatial forwarding ships transition of
origin
imagery ship control
• EXIM license
analysis system
• Transport
• Real-time • Optimize
• On-board management
tracking middle, last-
diagnostics system
• Claims mile delivery • Route
• E-logs • On-demand
management • Autonomous • In-transit planning
Road • Vehicle truck
• Route trucks vehicle • Identification
navigation transportatio
optimization inspection of constraints
• Smart sensors n portal
• Labor • Emergency
for safety • Real-time
management deliveries
pricing
• Optimize • Weather
airport updates
resource • Safety reports • Autonomous
• Cargo and • Optimization
usage • Ground vehicles for • UAV
Air asset of air traffic
• Develop air operation airport transport
management systems
cargo network automation management
• Information • Dynamic
exchange pricing
• Network
• Demand • Rail track
optimization • Real time
planning surveillance • Predictive
• Cargo tracking • Autonomous
Rail • Intermodal • Railroad maintenance
tracking • Delivery trains
monitoring Infrastructur of rail tracks
• Monitor track updates
system e inspection
condition
• Demand • Network
• Order
forecast performance
management • Inventory
• Inventory analysis • Robotic
• Warehouse management
management • Dispatch application • Warehouse
Ware-house management • Order
• Anti-theft management for order simulations
• Multi- scanning and
solutions • Multi-channel management
channel collection
• Labour order
platforms
Management fulfillment

Adoption of blockchain, big data and cloud computing is transforming the operational
efficiency for logistics companies
Blockchain - focus areas

Globally, the adoption rate of blockchain
Automation and efficiency technology is higher in shipping and
transportation industry. In India,
Physical and digital security
blockchain adoption is gradually
increasing, especially as part of multiple
Visibility and resilience
government initiatives such as the
Electronic Cargo Tracking System.
Enhanced customer experience
Big Data Analytics - focus areas
Automation and efficiency

The adoption of this technology globally
Environmental Sustainability is significantly higher across all
functions of logistics.
Visibility and Resilience In India, the emergence of logistics
start-ups backing this technology is
Enhance Customer Experience gradually transforming the unorganized
transportation sector.
Cloud logistics — focus areas

Compared to other technologies,
Transportation and warehouse systems
affordability of onboarding this
Operational Efficiency
technology is the primary reason behind
its high adoption in the logistics
Physical & Digital Security industry. Numerous start-ups are
implementing these solutions to support
Visibility and resilience heavy operational processes at a
relatively low price.
Blockchain is being used by logistics companies and The Ministry of Finance, India, has piloted E- Cargo
ports globally to improve operations and reduce Tracking System (ECTS) for secure documentation and
unwanted costs GPS-tracking of containers
One such example is Maersk, which collaborated with Test run of ECTS was carried out at the Inland Container
Dutch customs and the US Department of Homeland Depot of the Tughlakabad Import Commissionerate.
Security to track cargo movement using blockchain. Post successful completion of the pilot, the initiative
Blockchain helps with digital documentation and smart may be launched across India after an assessment of
contracts and is being actively used in the ports of cost, time, and compliance. Also, the launch of Open
Antwerp, Rotterdam, and Singapore. Rotterdam port is Network for Digital Commerce by the Indian
using blockchain to make administrative and financial government in 2022 may lead the way for increased
streams paperless. adoption of blockchain in digital commerce.

Big data-based solutions help to optimize operations, Several Indian start-ups are using predictive data to
renew port assets while ensuring optimum cyber enhance operational efficiency
security
Additionally, they are using big data technology
In Singapore and Malaysia, ports utilize big data extensively for on-demand freight booking, increasing
analytics to create advanced inspection systems to fuel efficiency, pooling truck drivers, route optimization,
assess the history and cargo type of importers. Port of etc. A report by NASSCOM (National Association of
Cartagena uses multiple solutions for IoT analytics Software and Services) anticipates that India's big data
which help forecast equipment failures. To implement analytics market will reach US$16b by 2025, which
big data analytics, shipbuilders and shipping companies places it among the world's top 10 big data analytics
have been entering into partnerships with leading market.
technology suppliers and universities.
Cloud-based solutions streamline logistics through Indian Ports Association leveraged ERP to connect
fleet management, inventory management and cargo major ports to decrease turnaround time, and increase
tracking ease of doing business
Hamburg Port uses cloud-based data analytics tool Another major initiative taken by the Indian Ports
“SmartPort Logistics” to regulate vessel operations. Association is the introduction of NLP- Marine. It aims
Global logistics company DHL integrates logistics to be a centralized hub for the electronic flow of trade
marketplaces using cloud-based technologies for related information for all ports and ports related
transparent shipping options, shipment tracking, and entities. It is being replaced by NLP- Marine.
last-mile delivery.
“
Everything comes around the cost involved with the
digitization. Once this factor is addressed, digitization in
international trade will happen very rapidly.
Ravindra Rajwade,
Shipping & International
Logistics Professional

Autonomous vehicles and drones are expected to play a pivotal role in middle and last mile
logistics while digital twins help to pre-empt disruption in supply chain
Autonomous vehicles - focus areas

Based on infrastructure development,
Sustainability
penetration of autonomous trucks is
Safety expected to increase in the logistics
market in the next 5 to 10 years. Adoption
Cost-efficient of this technology has already begun in
the US, China, and the Europe under
Automation controlled environment like port terminals,
yards, warehouses, airports, etc.
Drones - focus areas
Middle and last-mile deliveries

Drones are currently deployed in case of
Security and surveillance emergencies when medical and relief
packages are required to be transported
Increase logistics efficiency to remote areas. However, different
regulations across countries and regions
Enhanced customer experience delay drones' mass adoption and
deployment in logistics.
Digital twins- focus areas
Freight handling Digital twins use simulations to build

resilience against natural disasters,
Efficiency at warehouses, yards, etc. cyberattacks and others. By using satellite
and navigation systems, they help assess
Customer experience the entire journey of shipments. Virtual
layouts help companies redesign
Protection to shipments warehouses to enhance productivity
without impacting operations.
Not only are autonomous vehicles being

tested/introduced in road and maritime logistics, but Although usage of autonomous vehicles has not yet
also in port operations started in India, Indian shipyards are developing
autonomous ships
With autonomous technology in its initial stage, Volvo
Autonomous Solutions and its commercial partners are Cochin shipyard is manufacturing two autonomous,
collecting data with a sensor-equipped truck in the zero-emission electric ferries for Norway-based
Gothenburg, Sweden, port area. But start-ups, such as company ASKO Maritime AS. These vessels will be used
TuSimple, have already completed the testing of fully to transport trailers across Oslo Fjord between two of
autonomous semi-trucks on public roads in July 2021. ASKO’s distribution centers.
Also, Orca AI partnered with NYK line, to trial the first
autonomous commercial cargo ship in the congested
waters of Tokyo Bay successfully. This was a landmark
moment in the application of autonomous ships.

Logistics companies are partnering with drone In India, the usage of drones for commercial
manufacturers to assess the feasibility of delivery by transportation is low, but recent government
drone initiatives are expected to change that.
FedEx Express is testing middle-mile autonomous drone The demand is expected to be spearheaded by
delivery through a partnership with Elroy Air to improve pharmaceutical and e- commerce industry. A typical
operational efficiency and safety. Drone can case of this is the delivery of vaccines in the Northeast
autonomously carry 300 500 pounds of cargo up to a by Health Ministry as part of Drone Response and
distance of 300 to 500 miles. In Europe, DHL has Outreach (i-Drone). Also, the passage of “Drone Rules
partnered with Dronomics to use drone for middle-mile, 2022” is a welcome step as it legalizes operation of
cross-border, and inter-city transportation. drones (up to 2 kg) for non-commercial purposes. In
addition, budget FY2022, as part of ‘Drone Shakti’, aims
to support drone start-ups.
Globally, digital twins help to identify potential
weaknesses from production to delivery
Indian companies do not have adequate data sets to
Ericsson and the port of Livorno in Italy are working to utilize digital twins to the fullest.
create a digital twin to remove the inefficiencies in
freight handling and loading and unloading of While these new-age tools can help companies, they
shipments. This is being achieved by creating a real- need historical and newer data to predict irregularities.
time digital replica of the port area using a 5G network, However, with the rapid adoption of Warehouse
smart sensors, LiDAR and advanced cameras. Management Systems or Transport Management
Systems, and Supply Chain Visibility Tools, the adoption
of a digital twin is set to increase.
“Technological advancements and global regulations will impact

the international shipping and logistics industry. India needs
transparency in the logistics process and GOI needs to focus on
the integration of the e-way bill and tollgates with the GST. This
will align all the three major stakeholders, which are shippers,
consignee, and carriers. Mr. Dharmendra Gangrade,
Head of Logistics Management
Center, L&T Ltd.

