DP World and Turkish Evyap Group completed a strategic merger that will combine two major ports on the Marmara Sea and create a new international logistics hub. The port merger will enhance Türkiye’s critical role in global trade, the two companies said in a joint statement after receiving regulatory approval from the Turkish Competition Authority (RK). The newly formed entity, DP World Evyap, sees DP World assuming a 58% stake in Evyapport, while Evyap Group secures a 42% share of DP World Yarımca. The rebranding will introduce “DP World Evyap Yarımca” and “DP World Evyap Körfez” as the new names for these key maritime gateways. “DP World Evyap will help meet the increasing demand for sophisticated logistics in the region, boost Türkiye’s export and import volumes, open up the growth of new sectors and strengthen the country’s growing status as a major hub in international supply chains,” the statement read. The combined entity will offer 2,088 meters (6,850 feet) of berthing space, accommodating more than one ultra-large container vessel at each terminal simultaneously. The total annual container handling capacity will exceed 2 million TEUs. The integrated operation will also handle project and heavy-lift cargo services. DP World Evyap will benefit from advanced road and rail connections and expedited turnaround times, supported by over 900 logistics experts dedicated to optimizing cargo movements.

Delhi Cargo Service Center (DCSC) records a significant uptick in cargo handling, setting new benchmarks for efficiency and throughput since the beginning of 2024. According to Avinash Razdan, Group CEO, Cargo Service Center, DCSC has witnessed a substantial increase in both export and import cargo volumes. Till Mar 24, DCSC was handling an average of around 700 tonnes of export and import cargo in a day. “Since 15 June, we have been consistently handling an average volume of 850-950 tonnes of cargo a day, and even crossed 1100 tonnes on the 12 July,” said Razdan. This was only made possible by the single-minded determination of our people to facilitate the increasing cargo to fulfil the dream of Govt of India and the industry of processing 10 MMT of air cargo by 2030. We are proud of our team and especially of the executives working on floor who have displayed highest levels of commitment beyond the call of duty. The surge in cargo shipment handling reflects DCSC’s commitment to providing seamless operations, reliability, and heightened efficiency in the dynamic field of cargo services. The success story of Delhi Cargo Service Center serves as a testament to the resilience and capabilities of the team, positioning the organization as a leading player in the cargo handling industry. As the company continues to reach new heights, industry observers are keenly watching for the strategies and practices that have contributed to this remarkable performance.

Air France KLM Martinair Cargo (AFKLMP) and IndiGo CarGo announced the signing of an extensive Interline Agreement connecting their expansive networks. This marks the first step in their collaborative efforts to further develop a robust cargo partnership. This Special Prorate Agreement will be effective as of 16 July 2024. The agreement was signed during a meeting at IndiGo’s headquarters. In addition to the signing, the two parties discussed steps to strengthen their collaboration and to explore ways in which they can extend their cooperation in the coming years. Mark Sutch, Chief Commercial Officer, IndiGo CarGo said, “We are consistently expanding IndiGo CarGo’s network and capabilities. The strategic focus on growing international presence is greatly complemented by our partnership with Air France KLM Martinair Cargo. This collaboration not only broadens our service offerings but also allows us to leverage their extensive global reach, thereby providing our customers with a wider array of options across diverse geographies.” GertJan Roelands, Senior Vice President Commercial, Air France KLM Martinair Cargo: “India is a strategic growth market for AFKLMP Cargo. Having a strong partner in India is a great building block in our network strategy. The cooperation between IndiGo CarGo and AFKLMP Cargo will give our customers even more choice and solutions.” Both companies look forward to better serving the global cargo market, leveraging their complementary networks to provide enhanced services and explore new opportunities in airfreight transportation.  

CMA CGM has signed a global partnership agreement with Google to accelerate artificial intelligence (AI) adoption across its operations.  “This collaboration aligns with our digital roadmap and investments. Together with Google, we will lead the digital revolution in shipping, logistics and media, optimise our processes, and enhance our competitive edge,” said Rudolph Saade, CMA CGM’s chairman in an official statement.  This comprehensive collaboration aims to revolutionize shipping by enhancing efficiency, responsiveness, and adaptability to market fluctuations and disruptions, resulting in faster and more responsive customer service. As part of the partnership, CMA CGM will actively seek to optimize vessel routes, container handling, and inventory management to ensure efficient and timely delivery of goods while minimizing costs and carbon footprints.

Pradeep Panicker, CEO, GMR Hyderabad Int’l Airport says, “GMR Hyderabad Air Cargo (GHAC) has brought in operational excellence in the temperature-controlled facility by investing and developing the infrastructure to maintain the requisite temperature from Truck Dock to Aircraft Loading on the Tarmac. Unloading Area, X-ray Area, Racking Area, ULD/Pallet Built-up and ULD/Pallet storage area are temperature controlled with varied temperature zones. Transportation of ULDs/Pallets from terminal exit to the Aircraft is being done using the Cool Dolly to avoid any temperature excursions on Airside. GMR Hyderabad Air Cargo (GHAC) distinguishes itself through investments in expanding infrastructure, notably the ‘Pharma Zone,’ positioning itself as a premier global hub for pharmaceutical logistics. The terminal, already equipped with a vast fleet of modern temperature-controlled containers, is poised to augment its temperature control area through expansion. GHAC is actively exploring advanced technologies such as robotic arms, conveyor systems, and Automated Storage and Retrieval Systems (ASRS) to bolster efficiency and mitigate labour costs over the next five years. The terminal also has a unique integrated ‘Cargo Village’, on-site regulators, warehousing and cargo trade offices backed by a very strong Road Feeder Service across South-Central India. It is also one of the preferred gateways for pharmaceutical logistics across India and abroad. A major highlight of the Hyderabad Airport Cargo facility is the unique ‘Pharma Zone’, a large multi-ULD Cool Dolly, which makes it one of India’s largest centres for the handling of temperature- sensitive cargo up to -20 degree C. The terminal also offers one of India’s largest fleets of modern temp-controlled Cool Containers viz. Cool Dolly, Envirotainer, VaQtec to name a few. Notably, GHAC holds certifications from the World Health Organization for Good Distribution Practices …

