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JULY 2010 ANNUAL ISSUE SOUTH ASIA’S LEADING CARGO MONTHLY

No.1 in Circulation & Readership
Back to
Business
India to touch US$ 200 billion
export target in 2010-11
An Emerging
Logistics Paradigm
Imperative for India
to grasp it
RURAL
LOGISTICS
Opportunities
galore despite challenges
contents
july 2010
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contents
july 2010
Industry News
Trade associations 24
from the
meet Chinese editor
counterparts
Family Album
Changes in the horizon
Glimpses of the 64 With an apparent improvement
financial year 2009-10 in the world economy, the cargo
and logistics business in India is
Who is Who
likely to see a northward turn in
Glancing through the 68
brief profiles of the the year 2010-11. Meanwhile, the
industry majors country has shown an impressive
export performance in the very
COLUMNS beginning of this fiscal year. In April
2010, Indian exports witnessed
View Point a 36 per cent increase compared
Euro effect on Indian 26 to the same period last year.
freight forwarders
This was because of the fact that
Logistics Services they were able to explore newer
Rural Logistics: 30
Opportunities galore markets. Besides, imports to India
despite challenges also showed an increase of 43 per
cent which signifies the power of
Guest Column
domestic consumption. And, both
An emerging logistics 44
paradigm: Imperative the exports and imports will have
for India to grasp it a larger impact on the logistics
industry in India. Accordingly,
Cargo Performance not only the shippers, but also the
Airlines wise cargo 50 logistics service providers are now
performance in May 2010 hoping for a spurt in activity after
from Delhi Airport
experiencing recession in 2009-10.
Airlines wise cargo 51
performance in May 2010
from Mumbai Airport In this annual issue, we have
presented the current market
trends with facts and figures. In our
future issues Cargo Talk will focus
more on current happenings and
Cover Stor y business opportunities related to
cargo and logistics industry across
Back to Business:
India to touch US $ 200 billion export target in the world.
2010-11 Rupali Narasimhan
In spite of the setback in 2009 the cargo and Editorial Director
logistics industry in India is expecting positive

growth in the financial year 2010-11

Cover Story
Market Trends
Back to
Business
India to touch US$ 200 billion export
target in 2010-11
In spite of the setback in

2009 the cargo and logistics
industry in India is
expecting positive growth
in the financial year
2010-11. In April, 2010 the
country shows an export
growth of 36.2 per cent
leading to US$ 16.9 billion
in a single month. Exporters
say it is a clear indication
that the country would be
able to meet the export
target of US$ 200 billion set
for 2010-11. Ratan Kr Paul
f the export and import figure published
I by the ministry of commerce for April

2010 is an indicator of bouncing back,
the cargo and logistics industry in
India has a reason to cheer up. India’s
exports during April, 2010 were valued at US
$ 16887 million (Rs.751470 million) which
was 36.2 per cent higher in dollar terms (21.1 valued at US $ 8079 million which was 70.5 meet the export target of US$ 200 billion set for
per cent in rupee terms) than the level of US per cent higher than oil imports valued at US 2010-11. He, however, added that we need to
$ 12397 million (Rs.620640 million) during $ 4739 million in the corresponding period regularly review the strategy in view of the set
April, 2009. last year. Non-oil imports during April, 2010 back in Euro zone recently and hoped that the
Imports during April, 2010 were valued at were estimated at US $ 19229 million which crisis will not spread further. Sakthivel further
US $ 27307 million (Rs.1215170 million) was 34.3 per cent higher than non-oil imports said that the growth in import, by 43.3 per cent
representing a growth of 43.3 per cent in dollar of US $ 14312 million in April, 2009. in April 2010, is a sign of complete revival of
terms (27.4 per cent in rupee terms) over the Acording to A Sakthivel, president, Federation the manufacturing sector which will further
level of imports valued at US $ 19052 million of Indian Export Organisations (FIEO) the facilitate exports in the months to come.
( Rs.953770 million) in April, 2009. first month figure of the current fiscal is a clear He also highlighted that the share of India’s
Oil imports during April, 2010 were indication that the country would be able to international trade in GDP is constantly

one fifth of global pharmaceutical sales. players to serve the world markets via
Over 20 per cent of world’s generics marketing alliances.
are produced in India. Drugs worth In addition Indian manufacturers and
nearly US$ 70 billion are likely to go exporters are expecting a huge surge of
off patent in the USA, offering India a textile industry in 2010-11 and beyond.
chance to manufacture a considerable They are targeting steady growth of
share of the products to exploit the 15 per cent per annum of domestic
ensuing generics opportunity. Foreign textile industry and 20 per cent per
players are also expected to increasingly annum growth in textile exports overall
discover investment opportunities in the till 2020. The 15 per cent growth per
country in establishing research centers, annum in domestic production and 20
outsourcing production services, and per cent growth in textiles exports per
authorising products and technologies. annum would result in domestic textile
In manufacturing, pharmaceutical firms market size of US $ 213 billion and
A Sakthivel
FIEO are strengthening bonds with Indian exports
RAAJEEV
BHATNAGAR
Regional Vice President,
India Subcontinent,UTi
Bhatnagar appeared logistics market in India in a big way.

to be very cautious „India provides huge opportunities
about the immediate for domestic logistic operations. Our
future of logistics company has already started its op-
business. „We have eration in this sector by setting up
managed the crisis separate team for domestic opera-
Premal Udani by retaining our cli- tion. We will have area wise strategic
AEPC ents in 2009-10. We partnership with local transport com-
UTi have maintained the panies in different parts of the coun-
straight line though try. We are also looking for partner-
the freight rate af- ship with warehousing companies for
improving touching 55 per cent in 2009. fected the bottom domestic operation,‰ said Bhatnagar.
Looking at the trend of globalisation and
regionalisation, the share is likely to grow
further by 2020.
It is worth mentioning that India’s merchandise
trade in 2009-10 was US$ 455 billion while
services are likely to be about 210 billion
line.‰ He shared. He also made it
clear that the current financial year
does not suggest about high predic-
tion. He pointed out to the dismal
financial condition in Europe. Bhatna-
gar, however, predicts a 10 per cent
‘
In 2010-11 UTi will make substantial
investments in IT and concentrate on
five industry verticals viz. pharmaceu-
ticals, automotive, IT, electronics and
FMCG (retail). In addition, UTi is ex-
ploring new markets including South
‘
growth in 2010-11, subject to things America, Russia and China. Com-
(exports of US $ 115 billion and imports of are improved. menting on the demand from the USA
US $ 95 billion). The world trade in 2020 is Interestingly, the global freight for- market, Bhatnagar said that though
estimated to be of US $ 48 trillion. warding and logistics major is now the market is reviving, still buying ca-
According to the prevailing trends, the planning to penetrate the domestic pacity is very less.
demographic change will lead to increase
in exports of pharmaceuticals, medical and
diagnostic equipment and health services. By India provides huge opportunities for
2020 the pharmaceutical market is anticipated
to be more than double, to US$1.3 trillion, domestic logistic operations.
with Brazil, China, India, Indonesia, Mexico,
Russia and Turkey — accounting around for
13 CARGOTALK JULY 2010

Cover Story
Market Trends
textile market of US$ 164 billion by 2020.

Garment exports from India, however,
dropped 2.64 per cent to 10.64 billion dollars
HARESH S. LALWANI
in 2009-10 compared to 10.93 billion dollars Jo i n t M a n a g i n g D i r e c t o r, S u n L o g i s t i c s
in the previous financial year. In rupee terms,
there was a negligible recovery of 0.37 per „The year 2009-10 our expertise in specialised cargo,‰ he
cent. Apparel exports totaled Rs 50,4790 shall always be a added.Sun Logistics did close the year
million in 2009-10 compared to Rs 50,2930 year that our industry with „decent profits‰ on its books. „The
million in 2008-09. But in dollar terms, all would remember. The fact that CRISIL, the credit rating com-
industry is heading to pany, granted us a SME1 status two
months of 2009-10 except July, August and a well planned growth years consecutively, speaks for itself,‰
November showed a downslide. though I still feel that he emphasised.
“Exporters are in deep trouble as the garment there may still be Sun, as a company is poised to move
industry is reeling under unprecedented a few dark corners ahead in the current financial year to
price hike of yarns and fabrics,” said Premal
Udani, chairman, AEPC. “Our share in world
global market of clothing is going down,”
said Udani. In his opinion, Bangladesh has
become a larger garment exporter than
India. “In the coming decade, there will
SUN
LOGISTICS
‘
which should we all
need to be prepared
to face,‰ Lalwani
said. „We as a company survived the
recession, thanks to our ever support-
ing clients, the confidence shown by
our principals, our staff support and
grow in the Flexitank markets in USA,
South America and Europe apart from
its current markets in India and the
Middle East. „We look at this year as
the year of growth for us and would like
to tread in carefully understanding the
market,‰ he went on.
‘ With focus on profitability we are

W
successfully emerging through
DP SINGH
the 2009 crisis.
General Manager, Corporate Planning and

Management Services,
Airports Authority of India (AAI)
DP Singh, general manager, corporate

planning and management services, Air-
ports Authority of India (AAI) depicted a
very bright future in the days to come.
Christoph
DHL
Remund
be a substantial increase in the manufacturing

segment, which will mean greater opportunities
for logistics companies,” said Christoph Remund,
Singh is heading the statistics depart- CEO, DHL, Lemuir Logistics. In his opinion,
ment of AAI and hence was quick to the size of the domestic market itself is getting
share some glaring facts. In 2009-10 larger and India serves as a major sourcing and
AAI India shows 10.5 percent growth in in- supply hub.
ternational air freight and 24.3 per cent “With a clear focus on profitability, cost
growth in domestic air freight (which is management and focused investment in growth
the highest growth so far). In 2009-10 markets, we are successfully emerging through
total freight traffic was two million Mt the 2009 crisis. Our Strategy 2015 defines a
and 1.3 million Mt of international and do- clear roadmap for the future that is perceived
positively by our customers, our investors and

mestic freight respectively. Delhi, Mum-
Anita Khurana
bai, Chennai, Nagpur and Ahmedabad our employees,” he maintained. AirIndia
have shown a growth of 11.9, 7.9, 13.6, Anita Khurana, director cargo, Air India also
28.6 and 13.2 per cent respectively. He expressed high optimism. “The year 2009-10 has
is expecting 10 per cent growth in inter- been a very challenging for the air cargo industry. However, the last quarter of
national freight and 15 per cent growth the financial year saw a robust growth for cargo carried by Air India,” she said.
in domestic freight in 2010-11. Air India Cargo achieved about 10 per cent growth for the year. Khurana was
confident that 2010-11 is going to be a good year for Air India.

Emerging Technology
Infolog Solutions
To offer more solutions for

logistics industry
MAJOR
PRODUCTS
Infolog Solutions, the leading IT EO SOFT: „EOSoft‰ is
a web based application
solutions providers for the UPDATE
for export oriented and
logistics and supply chain STP units, to automate
and manage regulatory
management industry, is now compliance. It is used colossally by the
planning to introduce more segments like EOU / EHTP / STP Units
R Shankar, GM products which are catering to the under the 100 per cent EOU scheme.
Infolog Solutions
emerging challenges. Ratan Kr Paul SEZ SOFT: This software is used
extensively for managing the regulatory
compliance for SEZ units. A completely
In view of the challenges faced by companies connectivity solutions. web based application it helps in
today, Infolog provides total IT services covering The company has a range of software products managing regulatory compliance
the entire gamut of IT infrastructure, like software, which provide for servicing various verticals, in the operations which is made easy with a
hardware, networking, data security and internet logistics industry, namely warehouse management, set of tightly integrated modules in the
freight forwarding management software.
and export oriented units among
others. WM SOFT: This software is
“Our products have been sold comprehensively used across all
to many leading Indian and warehouses for the customers and all
multinational companies. However, clients within the customerÊs warehouse.
the manufacturing and logistics „WMSoft‰ is one of its kind software that
companies and organisations dealing helps with warehouse management; it
largely with freight forwarding are controls all the inventory management
our most prestigious clients,” said R activities in the warehouse. It also
Shankar Infolog Solutions. supports the use of Bar Code or RF based
He underlined that the company’s devices.
products for the supply chain
management industry are about FF SOFT: This software module
a year old and it is the enterprise facilitates sea freight and air freight and
solutions that have helped establish covers the entire operations both for
them as a brand among the blue exports and imports activities for freight
chip companies. According to him, forwarders. It is a web-based freight
majority of the Indian players in forwarding software, which enables the
the freight forwarding and logistics freight forwarders and their customers,
services industry are apprehensive agents and vendors to be integrated with
about using the services of new its operations.
technologies and hence refrain
from investing in the same. “This,
I believe, is primarily because of optimize their operations,” he maintained.
the fact that they are still in a In his opinion, the freight forwarders need to
developing stage. However, it will understand the visibility, transparency and real
not be long before they adapt to time tracking of shipments to the customers as a
the sophistication of technology to value add to the services.
WWW.CARGOTALK.IN
News in Brief
Industry Update
Shobana NS takes over as CFO,

Take Solutions
TAKE Solutions has announced the appointment its incorporation in 2000.In this period of 10 years,
Shobana NS
of Shobana NS as the Chief Financial Officer she showcased her proficiency in both strategic
(CFO). Shobana has over 15 years of expertise in and operational role and was vice president –
strategic and operational aspects of management finance and accounts before being promoted to her
with continuous exposure and experience in supply new role.
chain management and general management roles.
She began her assignment with Take Solutions since
First Flight to strengthen

surface cargo division
ML Saboo
First Wheels (surface division) of First Flight increased to 1000+ locations with the complete
Couriers launched about five years back as a part network of our own branches and exclusive
of its ever growing flagship courier company and business associates,” said Saboo.
in last financial year, contributed around Rs 800 He also shared that introduction of direct trunk
million in overall First Flight’s group turnover of Rs routes of all the containerised vehicles and the
4000 million. With this, the company has decided increase in number of feeder routes at every
to multiply the share of surface cargo division in strategic location will ensure the fastest and
the coming years. M L Saboo, group director, will safest connectivity. First Wheels has already
directly be heading as CEO of First Wheels. developed software for the purpose of track
“First Wheels is already covering more than and trace of the consignments and each of their
500 locations pan India, which will ultimately be vehicles is connected.

Industry Association
Express Cargo
EICI to
RK Saboo
implement EDI
in Delhi and Mumbai airports
Recently, the Express Industry Council of India (EICI) opened its own
terminal in Mumbai for export and import cargo operation. Built on 35,000
sq.ft. area of land, the terminal is offering bonded warehousing facilities and
all other state-of-the-art facilities. CT Bureau
peaking to Cargo Talk RK Saboo, chairman, EICI informed companies, and the same policy would be followed for the forthcoming
S that the council is now working for separate terminals for

domestic express cargo at all the major airports. “We are utterly
disappointed to see our cargo lying outside without any roof
or shed at the airports. The condition becomes dismal during
monsoon causing huge losses for the shippers,” said Saboo. Meanwhile, EICI
has taken some joint initiatives with the airport operators viz Bangalore
and are also talking to authorities at Kolkata airport.
terminals. “Our terminals are for all users at very reasonable charges. The
terminals are equipped with all modern facilities. The EDI connectivity
would also be in place very soon,” he said. EICI has developed the EDI for
courier clearances, jointly with Indian Customs under the PPP model. The
system would shortly go live in Mumbai and Delhi express gateways. He
further added that with EDI connectivity the trade would benefit largely
from visibility of clearances as well as with speed of clearance. Most express
Saboo made it clear that the existing EICI terminals are open for all express companies have data from the time they pick up shipments to delivery of
Vineet Kumar, chief commissioner, Customs Mumbai,

inaugurating EICI’s Mumbai Terminal
these shipments. However customs clearance is one area where

there is low visibility of data due to EDI not being in place. With
the creation of an EDI system that need would be plugged.
Saboo underlined the importance of e-trade and e-freight in
view of the future challenges before the courier and express cargo
industry. EICI is also emphasising on awareness programmes
among its members about new rules and regulations. “We would
be organising seminars and training programmes on various issues
like handling of sensitive cargos, EDI.