Existing digital technologies have increased speed of movement of goods, and GOI is putting
significant efforts to ensure end-to-end supply chain visibility
Enablers of digital adoption in India Unified Logistics Interface Platform (ULIP)

In order to provide real-time information to all
Emergence of several Formation of Logistics stakeholders in the logistics value chain, GOI has
new tech and PE funded Division in Department of developed ULIP. It is positioned to be a unified platform
logistics operators has Promotion of Industry and that offers information related to logistics-related
made a strong Internal Trade to devise services such as cargo/ shipment visibility,
penetration in Indian an action plan for authorizations, and certifications seamlessly.
logistics market integrated development
of the logistics sector.
Create a nationwide single window logistics

‘Digital India,’ ‘Make in platform for end-to-end visibility
Developing a national
India,’ and National logistics workforce
Logistics Policies are strategy for the Provide visibility for optimal usage of various modes
some of the initiatives integrated skill of transportation and offer a platform for data
that work together with development of exchange between government and private entities
the logistics industry to professionals in the
drive growth logistics sector Offer data which can be utilized by the stakeholders
for simplification of complicated processes like
compliance, document filing, certifications, and
Indian government’s digital solutions approvals.
E-way bill
1 Develop a logistics gateway by integrating
• It facilitates truck movements across states and
reduce turnaround time. information available with various government
• Companies are integrating e-way bill with RFID agencies across the value chain
tag and GST portal, for faster movement.
e- Sanchit (ICEGATE)
2 ULIP integrates 24 systems, 78 APIs and
• eSanchit (e-Storage and computerized 1,454 fields across waterways, ports, shipping,
handling of indirect tax documents) civil aviation, railways, DGFT and customs and
supports paperless processing, uploading of road transport and highway
support documents
• It saves time and facilitates international
trade Leverage a network of 800+
toll plazas to gain visibility of
truck movements and control
E-Logs toll-based payments
3
• Portal was developed by logistics division of
DPIIT to facilitate time-bound resolution of Obtain granular
issues. Capable to track visibility over
• Additional functionality of registering, rail freight
seaport
coordinating and monitoring resolution of real-time ULIP’s
operations and
user issues is being developed movements and key traits
improve eliminate
efficiency wasteful
GHG Calculator demurrage
4
• Developed to promote sustainability in freight
transportation Check truck driver’s status
• It calculates and compares total cost of
operation and GHG emissions, thereby
promoting a shift to low-carbon modes of
transport

To build a state-of-the-art port ecosystem, a collaborative approach for digital

transformation is being conceptualized
Digital transformation involves the adoption of port- Benefits for traders

based Enterprise Business System (EBS) to improve
work processes Increases visibility and access to logistics service
providers across India
As part of detailed business process reengineering,
implementation of EBS aims to standardize processes Offers access to competitive rates for various
across all ports and build an all-inclusive connected logistics services
port eco-system for maritime trade. Assists in EXIM certification through NLP single
This is a major step toward port modernization and window certification system
automation, which aims to foster growth and Gives access to useful statistics and dashboard
development of major public sector ports. for efficient business planning
Vision for port-based EBS

To build a world-class port ecosystem which:
Promotes ease of doing business

EBS involves integration of core solution
components with Port Community System
Driven by transparent, simple and error-free
business processes
Uses technology to achieve strategic business

objectives Port
Community
System
Integrates seamlessly with prevalent systems
and devices
NLP aims to be a one-stop platform to connect all

Port Standard Auxiliary
stakeholders to improve efficiency and transparency
operations ERP solutions
NLP plans to cover all trade processes of the logistics solution solutions
sector across all modes of transportation. This is
complimented with an E- marketplace, thereby
providing end-to-end coverage for EXIM Trade.
Implementation of NLP has been initiated with the Benefits envisaged from the system
development of NLP Marine in the first phase. NLP-
Marine can integrate with- Port Operating Systems/ Improves operational efficiency through common
Terminal Operating Systems, ICEGATE, multiple standardized business processes and
regulatory agencies, among others. It aims to reduce operating model
regulatory complexities and enhance ease of doing
business. Enables faster request processing in delivery of
services with better turnaround time
Some of the modules available for NLP- Marine are:
Common Application Form (CAF) module, e-VGM (as
Reduces manual intervention/documentation
latch-on with service providers), Booking (as latch-on
with service providers), Transport Module, E-SEAL
Improves transparency and accessibility of
Module, Finance Platform, Insurance Platform,
information with integrated processing of
Documents Exchange Module
application and service request

Activities of NLP Marine are categorized into four Benefit for Logistics Service
distinct verticals: Provider (LSP)
Gives pan India visibility of services and access

1 Aims to enrich 2 to prospective users
Carriers Cargo
user experience
by enabling Offers an opportunity to increase business
seamless tracking volume and capacity utilization
of shipment and Improves collaboration between LSPs for
exchange of providing end-to-end solutions to users
documents and Regulatory
Banking facilitating secure bodies and
Reduces time and effort for obtaining
and 44 transactions 33 participating
regulatory clearances
finance government
agencies
Technological advancements and global supply chain disruptions have resulted in the
development of new business models
Factors driving new business models Key shifts in logistics priorities for new
business models
Labor Utilization of Labor
shortages
operational
fixed assets shortages

Internal/
Emergence of digital technology-based marketplaces
Business Shrinking Sustainability

expansion market goals
plans share
Increased Emergence- Customer Collaborative logistics model

competition new tech. preferences
External
start-ups
Market penetration of Supply chain

e-commerce industry constraints
Circularity-based model
economic
Government Post- pandemic

Macro
initiatives to reduce trends

carbon emissions
Changing customer preferences and the evolution of disruptive technologies have led to the introduction of new business
models. In addition, emergence of digital start-ups is also transforming the traditional logistics companies. They are
developing in-house digital solutions and/or are collaborating with logistics companies to form new business models.

Digital marketplaces- focus areas Adoption in the logistics industry

and types of business models
Freight matching High Medium Low
On-demand service to customers
Optimization of vehicle fleet capacity

High Medium Low
Agility and flexibility
Digital freight forwarders Global On-demand warehousing

Global
• Uses digital tools that help in • Gives logistics providers access to
communication and get quick status shared warehouse and logistics
updates regarding a shipment services on pay-per-use basis
• Digital freight forwarder employs a Indian • Industries that benefit range from
transparent system that provides a hospitality to FMCG and industrial
comparison of various carriers to manufacturing.
customers
Global Digital load boards Global Crowdsourcing model

• Known as a freight matching • It is a fulfillment method that allows
service, the digital load borads help owner-operators and individuals to use
connect shippers and carriers. their assets to transport products
Indian • It is an online marketplace where truck • Model applies to last, middle, or first-
owner-operators, shippers, and freight mile transportation and offers
brokers can post the load they have companies an opportunity to cut costs
available as well as find available loads. and maximize supply chain efficiency.
Global Workforce marketplace

• Provides a platform that connects 70% to 80% of the logistics companies
logistics providers with available have built or are planning to build or
workforce like truck drivers purchase the marketplace models to
• It helps optimize personnel resources increase customer base and efficiency in
and address the volatility of workforce
demands.
their services

Collaborative logistics facilitates companies to have a platform to share assets. Circularity is

expected to grow with an increased focus on sustainability.
Collaborative logistics/Asset sharing Circularity Model- Focus area and use cases
model- focus area and use cases
Combined usage of assets Sustainability
New sources of revenue Customer experience
Capacity utilization Net zero emissions
Cost efficiency Cost efficiency
Adoption in the logistics industry Adoption in the logistics industry
High Medium Low High Medium Low
High Medium Low High Medium Low
Global companies explore ways to utilize their Re-commerce returns shipment to in-country
distribution center fully, by providing storage, recycle and resell channels reduces the original
fulfillment services to others retailer's freight and storage cost
“Fulfillment by Amazon” is one such example of UPS enabled a circular economy through smart and
shared services or supply chain as-a service in retail sustainable logistics by integrating circular economic
distribution. Many parcel delivery companies, such as principles into its business model. This helps
DHL and UPS, have developed joint parcel stores to customers reclaim or refurbish products and
reduce warehouse cost. This is also helping materials for subsequent use. Also, FedEx introduced
companies, such as DB Schenker, who have partnered reusable packaging designed for shipments up to 2.5
with online freight exchange provider uShip to map kg. These shipments are resealable and facilitate
truck drivers and shipments efficiently. product return without the additional waste.
Although the usage of collaborative logistics model Globally, policymakers and regulators have identified
is low in India, the GOI is launching multiple circularity as focus area and remain a significant
initiatives to promote it initiative
One such initiative is ULIP, which is a technological To reduce wastage, the EU mandated that by 2025,
platform, currently in the testing stage. It textiles will have to be collected separately from
collaborates with ministries, trade bodies, and household waste. Moreover, to promote sustainability,
logistics companies to offer a common data platform the UK government has launched a joint initiative with
that enables optimum use of logistics modes, thereby the private sector to offer funding of ~US$200 million
saving cost and time. for research on new forms of packaging from plants,
wood chippings, and food waste.
“
In line with India's COP22 commitment to global climate change,
it is time to think differently and review our strategy, identify
sector-specific industrial clusters from the current model of
need to promote and facilitate industrial zones/clusters with
complementary industries and contribute to a circular economy
model, where one industry's input is the output of the other,
Capt. Ram Iyer,
thereby reducing carbon footprint. Sr. VP, Seahorse Ship
Agencies Pvt. Ltd.

Adoption of digital technologies in India’s logistics sector is in a nascent stage and will need
significant intervention by industry and GOI for higher effectiveness
Challenge Opportunity areas Recommendations
• To address this, GOI launched NLP- • Complete transition from port

marine, which is positioned as an community to cargo community system
inclusive digital marketplace
• NLP- Marine should also offer
• As a result, the port community transactional rates and allow users to
Absence of a comprehensive system, which provided limited bid on them
digital tool for end-to-end cargo visibility, is being phased out
cargo tracking and an • Need for IT supported block handling
inclusive digital marketplace • However, NLP-Marine only offers system, which can increase efficiency
tariff rates and customers cannot
• Indian research institutions can be roped
make any transactions
in to develop a comprehensive digital
solution and ensure neutrality of
application
• Lack of digitization leads to manual • Service providers and customers need

intervention which affects to carefully consider adoption of digital
productivity technologies and upgrade their legacy
systems
• For e.g., manual review of purchase
Legacy systems and manual order before sending it to the vendor • GOI should fast-track deployment of
processes limit insights and enterprise business software for faster
productivity
• In 2020, GOI announced plans to digital adoption
implement Enterprise Business
Systems in Mumbai, Chennai, Deen- • Seamless implementation is required
dayal, Paradip and Kolkata ports at a across multiple government bodies to
cost of ~US$40m (INR 320 cr.) avoid siloed communication
• Stakeholders may digitize operations • Participation by all logistics

at different pace and intervals. Each stakeholders in global initiatives, such
may use a different solution and as ICC- DSI (Digital Standards
Reduced interoperability integration of multiple solutions may Initiative), may help facilitate seamless
between systems and exchange of data
be challenging
subsystems results in siloed
implementation of digital • Diverse regulations for data storage, • Stakeholders need to have a robust
protection and management may understanding of complex regulations
solutions
of data protection and privacy
result in siloed collection and
processing of information
• Companies offering end-to-end • Offering "risk liability ownership“ with

integrated logistics solutions are integrated logistics solutions can help
still dependent on intermediaries improve effectiveness
Effectiveness of integrated for services across the supply chain
• Consolidation of some operations
end-to-end logistics • Resultant multiple cargo exchanges handled by intermediaries can help
solutions remains increase inefficiency reduce cargo exchanges and drive
challenging efficiency
• Intermediaries charge higher
margins, thus increasing the cost of
operation significantly