Arnab Bhattacharya, Country Manager, India for UPS Healthcare shares, “Implementing advanced temperature monitoring and tracking systems which provide continuous oversight and allow for immediate action if any deviations occur, helping to maintain the required temperature range, and reduce wastage. Investment is another key area of focus – specifically in modern cold storage facilities and reliable transportation networks. Public-private partnerships could be an effective way to bridge infrastructure gaps, particularly in rural areas. Regulatory compliance is also crucial. To simplify compliance issues, establishing harmonized regulatory standards across regions with consistent enforcement is necessary. We shouldn’t overlook packaging solutions either – improved methods can protect products from contamination and damage during transit. Efficiency is another important factor that can be enhanced by developing integrated logistics platforms for seamless communication among stakeholders. Operational costs are always a concern but these can be reduced by adopting energy-efficient technologies and optimizing routes. Training programs for personnel involved in cold chain logistics are essential as they improve operational efficiency and reduce errors. Now, let’s consider technology – the rise of data demand along with IoT technologies present their own set of challenges but also offer opportunities for better control over operations.”

Satyaki Raghunath, COO, BIAL shares “To maintain consistent temperatures accurately in real-time, especially during extreme weather conditions or power outages, the implementation of advanced IoT sensors and automated systems is essential. These systems include alert mechanisms for deviations, ensuring quick corrective actions. To prevent delays in handling and transporting perishable goods, optimising logistics through investments in specialized equipment like refrigerated trucks and automated guided vehicles (AGVs) is essential. Streamlining processes and training staff to manage cold chain products efficiently significantly improves operational efficiency and product quality. To prevent overcrowding and potential breaches in temperature control due to limited storage capacity and inadequate infrastructure, it is essential to expand cold storage facilities with modular and scalable units. Upgrading infrastructure to include better insulation, energy-efficient cooling systems, and backup power solutions will also help maintain consistent temperatures. Ensure compliance by staying updated with international regulations (e.g., WHO, IATA, and local guidelines) and implementing standard operating procedures (SOPs) that align with these regulations. Conduct regular audits and staff training on compliance. Implementing integrated cold chain management software that provides comprehensive visibility and data analytics resolves issues related to visibility gaps and data integration across the supply chain. This software enables real-time tracking, reporting, and predictive analytics, ensuring efficient issue identification and proactive risk mitigation. Develop and enforce strict quality control measures, including regular inspections and quality checks at various stages of the cold chain. Implement blockchain technology to enhance the traceability and authenticity of goods.”

Sanjay Sharma, COO, Coldman Logistics says, “The issue lies not just in cold chain infrastructure, but in the fragmented approach taken by government, private sector, and Farmer Producer Organizations (FPOs). They operate in isolation, failing to synergize efforts towards significantly reducing food wastage. While infrastructure is improving, the fundamental challenge of waste reduction remains unresolved, creating a noticeable gap. A strategic solution involves promoting processing zones integrated with cold storage warehouses and efficient transportation. Many fruits and vegetables (F&V), due to their natural properties, cannot be stored for more than 60 days even in Cold Storage and Controlled Atmosphere (CA) facilities. Processing them by freezing to sub-zero temperatures extends their shelf life up to 12 months, opening new market opportunities. Processed F&V fetch higher margins across the entire value chain and stimulate export growth, as seen with successful examples like green peas, sweet corn, and fisheries.”  

“To promote ease of doing business, it is essential to alleviate tax pressure and compliance, whether it is company law, income tax, or GST. Currently, GST notices are issued nationwide by just seeing them in the portal and without any application of mind. The IATA president already mentioned in the public domain that foreign carriers may quit India due to tax (GST) issues. As GST is a relatively new law, it is suggested that no penalties be imposed for the initial three years of the new business, allowing citizens sufficient time to comprehend the law. Notably, the World Bank has acknowledged GST as the most complex law globally. We also must understand that due to COVID-19 for almost 3 years, it is important to consider that period with relaxation while doing tax assessments. Within TDS, streamlining more than 36 rates is necessary to improve the business environment. Also, it is imperative to support MSMEs by considering a 20% increase in the GST threshold limit for services (from 20 lakhs) and goods (from 40 lakhs), factoring in inflation. The company law department is imposing high penalties. However, the site doesn’t work many times. Already, GST collection crosses 2 lac crore monthly. The GST department will be collecting more and more revenue, and with the help of advanced technology, notices are issued. It is high time that aviation turbine fuel is bought under GST to create a level playing field between Indian carriers and foreign carriers who have the option to fill up their aircraft with cheaper ATF from outside the country.”