Obituary
Homage
DV (Ravi) Madhavan
A friend in
need
departs silently
DV (Ravi) Madhavan passed Tribute from close associates
away in March 2010. He is Siva Sivasubramaniam Jhangoo Daruwalla
survived by his wife, a chairman – ACAAI SRC CargoLux
daughter and a son. Ravi was My memory of Ravi goes back to the eighties. Our I had daily contacts with Ravi, and his approach,
born in Renigunta, Andhra relationship was one of mutual respect. I always dedication and Professionalism never ever faded.
admired the way he meticulously handled issues A true friend ever ready to help and assist in any
Pradesh in 1954.
related to our industry. He never hesitated to ask way he could, Ravi will be greatly missed by one
D V Madhavan began his questions and was always eager to learn. and all.
career with Trade Wings and
Ramesh Pillai ( chairman, BAR CARGO Karthik Radhakanthan
then shifted to GSA Kuwait – South) manager – cargo sales ( cargo manager – South & East India
Southern India), Kuwait Airways Cathay Pacific Cargo
Airways. Then began his long
stint with Sri Lankan Airlines Ravi was a man of few words but full of action. He Ravi was a strong and articulate man widely
was a perfectionist and very devoted to his work acknowledged as a stalwart in air cargo industry.
(Air Lanka when he started
whether it was his responsibility as the country He used to involve himself with selfless passion in
working in Trivandrum) – he manager for an airline or the chairman of the Board everything. He had immense knowledge, not only
moved to Chennai in 2000 as of Airlines for Cargo South. of the industry he represented, but also the geo-
political scenarios associated with it. To many of
sales manager passenger & Hazari Faleel us, he was a walking encyclopedia.
regional cargo manager SriLankan
cargo. He worked for 27 years Airlines– Middle East Ramnath Raghavan
with the company and when managing director, Shell Air Freight
The untimely demise of our beloved colleague Ravi Services
he resigned in January 2010,
Madhavan was a blow to all at Srilankan Airlines,
he had been working as the particularly the Cargo Team. I have personally His friendly disposition, his tendency to help those
cargo manager – India, Sri known him for the past 27 years. Ravi had the in need and his enthusiastic participation in any
ability to successfully resolve any issue. He was a event organised for a cause endeared him to one
Lankan Airlines. fun loving colleague and a wonderful friend. and all. Ravi was a great organiser of events and
his skills were much sought after.
Anthony Gonsalves
CM – TamilNadu, Emirates Cargo Vipan Jain, chairman, Bar (I)-Cargo
Committee-NR
During last many years I have known Ravi since
my visit to Chennai. During my initial years with The airline cargo fraternity , especially in South
Emirates and later in BAR Cargo, I had come to India, will be deprived without his leadership as he
know him as a very humane, down to earth person has been one of the calmest and mature persons
and a family man! around. I have had the honour & privilege of meeting
and working with him on various issues.

Industry News
Bilateral Relationships
Trade associations meet

Chinese counterparts
arious chambers of commerce
V like CII, FICCI and ASSOCHAM

interacted with the Chinese
counterparts regarding
enhancement of bilateral trade
between India and China. The industry bodies had
the interaction on the occasion of the State visit
of Pratibha Devisingh Patil, President of India, to
the People’s Republic of China, from May 26 to
31, 2010. This was the first visit by a President
of India to China in a decade. She visited Beijing,
Luoyang and Shanghai.
The President also addressed an India-China
business forum to provide fillip to the bilateral
trade. India and China are working together to
achieve the bilateral trade target of US $ 60
billion in 2010. She underlined that India is open Pratibha Devisingh Patil, President of India, along with the trade delegation from India. Also seen in the
picture is Mahesh Trikha, MD, Aargus Global Logistics (standing 7th from left), who headed the trade
for business and the country would welcome delegation from India.
Chinese investments into India.

View Point
Current Issues
Euro effect on Indian

freight forwarders
The British Pound now is certainly falling down every day. So
is its neighbour – the Euro. As usual, the world economic
pundits are now pointing Greece as the cause.
Notwithstanding the impact of the European Economic
Volcano in other parts of the world business, it may be worth to
know ‘what is in it for me’ i.e for the Indian freight forwarding
B Govindarajan, COO,
Tirwin Management Services
community. B Govindarajan
INDIAN RUPEE AIRLINES’ Ascertain and monitor the financial stability

PRESSURES of their overseas counterparts/agents especially
Though there will be unexpected downfall of when there are dues from them
Indian Rupee now and then, because of the Indian air cargo is highly dependent on foreign Be cautious while sending ‘charges collect’
Central Bank intervention, Indian Rupee is not airlines, whose native currencies feel the heat shipments since consignees may have challenges
likely to lose its shine. Thanks to our encouraging because of US Dollar and Euro dependence. in taking delivery of the goods
rate of GDP as well as traditional thinking of For these foreign airlines, Indian market is
saving gold for our grand and great grand always a milking cow. Now these airlines will Be cautious while extending credit to the
children. face poor realization of their Indian earning, in shippers for ‘prepaid’ shipments since the
their currency, when repatriated to their country. non-delivery to the consignees may prompt
EXPORTERS’ This realisation will certainly make them exploit the shippers to delay or deny payments to the
PRESSURES the market conditions further to ask for the sun forwarder.
(higher rates) the moon (illogical surcharges)
Our exports to economically shaken markets such and the star (unethical other charges) for the
as USA and Europe are likely to be in limping export shipments from India, which in turn will
mode because of poor market conditions as bring additional costs pressures on exports and
OPPORTUNITIES
well as poor export realization in our currency. forwarding.
Challenges do provide
Exporters in an attempt to be competitive will It may be a necessity now for Indian forwarding
opportunities. One can
try and pass on the forwarding-costs pressures community to work closely with the government
certainly expect some of the
to the forwarders. It is time for the forwarders to bring in some discipline in rate structure (as
medium and small freight
to bring in more efficiency in their operations to has been done by the government for passenger
forwarders in the European
keep the costs under control. segment) and also to promote chartering of
markets, as part of their
The cost pressures will also push our exporters to freighters that are now available with Indian
survival strategy, to put a ‘for
look for alternate markets, especially within Asia, operators on rupee terms.
sale’ or ‘for JV’ boards. It is
Africa and South America. Majority of our freight now time for Indian freight
forwarders face challenges in shipping cargo FOREIGN AGENTS’ forwarders, who would like to
by air to Dhaka, for instance, at the right price AND CONSIGNEES’ spread their wings in those
and time though they take pride in dealing with PRESSURES markets, to look for such
falling markets. It may be good for a forwarder opportunities since cost of
to have a close look at these strong and growing The European economic challenges are expected such initiatives, in Rupee
markets. to put many out of business. Indian forwarders terms, is expected to be lower.
need to :

Corporate Social Responsibilities
Social Welfare
UTi organises
charity walk in Gurgaon...
U
T Worldwide India organised
‘Delivering Better Lives
Walkathon’ on May 22, 2010
in DLF Cyber City Phase II,
Gurgaon, Haryana. The event started at 7
am and ended at 9 am.
The company had planned to cover almost
40,000 kilometers and have asked all its
branches and associates to organise the
Walkathon. According to UTi sources, this
charity walk is organised for welfare, of the
down-trodden in the society. This year all
contributions will go towards reconstruction
projects in Chile.
UTi officials and staff during Walkathon

Logistics Services
New Areas
Rural
Logistics
Opportunities galore despite
challenges
R Venkatesan, Sr Advisor,
NCAER With US$145 to $150 billion rural consumption
of private retail, logistics service industry is
apparently becoming a lucrative area for the
3PL companies in India. Recently, top sales,
operations and supply chain stalwarts
congregated at the Supply Chain Leadership
Council’s ‘Rural Penetration & Distribution
Summit ’10 held in Mumbai to discuss
penetration and distribution strategies for
rural India. Ratan Kr Paul
Gautami Seksaria, Founder & Partner,
Supply Chain Leadership Council
he conference had around 75 According to a recently released ASSOCHAM
T delegates, mainly functional

heads of FMCG, durables,
pharmaceuticals, electronics,
telecom, auto and retail
companies as well as heads of 3PL (3rd
party logistics) operators.
During the meet, the fact which was
report, combined rural incomes will total
Rs 130, 00,000 million in 2011, up from
Rs 80,00,000 million a decade ago. A
prosperous village of 10,000 people or 1,500
households today, on an average, has 3000
motorcycles, 20 cars and 32 tractors. Half
the households have a TV and a refrigerator,
discussed was that an average Indian village a third use a shampoo and a fourth consumes
today well represents an emerging, powerful cold drink frequently.
consumer community. Rising crop prices, ASSOCHAM has also unveiled that the
sale of land to developers, crop rotations, Indian logistics industry is poised to become
export orientation and homecoming of the a US $125 billion industry by 2010, an
Shailesh Naik, Head -
rural youth, government initiatives and increase of around 17 per cent, from the
E-Choupal Channel, ITC better wages for farm labour are creating current. It is worth mentioning that rural
disposable surpluses in the hands of rural logistics will play a crucial role in the overall
and small town Indians. development of logistics industry in the
Another fact which surfaced was that when country.
urban consumption peaks and market The ASSOCHAM forecast said that the 3PL
shares get further split, new growth for key industry is expected to become a US $90
sectors mainly FMCG, consumer durables, million industry by 2012 from the current
auto, pharmaceuticals and electronics will US $58 million, as around 55 per cent of
come from small town and rural India. Indian companies are outsourcing logistic

Logistics Services
New Areas
Vishal Sehgal, director - The 3PL industry is expected to become a $90 million
LOGISTICS logistics & supply chain, Whirlpool industry from the current $58 million, as around 55 per
OPPORTUNITIES cent of Indian companies are outsourcing logistic services
like supply chain management and warehousing, which
used to be between 10-15 per cent, ten years ago.
However, rural penetration and distribution challenges remain
FACTS RURAL INDIA abundant. Some of these include dispersed population which
is further regionalised on economic and socio-economic
parameters, seasonal demand, inadequate product display,
comparison and reference options, challenging after-sales
6,38,600 The purchasing
service models, poor road infrastructure and fragmented
villages across the power in rural
country account India is on the rise transportation service, too many distribution layers, high
for more than wastages and breakages, lack of intermodal integration and
70 per cent of Higher lack of organised 3PL focus.
population. middle income During his speech at the conference, R Venkatesan, senior
population in rural
advisor, National Council for Applied Economic Research
Rural and area as compared Rural Distribution (NCAER) commented that often lack of quality data results
small town to urban area.
India represents Challenges in lesser than desired clarity on the size of rural opportunity to
an emerging Number of marketers. According to him, the rural urban split in consumer
and powerful ‘pucca’ houses Large number of small spending stands at 9:11 with rural India accounting for private
consumer doubled. markets retail consumption of US $145 to $150 billion. He highlighted
community.
Dispersed population and that as the urban market is getting saturated, India is looking at
Rural literacy
Rapid increase level improved trade the rural market to spur its stakeholders’/economy growth.
in income from 36 per cent Poor connectivity and He also pointed out that while agriculture and allied contribute
leading to a to 60 per cent. infrastructure only about 20 per cent to the GDP from an agribusiness
faster increase Low availability of suitable perspective of the economy, more than 50 per cent of India’s
in demand Increase in
dealers GDP comes from the agribusiness sector. “Agribusiness has
of consumer population of
durables. NRVs (non- Inadequate banking/ credit strong linkages not only with the agricultural sector but
resident villagers). facilities also with the industrial and service sectors. As per experts,
Rural market Poor product display and commodities sector accounts around 58 per cent of GDP,”
is growing at More than 40 visibility he added.
a faster pace per cent villages
Poor communication of At present, commodities worth Rs 110,000 crore are being
than its urban connected to
counterpart. road. offers and schemes traded and future trading is permitted in more than 100
commodities.
services like supply chain management and

warehousing, which used to be between
10-15 per cent, ten years ago.
According to ASSOCHAM, the concept
(3PL), which was introduced in US and
Europe, is fast catching up the pace to
increase the efficiency of domestic corporates
through efficient logistic functions.
The 3PL industry is expected to become a
US $90 million industry from the current
$58 million, as around 55 per cent of
Indian companies are outsourcing logistic
services like supply chain management and
warehousing, which used to be between
10-15 per cent, ten years ago.
According to ASSOCHAM, the concept
(3PL), which was introduced in US and
Europe, is fast catching up the pace to
increase the efficiency of domestic corporates
through efficient logistic functions.

Logistics Services
New Areas
Further, there are three national and Indian rural scenario. IGO, in existence India will continue to live in its villages
21 regional exchanges for commodity for a decade now, is targetting a 52
future trading. per cent growth in this financial year
over last year. 6.38 lakh villages
Participants of the summit say... “Some 6,38,600 villages across the
Anuj Pasrija, country head -Arogya country account for more than 70 per rural will continue to
be important
Parivar, a rural focussed socio- cent of population. Rural and small
commercial initiative from Novartis town India represents an emerging
India, explained that industry players and powerful consumer community
must work together on opening up the and rapid increase in income, leading
rural markets as once the potential faster increase in demand of consumer
is unlocked, there will be enough for durables,” emphasised Vishal Sehgal,
everybody. director - logistics & supply chain,
Whirlpool. He also highlighted that
Sanjay Kumar, head (marketing) this market is growing at a faster pace
– Mirc Electronics (of Onida fame) than its urban counterpart and there
used the story of IGO, Onida’s sister is higher middle income population in
brand meant exclusively for the rural rural area than urban area.
markets to explain the significance of Other speakers included Clifford
innovation in product development Patrao, vice president, IBM India,
and distribution strategy to excel in the Shailesh Naik, general manager and
(L to R) Ashutosh Tripathi, Hari Goyal, Anuj

Pasrija, Jasbir Nanda
head - E Choupal, ITC and Rahul Sharma, head - Centre for

Rural Information & Insights, Mahindra & Mahindra.
Supply Chain Leadership Council (SCLC), the organiser of
the conference, is dedicated to developing the largest and
the most active community of supply chain professionals
in India. “SCLC is focussed on delivering forums with bold
and well timed themes, dedicated to the Indian logistics and
supply chain sector, thereby providing an able platform for
meaningful interaction within the industry as well as for
consolidating the industry’s opinions and concerns towards
policymakers,” shared Gautami Seksaria, founder & partner,
SCLC.

Cargo Performance
Aircraft Movement
TRAFFIC STATISTICS
I N T E R NAT I O NA L A I R C R A F T M OV E M E N T S
Aircraft Movements (In Nos.)
For the Month For the period April to March

Sl. No. AIRPORT MARCH-2010 MARCH-2009 % CHANGE 2009-10 2008-09 % CHANGE
11 INTERNATIONAL AIRPORTS
1 CHENNAI 2718 2651 2.5 31674 30453 4.0
2 KOLKATA 1238 1002 23.6 13493 11070 21.9
3 AHMEDABAD 545 482 13.1 7036 5635 24.9
4 GOA 376 410 -8.3 3028 2738 10.6
5 TRIVANDRUM 1362 1172 16.2 15185 13004 16.8
6 CALICUT 1270 1303 -2.5 14708 16888 -12.9
7 GUWAHATI 0 0 - 46 100 -54.0
8 JAIPUR 208 230 -9.6 2730 2953 -7.6
9 SRINAGAR 0 8 -100.0 264 174 51.7
10 AMRITSAR 382 245 55.9 3844 3517 9.3
11 PORTBLAIR 0 0 - 9 0 -
TOTAL 8099 7503 7.9 92017 86532 6.3
6 JV INTERNATIONAL AIRPORTS
12 MUMBAI
(MIAL) ` 5486 5436 0.9 65169 65574 -0.6
13 DELHI
(DIAL) 5830 5104 14.2 63438 59495 6.6
14 BANGALORE
(BIAL) 1148 1315 -12.7 13509 13920 -3.0
15 HYDERABAD
(GHIAL) 1169 1063 10.0 13567 12136 11.8
16 COCHIN
(CIAL) 1533 1443 6.2 18091 19058 -5.1
17 NAGPUR
(MIPL) 28 102 -72.5 874 1556 -43.8
TOTAL 15194 14463 5.1 174648 171739 1.7
9 CUSTOM
AIRPORTS
18 PUNE 98 104 -5.8 1156 790 46.3
19 COIMBATORE 66 62 6.5 850 926 -8.2
20 LUCKNOW 150 166 -9.6 2381 2008 18.6
21 MANGALORE 256 216 18.5 2918 2498 16.8
22 TRICHY 466 468 -0.4 5792 4145 39.7
23 BAGDOGRA 32 0 - 326 0 -
24 VARANASI 96 70 37.1 854 803 6.4
25 PATNA 0 0 - 4 10 -60.0
26 GAYA 160 122 31.1 1056 756 39.7
TOTAL 1324 1208 9.6 15337 11936 28.5
TOTAL (20 Non-Custom
Domestic Airports) 6 14 - 145 82 76.8
OTHER AIRPORTS 8 14 -42.9 40 56 -28.6
GRAND TOTAL
(11+6+9+20+OTH) 24631 23202 6.2 282187 270345 4.4
Source: AAI

Cargo Performance
Aircraft Movement
TRAFFIC STATISTICS
D O M E S T I C A I R C R A F T M O V E M E N T S
Aircraft Movements (In Nos.)