2 Fast-track infrastructure development
Major infrastructure initiatives undertaken by the Government of India
Recognizing the importance of improving and building new roads, railways, ports infrastructure, etc., the government has
increased its budgetary allocations. Simultaneously, GOI is also undertaking measures to attract private capital and
implement administrative reforms to make the process for planning and executing infrastructure investments efficient.
GatiShakti National Master Plan — a holistic approach for optimal utilization of infrastructure and predictive decision
making for seamless intermodal logistics movement
Key components
Mapping of all
connectivity and Institutional framework
economic infrastructure Mapping of all Achieving
Evidenced-based
on a GIS-enabled platform infrastructure seamless and Empowered Group of
decision making
for enabling cost-effective Secretaries (E-GOS)
Whole of GOI approach. for planning and
multi-modal intermodal
Co-ordination with central optimal utilization
connectivity logistics Network planning group
ministries, states and UTs of infrastructure
movement
Integrated planning and Technical support unit
implementation of
infrastructure projects
Below are key project investments undertaken by ministries across various modes of transportation and logistics.
Dedicated Freight Corridor (DFC)

Major objectives of DFC
In line with the GOI’s initiatives to improve efficiency of
logistics in India, Indian Railways have taken a major 70% Total railway freight to be moved to DFCs
step toward providing better freight transportation.
Indian railways through Dedicated Freight Corridor 180% Improvement in freight movement speed.
Corporation of India Ltd. have set up two DFCs which
are high speed and high-capacity railway corridors that 40% Reduction in O&M cost.
are exclusively meant for transportation of freight.
30% Reduction in transportation cost.
US$37.5b
Total budget allocation
(INR 3 Lakh cr. ) India will need to speed up dedicated
freight infrastructure connecting four
The Western DFC is 1,504 km long and runs from Dadri major metros. So far, only around 1,724
near Delhi to Jawaharlal Nehru Port, near Mumbai. It is km out of planned 2,843 km direct freight
designed for speeds up to 100kmph and has reduced
corridor got commissioned as of Jan
the traveling time from three days to one day. It is
being developed in collaboration with the Japan 2023. DFC is an important part of National
International Cooperation Agency (JICA). Eastern DFC Rail Plan 2030, which aims to increase the
is 1856 km long, running from Ludhiana in Punjab to rail share from 26% to 45% over the next
Dankuni near Kolkata. 10 years. Higher rail share will result in
significant logistics cost savings for
manufacturing companies. In addition,
new rail infrastructure can boost industrial
townships along the freight corridor.

Bharatmala How can the Sagarmala program enhance

logistics performance?
The Government of India launched “Bharatmala
Pariyojana” in 2017, a new umbrella program for the The Sagarmala program has improved the
highways sector that focuses on optimizing the performance of India's logistics sector by leveraging
efficiency of road traffic movement across the country the country's waterways and coastlines. It was
by bridging critical infrastructure gaps. The project launched with the goal of cutting logistical costs and
covering a whopping 34,800 km of the road would be reduce carbon emissions by 12.5 metric ton per year
completed in a phased manner. through transportation.
• Under the Bharatmala Phase-I, a total of 34,800

kms of highway is to be constructed (24,800 km
through Bharatmala and 10,000 km through
National highways development project (NHDP))
Key pillars of Sagarmala
• The first phase was scheduled from 2017 to 2022
and work on phase 2 was to be completed by 2028.
• Capacity augmentation
Targets envisaged for Bharatmala Port
modernization
• New ports
Key Performance Indicator From To • Efficiency improvement
Highway corridors 6 50
Freight percent on National • New road/rail connectivity

40% 70-80%
Highway
• Upgradation of roads/
Number of districts connected railways Port
300 ~550
with four-lane highway • Coastal shipping connectivity
• Inland water transport
• Logistics parks
Sagarmala
Sagarmala Programme for port-led development • Industrial clusters

comprises 1,537 projects and the capital expenditure • Coastal employment zones
outlay of US$81b (INR 6.5 Lac cr.) by GOI. The Port-led
industrialization
• Maritime clusters
program will modernize existing ports, set up new mega
ports, and establish Coastal Economic Zones and Units. • Smart industrial port cities
The prime objective of the Sagarmala project is to • Port-based SEZs
promote port-led direct and indirect development and
to provide infrastructure to transport goods to and
from ports quickly, efficiently and cost-effective.
• Skill development
Sagarmala Project Vision • Coastal tourism projects Coastal
community
To reduce logistics cost for both domestic and EXIM • Development of fishing
development
cargo with optimized infrastructure investment. harbors, fish processing
Sagarmala aspires to reduce logistics costs for EXIM centers
and domestic cargo leading to overall cost savings of
~US$5b (INR 35,000 to 40,000 cr.) per annum.
“India occupies ~2% of global trade, where major players

are the US and China. To compete with these, India
needs to become a manufacturing hub for the world by
increasing the export volume. Investors are ready to
invest in Indian terminals, but major challenge is access Mr. Manish Puri,
to consolidated land. President, ACTO

MMLPs bring together road and rail: the two most important transport modes comprising
~90% of the country’s cargo movement
National Highways Logistics Management Limited MoRTH is currently implementing 37 MMLPs that will
under the Ministry of Road Transport and Highways be developed through Public Private Partnership (PPP)
(MoRTH) and the National Highways Authority of India in the Design, Build, Finance, Operate, and Transfer
(NHAI) are leading the development of Multi-Modal (DBFOT) mode with a capital allocation of US$6.25b
Logistics Parks (MMLP) in a hub-and-spoke concept to (INR 50,000 cr.). MoRTH minister Nitin Gadkari laid the
strengthen the nation's freight logistics sector. foundation stone of India’s first multi-modal logistics
park at Jogighopa, Assam in October 2020.
Success factors for MMLPs

Success factor Description
• Ability to cater to demands of adjacent nodes will improve business viability of

Connectivity to adjacent nodes
logistics parks
• Strong coordination is essential across multiple government entities developing

Non-competing infrastructure
similar infrastructure so that competition can be avoided
• Ability to attract world-class 3PL service providers for developing and operating
Competent service providers the logistics parks at a high service level will be critical to ensure the success of
the logistics parks.
Complementary policies
• A comprehensive policy governing multi-modal freight transportation for
domestic freight movement needs to be developed.
Early involvement of all • Early involvement and alignment of all relevant stakeholders will be critical to
stakeholders ensure faster development of logistics parks.
Adopting digital solutions

• Use of technologies like demand forecasting, warehouse management systems,
and other digital enablers is essential
Key benefits MMLPs improve the utilization and performance of inland container depots (ICDs) and
of MMLP container freight stations where they exist.
Reduced Transportation Costs Reduction in CO2 emissions Congestion reduction

• Logistics parks would provide • Increased freight movement by • Increased freight movement
a 10% reduction in larger sized trucks and rail will on higher sized trucks and
transportation costs for the enable ~12% reduction in CO2 rails will result in ~20%
top 15 nodes emissions for top 15 nodes reduction in freight vehicles
• It will improve the inter-fleet • Freight movement by rail has 65% catering to the demands of
less CO2 emission compared to road the top 15 nodes
mix by enabling freight
movement on higher sized freight on a per ton per km basis
trucks and rails
Proposed MMLPs will need an investment of over US$6.25(INR50,000 cr.) from the private
sector. The projects will include warehouses, specialized cold chain facilities, freight/container
terminals, and bulk/break-bulk cargo terminals and will help in achieving better modal mix in
favor of rail. Interest from private sector is subdued so far due to the large investment size and
uncertainty in demand. For this to take off, the government will need to bring in demand
enablers through preferential shifting of rail cargo handling to designated MMLPs.

Other infrastructure expansion opportunities
India has a vast layout of infrastructure, handling 4.6b

Infrastructure: Upgrading infrastructure such as
tons of goods each year, amounting to a total annual
berths, cranes, and handling equipment to increase
cost of ~US$119b (INR 9.5 lakh cr.). Recognizing the
capacity and efficiency.
critical role of logistics and transportation, it is
imperative to enhance the logistics infrastructure to Technology: Implementing advanced technologies,
support this fast-paced growth. such as automation, digitalization, and data
analytics, to improve terminal operations and reduce
turnaround times.
Fast-paced growth
Connectivity: Improving road and rail connectivity
India has recently emerged as the fifth largest to and from the terminals to reduce congestion and
economy in the world and with the fast pace of facilitate faster cargo movement.
economic growth, it is projected to grow and become
the fourth largest economy by overtaking Germany in
2025 and the third largest in 2027 by overtaking
Japan. On the basis of an adjusted purchasing power Maritime clusters
parity, India is only behind the US and China.
Maritime cluster is a high potential area, which
includes a geographic concentration of maritime-
Below are some key avenues for infrastructure
related businesses, institutions, and infrastructure
improvement and greater investment opportunity.
that interact and collaborate with one another to
enhance competitiveness and innovation.
Modernization/expansion of existing ports Benefits
infrastructure
• Fosters collaboration and knowledge exchange to
India's ports offer potential for investment promote innovation and entrepreneurship
opportunities with infrastructure. • Increasing the competitiveness and productivity of
the cluster
Infrastructure
• Improves the efficiency and sustainability of
• Upgrades to handle larger cargo volumes and ships. operations through the development and adoption
of new technologies, best practices, and standards.
• Dredging deeper channels, building new terminals,
improving connectivity, and implementing advanced • Enhances reputation and global competitiveness of
technologies the region by building a strong maritime brand
image
Streamlining processes
There is potential for the development in Gujarat
• Shift from paper-based processes to digital and
particularly in the Gulf of Kutch and Gulf of Khambhat
automated systems, thereby reducing bottlenecks
areas. These areas have strategic locations and
and increasing efficiency in cargo clearance and
natural deep-water ports that could attract maritime-
handling
related businesses and investments.
Port terminal Inland waterways transport (IWT) and coastal

shipping (CS)
Indian maritime sector has grown significantly over the
past decade. By FY30, cargo handled by Indian ports is IWT and CS hold significant untapped potential as they
projected to grow to 2570 million ton which presents a offer high levels of sustainability, have low running
unique opportunity to the Indian maritime sector. cost and are critical in optimizing the existing logistics
However, issues such as high turnaround time, lack of modal mix. Thus, GOI has launched several initiatives
connectivity, congestion and others plague the Indian to promote their adoption.
shipping and ports sector. Following are the critical
areas of development for container terminals in India
which can improve their functioning.

