The report on “Liquid Bulk Handling and Storage: Paving the way for India’s Chemical and Energy Needs” is a part of joint endeavour between TATA Strategic Management group (TSMG) ‐ Supply Chain and Logistics Practice and Cerebral Business Research with the objective to highlight key issues faced by bulk liquid storage industry in India and opportunities present in the sector. Bulk liquids can be defined as liquid cargoes which are transported in non‐containerized & nondrum bulk parcels and vessels by sea. Bulk liquids act as a source of raw material or intermediates for a number of end use sectors like automotive, consumer durables, energy and textiles. Changing economic landscape, Government’s thrust on domestic manufacturing, growing population and rise in percapita income is expected to result in growth in end use sectors. This would lead to rise in demand of bulk liquids and create opportunities for storage & handling of larger volumes and wider product portfolio. This report is being presented in “Indian Bulk Liquid Storage Conference 2015” on the 18th of February 2015. TSMG team is thankful to Cerebral Business Research for providing an opportunity to develop this report.

1. Liquid Bulk Handling and Storage
- Paving the way for India’s Chemical
and Energy Needs
Ta t a S t r a t e g i c M a n a g e m e n t G r o u p
1

2. Foreword
The report on “Liquid Bulk Handling and Storage: Paving the way for India’s Chemical and Energy
Needs” is a part of joint endeavour between TATA Strategic Management group (TSMG) ‐ Supply
Chain and Logistics Practice and Cerebral Business Research with the objective to highlight key
issues faced by bulk liquid storage industry in India and opportunities present in the sector.
Bulk liquids can be defined as liquid cargoes which are transported in non‐containerized & non‐
drum bulk parcels and vessels by sea. Bulk liquids act as a source of raw material or intermediates
for a number of end use sectors like automotive, consumer durables, energy and textiles. Changing
economic landscape, Government’s thrust on domestic manufacturing, growing population and rise
in percapita income is expected to result in growth in end use sectors This would lead to rise inin percapita income is expected to result in growth in end use sectors. This would lead to rise in
demand of bulk liquids and create opportunities for storage & handling of larger volumes and wider
product portfolio.
A review of current port operations indicates lack of adequate capacity & infrastructure, poor
connectivity to hinterland and lack of regulatory support which impedes growth and overburdening
of existing ports
This highlights a need for upscaling the infrastructure in terms of berth capacities, pipelines, storage
tanks & port equipments. Supportive regulatory policies are required, which would help in easing
port congestion and improve performance of port & vessel operations.
This report is being presented in “Indian Bulk Liquid Storage Conference 2015” on the 18th ofThis report is being presented in “Indian Bulk Liquid Storage Conference 2015” on the 18th of
February 2015. TSMG team is thankful to Cerebral Business Research for providing an opportunity
to develop this report.
2

3. Contents
Overview of Indian Liquid Bulk
Industry
Overview of Indian Port
Industry
Challenges faced in liquid bulk
handling
3
g
Opportunities and Way Forward

4. Section 1
O i f I di Li id B lk I dOverview of Indian Liquid Bulk Industry
4

5. Overview of Indian Liquid Bulk Industry
Liquid Bulk Industry comprises of crude oil, LNG, POL products, bulk chemicals & petrochemicals
and vegetable oil. The industry contributes approximately 20% to country’s exports and 40% to
imports. The industry acts as a source of raw materials and intermediaries for a number of
downstream sectors like automotive, textiles, consumer durables, personal care, energy and food
production & processing.
The Indian liquid bulk trade is dominated by crude oil, POL and bulk chemical products. Imports of
these products have grown at 6.9% CAGR over the last five years to reach 244.7 Mn. M.T. in FY14.
During the same period, exports have grown at 11.4% CAGR to reach 71.8 Mn. M.T. in FY14 (Refer
Figure 1).
Crude Oil constitutes 77% of liquid bulk imports and 60% of overall trade. Driven by the demand
from transportation industry and growth in petrochemicals, crude oil imports have grown at 7.5%
CAGR to reach 190 Mn. M.T. in FY14.
POL products constitute 93% of total exports and 27% of overall trade. Domestic refinery capacity
additions and decline in demand of Naphtha for fertilizer production have led to increase in exports
over last five years.
Bulk Chemicals (organic chemicals, inorganic chemicals & alkali chemicals) and Petrochemicals
constitute 5% of liquid bulk trade Apart from industrial applications they act as raw materials forconstitute 5% of liquid bulk trade. Apart from industrial applications, they act as raw materials for
manufacturing a number of chemicals. Over the last five years imports have grown at 11% CAGR to
reach 13 Mn. M.T. in FY14, while exports have grown at 6% to reach 4 Mn. M.T. in FY14.
LNG accounts for 4% of Indian liquid bulk trade. Over the past few years there has been an increase
in domestic demand for natural gas from fertilizer, power, city distribution and petrochemicals
sectors. However, decline in availability of domestic gas has resulted in an increase in LNG imports.
As a result over the last five years LNG imports have grown at 10% CAGR to reach 13 Mn M T inAs a result, over the last five years, LNG imports have grown at 10% CAGR to reach 13 Mn. M.T. in
FY14.
XX% CAGR
10.0%
11.0%
8.5%12.0
13.0
13.0
Figure 1: Indian Liquid Bulk Trade (Mn. M.T.)
244.7
175 5
6.9%
7 5%
‐2.1%
10.0%
11.7%
6.0%
8.0
7.8
8.1
18.6
16.7
133.0 190.0
67 8
3.0
4.0
71.8
175.5
41.9
11.4%
5
* (Includes Petrochemicals)
FY09 Imports FY09 Exports FY14 Imports FY14 Exports
Crude Oil POL LNG Bulk Chemicals* Vegetable Oil
7.5% 11.7%
38.9
67.8