Sl. No. AIRPORT MARCH-2010 MARCH-2009 % CHANGE 2009-10 2008-09 % Change
1 CHENNAI 6921 7276 -4.9 78491 85458 -8.2
2 KOLKATA 6242 5734 8.9 72218 70761 2.1
3 AHMEDABAD 2348 2204 6.5 26717 26043 2.6
4 GOA 1738 1862 -6.7 21298 19198 10.9
5 TRIVANDRUM 827 814 1.6 10166 8880 14.5
6 CALICUT 200 195 2.6 2907 2544 14.3
7 GUWAHATI 2186 2010 8.8 26149 25062 4.3
8 JAIPUR 1306 1252 4.3 15728 14057 11.9
9 SRINAGAR 748 548 36.5 8386 6885 21.8
10 AMRITSAR 322 338 -4.7 3985 2976 33.9
11 PORTBLAIR 544 466 16.7 5975 7126 -16.2
TOTAL 23382 22699 3.0 272020 268990 1.1
12 MUMBAI (MIAL) 14405 13715 5.0 164632 161940 1.7
13 DELHI (DIAL) 14645 13170 11.2 165789 157896 5.0
14 BANGALORE (BIAL) 8093 6917 17.0 91187 91057 0.1
15 HYDERABAD (GHIAL) 5759 5567 3.4 66449 68744 -3.3
16 COCHIN (CIAL) 1900 1850 2.7 22812 21529 6.0
17 NAGPUR (MIPL) 1230 816 50.7 11404 10989 3.8
TOTAL 46032 42035 9.5 522273 512155 2.0
9 CUSTOM AIRPORTS
18 PUNE 1776 1660 7.0 20466 18398 11.2
19 COIMBATORE 1260 1264 -0.3 14346 14355 -0.1
20 LUCKNOW 979 796 23.0 10768 9223 16.8
21 MANGALORE 640 686 -6.7 7628 8622 -11.5
22 TRICHY 132 130 1.5 1433 2006 -28.6
23 BAGDOGRA 605 486 24.5 6837 6273 9.0
24 VARANASI 438 460 -4.8 4958 4974 -0.3
25 PATNA 746 424 75.9 7456 5220 42.8
26 GAYA 0 2 -100.0 0 14 -100.0
TOTAL 6576 5908 11.3 73892 69085 7.0
20 DOMESTIC AIRPORTS
27 BHUBANESWAR 1001 866 15.6 10708 9962 7.5
28 INDORE 1122 932 20.4 11577 13179 -12.2
29 VISAKHAPATNAM 983 1110 -11.4 11500 14879 -22.7
30 VADODARA 430 503 -14.5 5580 6117 -8.8
31 JAMMU 710 472 50.4 7558 6206 21.8
32 RAIPUR 738 726 1.7 7870 9142 -13.9
33 AGARTALA 676 640 5.6 7926 7427 6.7
34 CHANDIGARH 596 380 56.8 5721 4804 19.1
35 MADURAI 594 581 2.2 6476 7662 -15.5
36 IMPHAL 570 503 13.3 6667 5913 12.8
37 UDAIPUR 590 518 13.9 6926 6078 14.0
38 RANCHI 364 370 -1.6 4523 5588 -19.1
39 BHOPAL 520 544 -4.4 6135 6138 0.0
40 LEH 224 186 20.4 2316 2124 9.0
41 AURANGABAD 320 340 -5.9 3916 3992 -1.9
42 TIRUPATI 256 264 -3.0 2904 3706 -21.6
43 JUHU 1412 1847 -23.6 20535 21184 -3.1
44 SILCHAR 296 344 -14.0 3740 4294 -12.9
45 RAJKOT 184 184 0.0 2154 1778 21.1
46 DIBRUGARH 296 314 -5.7 3749 3492 7.4
TOTAL 11882 11624 2.2 138481 143665 -3.6
OTHER AIRPORTS 3829 3825 0.1 41758 42292 -1.3
GRAND TOTAL(11+6+9+20+OTH) 91701 86091 6.5 1048424 1036187 1.2
Source: AAI

Green Logistics
Carbon Offset Programme
John Pearson, CEO,

DHL Express, APEM
DHL Express India performs

commendably on reduction of
CO 2 emission
DHL, the world’s leading express company, recently revealed that
its express division in Asia Pacific has improved overall CO²
efficiency by 19 per cent year-on-year. DHL Express India
registered one of the best scores for the reduction of CO²
emissions - A reduction of 1.7 million kilograms of CO² emissions
across close to 150 sites of operations. CT Bureau

Green Logistics
Carbon Offset Programme
O
verall, the company reduced per cent reduction, per unit of CO² emissions, vehicles with 75 motorbikes thereby increasing
CO² emissions by 13 million in its real estate energy consumption. Having fuel efficiency. Blue Dart, which operates
kilograms for FY2009 – reduced its per unit Ground Transport Fuel over 5,000 vehicles, worked on substituting
representing a 9 per cent consumption by 6 per cent and improved its air routes with intercity road line haul. “At
reduction of CO ² emissions per unit CO² emissions from real estate by 32 the same time, we have implemented pick up
and yielding €10 million savings in overall per cent, Blue Dart, part of the DHL Group, and delivery optimization measures to further
energy and ground vehicular fuel costs – with saw an improvement in CO² efficiency by 10 enhance our operational efficiency and service
its region-wide carbon footprint assessment per cent year-on-year. levels for customers,” said Malcolm Monteiro,
and abatement programme. For Blue Dart, measures undertaken included senior vice president and area director, South
These are the first results of the carbon footprint raising awareness and close monitoring of Asia, DHL Express.
assessment and abatement programme which energy expenditures, route optimization for In India, DHL Express’ internal initiatives
was started by DHL Express in 2008, covering its vehicles, introducing fuel-efficient vehicles, included optimising delivery routes, switching
over 1,000 facilities in 27 markets across Asia initiating lights-off initiatives, reduction in air to clean fuels and consolidating facilities in the
Pacific. The purpose of the assessment was to conditioning usage, re-lamping using energy- country. “Simple measures went a long way
measure and reduce DHL Express’ carbon efficient light bulbs and re-use of plastic bags – encouraging staff to switch off the lights in
footprint from energy consumption in real for load transfer. areas which are not in use, adjusting the air
estate and its transport fleet. Fleet optimisation was one of the key areas for conditioning to an optimal setting, phasing
out excess printers and photocopiers, auto
hibernation of PC monitors and prudent use
Malcolm Monteiro, senior vice president and area
director, South Asia, DHL Express.
of Material Handling Equipment (MHE)
to optimise the energy consumption and
utilization,” added Monteiro.
According to John Pearson, CEO, DHL Express,
Asia Pacific, Eastern Europe, Middle East
and Africa (APEM), DHL was the first in the
logistics sector to set specific and quantifiable
CO² targets. Globally, as part of its GoGreen
Climate Protection Programme, DHL has
announced plans to improve its carbon
efficiency by 2020 compared to 2007 levels.
The group has set stringent targets to reduce
emissions per package, per square metre of
real estate used and tons transported.
“As the world’s leading express company,
we are committed to sustainability and have
a responsibility to address environmental
challenges. Across Asia Pacific, we took steps
to reduce our carbon footprint and improve
energy efficiency, optimising delivery routes,
switching to clear fuels and consolidating
facilities in the region. The results of our
assessment are a great encouragement –
clearly, with our commitment to sustainable
solutions, we can make a difference,” said
Pearson.
He also highlighted that globally, DHL was
among the first companies to offer products
to customers to off-set the carbon footprint
generated from transporting their shipments.
“With DHL Express GOGREEN shipping, we
calculate the carbon emissions generated by
transporting each customer shipment from the
country of origin to destination. DHL offsets
these emissions by reinvesting in certified
Remarkably, DHL India Express reduced its emission improvement in India. DHL Express carbon management programmes such as
per unit CO² emissions by 40 per cent, year-on- reviewed areas where they predominantly alternative fuel vehicle technology, solar panels
year in ground transport and registered a 24 delivered documents and replaced over 60 and wind energy,” he added.

Guest Column
Emerging Trends
An emerging logistics paradigm:

imperative for India
to grasp it
No other branch of industry has been as profoundly affected by
globalisation as the logistics sector. Raw materials may be
obtained from the cheapest supplier anywhere in the world.
Raghu Dayal
Raghu Dayal
in the world will be manufactured and cost reduction. Trade is becoming more and
in a country different from where more globalised, more complex global economic
they are consumed, compared with integration, and an intricate network of global
20 per cent now (McKinsey & Co.). flows and hubs. To stay competitive in complex
The result will be an increasing business ecosystems, enterprises need to grasp
reorganisation of the network processes which enable different stakeholders to
of international trade, requiring collaborate seamlessly across time horizons and
enormous flexibility on the part of functional and geographical barriers.
logistics service providers. Supply-chain management is an evolution
Logistics promotes and facilitates the of logistics. The supply chain management
O
utsourcing is the flavour of the
season. In-house production
in sectors such as automobile
manufacturing has been
reduced to just about 30-40
per cent. By the year 2020, 80 percent of the goods
process of globalisation. As logistics
shifts from a purely cost centre to
one creating value, it is today emerging, in the
words of Peter Drucker, as the last frontier for
management to conquer. Effective logistics
management helps companies gain competitive
advantage through both value enhancement
‘
is “bigger” than logistics; logistics forms an
important part of it. Certain key words closely
associated with logistics appear in many
definitions of the supply chain concept; they
include integration, sequential flow, value added
services. The logistics business is no longer limited
to basic transportation but encompasses a gamut
‘
The logistics business is no longer
limited to basic transportation
but encompasses a gamut of servicess
of services such as warehousing, distribution, each member of the supply chain influences or marketing channel, but also third party
inventory management, order processing, the performance of others and the overall logistics providers (3PL). Influences from
packaging, labelling. supply chain performance. a number of desparate sources are likely to
Transport plays a key role in supply chain continue to exert pressure on companies to
structure in contributing to time-compression, KEY establish integrated supply chains. A 4PL or
reliability, standardisation, just-in-time TRENDS lead logistics “manager” is sometimes seen
delivery, infor mation systems suppor t, Partnerships are now established between as a supply chain “manager”, a coordinating
flexibility and customization. The supply different members of the supply chain, not only intermediary between the shipper and 3PL.
chain management approach assumes that suppliers and customers in the distribution Logistics is growing faster and delivering

Guest Column
Emerging Trends
higher economic returns than more detrimental to a country’s development

the transportation sector. In than ever before. Inefficiency of transport
the quest for sustainable infrastructure and service can be a barrier to
and profitable growth, trade. Transport and logistics costs most often
transportation companies pose a barrier, at least as large, and frequently
will continue to migrate larger than tariffs.
from pure transport to value Worldwide, transpor t growth has been
added logistics services. consistently higher than the economic growth
Different related functions, due to specialisation, sourcing of material
e.g., warehousing, order on a wider scale, just-in-time strategies,
processing, transport and increase and dispersal of retail and wholesale
customer service which activities. To stay competitive in complex
were originally fragmented, business ecosystems, enterprises need to grasp
came to be treated in a more processes which enable different stakeholders
integrated way. Cost savings to collaborate seamlessly across time horizons
through integrating inbound and functional and geographical barriers. The
(materials management) value of trade is growing much faster than its
and outbound (physical weight.
distribution) functions being
identified, this process has been
accelerated through greater
transport deregulation, more EFFECTIVE
international competition, LOGISTICS
and more overseas sourcing MANAGEMENT
for raw materials or
components.
More than half of world trade
today is intra-industry trade.
This trade consists of final
1 Effective logistics
management helps companies
gain competitive advantage through
and inter mediate goods, both value enhancement and cost
with both having increased reduction.
considerably over the last 50
years. Intra-industry trade
in machines and transport
equipment is the highest.
a common web of integrated supply chain for
2 In the quest for sustainable
and profitable growth,
transportation companies will
Falling communications costs
have resulted in greater fragmentation of speed, efficiency and reliability. continue to migrate from pure
services into “components,” supplied to final As transport costs fall, physical geography transport to value added logistics
consumers from different parts of the world. matters less. But with economies of scale in services
production, economic geography matters
THE COST
FACTOR
more. With the recent increase in the intensity
of international trade, the demand for speed
has increased and with the decline in air
3 More than half of world trade
today is intra-industry trade.
This trade consists of final and
Transport and trade costs influence trade transport costs, the price of speed has fallen intermediate goods
volumes. A 10 percent increase in trade costs dramatically. Goods with the highest time
is estimated to reduce trade volumes by 20 per sensitivity have seen the fastest increase in
cent. Trade in intermediate goods is especially
sensitive to transport costs.
Fa l l i n g c o s t s o f t r a n s p o r t a t i o n a n d
trade, e.g., perishable agricultural goods,
fashion articles, or electronics. Faster transport
can speed the changes in the geography of
4 Transport and trade costs
influence trade volumes. A 10
percent increase in trade costs is
communication have made the world smaller. trade. estimated to reduce trade volumes
But they have also made economic activity by 20 percent.
more geographically concentrated. More trade NEED OF
means lower costs of transportation which, THE HOUR
in turn, has meant more trade. Emphasis is (Raghu Dayal is formerly joint secretary,
on integration of national and international In view of greater global integration, high ministry of commerce, government of India
and former managing director, container
production systems with a greater demand of transport costs and low connectivity levels are corporation of India)

Infrastructure Update
IGI Airport, Delhi
KS Kunwar
Poised to be the
‘CargoGateway
of India’ KS Kunwar, associate vice president, cargo
commercial, Delhi International Airport
(DIAL), provides an overview of
infrastructural development in the cargo
terminal at IGI Airport, Delhi during last
five years. CT Bureau
T
he Indira Gandhi International Airport (IGIA) cargo
terminal has completed 24 years of its operation since
May 1986 and will be celebrating its silver jubilee
in the year 2011. It was the first semi mechanised
Outsourcing
CARGO TERMINALS
of
“Integrated Cargo Terminal’’ in India with an
Elevating Transfer Vehicle (ETV) for unitisation and storage of
ULDs. In line with the pace of the cargo traffic growth, it has DIAL has within the period of one year.
expanded horizontally in phases. established two The Greenfield terminal operator
FACTS cargo terminal is also going to install highly
During the last 24 years of existence, IGIA has seen three expansion
operators. sophisticated and efficient
phases in both export and import terminals. The total Cargo Terminal
The existing equipment. Both the terminal
is spread over 27 acres of land with a covered area of 70,000 sq m
(Brownfield) operators shall handle all types
excluding the disposal unit. The cargo traffic handled through this of international, domestic,
cargo terminal has been
terminal also has crossed many milestones from 75,000 MT to 3 outsourced for operation, express and perishable cargo
lakh MT during the last 24 years. As per the current dwell time of management and development from its respective cargo
import and export cargo, this terminal is able to handle annually to a Turkish company called terminals.
around 90 million MT of import and export cargo. Currently IGI Celebi in November 25, 2009 While the cargo terminal
Airport handles around 30 million MT annually so the terminal is and the development and operation is outsourced to two
capable to handle any future growth. Last five years have been operation of Greenfield cargo reputed operators, DIAL holds
very challenging and significant periods for IGIA and cargo terminal terminal adjacent to the existing the responsibility of customs
in terms of growth, qualitative improvements, automation and terminal has been awarded to custodianship and also plays
CSC India. These two operators a role of a facilitator/business
change of ownership. As per the government decision, IGI Airport
will be competing against each partner/business developer, to
along with the cargo terminal, was outsourced to a joint venture
other in terms of services and enhance the air cargo business
company DIAL (Delhi International Airport Pvt.Ltd) with a major and bring operational excellence
pricing. This will be beneficial to
share of GMR group under PPP mode. The operation management the trade and users in getting in the cargo processing/
& development of the airport was taken over by DIAL from AAI competitive pricing of handling operation.
(Airports Authority of India w.e.f. May 3, 2006). charges as well as efficiency and
For the first time, IGIA cargo terminal crossed a milestone of handling quality in the services. DIAL has a vision to promote
more than 30 million MT of international cargo in a year, during The present covered area IGIA as a ÂCargo gateway of
2007-2008. Dwell time of import cargo came down significantly to (70000 sqm) of the cargo IndiaÊ with targetted cargo traffic
127 hrs from 171 hrs, and export cargo to 27 hrs from 53 hrs as it terminal for processing will soon of 2.3 million tonnes within next
was before, though our airport is still far behind to any international be increased more than double 5 to 6 years.
its present size. Accordingly, With these development plans
standard of 8 to 16 hrs. In regard to e- trade implementation,
the handling capacity of IGIA, of DIAL and the support of the
IGIA cargo terminal is the only terminal in the country which has
in terms of freight handling, government in improving the
implemented EDI in both export (2006) and import (2008) on a regulatory procedures, IGIA will
will increase significantly. Both
100 per cent basis. This project has won for DIAL a prestigious e-Asia the operators are going to achieve more than 11 per cent
2007 International Award by AFACT at Bangkok, Thailand under install new technologies and growth within a period of next 5
the category of trade facilitation. IGIA has also been adjudged the equipment of world standard to 6 years period.
“Best Emerging Cargo Airport” during 2010.