To promote IWT, GOI has pledged an investment of These include several standards related to design and
~US$4.3b (INR 35,000 cr.) by 2047 to create a construction, labour, safety, digital solutions and
network of waterways. GOI has already initiated others. Standardisation of pallet size is another key
development on 14 inland waterways and 26 viable focus area which focuses on economies of space and
routes for cargo movement have been identified. To facilitation of automation. A special focus is on the
improve connectivity, GOI is also developing associated development of standards for racking to promote
infrastructure such as multi-modal terminals (one efficient storage. Elements of transportation and
terminal was recently inaugurated in Haldia). material handling have also been incorporated to have
end- to- end coverage.
To aid CS, GOI had reduced tariffs, given priority
berthing to coastal vessels and made green channels
Warehouse standards try to cover all the components
for faster cargo clearance. Recently GOI has also
associated with warehousing holistically.
announced PPP schemes for enhanced participation of
private sector.
However, challenges such as limited cargo availability
due to insufficient connectivity with production and Scope of
warehouse hubs, seasonality of Indian rivers and others warehousing
may require urgent action to ensure successful Warehousing Others
standards
adoption.
Material
Palletization handling and
Improving warehousing transport
Another important cornerstone of the overall logistics

Racking
sector in India is the warehousing industry. While the
warehousing sector in India has shown remarkable
growth, there are opportunities for improvement in
areas such as infrastructure development, technology
adoption, and skill development to enhance the sector's The thrust on infrastructure needs to continue
potential for even greater success. To achieve this, for several reasons
both GOI and industry need to work collectively to
ensure that the Indian warehouses become more Increased competitiveness in International markets
productive and become important levers for the growth According to an Assocham-Resurgent India study,
of India's logistics sector. reducing expenses from 14% to 9% of GDP could
save India ~US$4b (INR 32,500 cr.). Thereby,
Focus areas to improve performance of Indian
making the Indian goods more competitive in
warehouses
1
international markets.
Reduction in ships’ Turn Around Time (TAT)
Infrastructure Reducing the turnaround time for ships saves the
port time, which translates into savings in port
2
infrastructure expenditure for ports, ship capital
costs for carriers and inventory holding outlays for
Technology adoption
shippers.
3
Boosting growth in MSMEs
It would also drive growth in the employment-
Skilled personnel intensive MSME sector, where better transportation
and logistics and reliable power are key ingredients
4
for improved competitiveness, especially in sectors
like apparel, footwear, furniture, and food
Simplified regulations processing.
Reduction in crop wastage
Every year, agriculture goods worth ~US$11.6b (INR
Thus, to facilitate seamless and efficient logistics, GOI
92,651 cr.) are lost in India due to a lack of storage
has launched new warehouse standards. These aim to
facilities and a poor transportation network. The
promote standardisation in warehousing and other
government's recent directive to establish Inland
related assets.
Container Depots (ICD), cold chain, and warehousing
facilities across the country, on the other hand, is
expected to attract private investment. The logistics
sector would be upgraded as a result of the capital
infusion, reducing industrial-scale food waste.

GOI aims to increase speed, agility and efficiency of freight movement in India with new
infrastructure development. However, several concerns limit its growth
• Lack of a nationwide single • GOI and state governments should

clearance system significantly ensure a smooth roll out of nationwide
affects ease of doing business single window clearance system for
hassle free approvals
• Due to lack of digitisation, records
are mapped by several authorities, • GOI should secure land and other
Delayed land acquisition and thus, accessing land records is a clearances before issuing the tender
clearances impact project cumbersome task
• Improve project planning and
timelines and profitability • Inefficient maintenance of land implementation efficiency to reduce
records results in ownership- cost and time overrun
related legal challenges
• De-risk infrastructure projects – land
acquisition and environment clearances
• Trends show that establishment of • Switch to “comprehensive industrial

SEZs decreased average clusters” instead of individual parks
productivity growth of firms by such as chemical clusters, PCPIR
~15.4% (Petroleum, Chemical and
Sub par performance of Petrochemical Investment Region)
SEZs and limited • ~18% SEZs are located inland
which increases the traveling • Blueprint for development of new port
connectivity of industrial
miles and reduces export potential infrastructure should include
complexes construction of integrated industrial and
• Space constraints in existing ports last mile road and rail connectivity
limit development of integrated
industrial corridors
• 40% of the ships on order will • Fast track development of Vizhinjam,

require >16m draft. Not many Kanyakumari and Campbell Bay ports
Draft restriction in line with Indian ports support this which can offer higher draft
changing scenario and higher
• Vessels have to take a detour of at • To attract transhipment traffic GOI,
distance from maritime
least 5-6 hours to reach nearest should consider offering benefits to
(East- west) trade lanes key Indian ports. This reduces shipping liners to invest capital and shift
makes them unattractive transhipment opportunities operations from existing ports
• Manufacturing containers in India • GOI’s projected requirement of 350K

is 50% more expensive than China, containers/ year and plan to develop
due to higher price of Corten steel associated manufacturing capability
may need to be re looked
• Limited manufacturing capacity of
Absence of indigenous Corten steel • This may require reworking of, the
container manufacturing proposed Production Linked Incentive
• Existing glut in container market scheme for container manufacturing.
ecosystem for EXIM trade may derail India’s
GOI may need to give assurance/
plans to attract investment in
guaranteed orders to promote
container manufacturing space
investment
• Corten steel manufacturing should be
an inclusive part of the policy

3 Attract investment and investor interest
For the development of the logistics sector, GOI is investing in ~100 infrastructure projects
for first and last mile connectivity with ports for coal, steel, fertilizer.
In FY24 budget, ~US$125b (INR 10 lakh cr.) has been Key assets to be monetized
allocated toward capital expenditure, which will
benefit the logistics sector. DFC Track- 673km
Road Length-
Apart from the 50 new airports and heliports, 100 26.7K km 400 railway stations
critical transportation infrastructure projects worth
~US$9b (INR 75,000 cr.) (including private investment)
will be crucial in improving first and last mile 31 projects - 25 airports
connectivity for ports, coal, steel, fertilizer, and food 9 major ports 21 MT warehouse capacity
grains. In addition to this, more than 39,000
compliances have been reduced and more than 3,400 Source: NIP, Niti Aayog
legal provisions have been decriminalized to improve
ease of doing business.
In total, the investors have an opportunity
~US$34b (INR 2.7 Lakh cr.) to invest in ~6,000 projects worth INR 52
Planned investment- road infrastructure
lakh crore (~US$650b), which can aid the
development- FY24 transportation and logistics sector. Road
sector accounts for the majority share
(~82%) of these projects.
~US$30b (INR 2.4 Lakh cr. )
Planned investment- rail infrastructure
development- FY24 Source: NIP | Note: Some investment may be common to passenger
and freight transport | Note: Investment does not include “common
infrastructure for industrial parks”
Source: PIB
With 100% FDI permitted in most transport

~US$650b (INR 52 Lakh cr.) worth of infrastructure
infrastructure; the sector has not witnessed the
investments are currently on offer in the National
expected momentum
Infrastructure Pipeline (NIP), with the highest being
for road. FDI in the air transport sector was only US$3.61b
(~INR 29,000 cr.) from April 2000- September 2022.
NIP aims to showcase investment opportunities in
Similarly, FDI in ports for the same period was only
India's infrastructure sector. NIP aims to capture key
US$1.63b (~INR 13,000 cr.). Following a similar
greenfield and brownfield projects for investments
trend, FDI in railways was US$1.2b (~INR 9,600 cr.)
across all economic and social infrastructure sub-
for the same period. Road also followed a similar
sectors on a best-effort basis.
trajectory and did not register any major FDI, as of
December 2021.
NIP- Infrastructure opportunities on offer (Value)
Road 65% 100% FDI allowed in

Railways 29% • Air transport (including air freight)
Aviation 3% • Port and harbor's construction and maintenance
• Railways: under automatic route for
Shipping 1%
construction, operation and maintenance of
Logistics Park 1% suburban corridor projects through PPP

Government is offering various tax incentives and financial support to boost private and foreign investment
Government offers the following subsidies: Indian Railway Finance Corporation Ltd is a PSU
• Duty-free import of high capacity and modern which mobilizes market borrowings to finance
road construction equipment capital expenditure in railways. The funds are
• 100% tax exemption in any consecutive 10 years invested in rolling stock and projects leased by the
out of 20 years after commissioning of the IRFC to the Ministry of Railways.
project
• Subsidy up to 40 % of the project cost to make
project viable
Government will cover the following costs: CONCOR (Container corporation of India) announced
• Environment clearance, cutting of trees and a volume-based rebate scheme of up to 100% on rail
shifting of utilities tariff for movement of empty containers from Ports
to hinterland for its utilization in exports. This
• Land for the right of way and wayside amenities helped to resolve the issue of shortage of containers
• Project Feasibility Study at the port.
Government is aggressively pushing Public Private Partnerships (PPP) to increase

investments and all modes of freight movement have seen a healthy response.
PPP is being adopted in the Indian transport

infrastructure development sector and helps
infuse capital.
Port management under Public Private partnership is As per GOI, Indian Railways will need a
being actively pursued. Until July 2022, 86 projects capital investment of around ~US$625b
worth ~US$6.9b (INR 55,000 cr.) have been granted (INR 50 lakh cr.) until 2030 for network
approval under PPP. In 2020, 51% of cargo in major
ports was handled via the PPP, Maritime India Vision- expansion and capacity enhancement.
2030 targets to increase this to >75% by 2030.
“As of now, India is a growing nation in terms of its

economy. Enquiries are coming from a lot of
economists, especially from the US, where there is
a distinct shift toward getting into partnership Durgesh Buxy,
with India. AVP, Crompton Greaves Consumer
Electricals Ltd.