6. Vegetable oil comprising mainly of palm oil, soyabean oil and sunflower oil constitute another 4% of
li id b lk t d Ri i it ti d f ll i i t i h lt d i i iliquid bulk trade. Rise in per capita consumption and fall in import prices have resulted in increase in
imports of vegetable oil. Over the last five years imports have grown at 8.5% CAGR to reach 12 Mn.
M.T. in FY14.
Increasing urbanization and rise in per‐capita disposable income is resulting in a strong growth
outlook for several key end use industries. This is going to positively impact the growth in Indian
liquid bulk industry. Going ahead, liquid bulk trade volumes are set to grow at a rapid pace. The
Government’s thrust towards domestic manufacturing is expected to redefine the product flowGovernment’s thrust towards domestic manufacturing is expected to redefine the product flow
patterns. Increasing volumes will lead to shift from containerized movement to bulk movement,
creating opportunities for liquid bulk handling at Indian ports.
6

7. Section 2
O i f I di P I dOverview of Indian Port Industry
7

8. Overview of Indian Port Industry
Indian ports sector consists of 13 major and about 200
non‐major ports with major ports comprising almost
55% of country’s trade by volume. Over the last five
years, traffic handled by Indian ports has grown at 6%
CAGR from 745 million MT in FY09 to reach 1,005
illi MT i FY14 (R f Fi 2) N j t
Figure 2: Cargo Traffic at Indian Ports (Mn. M.T.)
1,005
1,275
6%
5%
million MT in FY14 (Refer Figure 2). Non‐major ports
have led the growth in port volumes and have grown at
16% as compared to 1% growth at major ports. As a
result, the proportion of traffic at non‐major ports has
increased from 29% to 45% during FY09‐FY14 period.
The shift in traffic is creating opportunities for
developing new infrastructure and facilities. With
530 555 675
215
450
600
FY09 FY14 FY19(P)
3‐5%
1%
5‐7%
16%
745
p g
capacity additions planned at major ports over the next
five years, major ports are expected to grow at 3‐5%
while non‐major ports are expected to grow at 5‐7%.
Major Ports Non major Ports
Over the years, Indian ports have transitioned from handling typical break and bulk type cargoes to
handle specialized cargoes like liquefied natural gas (LNG) and hazardous chemicals. The growth in
traffic at Indian ports is expected to generate a number of opportunities for the sector. However, atraffic at Indian ports is expected to generate a number of opportunities for the sector. However, a
comparison of Indian ports with respect to global ports clearly indicates inadequacies at Indian ports
which lead to inefficient operational performance and poor resource utilization. Hence, in order to
realize the true potential, Indian ports need to be competitive and efficient.
The cargo traffic at Indian ports can be broadly classified into liquid bulk, container cargos, coal and
iron ore. Liquid bulk constitutes 40% of the cargo handled at Indian ports (Refer Figure 3). Thus,
liquid bulk plays a critical role in growth of the port industry. However, liquid bulk handling at theq p y g p y , q g
ports is faced with a number of challenges which impact the port and vessel operational
performance.
Figure 3: Cargo Breakup at Indian Ports, FY14
5%
4%
4%
5% 18%
60%
27%
Crude Oil
40%
21%
16%
5%
Liquid Bulk Coal
8
Total Traffic: 1,005 Mn. MT
POL
Chemicals & Petrochemicals
LNG
Vegetable Oil
Liquid Bulk Coal
Container Iron Ore
Other Traffic