Cargo Performance
Import/Export
DELHI INTERNATIONAL AIRPORT

CARGO DEPARTMENT, IGI AIRPORT, NEW DELHI
(AIRLINE-WISE IMPORT/EXPORT CARGO PERFORMANCE
F O R T H E M O N T H O F M AY, 2 0 1 0
ALL WT. IN MT.
Export Export %
S No Airlines Export(MTS) Perishable (with Peri.) Import Total
Cargo of Total
Cargo (MTS) (UPL)(MTS)
1 Cathay Pacific 1206 80 1286 2230 3516 9.7%

2 Emirates 1203 891 2094 701 2795 7.7%
3 Jet Airways 925 266 1191 1190 2381 6.6%
4 British Airways 1157 8 1165 929 2094 5.8%
5 Lufthansa Cargo Airline 950 26 976 988 1964 5.4%
6 Air India 1034 195 1229 728 1957 5.4%
7 Singapore Airlines 799 16 815 833 1648 4.6%
8 Thai Airways 384 16 400 1058 1458 4.0%
9 Qatar Airways 587 173 760 498 1259 3.5%
10 Aerologic 609 0 609 425 1035 2.9%
11 Etihad Airways 420 73 493 402 895 2.5%
12 Turkish Airlines 659 7 666 152 818 2.3%
13 Klm 522 42 563 251 814 2.3%
14 Malaysian Airline System 376 52 427 380 807 2.2%
15 Fedex Express Corpation 514 10 524 262 786 2.2%
16 Swiss World Cargo(India) 462 1 463 290 752 2.1%
17 Uzbekistan 436 6 441 238 679 1.9%
18 Deccan Express Log 202 0 202 474 676 1.9%
19 China Air 300 1 301 373 674 1.9%
20 Virgin Atlantic 324 0 324 222 546 1.5%
21 Finnair 333 1 334 200 534 1.5%
22 Air France 281 59 340 176 516 1.4%
23 Saudia 428 35 463 7 470 1.3%
24 Austrian Airlines 313 8 321 147 467 1.3%
25 Eva Air 209 2 210 246 457 1.3%
26 Gulf Air 226 67 292 82 375 1.0%
27 China Eastern Airlines 178 6 184 185 369 1.0%
28 Aeroflot Cargo Airlines 240 50 290 67 357 1.0%
29 Jet Airways 201 1 202 125 326 0.9%
30 Japan Airlines 108 1 108 177 285 0.8%
31 Indian Airlines 146 5 151 123 274 0.8%
32 Air China 115 12 128 138 265 0.7%
33 Asiana Airlines 119 0 119 145 264 0.7%
34 Continental Airlines 154 0 154 92 247 0.7%
35 Kuwait Airlines 67 80 147 42 188 0.5%
36 Ariana Afghan Airlines 109 0 109 24 133 0.4%
37 Mahan Air 120 1 120 10 130 0.4%
38 Blue Dart 116 0 116 6 122 0.3%
39 Air Mauritius 95 1 97 7 104 0.3%
40 Oman Air 89 5 94 5 99 0.3%
41 Pamir Airways 90 4 94 0 94 0.3%
42 Ethopean Airlines 74 19 92 1 93 0.3%
43 Kam Air 79 0 79 0 79 0.2%
44 Pakistan International 22 1 23 46 69 0.2%
45 China Southern Airlines 15 0 15 49 64 0.2%
46 Air Arabia 57 0 57 4 61 0.2%
47 Sri Lankan Airlines Ltd 39 0 39 20 58 0.2%
48 Air Astana 33 4 38 0 38 0.1%
49 Turkmenisthan Airlines 38 0 38 0 38 0.1%
50 Royal Nepal Airlines 1 0 1 30 31 0.1%
51 Royal Jordanian Airlines 19 0 19 1 20 0.1%
52 Air India Express 4 0 4 1 5 0.0%
53 Jetlite 0 0 0 4 4 0.0%
54 Druk Air 2 0 2 0 2 0.0%
55 Misc 924 43 966 998 1964 5.4%
Total 18110 2266 20376 15783 36159
Cargo handled in May ‘09 13166 2169 15335 11286 26621
% VARIATION 37.55% 4.47% 32.87% 39.84% 35.83%
## Cargo Handled at Centre for Perishable Cargo

MUMBAI CSI AIRPORT
EXPORT/IMPORT CARGO TONNAGE HANDLED IN MAY 2010
(Including TP Cargo)
WEIGHT IN TONNES
EXPORT IMPORT TOTAL
S No Airlines General Perishable Total Exp +Imp
1 Jet Airways 1564.01 1203.50 2767.51 2462.64 5230.15

2 Emirates 1586.66 1266.19 2852.85 1304.14 4156.98
3 Air India 1018.95 1730.38 2749.33 1384.98 4134.31
4 Lufthansa 1006.39 28.88 1035.27 2349.94 3385.21
5 Cathay Pacific 954.14 27.65 981.79 2347.04 3328.83
6 British Airways 1114.80 326.16 1440.96 659.78 2100.74
7 Singapore Airlines 618.37 77.00 695.37 1191.34 1886.71
8 Kingfisher Airlines 500.43 0.00 500.43 1155.84 1656.27
9 Federal Express 721.56 5.75 727.31 476.70 1204.00
10 Qatar Airways 216.37 259.64 476.01 450.91 926.92
11 Thai Airways 260.49 50.69 311.17 594.88 906.05
12 Etihad Airways 377.80 19.44 397.24 407.43 804.68
13 Swiss Intl. Airlines 356.59 14.04 370.63 365.68 736.31
14 Saudi Arabian Airlines 396.52 305.29 701.81 10.64 712.45
15 Malaysian Airlines 379.26 2.10 381.36 299.27 680.63
16 Air France 369.55 26.90 396.45 262.17 658.62
17 Ethopian Airlines 527.11 14.36 541.47 98.20 639.66
18 Turkish Airlines 353.99 0.85 354.84 278.86 633.70
19 Delta Airlines/KLM/NW 253.07 96.94 350.01 199.05 549.06
20 Gulf Air 184.38 266.47 450.85 19.12 469.97
21 Korean Air 285.20 7.32 292.52 125.29 417.80
22 UPS 124.56 0.00 124.56 276.95 401.51
23 South African Airlines 293.75 1.60 295.35 86.33 381.68
24 Kuwait Airways 111.05 175.87 286.92 64.65 351.57
25 Kenya Airways 304.86 12.63 317.49 10.66 328.15
26 Charters 0.00 0.00 0.00 256.09 256.09
27 Qantas 101.80 1.16 102.96 146.74 249.70
28 Jade Cargo 0.00 0.00 0.00 198.25 198.25
29 Oman Air 34.74 105.20 139.94 14.71 154.65
30 Air Mauritius 145.56 1.10 146.66 7.79 154.46
31 Continental Airlines 73.78 0.00 73.78 75.49 149.26
32 EL-AL Airlines 64.20 0.08 64.28 66.44 130.71
33 Air Arabia 49.55 60.54 110.09 3.34 113.43
34 Srilankan Air 88.85 0.16 89.01 14.48 103.48
35 Pakistan Airways 44.67 31.40 76.07 19.14 95.21
36 Yemenia Airways 44.62 9.01 53.63 0.09 53.72
37 Iran Air 49.96 0.95 50.91 1.51 52.42
38 Indian Airlines 14.13 0.00 14.13 35.14 49.27
39 Egypt Air 38.61 1.96 40.57 3.93 44.50
40 Deccan Cargo 34.02 0.00 34.02 0.00 34.02
41 Blue Dart 12.28 0.00 12.28 19.21 31.49
42 Bahrain Air 20.52 0.00 20.52 0.00 20.52
43 Royal Jordanian Airways 6.74 0.00 6.74 2.85 9.59
44 Others 75.85 0.00 75.85 247.88 323.72
TOTAL 14779.73 6131.20 20835.08 17747.64 38582.72

News in Brief
Industry Update
VRL LOGISTICS HONOURED WITH

APOLLO CV AWARD
VRL Logistics was recently Sankeshwar, chairman, VRL

conferred with the Apollo Logistics, said that the company
CV Award for the Best has the largest fleet backed with
1 Practice Award Adopter

of the Year 2010. After
the recently received
3 decades of trust. VRL provides
its customers pertaining to
road transportation, express
international accolade, cargo movement re-distribution,
this is another milestone for VRL courier services, passenger
Logistics. transportation and warehousing.
Talking on this occasion, Vijay
Blue Dart launches

3 Express Pallet for
domestic operation
Blue Dart has launched a packaging solution
for its domestic customers called Express Pallet
(Domestic). According to the Blue dart sources,
Express Pallet is weather-resistant, safe, secure and
2 affordable door-to-door packaging solution, ideal
for heavier shipments. It is ‘built’ to accommodate
shipments ranging from 30kg to 100kg. The
design and structure allows the same box to be
adjusted into three different sizes with capacities
of 50 kg, 75 kg and 100 kg.
Gerald P Leary
Express Pallet is fitted with specially designed in-

FEDEX EXPRESS built wood-free pallet base for smooth and safe
APPOINTS NEW transportation via a forklift. The sturdy packaging
REGIONAL PRESIDENT ensures additional safety of the shipment. The
heavy-duty corrugated weather-proof cardboard
box is further strapped to provide additional
FedEx Express recently announced the appointment protection.
of Gerald P. Leary as regional president, FedEx
Express, Europe, Middle East, Indian Subcontinent and
Africa (EMEA). Leary will be based at the companyÊs
European headquarters in Brussels, Belgium.
Leary joined the Federal Express Corporation in 1974,
and has served in a number of key management roles
at both FedEx Express and FedEx Trade Networks. In
his current position at FedEx Express, Leary serves as
senior vice president, European Operations. In his new
role, Leary will be responsible for the leadership and
strategic direction of FedEx Express EMEA.

Shipping & Ports
Shipping News
MAERSK LINE LAUNCHES SERVICES

FOR URGENT CARGO
Maersk Line has recently launched an customers at different times.

upgrade option that enables customers Priority Product Upgrade is a loading
to get urgent cargo on board a ship and priority option offered to a customer. It
offers several other benefits. is available only at the time of booking
The new service known as ‘Priority and only for vessels where the market
Product Upgrade’, will help customers demand is greater than the capacity
who have compulsion to send certain available.
key shipments. “So, when a booking As part of this enhanced service, the
rejection or a delayed shipment would shipping line will embark a limited
normally be the only other alternatives, space on the vessel for Priority Product
Maersk Line will now offer its customers will while anticipating high demand.
the choice of upgrading their booking,” However, there will be services where
said the company sources. Maersk Line the company will not be offering the
has launched this new product keeping upgrade option due to local regulations
in view different needs of different such as FMC regulations.
KULPI PORT
PROJECT PUT
ON HOLD
INDIAN MARITIME CORPORATISATION Despite a decision taken by
CASUALTY the government that there
INVESTIGATION CELL OF 12 MAJOR PORTS ON
would a port at Kulpi in West
CREATED THE ANVIL Bengal, the project has been
put on hold, though there is
The Ministry of Shipping has The government is reported to be considering
a sufficient fund available,
approved creation of Indian corporatisation of the 12 major ports in the country, with an
objective to bring in greater autonomy for these ports. It is,
said sources closed to the
Maritime Casualty Investigation
Cell in view of recent growth in however, unlikely to follow disinvestment. 12 state-owned development. It has been
marine traffic which resulted in ports are Kolkata (with Haldia), Paradip, Visakhapatanam, about 15 years since the
increasing incidence of shipping Ennore, Chennai, Tuticorin, Cochin, New Mangalore, proposal to set up a port at
casualities and consequent loss Mormugao, Mumbai, Jawaharlal Nehru Port Trust and Kulpi on the bank of the river
of lives, ships and pollution to the Kandla · which handle over 500 million tonnes (MT) of Hooghly was first mooted.
marine environment. cargo annually. There were several issues that
One of the primary objectives of the require to be sorted, some
Cell will be to conduct investigation A final decision on corporatisation is yet to be taken. with the Union government
into the causes of casualty and According to K Mohandas, secretary, ministry of shipping,
and others with the State
incidents in accordance with government would prefer a „landlord‰ pattern for
government. Meanwhile, the
the provisions of the Merchant corporatisation, under which the corporate body will own
the port, while the services will be leased out. „Ideally,
promoter has changed. DP
Shipping Act, 1958 bearing in
mind the mandatory tenets of the a landlord structure has been recommended where the World is now the majority
International Maritime Organisation corporate entity will own the port property and the actual stakeholder in the promoting
Casualty Investigation. operations would be leased out,‰ Mohandas added. company.

Shipping Statistics
Export/Import
INDIAN PORT ASSOCIATION

TRAFFIC HANDLED AT MAJOR PORTS
(DURING APRIL TO MAY 2010*
VIS-A-VIS APRIL TO MAY 2009) (*) TENTATIVE
(IN ‘000 TONNES)
PORT P.O.L Iron Fertilizer Coal Container Other Total % var.

Target/ Traffic Ore Fin. Raw Ther- Co- Ton- TEUs Cargo against
mal king nage 2008-09
KOLKATA
Kolkata Dock System
TRF APRIL-MAY’2010 160 118 - - - - 1083 61 593 1954
TRF APRIL-MAY’2009 99 11 - - - - 1006 57 752 1868 4.60
Haldia Dock Complex
TRF APRIL-MAY’2010 1620 710 34 15 330 967 327 24 998 5001
TRF APRIL-MAY’2009 1620 1054 59 - 401 1035 224 18 1241 5634 -11.24
TOTAL: KOLKATA
TRF APRIL-MAY’2010 1780 828 34 15 330 967 1410 85 1591 6955
TRF APRIL-MAY’2009 1719 1065 59 0 401 1035 1230 75 1993 7502 -7.29
PARADIP
TRF APRIL-MAY’2010 2143 2070 - 425 2812 657 14 2 878 8999
TRF APRIL-MAY’2009 1702 2263 - 620 2938 594 4 - 1047 9168 -1.84
VISAKHAPATNAM
TRF APRIL-MAY’2010 3113 2846 433 27 486 1253 343 20 1706 10207
TRF APRIL-MAY’2009 3741 2745 371 85 654 1312 172 11 2006 11086 -7.93
ENNORE
TRF APRIL-MAY’2010 81 211 - - 1308 - - - 11 1611
TRF APRIL-MAY’2009 85 68 - - 1932 - - - 15 2100 -23.29
CHENNAI
TRF APRIL-MAY’2010 1928 1127 - 16 677 137 4780 247 1544 10209
TRF APRIL-MAY’2009 2348 1083 53 24 280 258 3161 176 1867 9074 12.51
TUTICORIN
TRF APRIL-MAY’2010 100 - 109 169 903 - 1119 75 1332 3732
TRF APRIL-MAY’2009 112 - 183 110 1106 - 1008 67 1224 3743 -0.29
COCHIN
TRF APRIL-MAY’2010 1889 - - 27 - - 725 53 164 2805
TRF APRIL-MAY’2009 1390 - 16 26 42 - 568 45 157 2199 27.56
NEW MANGALORE
TRF APRIL-MAY’2010 3083 1160 164 - - 552 123 8 496 5578
TRF APRIL-MAY’2009 3392 1297 158 6 - 356 77 4 628 5914 -5.68
MORMUGAO
TRF APRIL-MAY’2010 161 9385 43 - 56 666 20 1 248 10579
TRF APRIL-MAY’2009 140 8591 21 - 324 1071 24 2 351 10522 0.54
MUMBAI
TRF APRIL-MAY’2010 5490 - - 23 513 - 117 12 3425 9568
TRF APRIL-MAY’2009 5442 - 67 40 894 - 110 10 1839 8392 14.01
J.N.P.T.
TRF APRIL-MAY’2010 983 - - - - - 9182 751 355 10520
TRF APRIL-MAY’2009 824 - - - - - 8740 643 517 10081 4.35
KANDLA
TRF APRIL-MAY’2010 8212 31 896 133 505 79 427 24 3403 13686
TRF APRIL-MAY’2009 6498 202 636 157 245 111 327 21 3208 11384 20.22
ALL PORTS
TRF APRIL-MAY’2010 28963 17658 1679 835 7590 4311 18260 1279 15153 94449
TRF APRIL-MAY’2009 27393 17314 1564 1068 8816 4737 15421 1054 14852 91165 3.60
% Variation from 5.73 1.99 7.35 -21.82 -13.91 -8.99 18.41 21.33 2.03 3.60

Shipping Statistics
Export/Import
[REVISED ON 6-4-2010] INDIAN PORTS ASSOCIATION

TRAFFIC HANDLED AT MAJOR PORTS
(DURING APRIL TO MARCH’2010* VIS-A-VIS APRIL TO MARCH’2009)
(*) TENTATIVE
(IN ‘000 TONNES)
PORT P.O.L Iron Fertilizer Coal Container Other Total % var.