58 projects worth ~US$5b (INR 40,000 cr.) are in various stages of implementation. Of these, 33
projects worth ~ US$3.4b (INR 27,000 cr.) are operational, whereas 25 projects worth over US$1.6b
(INR 13,000 cr.) are under implementation. 19 such projects with a total investment of ~US$1.1b
(INR 8,862 cr.) have been completed in 2021 alone.
Number of PPP airports is likely to increase from 5 in 2014 to 25 in 2025. AAI has formed JVs in
seven airports. Recently, AAI has awarded 6 airports — Ahmedabad, Jaipur, Lucknow, Guwahati,
Thiruvananthapuram, Mangalore — for operations, management and development under PPP for a
period of 50 years.
Government is reworking the terms of the PPP model, which will include a hybrid model in which the
government makes upfront payment of 40% of project cost to the developer under build operate
transfer mechanism.
Railways have invited private sector participation for GatiShakti Terminals. At present, the railways
are using the PPP route for modernization of 16 stations, including Anand Vihar and Vijayawada,
which is estimated to cost ~US$1.25b (INR 10,000 cr.).
India has a well-developed framework for Public-Private-Partnerships (PPP) in the highway sector.
Asian Development Bank has ranked India as the first spot in PPP operational maturity and has
designated India as a developed market for PPPs. NHAI continues to exploit a variety of contractual
structures in moving toward the PPP.
Government had planned to offer contracts for development of Multi Modal Logistics Parks (MMLP) at
four different locations through PPP mode in 2022-23. Reliance Industries Ltd. has been awarded
the project to build India's first MMLP in Chennai at the cost of ~US$180m (INR 1424 cr.).
Exports from SEZs dip to ~US$95b (INR 2.51 lakh cr.) JNPT is one of the first “Multi- purpose SEZs” in
in FY21- SEZs may not be having desired impact on India and is a key cog in the Ministry of Shipping's
Indian exports. Sagarmala vision.
One of the main reasons is the waning competitive JNPT offers access to upcoming multi-modal
advantage of Indian SEZs as other ASEAN countries are infrastructure projects including New Mumbai airport,
adopting policies to boost investment. Moreover, DFC rail corridor and trans-harbor road link. This aims
withdrawal of tax concessions and ineffective to slash cost and facilitate easy movement of goods
implementation of single window clearances are major to and from ports quickly and efficiently. Moreover,
impediments. Additionally, 100% import duty is levied formation of the SEZ enables industrialization of
during a domestic sale of goods made in SEZ units. This JNPT’s hinterlands, which is prompting an economic
makes SEZ goods unattractive in the domestic market. transformation.
Proposed DESH bill government suggests JNPT-SEZ is expected to generate

moving away from the original idea of ~US$500m (INR 4,000 cr.) investments
export-oriented production and intends to and create 72,600 direct jobs. In total, it
allow business units in SEZs to sell in is expected to generate total employment
domestic markets more easily and boost of 150,000. It aims to set a new
domestic manufacturing. benchmark for port led industrialization.

Governments across the world are using multiple financial routes, such as sovereign wealth
funds, PPP models, to boost infrastructure development
Egypt is facilitating investment by deployment of JNPT has become the first 100% Landlord Major Port
sovereign wealth fund as a go-to partner for foreign of India and heralds India’s entry into the PPP model.
investors.
Currently, five container terminals are operated at
The Sovereign Fund of Egypt (TSFE) which was JNPT. Under the latest agreement, two berths of
established to attract private investments, is in talks with JNPCT will be handed over under the PPP contract.
AD Ports Group (subsidiary- Abu Dhabi sovereign Minimum Guaranteed Cargo (MGC) will help guarantee
investor ADQ) over development and operation of Suez private port operators' investment and is expected to
Port, known as Port Tawfiq. The contract would be the increase from 0.4 mil TEUs in the first year to 0.9
third signed by AD Ports to operate ports in Egypt. million TEUs, starting 10th year until the end of the
30-year contract.
1
Suez Canal Zone (SCZone) signed a US$3b
agreement to produce ~3,50,000 tons per Out of the five berths in JNPT- DP World
annum of green energy for fueling ships in
1
operates two terminals, APM Terminals and
Ain Sokhna with EDF Renewables and TSFE. PSA operate one each and the remaining
one will be operated by a Joint Venture
Dubai’s DP World signed an agreement to
2
between JM Baxi Ports and Logistics Ltd.,
build a US$80m port-centric logistics and CMA Terminals
services zone at Ain Sokhna Port. The facility
will cater to logistics, trading, distribution, JNPT charges a revenue share of around
2
value-added, and light industrial activities. 30% of the business. However, the Major
Port Authorities Act and model concession
AP Moller-Maersk signed a contract worth agreement allows terminal operators to fix
US$500b with Suez Canal Economic Zone market determined tariff rates.
to expand East Port Said’s port terminal
capacity by almost 40% Port received the highest royalty price
bid of ~US$56.5 per TEU against
minimum reserve price of ~US$22.5, by
Vietnam needs ~US$13.7b to develop modern ports
until 2030. Major funding is expected from non-budget JV of JM Baxi and CMA Terminals.
sources.
Seaports are experiencing high levels of FDI inflows.
Introduction of Investment Law and Enterprise Law is GOI has brought in market pricing
one of the key reason as it reduces administrative
investment procedures. Free trade agreements such as for major ports. This is much
EU-Vietnam FTA and Comprehensive and Progressive needed to bring a level playing
Agreement for Trans-Pacific Partnership are having a
substantial impact on bolstering maritime freight field between various terminals.
volumes.
However, Indian port tariffs are
Mediterranean Shipping Company has too high to compete with
Colombo and Singapore. Port
1
partnered with Vietnam National Shipping
Lines and Saigon Port to build a “mega” port,
worth US$6b. With an annual capacity of 10- developers will need to identify
15 mil TEUs, the port will be able to receive
container ships of up to 24,000 TEUs
measures such as operational
capacity. efficiencies, larger scale, better
land monetization and achieve
2
Gemadept Corporation plans to launch two
deep water port worth US$264 mil in 2023. lower tariffs. Government may
They will have a capacity of 9,00,000 TEUs
and 5,00,000 TEUs per year, respectively. also need to step in with
incentives to bring Indian ports
In Vietnam ~US$8.8b was invested in at par with Global major ports.
seaports from 2011-2020, out of which
86% was from non-state budget capital

The Indian transportation and logistic sector has witnessed the emergence of several start-
ups which are being supported by GOI initiatives
Key government initiatives to support start-ups Ashdod port’s technology incubator – Israel
GOI through Sagarmala project is supporting start-ups In 2021, the port of Ashdod established an
in the maritime sector through various means, such as incubator to support early-stage start-ups in the
setting up incubation centers, providing seed funding, maritime and logistics industry, providing them with
creating networking opportunities, and offering access to resources, mentorship, and funding to
regulatory support. These initiatives are helping start- help them grow and succeed.
ups develop their products, invest in technology, hire
Objective
staff, and scale their businesses.
Enable Provide them Position itself
• Jawaharlal Nehru Port Authority has established an entrepreneurs with the (Ashdod port)
incubation center to support start-ups and
understand the expertise of among the
entrepreneurs in the logistics sector. The center
needs of the professionals investors and
provides infrastructure, mentorship, and other
international with extensive owners of the
support to early-stage start-ups, with a focus on
port market. knowledge. start-ups.
developing innovative solutions for the industry.
• JNPT partnered with Invest India to establish a The Port's Technology Incubator aims to help start-
dedicated start-up portal that provides information ups from the earliest stages of development to grow
and resources for start-ups in the logistics industry. and scale their products. It provides an ideal
• Sagarmala Start-up and Innovation Initiative (S2I2) environment and infrastructure for start-ups to
— providing financial, institutional, infrastructure develop and refine their ideas, allowing them to turn
support, mentorship and new market access to their concepts into scalable products. By providing a
start-ups to create a Maritime Innovation Hub. range of resources and support services, the
incubator helps start-ups to accelerate their growth
and achieve their business goals.
Select initiatives across the world to support the The incubator offered a 12-month program for
start-up ecosystem selected start-ups, providing them with office
space, access to mentors and industry experts, and
funding of up to US$4,50,000.
Govt. support
Provide financial, regulatory support to start-ups, Success so far…
such as tax incentive, streamlined regulatory
Since its launch, the incubator has supported over
processes.
20 start-ups, with a focus on developing innovative
Accreditation@SGD program - provides government solutions for the shipping industry, such as AI-
funding and support in Singapore powered cargo tracking systems, blockchain-based
logistics platforms, etc.
Incubation programs
Rotterdam Port Authority has set up an incubation Key success factors
program called PortXL, which provides mentorship,
Mentorship
funding, and networking opportunities. Industry focus and support Funding
services
Technology partnerships The incubator Office space, Adequate
Port of Los Angeles partnered with General Electric program focuses funding, funding at
Transportation to develop a digital platform that on supporting access to early stages
optimizes cargo movement and reduces congestion. start-ups in the industry of product
maritime and experts, development
logistics enabling
Annual Start-up challenges industry, only them to
Provide opportunity to get market access, grants, in ensuring refine their
specific areas — smart ports, smart ships, green targeted ideas,
tech. solutions to the products,
specific sector and grow
Smart Port Challenge – Singapore. challenges businesses.