Target/ Traffic Ore Fin. Raw Ther- Co- Ton- TEUs Cargo against
mal king nage 2008-09
KOLKATA
Kolkata Dock System
TRF APRIL-MAR.’2010 724 809 2 45 - 16 6645 377 4804 13045
TRF APRIL-MAR.’2009 3436 288 - 9 - - 5476 302 3219 12428 4.96
Haldia Dock Complex
TRF APRIL-MAR.’2010 9338 7684 176 118 1489 6036 2010 124 6399 33250
TRF APRIL-MAR.’2009 16949 8747 317 230 1915 5923 2373 127 5337 41791 -20.44
TOTAL: KOLKATA
TRF APRIL-MAR.’2010 10062 8493 178 163 1489 6052 8655 501 11203 46295
TRF APRIL-MAR.’2009 20385 9035 317 239 1915 5923 7849 429 8556 54219 -14.61
PARADIP
TRF APRIL-MAR.’2010 11647 16158 81 3486 14818 5003 44 4 5774 57011
TRF APRIL-MAR.’2009 4816 14272 173 3396 14698 5435 31 2 3591 46412 22.84
VISAKHAPATNAM
TRF APRIL-MAR.’2010 18290 18108 2909 775 3712 7406 1679 98 12622 65501
TRF APRIL-MAR.’2009 19758 17521 3408 726 3440 7581 1362 88 10112 63908 2.49
ENNORE
TRF APRIL-MAR.’2010 395 936 - - 9279 - - - 93 10703
TRF APRIL-MAR.’2009 366 1111 - - 9708 - - - 315 11500 -6.93
CHENNAI
TRF APRIL-MAR.’2010 13425 7882 357 234 1835 1527 23476 1225 12321 61057
TRF APRIL-MAR.’2009 13132 8358 516 267 2446 1656 20580 1144 10536 57491 6.20
TUTICORIN
TRF APRIL-MAR.’2010 514 41 1223 868 5813 - 6599 440 8729 23787
TRF APRIL-MAR.’2009 503 - 1147 677 5713 - 5482 439 8489 22011 8.07
COCHIN
TRF APRIL-MAR.’2010 11957 - 143 211 148 - 3928 290 1042 1742
TRF APRIL-MAR.’2009 10491 27 193 265 259 - 3256 261 737 15228 14.45
NEW MANGALORE
TRF APRIL-MAR.’2010 21339 7062 820 13 - 2791 475 31 3028 35528
TRF APRIL-MAR.’2009 21328 9774 905 13 - 1929 404 29 2338 36691 -3.17
MORMUGAO
TRF APRIL-MAR.’2010 964 40574 125 - 957 3784 192 17 2251 48847
TRF APRIL-MAR.’2009 898 33809 182 - 449 4107 147 14 2089 41681 17.19
MUMBAI
TRF APRIL-MAR.’2010 34596 - 201 241 3745 - 606 58 15154 54543
TRF APRIL-MAR.’2009 34371 - 117 193 3266 - 1291 92 12638 51876 5.14
J.N.P.T.
TRF APRIL-MAR.’2010 5082 - - - - - 53078 4061 2586 60746
TRF APRIL-MAR.’2009 4552 - - - - - 50602 3953 2137 57291 6.03
KANDLA
TRF APRIL-MAR.’2010 47211 660 4912 788 2296 929 2421 146 20304 79521
TRF APRIL-MAR.’2009 45538 129 5195 298 1407 467 2136 137 17055 72225 10.10
ALL PORTS
TRF APRIL-MAR.’2010 175482 99914 10949 6779 44092 27492 101153 6871 95107 560968
TRF APRIL-MAR.’2009 176138 94036 12153 6074 43301 27098 93140 6588 78593 530533 5.74
% Variation from -0.37 6.25 -9.91 11.61 1.83 1.45 8.60 4.30 21.01 5.74
previous year

Shipping Statistics
Export/Import
EXPORT IMPORT IN EXPORT IMPORT

APRIL 2010 2009-10
EXPORTS & IMPORTS : EXPORTS & IMPORTS :

(US $ Million) (US $ Million)
(PROVISIONAL) APRIL APRIL-APRIL (PROVISIONAL) MARCH APRIL-MARCH
EXPORTS/ EXPORTS
(including re-exports) (including re-exports)
2009-10 12397 12397 2008-2009 12916 185295
2010-11 16887 16887 2009-2010 19908 176574
%Growth2010-11/ 36.2 36.2 %Growth 2009-2010/ 54.1 -4.7
2009-2010 2008-2009
IMPORTS
IMPORTS
2008-2009 16597 303696
2009-10 19052 19052
2009-2010 27733 278681
2010-11 27307 27307
%Growth 2009-2010/ 67.1 -8.2
%Growth2010-11/ 43.3 43.3 2008-2009
2009-2010
TRADE BALANCE
TRADE BALANCE 2008-2009 -3680 -118401
2009-2010 -6654 -6654 2009-2010 -7825 -102106
2010-11 -10420 -10420
EXPORTS & IMPORTS :
(Rs. Crore)
EXPORTS & IMPORTS : (PROVISIONAL) MARCH APRIL-MARCH
(Rs. Crore)
EXPORTS
(PROVISIONAL) APRIL APRIL-APRIL
(including re-exports)
EXPORTS 2008-2009 66169 840754
(including re-exports) 2009-2010 90573 835264
2009-10 62064 62064
%Growth 2009-2010/ 36.9 -0.7
2010-11 75147 75147
2008-2009
%Growth2010-11 21.1 21.1 IMPORTS
/ 2009-2010 2008-2009 85022 1374434
IMPORTS 2009-2010 126175 1318188
2009-10 95377 95377 %Growth 2009-2010/ 48.4 -4.1
2010-11 121517 121517 2008-2009
%Growth2010-11/ 27.4 27.4 TRADE BALANCE
2009-2010 2008-2009 -18853 -533680
2009-2010 -35602 -482924
TRADE BALANCE
2009-2010 -33313 -33313 Figures for 2008-09 are final including late receipt of data whereas
2010-11 -46370 -46370 the figures for 2009-10 are provisional
C O U N T RY W I S E E X P O RT A N D I M P O RT I N 2 0 0 9 - 1 0 ( A P R . - D E C. )
Country Export Import Total Trade Country Export Import Total Trade
CHINA P RP 34,835.26 108,146.10 142,981.35 BELGIUM 12,349.24 21,635.12 33,984.35
U ARAB EMTS 78,136.60 57,583.99 135,720.59 NETHERLAND 23,899.37 7,080.07 30,979.44
USA 65,761.92 54,401.48 120,163.39 KUWAIT 2,699.77 27,818.72 30,518.49
SAUDI ARAB 14,050.95 55,521.94 69,572.88 NIGERIA 5,085.96 23,437.67 28,523.63
GERMANY 18,613.43 35,087.18 53,700.61 MALAYSIA 10,319.15 17,703.03 28,022.18
IRAN 6,751.94 40,446.02 47,197.96 SOUTH AFRICA 7,391.50 19,759.36 27,150.86
SWITZERLAND 2,011.04 44,836.11 46,847.15 IRAQ 1,793.58 25,006.76 26,800.34
AUSTRALIA 4,811.72 41,361.96 46,173.69 ITALY 11,299.56 13,038.94 24,338.50
SINGAPORE 24,566.14 21,136.14 45,702.29 FRANCE 11,697.58 10,448.27 22,145.86
HONG KONG 25,901.97 15,465.21 41,367.17 BRAZIL 7,259.12 12,265.05 19,524.17
KOREA RP 11,622.23 29,274.07 40,896.31 UNSPECIFIED 15,420.61 3,686.71 19,107.32
INDONESIA 10,991.88 28,449.49 39,441.37 Total of Top 441,302.88 751,906.63 1,193,209.51
UK 22,171.48 15,199.59 37,371.07 25 countries
JAPAN 11,860.89 23,117.66 34,978.55 India’s Total 599,244.51 955,165.53 1,554,300.42
Source: Ministry of Commerce

Cargo Performance
Freight Traffic
T RAF F I C S TAT I ST I CS, A I R CA R G O

I N T E R N A T I O N A L F R E I G H T
Freight (in Tonnes)

Sl. No. AIRPORT MARCH-2010 MARCH-2009 % CHANGE 2009-10 2008-09 % CHANGE
1 CHENNAI 26114 19716 32.5 249522 219562 13.6
2 KOLKATA 3602 3176 13.4 40088 40743 -1.6
3 AHMEDABAD 1348 767 75.7 11657 10294 13.2
4 GOA 223 199 12.1 917 688 33.3
5 TRIVANDRUM 3638 2385 52.5 31708 30169 5.1
6 CALICUT 2114 1261 67.6 17132 12556 36.4
7 GUWAHATI 0 0 - 0 2 -100.0
8 JAIPUR 41 19 115.8 446 340 31.2
9 SRINAGAR 0 0 - 0 0 -
10 AMRITSAR 451 117 285.5 2764 1798 53.7
11 PORTBLAIR 0 0 - 0 0 -
TOTAL 37531 27640 35.8 354234 316152 12.0
12 MUMBAI
(MIAL) 41825 33064 26.5 408452 378610 7.9
13 DELHI
(DIAL) 34673 26723 29.7 333473 297931 11.9
14 BANGALORE
(BIAL) 11786 8803 33.9 102751 99690 3.1
15 HYDERABAD
(GHIAL) 4004 2782 43.9 36295 30230 20.1
16 COCHIN
(CIAL) 3211 2941 9.2 32779 25220 30.0
17 NAGPUR
(MIPL) 33 24 37.5 279 217 28.6
TOTAL 95532 74337 28.5 914029 831898 9.9
9 CUSTOM AIRPORTS
18 PUNE 0 0 - 0 0 -
19 COIMBATORE 62 58 6.9 702 917 -23.4
20 LUCKNOW 62 2 3000.0 378 49 671.4
21 MANGALORE 0 0 - 0 0 -
22 TRICHY 112 79 41.8 1349 904 49.2
23 BAGDOGRA 0 0 - 0 0 -
24 VARANASI 0 0 - 0 3 -100.0
25 PATNA 0 0 - 0 0 -
26 GAYA 0 0 - 0 0 -
TOTAL 236 139 69.8 2429 1873 29.7
TOTAL (20 Non-Custom Domestic A 0 0 - 0 0 -
OTHER AIRPORTS 0 0 - 0 0 -
GRAND TOTAL
(11+6+9+20+OTH) 133299 102116 30.5 1270692 1149923 10.5
Source: AAI

Family Album
Glimpses
M Premkumar, group managing director

and CEO, and Nihar Parida, VP logistics and
marketing-Uniworld announcing the launch of
Daruhera logistics park
Tulshidas Khimji sets up JV with Hankyu Group
Jayakrishnan Nambiar, GM, DB Group India,

along with the company officials
Shine Logistics and Mitsu-Suko team along with a

Japanese company, after inauguration of their factory
(L-R) Klien Fernandes and M Ajaz at the launch of Zip Express in Rajasthan
ACAAI Convention 2009 in Goa Aryan Cargo Express officials (L-R) Vishnu Singh Rawal, Mukul Pathak and
Rishiraj Dungurpur announcing the ACE flight launch in New Delhi
(L-R) VP Agrawal, chairman AAI; Gp captain DC Mehta, Inauguration of Celebi cargo office at IGI Airport, CII Logistics Summit 2009 in Chennai
the chairman’s media advisor and M Madhavan New Delhi
Nambiar, secretary MOCA during ‘India Aviation 2010’

Praful Patel, civil aviation minister and Captain Gopinath founder Deccan 360 at Radharamanan Panicker, CEO Cargo Service Center and PS Nair, CEO, DIAL after
the launch of Deccan 360’s domestic services signing the pact to build a green field cargo terminal at IGI Airport
Glimpses
of
2009-10 Despite the financial

year 2009-10 was a
JBS Family launches Centre for Shipping and Logistics Industry challenging year, it
witnessed several
new launches and
events pertaining to
FLASH cargo and logistics
BACK
industry in India.
Cargo Talk presents
some highlights…
Vineet Kanaujia conferred with brand Leadership Award
(L-R) Gautam Nath, Wolfgang Lehmacher and Vipin Pawan Jain, CMD, Safexpress receiving ‘Best Supply Inauguration of the first DACAAI Convention in
Vohra at the launch of DPD Continental Chain Company Award’ Mumbai

Cargo Performance
Freight Traffic
TRAFFIC STATISTICS, AIR CARGO

D O M E S T I C F R E I G H T
Freight (in Tonnes)

Sl. No. AIRPORT MARCH-2010 MARCH-2009 % CHANGE 2009-10 2008-09 % Change
1 CHENNAI 8040 5360 50.0 73153 52806 38.5
2 KOLKATA 6366 4282 48.7 66497 49127 35.4
3 AHMEDABAD 916 889 3.0 11018 12739 -13.5
4 GOA 321 259 23.9 3460 3289 5.2
5 TRIVANDRUM 110 128 -14.1 1442 1415 1.9
6 CALICUT 44 34 29.4 368 363 1.4
7 GUWAHATI 476 159 199.4 5037 1642 206.8
8 JAIPUR 609 359 69.6 5763 2142 169.0
9 SRINAGAR 124 87 42.5 1805 1501 20.3
10 AMRITSAR 32 13 146.2 349 376 -7.2
11 PORTBLAIR 203 147 38.1 2290 2139 7.1
TOTAL 17241 11717 47.1 171182 127539 34.2
12 MUMBAI (MIAL) 15473 13136 17.8 174184 151328 15.1
13 DELHI (DIAL) 16495 10992 50.1 163913 128332 27.7
14 BANGALORE (BIAL) 6918 4414 56.7 71893 58310 23.3
15 HYDERABAD (GHIAL) 2746 2457 11.8 30164 26981 11.8
16 COCHIN (CIAL) 667 466 43.1 7857 5935 32.4
17 NAGPUR (MIPL) 707 271 160.9 4195 3678 14.1
TOTAL 43006 31736 35.5 452206 374564 20.7
9 CUSTOM AIRPORTS
18 PUNE 2578 1369 88.3 17845 11653 53.1
19 COIMBATORE 740 451 64.1 6285 4616 36.2
20 LUCKNOW 299 217 37.8 3407 1873 81.9
21 MANGALORE 30 20 50.0 382 311 22.8
22 TRICHY 0 2 -100.0 25 20 25.0
23 BAGDOGRA 88 35 151.4 869 636 36.6
24 VARANASI 23 25 -8.0 363 315 15.2
25 PATNA 221 146 51.4 1928 1957 -1.5
26 GAYA 0 0 - 0 0 -
TOTAL 3979 2265 75.7 31104 21381 45.5
20 DOMESTIC AIRPORTS
27 BHUBANESWAR 197 116 69.8 1998 1287 55.2
28 INDORE 408 356 14.6 5301 4952 7.0
29 VISAKHAPATNAM 89 69 29.0 938 766 22.5
30 VADODARA 180 132 36.4 1745 2198 -20.6
31 JAMMU 114 105 8.6 1157 1094 5.8
32 RAIPUR 149 110 35.5 1593 1444 10.3
33 AGARATALA 602 645 -6.7 6724 5979 12.5
34 CHANDIGARH 26 14 85.7 219 413 -47.0
35 MADURAI 44 34 29.4 574 572 0.3
36 IMPHAL 355 356 -0.3 4719 3864 22.1
37 UDAIPUR 0 0 - 0 0 -
38 RANCHI 72 52 38.5 677 449 50.8
39 BHOPAL 68 79 -13.9 924 1028 -10.1
40 LEH 112 77 45.5 1368 842 62.5
41 AURANGABAD 152 86 76.7 1247 963 29.5
42 TIRUPATI 2 4 -50.0 23 27 -14.8
43 JUHU 28 33 -15.2 383 412 -7.0
44 SILCHAR 27 26 3.8 342 319 7.2
45 RAJKOT 43 43 0.0 635 666 -4.7
46 DIBRUGARH 29 31 -6.5 331 299 10.7
TOTAL 2697 2368 13.9 30898 27574 12.1
OTHER AIRPORTS 73 69 5.8 1057 1004 5.3
GRAND TOTAL(11+6+9+20+OTH) 66996 48155 39.1 686447 552062 24.3
Source: AAI

Who isWho
Beyond Business
Logistics industry in India
Meet the Majors

The protagonists of the cargo industry or the logistics industry as a
whole are the silent heroes behind developing the country’s
economy. In this Annual Issue of Cargo Talk, we present the profiles
(in alphabetical order), both professional as well as personal, of some
of those leaders, who are highly qualified and well-trained. They are
equally concerned about other areas, which are beyond business.
CMD OM Lo gi sti cs
Ajay Singhal
In the early 80s, Singhal entered the logistics and during the same decade, he started his own
business. The firm worked with Maruti Udyog and later with Bajaj Auto. In the 90s, he established
Om Auto carriers, with a fleet of 15 vehicles and 30 employees. In 1995, Om Air Freight came
into existence to cater to air cargo segment.
Singhal founded Om Logistics to consolidate various logistics and other services related to supply
chain management. Today “Om Group” is the growing supply chain management company and
has established itself in the Indian sub-continent, as one of the leading managers in handling of
surface, sea, express, train and air cargo.
director C r y s t a l R oa dway s
Akash Agarwal
Agarwal is the youngest director of crystal roadways which was started in 1983 by his father
Muralilal Agarwal. Agarwal did not want to stick to the tag of transporter and he decided and
showed courage to go for refrigerated trucking business. Costing around Rs 20 lakhs per truck, the
company acquired three refrigerated trucks within three months. Today, Agarwal has added 104
refrigerated trucks, which includes 40 feet container with a cost around 40 lakhs per truck.
He studied in St James School, Calcutta and did MBA from NMIMS.His vision is to be the largest
and most popular cold chain company in india.
He promotes NGO activities. Agarwal is an active managing committee member of Bombay

Goods Transport Association. He organises seminars and workshops for the benefits of the industry.
Agarwal loves music, tennis and swimming.
director D R S gro up
AK Agarwal
Agarwal started his career in 1994 as a management trainee in his family owned business.
Born in 1975, he did his graduation in commerce and management. From his childhood,
Agarwal was ambitious in doing business across the sector, which he later diversified to logistics
and education. A.K Agarwal has a dual role of taking full control of DRS and the marketing
division of DRS Group.
He is married and blessed with a son and a daughter. Agarwal ensures spending time with
family during the week ends. He believes that giving due importance to family should also
be a part of one’s responsibility.

Who isWho
Beyond Business
Amit Bajaj d i r e c t o r
M i tu j M a rket i ng
Fresh out of college with B. Com (Hons), Bajaj started Mituj Marketing as a franchisee of Modiluft Couriers.
He also completed executive course in Leadership from IIM Lucknow, and other courses in Motivation,
HR and Finance from various management schools. Later he diversified into domestic air cargo agency
business by taking cargo agency of Indian Airlines, Jet Airways and Sahara Airlines.
He is supported by his father who looks after the legal issues of Mituj. His mother remained to be the
driving force for Mituj at its inception. Bajaj’s wife is a management graduate and associated with teaching
profession. They have two daughters.
Bajaj is a member and joint secretary of Domestic Air Cargo Agents Association of India (DACAAI). He
is also a member of Northern India Offroad Club, into Offroad Driving of 4x4 SUVs. He is inclined to
reading and swimming.
Amit Chakraborty
Image Logistics
m a n a g i n g director
Started his career with Continental Carriers in 2002 as a management trainee, and has been a part of the
Freight business for many years. In 2005, he began his own business with Image Logistics.
With an MCA from IGNOU and a diploma in Travel and Tourism from Institute Indian Institute of Travel
and Tourism Management, Gwalior, Chakroborty makes every effort to ensure that his work creates an
environment where his colleagues, clients and he can work together as a team for a symbiotic growth.
Other than work and business networking, Chakroborty is involved in lot of social activities with a welfare
group.
Andy Brant C E O
Menzies Aviation Bobba (Bangalore)
Andy Brant moved to India in 2008 as CEO of Menzies Aviation Bobba (Bangalore). At the young age of 18,
Brant began his professional career and after working with several companies realised that his heart was
with the cargo industry. Over the years, Brant has progressed through the ranks of this industry to become
the Operations manager with Menzies Aviation at LHR in 2004. After two years, in 2006, he switched to
Servisair at LHR, again as Operations Manager.
Brant began his career in cargo industry in 1991, when he worked at the warehouse, sending relief cargo
to the people of Iraq during the Iraq war, and today, after more than 20 years in the industry he knows
that he has made the best choice. He predicts that India will be a major player in this industry which is
steadily increasing in volumes.
The hardworking CEO is an avid fan of football and the Chelsea Football club is his favourite.

Anil Gupta managing director
Container Corporation of India (Concor)
An Indian Railway Traffic Service (IRTS) cadre, Gupta joined Northern Railway in 1982 and worked in
different positions till 1989. He joined Concor on deputation in December 1989 as senior manager and
elevated to the managing director’s post in November 2009.
An MA (economics) from Delhi School of Economics, Gupta acquired professional training in Belgium on
multimodal transport system with practical experience from the port of Antwerp and Rotterdam. In India,
Gupta conceived and commissioned the ICD Tughlakabad in Delhi in September 1993. He was associated
with the ICD Dadri (UP) and the 3rd Terminal project at JNPT, Mumbai. He also set up an ICD in Nepal. He
went to Jamaica as a consultant pertaining to the Jamaican Railway revival project. He also did consultancy
services for World Bank from India. He is a serious reader and spends his holidays in the Indian Institute of
Public Administration library. Gupta’s wife is a teacher with Delhi Administration, daughter is working with
bank and son has completed engineering.
Anita Khurana director cargo

Air India
Anita Khurana has more than 33 years of experience in the aviation industry and is counted amongst the
stalwarts of the Indian aviation industry. From being a recipient of the National Science Talent Search
Scholarship to emerging as a topper in the 1976 MBA Marketing batch of the Jamnalal Bajaj Institute of
Management Studies, Mumbai, she is holding the vital portfolios of director commercial & cargo of Air
India.
Soft spoken, charming, focused and a go-getter, Anita’s achievements include – introduction of cargo
automation; ISO 9002 for Indian Airlines Cargo; introduction of dedicated freighter services (first by any
WWW.CARGOTALK.IN
passenger airlines in the country), etc. Her focus is also on developing a freighter network with the Department
of Post. She was also honoured with several prestigious awards.

Who isWho
Beyond Business
Ansgar Sickert m a n a g i n g director

Fra p o r t I nd i a
Sickert graduated from the London School of Economics with a Masters in International Relations. While he
imagined a career in the diplomatic service or some international organisation, he stumbled on a stop-gap job
with Heathrow Express that was going to change his plans in unforeseen ways. Sickert took on a job with the
TQM department on the construction of the Heathrow Express Rail Link project undertaken by BAA (formerly
British Airports Authority). In 2001, he joined Fraport AG - one of the world’s leading owners and operators
of airports. In 2006, together with four colleagues, Sickert was associated with Delhi International Airport Pvt
Limited (DIAL), which is modernising and operating Delhi airport. Fraport has 10 per cent stake in DIAL. He
continues to promote Frankfurt Airport on the subcontinent and works with Indian passenger as well as cargo
carriers to support their plans to operate flights to Europe’s Star Alliance hub in Frankfurt. Sickert is married
to a native Delhiite and has two young sons. He is a keen traveller and enjoys languages, sports and cinema.
He is also an occasional guest columnist, a trend started with Cargo Talk several years back.
Anurag Birla m a n a g i n g director

Air Shagoon
Birla studied economics and graduated from Delhi University. He started his career as GM (India) for Air Ukraine
in 1993 and was responsible for passenger and cargo sales for the airline in India. Gradually he ventured into
the air cargo charter segment.
Since 2002, Birla has been working as the managing director of Air Shagoon Network, a Delhi based company.
He was a regular cricket player for over twenty years. He is also an avid traveller and likes travelling and
exploring different countries and their art and culture. He has one son aged 17 and a daughter aged 19. His
wife is into interior designing business.
Arvind Nayak managing director

Nayak Aviation Services and president, DACAAI
Nayak is a graduate in science from Mysore University, Karnataka. He started his career in construction business
in 1980 in Delhi. And since 1995 he has been in freight forwarding and aviation industry.
He also runs other businesses including exports of vaccines to CIS countries, distributorship of German natural
energy Drink 28 Black in India. He is happily married and having two daughters. He is fond of reading and
traveling. Nayak is the first national president of Domestic Air Cargo Agents Association of India. He is a member
and past treasurer of Rotary Club, Vasant Kunj, Delhi.

Arvind Rathi p r e s i d e n t
Namaste Airport Services
At an early age, Rathi recognised the potential of the airline industry and directly entered into service with Aeroflot
Russian Airlines as assistant manager airport. Over the next 20 years, he handled one of the largest carriers known
in the world during its time. In the early nineties, with the open sky policy coming into existence, Rathi concentrated
on establishing Wingspan Express which came from an agent to a joint venture partner of Aeroflot Cargo. Under
his leadership, sheer determination and confidence, Wingspan has been active and at the forefront of civil aviation
in India for over a decade. The latest of his challenging ventures has been the appointment as GSSA of Aryan Cargo
Express, the all cargo international airlines under his new company Namaste Airport Services (P) Ltd
Ashish Kapur
Cathay Pacific Airways
regional manager, cargo
Kapur began his career with a tour operator in September 1994 at Executive Tours. After working with a couple
of prominent names in the next few years, in 2001, he joined Cathay Pacific Airways as manager on duty and
later became airport services manager. He was appointed cargo manager - India, Nepal, Bangladesh in 2007
and now takes on the role of regional manager in 2010. His total work experience has been around 15 yrs.
He graduated with a Bachelor of Commerce degree from Delhi University. His immediate family members
include his wife (Sovika) and a four year old daughter. His hobbies are music and like all Indians, he is a
cricket lover.
Babu Kuriakose v i c e president-marketing

ETA Freightstar
After graduation, he joined B.Boda & Co as a marine surveyor in January 1980. In 1985, he became a part
of Patvolk. After 13 years in Patvolk, he shifted to CMT ( Agents of The Shipping Corporation of India)
where he shifted to the senior management slot. Since 2007, he has been working with ETA Freightstar
as vice president – marketing. Kuriakose wants to do something for those living in old age homes. He plans to
pursue this dream once he retires from service, which may be in the next 4-5 years. Another area he wants to
contribute to, is to educate today’s youngsters on overcoming stress.

Bhairavi Jani director
S CA Gro up of C om p a nies
Bhairavi is a fourth generation entrepreneur taking the family business that was started by her great grandfather in
1896. She is executive director and CEO for TranSmart, and joint managing director, Scmooth.
Bhairavi has a bachelor of science in business with Magna Cum Laude from Miami University, Ohio. Post her graduation,
she worked with KPMG Consulting in Washington D.C.
She returned to India in October 2000 and began her foray into business by setting up a small fourth party logistics
company in India. In 2005, after completing the MyGlobe Executive Education Programme at INSEAD in France,
Bhairavi moved into the role of the director for all the companies under the SCA Group.
Bhairavi spends considerable amount of time in participating in social and charitable causes. She works on education
and health related matters for the underprivileged children. She is the National Chairperson of Young Indians, CII.
Bharat J Thakkar joint managing director

Zeus Air Services and vice president, ACAAI
Thakkar finished his schooling at the Dadar Parsi Youths Assembly High School, Parsee Colony, Dadar, Mumbai.
After appearing for S.S.C board exam in 1973 at the age of 17, he entered into the freight forwarding industry as a
cargo assistant (temporary staff) at Hermes Travel & Cargo and within 6 months of training, he got confirmation
and was promoted to cargo in- charge at a stipend of Rs 150.00 per month with office in Fort, Mumbai.
On January 1, 1986, Zeus started its journey. During the early Zeus days between 1986 to 2000, Thakkar spent lot
of time travelling overseas meeting consignee, agents visiting branches, etc. I attended the Lala Lajpatrai Collage
of Commerce at Haji Ali in the morning classes between 6 to 9 am after doing night shift at the airport handling
perishables and thereafter from 11 a.m to 6 p.m at the office.
Thakkar and his wife, Nina, have been blessed with two daughters and one son. Thakkar is associated with the Air
Cargo Agents Association of India since 2000 and is currently the vice- president.
Captain Kapil Bagga countr y head and CEO

JAS Forwarding Worldwide
After the completion of his schooling and graduation, he joined merchant navy and commanded various vessels in
the span of 18 years and headed various positions. He obtained the position of Captain in merchant navy.
Bagga joined Senator Lines as head northern region. Later he joined CMB Lines as northern region head. He
pioneered a company by the name of Associated Container Lines. Bagga initiated yet another venture Jas Forwarding
Worldwide in India, a company under the management of Jas Forwarding Worldwide USA, as country head and
CEO Indian operations.
Bagga aims Jas Forwarding Worldwide to achieve No. 1 position in the field of freight forwarding and intends to foray
into logistics business in India very soon. Capt. Bagga firmly believes in four C’s - correctness, clarity, conciseness
and courtesy. He is the recipient of Excellence Award by Institute of Economic Studies
Captain GR Gopinath founder

Deccan360
Captain Gopinath, had a humble beginning in a remote village of Karnataka. He forayed into the aviation sector
in 1995. Before that, he served for eight years in the army as a commissioned officer.
He was the main force behind the beginning of Deccan charters (former Deccan aviation). One day, Capt. Gopinath
woke up to the fact that India was not just about a billion hungry people - it was about a billion consumers. Thus,
Air Deccan (a low cost carrier) was born!
When Air Deccan merged with the UB group, Capt. Gopinath shifted his focus to developing Deccan 360, a multi-
modal distribution and delivery network. Deccan 360 has launched international freight operations with an Airbus
A310 freighter in its fleet.On Nov 1st 2005, Capt. Gopinath was honoured with the prestigious “Rajotsava Award”
by Government of Karnataka and in May 2006, he was knighted with “Chevalier de la Legion d’Honneur” the
highest civilian award conferred by the French Government.
Captain Mukul Pathak

Aryan Cargo Express
CMD
Pathak joined National Defence Academy in 1983 after passing 12th from Navayug Public School, Sarojini Nagar,
New Delhi. He passed out of NDA in 1986. He became an officer in the Indian Navy in 1987 and joined the Fleet
Air Arm in the same year. In 1988, Pathak was posted to fighter squadron in the Indian Navy. He took premature
retirement from the Navy in 1995 as lieutenant and joined the civil Aviation in 1996. His first job as F/O was with
Jet Airways. Thereafter, he served with Air Sahara, Kingfisher and Deccan. In 2007, he left Deccan to set up Aryan
Cargo Express (ACE).
Pathak has a daughter (17 yrs) and a son (8 yrs). His wife is also involved with the development of ACE. In spare
time, he likes to do web search. Astrology is one of his hobbies.

Who isWho
Beyond Business
Capt. Uday Palsule

S p e a r Lo g ist i c s
director
Palsule started his career in the Merchant Navy. He completed his Master Mariners license from the UK. He was a
Captain of ships on some of the largest car carriers and self-unloading bulk carriers.
Later, Palsule chose logistics as a career. He set up a container freight station for Dynamic Logistics. He went on to
to set up a domestic logistics business for GeoLogistics in India. He partnered in starting up Spear Logistics.
He has undergone several courses in supply chain management and logistics at various institutes. He has been a
contributory participant to several seminars including IIM-A and CII. Palsule is blessed with three sons. His sons
are all engineers and pursuing their master degrees in the US. He reads voraciously and has wide range of interests
from philosophy to fiction.
Edmund Evans Jones (Eddie) c a r g o head

SpiceJet
Over a span of over 42 years, Eddie worked for Air India (May 1968 – March 1975), Alitalia (Mumbai – April 1975 –
Mar 1983 and then at Delhi till Oct 1996); Jet Air (Nov 1996 – April 2004 with principal responsibility of Gulf Air);
Global Aviation Services (April 2004-Feb 2008 – overall responsibility for Air Canada, Korean Air, Finnair, Continental
Airlines, El Al , Qantas and on the domestic front – Kingfisher). Presently heading the cargo division of SpiceJet since
Mar 2008) Eddie was the chairman of the Airlines Operators Committee (cargo- north India); vice chairman and
acting chairman of BAR / India – Cargo. His family consists of his wife and 2 children – a girl and a boy (who are
married and well settled), and four grandchildren. Eddie dreams to start a football academy for children. Presently,
he owns a football team in Delhi –“Royal Rangers Soccer Club” (since 1994). Royal Rangers has been playing in
the Senior Division of the Delhi Soccer Association for the last 3 years and have finished in the top 6.
Gautam Nath c h i e f executive officer

DPD Continental
Nath began his career in 1986 at Blue Dart Express and held various management and senior management positions at
Blue Dart, before becoming the general manager for north & east India at UPS and the country manager of Europcar.
He has gained significant experience in line and staff management at the corporate, regional and local levels in the
logistics and transportation industry in India, especially with start up companies and new ventures.
He is a strong believer in the abilities of people who with the right processes and products can deliver profit. He is
married and blessed by two boys.
Haresh S. Lalwani joint managing director

Sun Logistics
Lalwani started career by joining the transport division of the company with 3 second hand vehicles, and
commendably built the fleet to reach 75 vehicles. He initiated the takeover of a custom clearance company as the
need of the organisation. He also initiated the agency of tank containers as Sundersons was the first company to
educate its customers in carriage of liquid cargo in tank containers. The requirement of a company having expertise
in carriage of liquid cargo was the need of the hour.
Lalwani’s late father, who started this business and gave him the insight into the shipping industry, and his mother,
remained to be the guiding spirit. His wife, Dipika, is also playing the key role behind the success.
Lalwani’s brother, Bharat, is the man behind introducing Flexitanks in the industry and responsible for the company
being the leader in flexitanks in India and a major player internationally.Reading has always been one of his first
interest ever since he was a kid.
JP Singh area cargo sales and operations manager-India

Thai Airways
A graduate from Bombay University with economics honours, Singh started his professional career with Chaudhari
International Travel & Cargo. He joined Thai Airways in 1980 in operations. Gradually he was looking after both
sales and operations and became the in-charge of the northern region in 1997. In April 2006, Singh took over as area
cargo sales and operations manager-India. Singh believes in “Service before self” mantra which he imbibed from his
army family background. He also maintains a strong family relationship with his customers. The very straight forward
cargo practitioner insists his colleagues to face the truth. Singh’s family consists of his wife and daughter, who is an
air hostess with a leading private airline in India. Apart from leisure time with his family, he is actively involved with
the Air Cargo Club of Delhi and DLF Gymkhana Club.