Simplification of regulatory policies, faster clearances and attractive infrastructure financing

schemes are key to promote investment
• Infrastructure funding involves • Develop and build expertise in

multiple contracts that require Infrastructure asset strategy, Project
agreements and clearances from finance, infrastructure M&A and deal
all project participants. structuring
Infrastructure financing is Negotiations can be extremely
difficult and expensive to carry
• Collaborative approach to design an
complex and involves optimal risk-sharing protocol can
multiple parties with varying out.
enhance bankability of large
priorities • Infrastructure/ corporate bonds infrastructure projects.
may not be getting the desired
traction due to regulations limiting
investments by pension funds/
insurance companies
• Land acquisition, delayed • Set clear objectives for all stakeholders

payments to contractors and poor and decisions makers prior to formal
planning of utilities delay decision making and developing
infrastructure projects and impact blueprint.
Lack of coordination, delay profitability
in clearances/approvals and
• GOI, along with key stakeholders, needs
other inter-departmental
• Higher risk and long project to set up accountability matrix and time
overruns deter investors from bound dispute settlement mechanism
issues
investing in greenfield projects
• Ever-changing tax and regulatory • Uniform and simplified tax and

landscape, requiring stakeholders regulatory landscape can enable
to navigate and maintain stakeholders to navigate infrastructure
compliance effectively, especially development challenges.
Complex regulatory
across different jurisdictions.
landscape • Stakeholders need to develop robust
systems and resilient processes to
decode and address complex
regulations
“The importance of India in global trade is increasing, and the country

is becoming a more attractive investment opportunity for foreign
companies. The recent focus on infrastructure must continue, as it is
the key element to reduce the overall logistic costs together with
cargo visibility across the supply chain. Presently, it is practically
impossible for manufactures to make a reliable production plan, as
the cargo visibility within India is inadequate. By embracing
technology, innovation and remaining attentive to simplifying
Mr. Lars Sorensen,
regulatory processes, India will be able to reduce logistics costs and MD, Hapag Lloyd India
enhance the ease of doing business in the country.

4 Focus on sustainable logistics
India’s shipping and logistics sector is poised to embrace sustainable practices and is relying
on policies and measures mandated by regulatory bodies for compliance
Freight transportation has one of the highest reliance

on fossil fuels of any sector and accounted for 21% of Maritime emissions- International targets
CO2 emissions in 2020. While it was one of the sectors International shipping has pledged to half its GHG
most affected by the COVID-19 pandemic, emissions emissions by 2050 (from 2008 levels), with
resumed rising as demands increased and the uptake of many stakeholders pushing for 100%
alternative fuels remains limited. decarbonization by that time.
Global shipping spews out 3% of worldwide Green
House Gases (GHG). With the maritime industry Transport sector emissions- India’s target
responsible for transporting no less than 90% of world GHG emissions from freight transport are
commerce, there is increasing pressure on the sector growing at an alarming rate and urgent action is
to reduce its carbon footprint swiftly. needed to achieve net zero emissions by 2070.
In India, the transportation sector accounts for ~14% of
GHG emissions and freight transport accounts for over
40% of final energy use in the transport sector. Globally, regulatory bodies have developed
rating mechanisms to track and benchmark
sustainable practices
To manage transport and logistics related emissions,
global regulatory and government bodies have Energy Efficiency existing ship Index (EEXI)
launched multiple initiatives
• EEXI is a measure introduced by the International
In order to achieve net zero target by 2050, it is Maritime Organization to reduce GHG emissions of
estimated that emissions related to freight movement ships. It relates to the technical design of a ship and
have to be reduced from 6.6 MtCO2 in 2020 to 5.1 ships must attain EEXI approval once in a lifetime, by
MtCO2 by 2030. Maritime sector is one of the few the first periodical survey in 2023 at the latest
modes in which an international coordinated effort is
being undertaken by global bodies such as International • EEXI value is determined by ship’s type, capacity and
Maritime Organization (IMO) to have a systematic propulsion
reduction of emissions, globally. For this, they have
made several regulations and have taken several Carbon Intensity rating (CII)
initiatives.
• Operational energy efficiency performance rating
is assigned to each ship to which regulation 28 of
MARPOL* Annex VI applies. This rating is based on
the operational carbon intensity indicator
~30% reduction in freight movement • For easy assignment of ratings four boundaries
related emissions is required by 2030 have been defined- superior boundary, lower
boundary, upper boundary and inferior boundary
(from 2020 levels) to achieve net zero
target in 2050 • Thus, a rating is assigned by comparing the
attained annual operational CII of a ship with the
boundary values
•InternationalConvention for Prevention of Pollution from ships Emissions Trading System (ETS) - EU
•*IMO - International Maritime Organization
•Note- emission related to transport includes emissions light-duty • ETS aims to reduce GHG emissions cost-effectively.
vehicles and heavy-duty trucks, rail, shipping and aviation. May include It works on 'cap and trade' principle. Cap limits
some passenger vehicles.
•
total GHG that can be emitted by installations.
Gradually, the cap is lowered to reduce emissions.
• Installations can buy or receive emission
allowances, which are limited. An installation must
surrender allowances for its emissions or face
penalties.
• This helps promote investment in innovative, low-
carbon technologies

Global shipping-related sustainability trends
Green/ Sustainable Bonds Increased LNG adoption Electric Ship

• Green or sustainable bonds • Usage of LNG blended fuel (with • South Korea’s Ministry of
can be issued to boost fossil fuels) is an upcoming segment Oceans and Fisheries
sustainability. • LNG is suitable for operations which announced plans to build an
• They differ from the require an extended range or electric ferry powered by
conventional bonds as, issuer demand high performance output. renewable energy.
provides a set of sustainable • India is preparing a roadmap for • Chowgule Shipyard- Goa and
criteria for them setting up floating storage facilities Cochin Shipyard, held a keel-
• Capital raised via the sale of for LNG at all major ports. laying ceremony for two
sustainable bonds is used to autonomous E- ferries being
• Liner- CMA CGM SA plans to develop built for Norway-based
meet that criteria. an LNG fleet to reduce emissions
company- ASKO Maritime AS.
• Green bonds grew by 49% • Hapag- Lloyd AG has started a pilot
from 2016 to 2021. It is • Mitsui OSK lines joined FMC,
to use LNG on “Brussels Express”
expected that green bond which commits to use zero-
market issuance could exceed
• Mitsui OSK took delivery of a dual- emission fuels for at least 5%
fuel methanol carrier of deep-sea vessels by 2030
the US$1t mark by 2023.
Multiple initiatives are being undertaken by the private sector firms and governments to
meet net zero targets and other regulatory obligations.
Global ports-related sustainability trends
1 2 3
Low and zero-emission fuel Shore power Intermodal
Adoption of hydrogen is expected to It allows docking vessels to ‘plug-in’ to Transporting goods by rail is a low-
start with cargo-handling equipment power units within the port complex. It carbon alternative compared to fossil
and, in the future, move to powering reduces CO2 emissions by 60 metric fuel-powered trucks in terminal yards.
hydrogen-powered vessels. Dubai port tons during a 10-hour stay in port. Due to this, the port of Valencia is
piloted a Box Bay system, which Recently, Europe opened its largest investing heavily in intermodal transport
works on solar energy. Port of shore power plant in Warnemünde- and cut its carbon emissions by 30%
Singapore is buying 200 LNG trucks Germany. It can supply electricity to between 2008 and 2019 despite
(15% fleet) to reduce emissions. two cruise ships simultaneously. continuing to grow cargo throughput.
Global logistics-related sustainability trends
Adoption of alternate fuel vehicles Incorporation of eco- friendly Usage of digital tools to boost
packing materials sustinability
• Although many alternate • Companies are increasingly using • Multiple digital tools are being
powertrains are being considered recyclable, reusable and chemical adopted to monitor and
(LPG, Ammonia, Hydrogen, free packaging materials minimize transportation and
Biofuels) electric has the highest • BMW is using 25% recycled content storage related emissions
adoption in its expanded polypropylene • DHL’s Go green is a carbon
• Light- duty last mile application is (EPP) packaging, which saves transparency tool which helps
amongst the first to adopt 280T- CO2 annually. It plans to optimize green logistics and
electrification as it uses a ‘hub and increase the recycled share to improve carbon efficiency
spoke’ model, which is well suited, 100% by 2024 • UPS’s “Warehouse execution
considering the shorter duty cycle • Sealed Air uses automated boxing systems” defines specific
• Amazon has ordered 100,000 systems to produce shipping boxes customer requirements and
Rivian electric delivery vans, which to match the size of the shipped increases productivity by up to
is a key to achieve its net-zero items. This reduces waste and 50%. This makes distribution
carbon target by 2030 offers weight and space savings centers more energy efficient

Responsible sourcing of packaging material Developing eco-friendly facilities

• Companies are conscious of the origin of • Companies use novel construction techniques and
packaging material. They consider that install high-tech heat and light systems to save
sustainable practices should be employed to power.
manufacture it.
• Automatic handling equipment is being used in
• Brambles a company specializing in unit load, dark warehouses (lights out mode), to reduce
pallet and container logistics uses 100% of timber carbon footprint.
from certified sources. It has been recognized by
Carbon Disclosure Project (CDP) as one of the six
• Maersk and Saudi Ports Authority are developing
an MMLP which will be fully powered by solar
companies worldwide doing the most to reduce
energy. Higher storage density and mechanized
deforestation in supply chains.`
pallet-in-out solutions is expected to improve
productivity by ~50%
(Alternate) blended fuels emit 99% less India plans to manufacture bio aviation
SOx and 92% less NOx, compared to fuel which is expected to reduce
traditional fuels. This is well within the emissions and cost of operation for the
guidelines of existing regulations. aviation industry.
Several global initiatives are being undertaken by the governments to promote

sustainability
Several initiatives are being adopted to boost ESG indicators can often be considered as ‘non-
sustainability in the shipping industry. financial’, but they may have major financial
consequences.
Vessels need to meet specific criteria outlined by
organizations or standards such as the Climate Bonds Capital invested in companies that meet ESG criteria
Initiative, EU Taxonomy or Green Shipping Programme. grew by 170% from 2015 to 2021. In the same period,
This requires the Annual efficiency ratio or Energy capital invested in euro green bonds grew seven times.
Efficiency Operational Index to be below the defined Valuation of green bonds increased by 8x in 2020
decarbonization trajectories. EU Taxonomy also allows alone and grew to US$287b in 1Q21, which is twice as
use of Energy efficiency design index and defines much in the same period last year. Banks aim to meet
requirements for vessel retrofitting. ESG criteria for their investment and financing
decisions, as climate risk will soon be integrated by
European central bank into prudential supervision, to
reduce risk posed by non-sustainable investments.
In addition to the technical criteria for the

Integration of ESG criteria to comply
vessel, the shipowner must prepare a
with banking and financial institutions’
green finance framework that meets
requirements helps shipping
requirements of relevant bodies, such as
companies get easier access to capital
LMA, for loans and ICMA, for bonds.
*LMA – Loan Market Association

** ICMA- international Capital Market Association

India’s commitment to sustainability is backed by country’s decarbonization goals and the

GOI is undertaking several initiatives to achieve them
India’s goalposts: COP26- Glasgow and FY23 capital India has submitted two commitments as part of
allocation to achieve it National determined contributions (NDC).
As part of NDC, which is at the heart of Paris
2030 1b tons of CO2 emissions reduced agreement, India has committed to reduce the
emission intensity of its GDP by 45% by 2030 from
2005 level. For the same period, India aims to have
2070 India @ net zero
about 40% electric power installed capacity from non-
fossil fuel-based energy resources. This will be
To achieve Net Zero target, FY-23 budget has a supported with low-cost international finance and
planned outlay of ~US$4.4b (INR 35,000+ cr.) for transfer of technology.
green initiatives
India is undertaking multiple projects with IMO to

achieve IMO’s GHG reduction targets.
Maritime India Vision- to revitalize the Indian As part of a major push, India has committed to
maritime sector implement IMO’s energy efficiency requirements for
existing ships and carbon intensity requirements for all
vessels. Moreover, Indian ports are expected to adhere
Target 20% fresh-water to all the targets which are in line with nine UN
consumption / ton of cargo Sustainable development goals. These include
Increase area obligations on safety, efficiency and sustainability.
under green Also, India has been selected as the first country under
Target increase in the IMO’s Green Voyage 2050 project to conduct a
share of renewable cover from
<10% to 20%. pilot related to green shipping. From a regulatory
energy for major standpoint, India has partnered with the Marine
ports from 10% Environmental Protection Committee, IMO, to devise
currently to 60% acceptable regulatory requirements and ensure GHG
emission reduction as per IMO’s GHG initial strategy.
Reduce carbon National Centre of Excellence for Green Port &

emissions per Shipping will act as a technological arm for the
ton of cargo Ministry of Ports, India
handled by The center will provide policy and research support on
Provide shore 30% by 2030. sustainable goals for ports, DG Shipping, and other
power to all Total investment:
institutions. The center will also run courses in the
vessels up to ~US$38b- 44b (INR
field of maritime transportation at the local, regional,
150 KW 3-3.5 Lakh cr.)
and international levels.
“ESG will play a very vital role and will eventually be implemented,
irrespective of whether it is cost-effective. If the customers have a
carbon reduction roadmap, they will prefer to on-board logistics
partners who understand and can help achieve that goal. Sustainable
practices in logistics is going to be the future Mr. Anil Radhakrishnan
Director, Accex Supply Chain &
Warehousing Pvt. Ltd.

Companies are emphasizing on adoption of ESG initiatives. However, some of them seem to
lack a strong business case for green technologies adoption.
EY view- “Global supply chain executives” on ESG. Motivators for improving supply chain sustainability
80% 70% Cost saving 61%
Companies are Executives have seen

emphasizing ESG and or expect to see Regulatory compliance 51%
sustainability initiatives. increased revenue
from sustainable
supply chains
Pressure- partners 41%
44% 33%
Revenue growth 28%

Expect an increase in Companies lack a
customer loyalty due to business case for
adoption of ESG and sustainable supply chains
sustainable initiatives
Pressure from customers 26%
According to EY’s supply chain sustainability report-

2022, 50% companies report basic KPIs on supply
chain sustainability and risks
Pressure from workforce 25%
63% of companies are accelerating the use of
technologies for sustainability tracking and
measurement, including cloud-based platforms (80%),
IoT (63%), machine learning and artificial intelligence
(62%) and robotic process automation (42%).
Ethics 21%
3D printing/ additive manufacturing (52%), digital twins
(48%), drones (44%) are some of the technologies
which the executives are not planning to use as of now.
Cost saving, regulatory compliance, and

47% of organizations have spent most of pressure from partners are top motivators
their supply chain sustainability efforts on for supply chain executives to improve
procurement. supply chain sustainability
In the next two years, 27% of the

companies will look to delivery/ logistics
to make the most progress in
sustainability

Sustainability and ”green skills” have become Indian private sector is committed to
a top priority for corporations, nations and accelerate decarbonization
individuals across the world
Corporates will be
Green talent demand will mandatorily required to
By 2026 surpass supply
1000 submit their Sustainability
Performance from FY23
YoY growth rate between

2015 and 2022 for green Corporates have already
39% knowledge or skills needed 100+ stated Net Zero Goals
in the workforce to support (2035-2050)
environmental sustainability
now and in the future
Investor engagement on
500+ ESG Performance
“The whole world is focused on ESG and cutting carbon credits by

moving commodities and shipments in minimum time &
efficiency. These can be achieved by improving the infrastructure
in various sectors.
Mr. Miheer Ghotikar,
Director, HD Fire Protect Pvt. Ltd.
Using EY ESG Compass platform, EY has developed an ESG performance analysis (including
third-party data) for global companies
Using EY ESG Compass, Indian logistics companies were compared with the global counterparts
in multiple ESG-related parameters.
A sub sector level Favorable ESG

analysis highlighted performance in marine Companies in the marine transportation Indian rail
that cargo ground ports and services sub sector seem to be behind their transportation-
transportation is an suggest that Indian global counterparts in ESG related
area where Indian companies may implementation. There is a need to companies are
companies can already be adopting improve performance and almost at par
improve on ESG multiple ESG-related communications on parameters of with their global
parameters and practices and Environment, Social and Governance. counterparts.
communications initiatives

ESG performance analysis (Index out of 100)
Sector level: ESG performance- Ports, Shipping and Logistics sector

India / ROW ESG Environment Social Governance
Total 47 40 49 52
India 39 27 41 50
ROW 47 41 49 52
ROW- Rest of world ESG performance: Low Medium High
Sector level: ESG performance- Ports, Shipping and Logistics sector
India / RoW ESG Environment Social Governance

Air Freight & Logistics 45 37 48 52
India 36 20 32 60
Rest of the World 46 39 50 51
Cargo Ground Transportation 38 21 42 52
India 13 6 14 21
Marine Ports & Services 45 40 46 51
India 55 55 64 43
Marine Transportation 47 39 50 54
India 24 12 37 22
Rail Transportation 47 46 48 47
India 46 42 73 16
ROW- Rest of world ESG performance: Low Medium High
Sustainability and ESG data model: emerging and evolving sectorization and future
forward looking insights
Enterprise vs. societal | Sectorization | Data-led performance
• SEBI BRSR (140 parameters / ~400+ data points)

• IFRS/ ISSB /sector metrics (77 sectors) mandatory for 1,000 listed companies
Comprehensive
• ESG performance IQ • ESG board matters/ governance

• Climate action • India central bank (RBI) – climate risk and
• WEF IBC framework (~55 kpis) sustainable finance
• EU CSRD| 50,000 companies
ESG performance scope
• Transition pathway initiative

• Transition plan taskforce
• Task force on climate-related financial

• Sbti (scope 1, 2 & 3) – net zero disclosures (TCFD)
• CDP (carbon disclosure project) • Sector framework: CPG, aluminum, energy
Sector focused
• Task force on nature related financial disclosures • EU taxonomy/ ETS/ CBAM

(TNFD) • US SEC: proposed climate disclosure
• Deforestation | supply chain • Supply chain due diligence mandates
• Water | circularity | packaging • Human capital | human rights
• Financed emissions • Opportunities and risk management |
green skilling
Commercial/ Supply chain performance
Type of specifications
ESG Benchmarks Medium Medium

Addressing challenges such as, lack of business case, perception of high costs and
infrastructure limitations can fast-track the adoption of sustainable practices
• Stakeholders may have the • Adoption of sustainable practices may

tendency to equate investment in give an advantage to service providers
sustainable practices to that being in contracts that mandate ESG
counterproductive to efforts taken obligations
Perception that adoption of to reduce logistics cost
• GOI should develop a framework to
sustainable practices
• Adoption of green technologies measure emissions across supply chain
increases cost and hits across the value chain is tough, and reward conformance
profitability considering supply chains are
spread across continents and have
• Technology companies have an
opportunity to develop solutions/
diverse stakeholders
platforms to monitor and analyze
emissions across supply chain
• A number of logistics companies • Stakeholders in transportation and

are inclined to start their logistics sector should work to identify
sustainable logistics journey but and prioritize focus areas for
are unsure of where to begin. decarbonization and meet net zero
emission target
• Some do not have an articulated
and defined business case for • While cost reduction will remain the prime
Companies lack a business motivator, companies should consider
case for sustainable logistics sustainability in logistics.
additional drivers, such as higher
supply chains. revenues, market share, as a result of
their focus on sustainability
• Create a strong business case for
sustainability that can enhance the
inherent willingness of stakeholders to pay
a premium for carbon-neutral shipping
• Without the appropriate • Companies need to increase their

technology in place to collect digital connections throughout the
and analyze data from multiple logistics supply chain and collaborate
Companies struggle to sources, performance metrics among stakeholders.
measure tangible tend to be less advanced and
sustainability based on qualitative and not
• Stakeholders also need to invest in
progress digital tools, data analytics and
quantitative data
information sharing to capture
quantitative data, KPIs and develop
sustainability scorecards.
• Lower draft and length of port • Bunker companies can deploy bunker
terminal limits berthing of bigger barges to allow refueling outside the
vessels for LNG refueling berth
• Dredging increases the content • GOI should adopt a sustainable
Infrastructure limitations of organic matter, contaminants dredging disposal mechanism
and heavy metal, which impacts including study (chemical and
water quality and aquatic life physical) and identification of suitable
disposal location