Jeetendra Mohan regional manager – marketing, sales planning and controlling for
Lu f th a n s a C a rgo South Asia, Middle East and Pakistan & deputy to the regional director
Jeetendra is an engineering graduate from BITS, Pilani. He also did masters degree from BITS, Pilani.
Jeetendra is working with Lufthansa Cargo for 19 years. In fact, he started his career with Lufthansa only as
cargo officer in July 1990 at Delhi airport office. From1993-95, he worked in cargo operations and was a qualified
loadmaster for B747F and DC8F. He moved to sales for northern India as sales consultant in 1995. Later, Jeetendra
took over regional manager-marketing sales planning and controlling for south Asia before he was elevated to the
current position. Jeetendra and his wife are blessed by a son. His passion other than work is music and exercise. His
all time favourite musician is RD Burman.
Jyoti Row Kavi director, corporate communications & sustainability

DHL Lemuir Logistics
A seasoned corporate communications professional, Jyoti Row Kavi has well over 30 years of work experience in varied
industries, which include travel, financial services and logistics. She began her career with Thomas Cook (India)
and later moved onto BNP Paribas, a French bank. Currently she is responsible for corporate communications &
sustainability at DHL Lemuir Logistics which covers the brands of DHL Global Forwarding and DHL Supply Chain,
in India. Jyoti did her graduation from Elphinstone College, Mumbai with a major in Eeconomics. She is married
to Jagdish and they have two sons – Janak (27 years) and Jai (24 years). Keenly interested in social causes, Jyoti is a
founder member of the Maharashtra Dyslexia Association, a non profit organisation, involved in advancing the cause
of dyslexia. Leisure time for her would revolve around fitness, music, movies and reading.
Juzar Mustan chief executive, logistics

AFL
Joe, as he is popularly known, is currently growing AFL’s top line through an end-to-end solutions approach that focuses
on removing inefficiencies and substantially improving the responsiveness and performance of a company’s supply
chain. Prior to AFL, Joe was head – supply chain at Aditya Birla Retail. He moved to India from Malaysia in 2002 as
managing director at APL Logistics, India subcontinent.
A person of humble beginnings and rising through the ranks, Joe, believes in people enablement. He is an accountant
by profession and began his career as an accountant, company secretary and internal auditor. He obtained marketing
credentials from the Chartered Institute of Marketing (UK) in 1996. He is an avid reader of books on a wide range of
subjects from logistics to psychology and from evolution to string theory. He currently lives in Mumbai with his wife
and 3 daughters. The family enjoys mountaineering and nature trails on weekends.
Ken Koval vice president operations, India

FedEx
Ken Koval has been with FedEx for over 20 years now. He joined the company as a senior manager in the company’s
Canadian operations, after which he moved into the role of managing director / regional controller for the same
region. Thereafter, as managing director / regional controller of EMEA, he moved from Canada to Belgium. He was
then promoted to the role of vice president, finance in EMEA.
Prior to joining FedEx, Koval was with Arthur Andersen for nine years, as audit manager.Koval holds a BA (Honours)
in Business Administration from Ashland University in Ohio and a MBA in Business Administration from the University
of Toronto in Canada. He is also a chartered accountant.
Kiran Rao executive vice president, sales and marketing and customer affairs
Airbus India
Rao was appointed to his current position in July 2008. He began his professional career with a spell in the Aerodynamics
Department of British Aerospace at Hatfield from 1988-89. Rao then joined British Aerospace’s Marketing Group,
working on sales campaigns in India, the Middle East and Southeast Asia.He joined Airbus in December 1992 as airline
marketing manager.
In August 1994, he was promoted as the director of airline marketing for Airbus Industries of North America (AINA),
based near Washington DC. In 1996, he was appointed president of Airbus Industries. Dr Rao was then promoted to
vice president of sales for South Asia and Africa in September 2000.

Who isWho
Beyond Business
Kuldip Singh Kharayat a r e a director

Indian Subcontinent - Finnair Cargo
In 2006, Kuldip Singh Kharayat was appointed as the cargo manager of India and the subcontinent, for Finnair. In
three short years, his managerial skills made him the Area Director, India and the Subcontinent. According to Kharayat,
“All the partners in the supply chain need to work as a team towards bringing in more efficiency in the chain.”
A keen sportsman, Kharayat regularly plays squash and goes for swimming, and when time permits, he gears up for
trekking expeditions. The fascination with adventure is not surprising as he is a graduate of the National Defence
Academy, whose early life was with the Indian Air Force as a fighter pilot. Kharayat’s wife is a cost accountant and
the couple has two sons.
LR Sridhar managing director

S i ca l L o gi s t ic s
With Sical since 2006, Sridhar drives the strategic vision, business development, and human resources at South Asia’s
leading third party provider of multimodal value-enabled supply chain solutions for bulk and container cargo.
Before Sical, Sridhar conceptualised and executed the growth strategies for several logistics providers which include
AFL, Integrated Logistics India, SembCorp Logistics, Chowgule Brothers, Air Wings, Corporate Couriers and Skypak.
Sridhar is a B.Com from Osmania University, India. He loves books and music. He is a practitioner of the Art of
Living’s Sudharshana Kriya Yoga since 1996. His family includes wife, three daughters and two grandsons.
Mahesh Malik vice president cargo sales & services

InterGlobe Air Transport
Malik started his carrier with AFL in 1973 as cargo executive. He joined Saudi Arabian Airlines in 1980 as cargo
sales executive. He was promoted to station supervisor in 1985 and to sales manager north India after 5 years. He
became manager CTO & reservation in Mumbai. Malik joined Circle International (now EGL) in 1998 as general
manager-north India and worked for 3 years. He joined InterGlobe Air Transport in 1991 as Cargo Manager India
for SAS. Currently Malik is working as vice president cargo sales & services. Malik is Graduate of commerce from
Delhi University. Malik’s wife is working with an international airline. The couple has two daughters-elder one is
married and lives in USA. Younger one is pursuing her second year of graduation from Bates College, Maine, USA.
He is fond of reading and golf.
Mahesh P Trikha m a n a g i n g director

Aargus Global Logistics
Trikha is a post graduate from Bhartiya Vidya Bhavan, with marketing and sales as specialisation. Before launching own
company in 1995, he worked for Bax global and Continental Carriers in the field of freight and logistics. Previously, he
worked for Ericsson India, Televista, Semiconductor Complex, Eureka Sales Corporation and Mitco in their import and
export and public relations divisions. With his 30 years’experience he has taken his company, Aargus Global Logistics,
to great heights. The success story of Trikha does not end here. He entered into two new ventures, Cargo Channels and
Ashirwad Charters, which specialise in customs clearance and aircraft charters respectively. For all his achievements,
Trikha was felicitated with the title “Udyog Rattan” by the Institute of Economic Studies.
Malcolm Monteiro C E O
DHL Express – south Asia
Monterio started his career in the manufacturing sector before joining Blue Dart Express in 1989 as vice-president
operations. He took over as CEO of the company in 2001. In March 2006, he was promoted as the managing director
of Blue Dart Express, subsequent to acquisition of the company by DHL Express.Monteiro did his Bachelors in
electrical engineering from IIT, Mumbai and post graduation in business management from IIM, Ahmedabad. His
wife (Marietta) and he have two daughters. Marietta is actively involved in and enjoys counseling and is into social
activities and community welfare. His favourite leisure time activity is reading, music, playing squash, table tennis
, enjoying some relaxing moments with his family, reaching out to the less fortunate and active involvement in the
Marriage Encounter Movement, an effective pre-marital counseling module for couples who seek to get married.
Manish Maingi managing director

Tropical Transport Systems
Manish Maingi, managing director, Tropical Transport systems, has more than 17 years of experience in the Freight
Forwarding and supply chain solutions. Over the years, Maingi has honed his skills in a number of areas in this industry,
like leadership skills, understanding an execution of customised solutions, revenue management and of course transport
logistics. A part of the burgeoning cargo business, his main motto is to provide high quality services to his clients, from pure
transportation services to integrated logistics packages, along the entire value chain. Maingi has recently co-produced
a Bollywood movie, together with a close friend and is very excited about it. Apart from business and movies, Maingi
is always keen on adventure tours with family and friends.

M Ajaz director
East West Freight Carriers
A graduate in business administration from Oxford University, Ajaz, the young and dynamic director of East West
Freight Carriers, is an adventure sports enthusiast with expertise in deep water diving, yachting and bike riding. His
expertise in managing global logistics began with his first job as an intern at Excel Logistics, in United Kingdom from
1997 to 2000. In the span of 9 years with East West Freight Carriers, he has managed all aspects of the company
from strategy and development to operations and marketing. He has expanded the business operations of East West
Freight Carriers in seven key areas such as - air freight, ocean freight, rail freight, surface transportation, custom
clearance, logistics solutions, and warehousing. A family man at heart and a proud and devoted father to his daughter,
Ajaz ensures he spends quality time with his family.
Mark Khambatta country manager

UP S In d i a
Khambatta brings with him 27 years of experience in the supply chain and logistics industry. He began his career in
operations and later went on to become the country head for a British Logistics company in the Middle East in 1993.
He joined UPS in 2005 during the integration of Menlo Worldwide Forwarding and Fritz Companies.
Mark holds an MBA degree from the Oxford. He graduated from the College of Maritime Studies at South Hampton,
UK. With his participative leadership style, Khambatta aspires to make UPS the best place to work in the country. He
also has an avid interest in sports such as golf. Khambatta is blessed with three children and is based in Mumbai.
Mukesh Rehal Air & Sea Service, India, YIN

Rehal has started his career with PS Bedi group in 1988, and has been associated with companies like Escorts JCB,
VXL Engineers and Honda Siel Cars India. He worked in various supply chain divisions and developed great sense
of practical understanding before joining Yusen Air & Sea Service in 2007.
Rehal has great sense of interest in commerce and graduated with the same subject from Jodhpur University.
He has a vision of shaping up of a dream organisation keeping the pace of the world. Rehal was born in Rai-Bariely
UP. He is married to Harvinder Rehal and the couple has two daughters. His hobbies include photography and
collection of old music.
Nihar Parida vice president, logistics & marketing

Uniworld Logistics
Parida is an accomplished and result driven professional with over 21 years of experience in strategic operations,
sales, marketing, business development, supply chain management, logistics, channel management and CRM with
profit accountability.
He also worked with Geodis Overseas as director sales & marketing; LG Life Sciences India as manager logistics;
ARAMEX as area manager, Delhi and Blue Dart Express as area manager, Noida. Parida is B. Sc {Zoology Honours}
from Stewart Science College, Cuttack.
Nitin Duggal C O O
Cargo Planners
During last 21 years, Duggal has worked for organisations like Airfreight Ltd., P&O Logistics, All Cargo , AMI India
Logistics and currently working with Cargo Planners
Duggal is born and brought up in Delhi and is an English literature and a management post graduate from Delhi
University. He has been awarded the academia industry interface award and corporate excellence award in 2008 by
Amity international business school, Noida, UP. He is a seasoned traveller and have visited more than 50 destinations
world wide. He is married to a freelance interior designer. The couple blessed with a daughter who is studying in
11th standard. Duggal is an avid sports fanatic. He has represented Delhi state continuosly for 3 years in Badminton
Nationals at juniors and sub junior level from 1982 to 1985. He is also very fond of copy writing and poetry.

Who isWho
Beyond Business
Palem Srikanth Founder and CMD

Four Soft
Palem Srikanth Reddy’s (Srikanth) career track record includes globally reputed organizations such as Hewlett
Packard (world’s No.1 Company in IT) & Emery worldwide (now UPS). He is the founder, chairman and the
managing director of Four Soft.
With an Engineering Degree from REC (now NIT) Trichy, which is ranked as one of the top engineering colleges
in India and an MS (Master of Science) from the school of Industrial Engineering at Stanford University, Srikanth
is also actively involved in several public service and charitable activities in his individual capacity, as well as a
Trustee of Justice P.C.Reddi Trust.
Pawan Jain C M D
Safexpress
A known industry veteran Pawan Jain commands immense respect in the corporate fraternity. With an experience
of more than three decades, Jain has contributed immensely to the growth of supply chain and logistics Industry
in India. Jain realised more than a decade ago that the two core values of ‘safety’ and ‘speed’ were imperative to
ensure customer satisfaction. Thus, he coined the name Safexpress for his organisation, in 1997. A perfectionist
that he is, Jain is driven by a passion to excel and an indomitable commitment to quality. He firmly believes in
the power of knowledge and uses it as a strategic tool to achieve his goals. Jain has been conferred with numerous
prestigious awards including lifetime achievement award by ELSC and retail Leadership award by Asia Retail
Congress among others. Jain is a man of deep-rooted principles and strong virtues. He firmly believes in operating
on the foundations of absolute transparency, ethics, trust and respect.
Penta Miyazaki president

Yu s e n A i r & S ea S er v ic e, I nd ia ( Y I N )
Penta Miyazaki was born on April 15, 1951 in Kanagawa Japan. He has completed his education from Rikkyo
University. Miyazaki started his career with Yusen Air & Sea Service Co., ltd in 1975.
Miyazaki came to India in 2005 with an experience of 20 years. He worked with US based organisations. He started
as president for the company. He found India a very challenging country and full of business opportunities. Under
his leadership, the company has expanded services to seven locations in India i.e., Delhi, Bangalore, Mumbai,
Chennai, Kolkata, Pune and Hyderabad. Besides his hectic work schedule, Miyazaki is keen in reading books.
Raajeev Bhatnagar regional vice president, India subcontinent

UT Worldwide
Raajeev Bhatnagar took over as managing director of UT Worldwide (India) in September 1999. He has been
with UT Worldwide for over 11 years and currently is the regional vice president, India subcontinent. A graduate
from Delhi University, Bhatnagar is a seasoned leader with over 30 years of experience in logistics industry in
India. He is passionate about making, keeping and delivering commitments, with eye for detail and believer of
recognition and reward. He has 2 children – Rishebh and Pracchi. His spouse Pramila is a home maker and has
devotedly managed and balanced her home and family. Bhatnagar is greatly involved in assisting and supporting
any educational institute either monetarily or in kind. He loves reading, music and travelling. He is a keen follower
of cricket. His motto is to make business and life simple.
Radharamanan Panicker CEO

Cargo Service Center India
Panicker has more than 20 years experience in the field of logistics, distribution, cargo handling and warehouse
management. A qualified dangerous goods instructor from IATA, he is also a specialist in the management of dangerous
goods and perishable cargo. He has been leading Cargo Service Center (CSC) since inception in 1995. Starting with
a small team of 30 people, he established CSC’s presence in Mumbai handling cargo for its parent company – KLM
Royal Dutch airline. He has since grown the CSC business to its present level of almost Rs.270 million turnover
with operations in Mumbai, Delhi, Chennai and Hyderabad. Prior to taking this assignment, Panicker worked in
Elbee Express for seven years. A Post Graduate Master of Business Management Diploma from XLRI, he completed
his Bachelor of Science (Physics) Degree from St.Xavier Ahmedabad. Panicker is a member of CII’s Western region
committee on logistics since last four years and member of the CII’s National committee on Civil Aviation.

Rajeev Sharma managing director
Sahyog Group Company
Sharma started his career with a reputed company in cargo trade in 1993.Though it (handling cargo) was a tiring job,
it gave him a passion for cargo and one fine day he decided to start his own venture. In 2000, he established Sahyog
and since then it has been no looking back. Meanwhile, Sahyog has developed a good reputation and clientele in the
market. The company offers freight forwarding, transportation, customs clearing, warehousing, consulting services,
insurance and other services related to export and import. Sharma is now looking for entering into international
association with different companies.
Rakesh Tiwari
Go Airlines (India)
vice president, commercial operations
Tiwari joined GoAir in June 2009 and is responsible for the overall commercial operations of GoAir including sales,
marketing, revenue and network planning. Having worked in varied sectors including telecom and retail, Tiwari
brings with him more than 13 years of diversified work experience. Prior to joining GoAir, he was with The Mobile
Store in the capacity of head of mobile handset business. He started his career in 1998 with Hughes Telecom as the
manager- enterprise business and since then has held several senior and mid-management roles in companies including
the Subhiksha Retail, ICICI Lombard, Nokia India and others. Tiwari completed his BE in 1998. Subsequently, he
did his sales & marketing MBA. Tiwari has a keen interest in cricket and travelling.
Ram C. Menen
Emirates Airline
divisional senior vice president cargo
Menen has headed the cargo division of Emirates since the inception of the airline in October 1985. He spearheaded
the conceptualisation and development of the LD-36 (AMF) type of ULD (Unit Load Device) which increased usable
space on each lower deck pallet base by 33 per cent. He is a FCILT (Chartered Fellow of the Chartered Institute of
Logistics & Transportation). He is one of the founder members of The International Air Cargo Association (TIACA),
serving as vice president in 1993 and 1994, and as President, CEO and Chairman of the Board in 1995 and 1996.
Menen is the current chairman of the IATA’s Cargo Committee. He has received several awards for his tireless work in
the industry. For instance, in 2003, he received the International Air Cargo Achievement Award from The World Trade
Centre Miami for “Excellence in Promoting East-West Trade”. He likes to spend time with his family, but admits that
Emirates and the air cargo industry take up most of his waking moments.
Ram Tiwari director marketing

S h i n e L o g i st i c s
In 1985, Ram Tiwari began his logistics business with just five members of staff in Delhi. Now, twenty-five years later,
Shine Logistics is a flourishing business with 14 offices across the country and a work force of 300. Today, the company
offers logistics solution to some of the top fortune companies across the world. In 2003, Tiwari built a charity hospital
in Deoria, in the Eastern part of Uttar Pradesh, for people who cannot afford to pay for their treatment. Tiwari says
with pride that, so far, the hospital has not taken any support from a government or private body to run this place.
Tiwari sees many opportunities for growth for his company in the coming years and hopes that his two brothers, one
running a textile export business and the other a politician, will also flourish in their respective careers.
RK Tiwari CEO
New Venture Consultants

With thirteen years of experience in recruitment, headhunting and training development in various recruitment
firms, RK Tiwari, CEO, New Venture Consultants, has a vision of seeing his firm as the leader in recruitment
specializing verticals. Today, his company specialises in verticals like logistics/SCM, retail, real estate, hospitality
and the service industry in general. Over the years, Tiwari has built his reputation as a good motivator, counselor
and reliable head hunter.