Key considerations

Key considerations
Key considerations for stakeholders in the ports, shipping and logistics sector
Key themes Government Industry
• Ensure complete transition to digital • Consider the adoption of modern digital

solutions which offer visibility across technologies and upgrade their legacy
the complete supply chain on a single systems to support them
platform • Have a robust understanding of complex
Adopt advanced • Offer a comprehensive marketplace regulations of data protection and
technologies and solution shows transactional rates, and privacy
explore new business allows users to bid on them • Offer "risk liability ownership“ with
models • Fast-track deployment of enterprise integrated logistics solutions, to help
business software with seamless improve effectiveness
implementation across multiple • Try and consolidate some operations
government bodies to avoid siloed handled by intermediaries to reduce
communication cargo exchanges and drive efficiency
• Facilitate a complete roll out of • Improve project planning and

nationwide single window clearance implementation efficiency to reduce
system and secure land and other cost and time overrun
clearances before issuing the tender to • De-risk infrastructure projects to
avoid delays minimize losses due to delay in land
Fast-track • Switch to “comprehensive industrial acquisition, environment clearance, etc.
infrastructure clusters” instead of individual parks
development such as chemical clusters to streamline
logistics and connectivity challenges
• Fast-track port development with draft
considering the changing scenarios
and develop an ecosystem for
container manufacturing
• Set clear objectives for all • Build expertise in infrastructure asset

decisions makers prior to strategy, project finance, infrastructure
formal decision making to M&A and deal structuring
avoid delays • Collaborate to design an optimal
Attract investment and
• Formulate a time bound risk-sharing protocol to enhance the
investor interest dispute settlement mechanism bankability of large infrastructure
• Develop a uniform and projects
simplified tax and regulatory • Develop robust systems and resilient
landscape processes to decode and address
complex regulations
• Should develop a framework to • Identify and prioritize focus areas for

measure emissions across supply decarbonization and meet the net zero
chain and reward conformance emission target
• Adopt a sustainable dredging • Focus on creating a strong business
disposal mechanism, including case for sustainability that can enhance
Focus on sustainable study (chemical and physical) and the inherent willingness of stakeholders
logistics identification of suitable disposal to pay a premium for carbon-neutral
location shipping
• Technology companies have an
opportunity to develop solutions/
platforms to monitor and analyse
emissions across supply chain

Abbreviations and Notes
AI- Artificial intelligence IWT- Inland waterways transport

ASEAN- Association of Southeast Asian Nations JNPT- Jawaharlal Nehru Port Trust
CAGR- Compound annual growth rate LNG- Liquid natural gas
CII- Carbon intensity rating LSP- Logistics service provider
CS- Coastal Shipping MIV- Maritime India Vision
DBFOT- Design, Build, Finance, Operate, and Transfer ML- Machine learning
DESH- Development of enterprise and service hubs MMLP- Multi modal logistics park
DFC- Dedicated freight corridor MoRTH- Ministry of Road Transport and Highways
DG shipping- Directorate general of shipping MSME- Medium and small duty medium enterprises
DHL- Dalsey, Hillblom and Lynn NDC- National determined contributions
ECTS- Electronic Cargo Tracking System NHAI- National Highways Authority of India
EEXI- Energy Efficiency existing ship Index NHDP- National Highways Development Project
E-GOS- Empowered Group of Secretaries NIP- National infrastructure pipeline
E-Logs- Ease of logistics Services NLP- National Logistics Policy
E-Logs- Ease of logistics services NMP- National master plan
ERP- Enterprise resource planning NYK- Nippon Yusen Kaisha
eSanchit- e-Storage and Computerized Handling of PE funded- Private equity funded
Indirect Tax documents PIB- Press information bureau
ESG- Environment sustainability and governance PPP- Public private partnership
ETS- Emissions Trading System PSU- Public sector undertaking
EU- European union SEZ- Special Economic Zone
e-way bill- Electronic waybill UAV- Unmanned aerial vehicle
EXIM- Export, Import ULIP- Unified logistics interface platform
FDI- Foreign direct investment UNCTAD- United nations conference on trade and
FDI- Foreign direct investment development
FY- Financial Year (April- March) UPS- United Parcel Service
GDP- Gross Domestic Product US- United States
GHG- Green house gas WTO- World Trade Organization
GOI- Government of India
ICD- inland container depots
ICEGATE- Indian Customs EDI Gateway
i-Drone- ICMR’s Drone Response and Outreach for
North East
Note: Magnitudes in INR terms (except for EY Projections) have been converted to US$ terms using a common exchange rate of INR80/US$
Research methodology and EY approach
This thought leadership has been prepared jointly by EY and Bombay Chamber of Commerce and Industry (BCCI) by
conducting primary research, focused group discussions, one-on-one interviews with industry leaders and subject matter
experts in the transportation and logistics industry, backed by secondary research from government sources, press
releases, research papers and statements from industry stalwarts.

Contributors
Neville M. Dumasia Kiran Malla

India Leader – Advanced Partner, Strategy Leader
Manufacturing, Mobility for Energy Transition,
and Infrastructure Infrastructure & Logistics,
EY-Parthenon India
EY India
kiran.malla
neville.dumasia@in.ey.com @parthenon.ey.com
Vivek Ogra Mihir G. Shah

Partner- Transport Partner- Strategy &
consulting Transactions
EY India EY India
vivek.ogra@in.ey.com mihir3.shah@in.ey.com
Nitesh Mehrotra Pratik Shah

Partner- Consulting Director- Business
(Sustainability & ESG) Consulting
EY India EY India
nitesh.mehrotra@in.ey.com pratik.s@in.ey.com
Akhil Khanna Avinash Sagar

Assistant Director- Global
Director- Business
Advanced Manufacturing
Consulting
and Mobility
EY India
EY- Knowledge
akhil.khanna@in.ey.com
avinash.sagar@gds.ey.com
Acknowledgments
Parag Parmar, Manager, Business Consulting, EY India

Tashi Singh, Manager, Business Consulting, EY India
Animesh Walia, Assistant Manager, EY Knowledge

Advisory Board Members
Shri. Rajiv Jalota, IAS Shri. Sanjay Sethi, IAS

Chairman, Mumbai Port Trust and
Chairman,
Additional Charge, DG, Directorate
Jawaharlal Nehru Port Authority
General of Shipping
Shri. Amitabh Kumar, IRS Mr. Atit Mahajan

Former DG, Managing Director, CMA CGM India
Directorate General of Shipping
Mr. Ritesh Ramakrishnan Mr. Suresh Kumar Ramiah

Joint Managing Director, CEO-India, Allcargo Logistics Ltd.
Transworld Group
Mr. Nilesh Shah Mr. Ritesh Tiwari

Group President and MD, CFO, Hindustan Unilever Ltd. &
Kotak Mahindra Asset Unilever South Asia
Management Co. Ltd.
Capt. Avinash Batra Mr. S Hajara

Chairman, Seahorse Ship
Ex CMD, Shipping Corporation of India
Agencies Pvt. Ltd.
Mr. Anil Radhakrishnan Capt. Ram Iyer

Sr. VP, Seahorse Ship Agencies Pvt. Ltd.
Director, Accex Supply Chain Pvt. Ltd.
Mr. Sandeep Khosla

Mr. CR Nambiar Director General,
CEO, Seahorse Ship Agencies Pvt. Ltd. Bombay Chamber of Commerce
and Industry
Team members
Mr. Pravin Rane Ms. Minal Khadilkar

Joint Director, Bombay Chamber of India Business Accelerator Facilitator,
Commerce and Industry Bombay Chamber of Commerce and Industry
Mr. Siddhesh Pawar Mr. Pranit Mali

International Trade and Investment Team, International Trade and Investment Team,
Bombay Chamber of Commerce and Industry Bombay Chamber of Commerce and Industry

Notes

Notes

Disclaimer
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Envisioning the

and outlook global ports, shipping

4 Envisioning the Future of Indian Logistics@2047

6 Envisioning the Future of Indian Logistics@2047

India’s Transportation and Logistics sector acts as the

Envisioning the Future of Indian Logistics@2047 7

Attract investment and investor

In the ambit of Maritime India Vision

8 Envisioning the Future of Indian Logistics@2047

While digital technologies have been A better collaboration between start-

Digital freight forwarders

Fast-track infrastructure development

Crowdsourcing model The average speed of road development

This is complimented with measures to attract private

Envisioning the Future of Indian Logistics@2047 9

10 Envisioning the Future of Indian Logistics@2047

Focus on sustainable logistics

India’s shipping and logistics sector is poised to

EY view- Global supply chain

Revenue growth 28%

Envisioning the Future of Indian Logistics@2047 11

12 Envisioning the Future of Indian Logistics@2047

GDP (US$ trillion)

32.8% 30.1% averages ~31.9% from 2016 to 2027E, which

4.1% India- merchandise trade performance versus peers

China ~20.2t 11.9% 15.1%

Envisioning the Future of Indian Logistics@2047 13

India’s target to have US$1t merchandise export

Source: EY analysis, Niti Aayog

India- logistics service performance comparison

Support Infrastructure present

Source- PBI, Ministry of shipping, Ministry of civil aviation, Niti Aayog

14 Envisioning the Future of Indian Logistics@2047

Vision@ 2047 and its relevance in the logistics sector

Road Logistics infrastructure Maritime infrastructure

Regulatory levers which are expected to help achieve Vision@ 2047

Envisioning the Future of Indian Logistics@2047 15

Container throughput: Top three countries and India- 2020

China's average vessel size is 1.12 times that of

India’s. Its median time in port is ~11% less. This is 20 0.8

Median time in port (days)

16 Envisioning the Future of Indian Logistics@2047

Max cargo capacity

Maximum container carrying capacity (TEU)

Envisioning the Future of Indian Logistics@2047 17

Growth of traffic handled by top Indian ports from FY21 to FY22

SMP- Syama Prasad Mukherjee Port FY22 numbers are provisional

18 Envisioning the Future of Indian Logistics@2047

There is an opportunity to improve port capacity utilization, which remains underutilized

Mumbai Mumbai Port Authority 75.8% 20,053 2.38

SMP Kolkata 7,393 2.57

Mumbai Jawaharlal Nehru Port Trust 54.7% 29,418 1.15

Visakhapatnam Visakhapatnam Port Authority 51.4% 16,069 3.08

Kandla Deendayal Port

Paradip Paradip Port Authority 46.6% 56,767 2.21

Cochin Cochin Port Authority 44.0% 31,513 1.44

Chennai Kamarajar Port Limited 42.6% 27,482 1.93

Mangalore New Mangalore Port Authority 37.5% 19,627 2.00

Chennai Chennai Port Trust 36.0% 20,152 2.22