Who isWho
Beyond Business
Ravinder Sethi m a n a g i n g director

R.E.Rogers India
Sethi is the son of an Indian diplomat. Having spent much of his early life around the world, he completed his Bachelors
and Masters in Business Economics from a prestigious University of Delhi. He got into exhibition freight logistics arena
in 1977 and in 1986 established R.E.Rogers India, along with his wife.
Sethi holds several important posts in this industry – i.e. past chairman of the International Exhibition Logistics
Associates (IELA), presently vice president and also a founder member of the India Exhibition Industry Association
(IEIA), and most importantly vice president on the executive committee of UFI.
Sam Katgara partner

Jeena & Co
Katgara is the fourth generation in the 107-year-old company which pioneers in freight forwarding in India with many
firsts to its credit. During his tenure of nearly 30 years in the forwarding industry, Katgara has held several industry
positions including chairman, Federation of Asia Pacific Agents Association; president, Air Cargo Agents Association
of India; president of Air Cargo Club Bombay, managing committee member, international chamber of commerce
–India and managing committee member, Association of Multimodal Transport Operators of India.
Apart from business activities, Katgara has been a keen sportsman and has achieved a recognition in national level
swimming, cycling and motor rallying where he holds the record of being the fastest driver of Bombay for 5 consecutive
years. Now he is on the panel of judges for “India’s Car of the Year”.
S Hari
manager cargo –India
InterGlobe Aviation (Unit -IndiGo CarGo)
He started his career in 1994 with Gati desk and worked with them till 2000, when he moved to Elbee Services as
area sales manager. The same year he joined Jet Airways as asst manager-cargo at Delhi airport. When he left the
organisation in 2007, he had been working there as manager-cargo North India & Nepal (sales and operations).
As part of an industry that relies heavily on team work, Hari also believes that teamwork makes all the difference when
it comes to success. At the same time he recognises that individual efforts also play a major role in a team’s success.
Hari is a post graduate diploma holder in business management and a graduate in English literature. His wife is a
homemaker and they have a seven year old son.
Samir Gandhi Gandhi Automations
Chemical Engineer by profession, having taken his degree from the prestigious UDCT, Gandhi started his career as a
project engineer with a very successful chemical company and is now the executive director of Gandhi Automations.
During his experience of 5 years at the chemical company, he always wondered about automation handling of
hazardous chemicals. His passion led him to search for information on entrance automation and he and his brother
Kartik visited various companies in Europe. This resulted in establishing Gandhi Automations in 1996. Gandhi
Automations specialises in entrance automations and loading bay equipments. The company has tie ups with leading
brands in these fields and a good network with dealers.
Sanjay Sethi vice president

A r s h i ya Su p p ly C ha i n M a na gem ent
Sethi has 19 years industry experience in companies like NDDB, SM Dyechem, Hindustan Lever, Sputnik, Subhiksha
Retail, Dale Carnegie & Associates, Premium Farm Fresh Produce (Bharat Hotels) and Technopak Advisors. He has
in depth understanding of food processing and agribusiness in India. His unique experience in building infrastructure
for perishables has helped many organisations in designing their supply chains. In his present assignment at Arshiya
International, Sethi is heading Supply Chain Management Division offering end to end supply chain solutions. Apart
from assisting external clients through 4 PL solutions, Sanjay is also involved in developing solutions for Arshiya
International’s own Free Trade Warehousing Zones in India. Sethi is the co- chairman of FICCI Task Force for Quality
in Agriculture. Sethi has graduated in B.Sc. (hons) Agriculture and PGDRM.

SD Agarwal chairman-cum-managing director
Blazeflash Couriers
Agarwal is not only a successful businessman but also a social worker. He is a religious man as well as secular
personality. He devotes time and effort for social causes, religious festivals and cultural programmes. He believes
that man is social and each one serves the society. That is why, despite his busy business schedule, he takes out
time for all kinds of social works.
Agarwal is a graduate and has earned management skilled from hand-on practices. He started his professional
career with Blazeflash Couriers as an accountant.
Shankar Iyer managing director, India

Swiss Cargo
Iyer started with Swiss Air as apprentice in 1984, with load, control & cargo division and moved to Delhi in
1991 to setup the station cargo load control dept. In 1995, he was promoted as manager cargo sales & services
for North India. In 2004, he took up the responsibility of managing director besides country manager for the
Indian operations of the company.
A conscientious citizen of the country, he hopes to become an entrepreneur and create opportunities for the
underprivileged rural population of the country. He believes that in life everything is possible. It is just that some
things take more time. Iyer’s family consists of his parents, apart from his wife and two sons.
Solomon Yadeta
Ethiopian Airlines
sales manager- Delhi, Gulf, ME & Asia
Graduated in management from Addis Ababa University, Yadeta joined Ethiopian Airlines in July 1995. He worked
in various departments in passenger and cargo handling for 10 years before appointed as station manager Lagos
where he worked for 2 years.
For last two and half years, he is working as traffic and sales manager Delhi taking care of the passenger and
cargo handling. Yadeta is married and a father of two boys. He loves playing football.
Subhasish Chakraborty chairman & managing director

DTDC Courier & Cargo
Born in an average middle class family in Rahara, West Bengal, it was not an easy task for Chakraborty to reach
today’s level in the industry. Being an outstanding student, he earned scholarships to fund his studies. The struggle
that he saw his family faced made him to take a decision to be an entrepreneur and not get into employment.
A B.Sc (gold medalist) from Calcutta University, Chakraborty also acquired professional course, Accelerated
Management, from International School of Business.
He has not only established DTDC as one of the leading companies in the country, but has also been felicitated
with several prestigious awards by various organisations.
He is fond of travelling, reading, music and conducting motivational trainings. His family members include parents,
wife (director – DTDC Courier & Cargo), daughter (director – DTDC Courier & Cargo) and son (director –
DTDC Courier & Cargo). For Chakraborty & DTDC, business transcends beyond profits and boardrooms. He
wants to drive literacy and wish to adopt a village, where every child will be educated.

Who isWho
Beyond Business
Suraj Agrawal director, Monopoly Carrier and general secretary

DACAAI
Agrawal is a B.Com graduate from Nagpur. His company, Monopoly, started the cargo business from Nagpur.
Though Agrawal has established his company’s pan-India presence now, he started from a small sector where
there was no air or train cargo movement at that point of time.
Agrawal is key founder member of the Domestic Air Cargo Agents Association (DACAAI). Presently, he is the
general secretary of DACAAI. Agrawal’s vision is to bring all agents of India on one platform and to get the domestic
cargo trade organised under DACAAI.
Sunil Arora,
D e l ta Frei g ht
executive director
Executive director with Delta Air Freight, direct Ocean Shipping, Sunil Arora has also been associated with Air
Cargo Agents Association of India (ACAAI) as chairman (2006 – 2010), Air Cargo Club of Delhi as the president
(2005-07), member of the managing committee of ACAAI, since 2002, chairman Convention ACAAI (2006-
2010) and several other trade organisations and facilitators.
An alumnus of the Delhi University, Arora has done his graduation here before completing his higher studies in
Business and Finance Management. Arora’s family consists of his wife and two children aged 12 and 14.
Sunil Kohli managing director, Rahat Cargo and vice president

ACCD
Kohli stepped into the challenging field of Freight Forwarding in the year 1984 by incorporating company Rahat
Cargo. He was born and brought up in Ajmer and is a graduate from University of Rajasthan. Kohli is actively
involved in Air Cargo Club of Delhi (ACCD) as an executive member in managing committee since 2003- 2004
and presently serves as the vice-president of ACCD. He married to Madhu and they have two children, Hardik
(son) and Muskaan (daughter).
Kohli considers his family and friends as his true strength and driving force behind his continued efforts to stay
focused on his professional and personal goals. He is passionate about music and sports specially cricket.
TK Doshi
director (marketing & cor porate planning)
Central Warehousing Corporation, New Delhi
Doshi is an engineering graduate with MBA and has worked for 31 years in PSU holding various assignments.
Presently, he is a director (marketing & corporate planning) with CWC. In addition, he looks after the functions
of Engineering, Technical, Quality Control, Pest Control Services divisions of the Corporation.
He is also a director on the Board of Chhattisgarh State Warehousing Corporation and UP State Warehousing
Corporation.

Who isWho
Beyond Business
Tulsi Nowlakha Mirchandaney managing director

Blue Dart Aviation
Tulsi Nowlakha Mirchandaney, managing director of Blue Dart Aviation, South Asia’s largest domestic express
cargo airline, has been part of the airline and express industry of India for over thirty years now. With an MBA
in International Aviation from the Concordia University Montreal, Tulsi’s passion for the subject motivated her
to write a research paper on aviation education, during her academic years. In 2008, Tulsi switched over from
Blue Dart Express, where she functioned as the senior vice president – marketing & projects and senior advisor,
to her present position. It was under Tulsi’s guidance that due emphasis was placed on the importance and
the marketing of air cargo, and Blue Dart Aviation became a reality. She has played a major role in acquiring
major accounts, getting into agreements with international airlines, initiating charter services and setting up
the logistical details for these services.
Tushar Jani chairman

Blue Dart Aviation
Tushar Jani is the founder Chairman of Blue Dart Express, which was taken over by DHL Express (Singapore) in
March 2005. He has over 31 years of experience in the shipping and transport industry, and pioneered inland logistics
of sea freight containers to manufacturers. In 1979, Jani started air cargo operation for small parcel. Egged on by
its success, Jani set up Blue Dart Express in 1983 in partnership with two of his friends. An innovative entrepreneur
at heart, Tushar has envisioned, founded and mentored numerous companies. For instance, he has co-founded the
NVOCC business - Swift Freight.
Tushar has inspired his daughter, Bhairavi to set up Transmart (India) a warehousing, logistics and supply chain
management company. Jani is the founder chairman of the Express Industry Council of India. Currently, he is the
chairman of Confederation of Indian Industry (CII), western region logistics sub-committee and also the president
of association of multimodal transport operators of India (AMTOI). Jani is very actively involved in various social
welfare projects.

Who isWho
Beyond Business
Vineet Kanaujia GM-Marketing

Safexpress
Kanaujia received his MBA degree in marketing from Faculty of Management Studies (Delhi) in 1999. He did
his bachelors in engineering from MMM Engineering College (Gorakhpur) in 1997. Kanaujia started his career
with HCL and went on to work with ConAgra Foods. Later he had a long stint with Samsung. Kanaujia joined
Safexpress 3 years ago. Since then he has made a huge contribution in the rapid growth of the company. In a
very short time-span he has managed to radically enhance Safexpress brand equity in India.
Among other prestigious awards, Safexpress was rated as ‘India’s Most Promising Brand’ in a research by
‘Indian Council of Market Research’. Kanaujia, too, has been conferred with several highly venerated awards.
He regularly writes for numerous newspapers and magazines on a variety of subjects. His hobbies include
reading, music, trekking and soccer.
Vipan Jain
B A R ( I) Cargo
manager logistics, South Asia and Middle Eastt, Lufthansa Cargo and chairman
He started with one of the sub-cargo agency in 1981 and then moved to IATA agency. In 1985, he joined Lufthansa
- Cargo as cargo clerk and then there was no looking back. During his last 25 years with Lufthansa, Jain worked
as a cargo supervisor, manager - logistics for South Asia and later with additional responsibility of Middle East
stations. During last decade, he has been actively associated with BAR (I) Cargo - N.R. as vice chairman and now
chairman.
Jain is a graduate (B.Com - Hons) from Delhi University and “Certified Logistic Manager” by Marketing Akademie,
Hamburg, Germany and Lufthansa Cargo AG beside MBA from Canadian School of Management.Jain and his wife
have one son (11 years old). Jain is very keen in meeting and talking to new people. He, however, likes to spend
leisure time with his family and well wishers. He also likes to see comedian Hindi movies, playing cards during
Diwali and watch cricket match.

Who isWho
Beyond Business
Vipin Vohra CMD

Co n ti n e n ta l C a r r i ers G rou p of C om p an i e s
An alumni of Shri Ram College of Commerce, Vohra joined the family business in 1975 – a business founded
by his late father, TN Vohra. He is also a member on the board and the vice chairman of DPD Continental,
an express parcel, joint venture company.Vohra is well recognised and appreciated by the freight forwarding
industry, various chambers of commerce and industry as well as the official committees of the government of
India promoting commerce and exports. He served as president of Air Cargo Agents Association of India, in
2005 and was re-elected in 2007.
Vohra is happily married to Pushpa. Daughter Khushboo, eldest of the three children, is married and manages
a government approved export house owned by the family. Son Vaibhav, a graduate of Babson Business
School, USA is a working director in the Group companies and the youngest son Viraj is currently studying at
the Babson Business School, having finished one year of his studies.
Virender Khosla vice chairman, UT Worldwide (India) and managing director

A i r p o r t R e s id enc y H ot el
Khosla started his professional career with Lufthansa Cargo in 1965. He took early retirement and started his
own freight forwarding company Indair. The company was merged with UTi in 2002.
Khosla believes in strict discipline to achieve success in life. Very positive about the future of logistics industry in
India, he however, ventured out for hospitality industry. Recently, Khosla launched a 32 roomed 3-star category
hotel, Airport Residency, near IGI Airport in Delhi. Khosla is a follower of Radhaswami Satsang and reading
religious books is his only hobby. Khosla is blessed with two sons. He likes to convey the message to young people
that they should grasp multiple opportunities with conviction at this fast growing company.

Postal Registration No.: DL (ND)-11/6002/2010-11-12,
Licensed to Post without Pre-payment No.: U(C)-272/2010-12
for posting on 25th - 26th of advance month at New Delhi P.S.O.,
RNI No.: DELENG/2003/10642.

July 10

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Cargotalk

JULY 2010 ANNUAL ISSUE SOUTH ASIA’S LEADING CARGO MONTHLY

LEAD STORIES Publisher: SanJeet

Durga Das Publications Pvt. Ltd.

04 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

logistics industry in India is expecting positive

06 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

In spite of the setback in

f the export and import figure published

I by the ministry of commerce for April

12 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

Bhatnagar appeared logistics market in India in a big way.

13 CARGOTALK JULY 2010

textile market of US$ 164 billion by 2020.

‘ With focus on profitability we are

General Manager, Corporate Planning and

DP Singh, general manager, corporate

be a substantial increase in the manufacturing

14 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

To offer more solutions for

Shobana NS takes over as CFO,

First Flight to strengthen

18 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

S that the council is now working for separate terminals for

Vineet Kumar, chief commissioner, Customs Mumbai,

these shipments. However customs clearance is one area where

20 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

22 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

Trade associations meet

V like CII, FICCI and ASSOCHAM

24 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

Euro effect on Indian

INDIAN RUPEE AIRLINES’ Ascertain and monitor the financial stability

26 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

28 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

he conference had around 75 According to a recently released ASSOCHAM

T delegates, mainly functional

30 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

services like supply chain management and

32 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

(L to R) Ashutosh Tripathi, Hari Goyal, Anuj

head - E Choupal, ITC and Rahul Sharma, head - Centre for

34 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

Aircraft Movements (In Nos.)

For the Month For the period April to March

36 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

Aircraft Movements (In Nos.)

For the Month For the period April to March

38 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

John Pearson, CEO,

DHL Express India performs

40 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

42 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

An emerging logistics paradigm:

44 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

higher economic returns than more detrimental to a country’s development

46 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

48 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

DELHI INTERNATIONAL AIRPORT

1 Cathay Pacific 1206 80 1286 2230 3516 9.7%

## Cargo Handled at Centre for Perishable Cargo

50 CARGOTALK JULY 2010 WWW.CARGOTALK.IN

EXPORT IMPORT TOTAL