9. Section 3
Ch ll f d i li id b lk h dliChallenges faced in liquid bulk handling
9

10. Challenges faced in liquid bulk handling
Indian Liquid Bulk Handling Industry is faced with a number of infrastructure and regulatory
challenges which impact the overall performance of ports and vessels. This is reflected from the
performance of Indian ports across two key indicators of Turnaround Time and Pre‐Berthing time.
The average turnaround time across major ports for liquid bulk is around 3.7 days. Turnaround
times go as high as 4.5 days at JNPT and Chennai. On the other hand turnaround time at Rotterdam
d A t t i l 4 12 h Si il l b thi ti f b lk li idand Antwerp ports is as low as 4‐12 hours. Similarly on an average, pre‐berthing time for bulk liquid
vessels is around 47 hours. This goes as high as 70‐80 hours at JNPT and Haldia ports, while major
international ports have minimal pre‐berthing delays with some ports providing ‘Berthing on Arrival’
facilities.
The key challenges faced in liquid bulk handling at Indian Ports are:
Capacity constraints and lack of adequate infrastructure at Ports: A critical challenge faced in
liquid bulk handling is above‐optimum capacity utilization because of capacity mismatch and
inadequate port infrastructure. Liquid bulk capacity utilization at Indian ports stands at 90‐95%,
much higher compared to international average of 70‐75% which is considered to be ideal. This
results in higher turnaround times and longer waiting period for berthing leading to port
congestion.
The major ports across upper west Figure 4: Capacity Utilization across major ports
coast (Kandla, Mumbai and JNPT)
account for almost 50% of liquid bulk
handled at major ports with capacity
utilization more than 95% (Refer Figure
4). This indicates inadequacies in
existing infrastructure at the ports.
While overall port capacities over the Kolkata
Kandla
Capacity Utilization
(%)
88% 76%While overall port capacities over the
next five years are expected to grow at
6‐8% CAGR, liquid bulk capacity is
expected to grow at 3‐5%, whereas
trade is expected to grow at 8‐10%.
Focus on containers and dry bulk
commodities such as coal and iron ore
Kolkata
Paradip
Vizag
Haldia
Tuticorin
Ennore
Chennai
Upper
West Coast
Mumbai
Cochin
New
Mangalore
Mormugao
JNPT
Lower East
Upper East
Coast
130%
88%
95%
33%
43%
47%
60%
88%
70%
67%
61%
76%
can be attributed for low growth in
liquid bulk capacity. Appropriate
Lower West
Coast
Lower East
Coast
Government steps in amending policies and developing industry favourable models can help bulk
liquid capacity to grow at 6‐8%.
A comparison of Indian ports with global ports (Refer Table 1) indicates inadequate focus and
planning for liquid bulk handling infrastructure at ports. Some of the critical infrastructural
87%
10
challenges faced by Indian ports are:
Draft: Draft depth at Indian ports ranges from 9‐14 meters as compared to 12‐23 meters at
international ports. As a result several Indian ports cannot handle bigger vessels which are
essential to achieve economies of scale.

11. Figure 5: Cargo berth break‐up at major portsDedicated Berths: Indian ports lack dedicated
b th f h dli li id 58% f b th
58%18%
12%
12%
General Berths Liquid Bulk
berths for handling liquid cargoes. 58% of berths
at major ports are general cargo berths while only
18% of berths are dedicated for liquid bulk
resulting in increase in idle time for vessels (Refer
Figure 5).
Tanks and Pipelines: Indian ports are faced with
the challenge of inadequate number of pipelines General Berths Liquid Bulk
Containers Dry Bulk
the challenge of inadequate number of pipelines
with most of the ports having only 4‐5 chemical
lines or less per jetty. This restricts the efficiency of operations by vessels and tank farms,
prevents handling of multiple products simultaneously and directly impacts the vessel
turnaround time and duration of port stay, thereby increasing costs.
Connectivity: In addition to inadequate port infrastructure, Indian ports are faced with the
challenge of adequate hinterland connectivity and presence of multimodal transport optionschallenge of adequate hinterland connectivity and presence of multimodal transport options.
This creates a challenge in moving the products inland & vice‐versa and drives up the
distribution costs. The problem is more challenging for chemical products where safety and
environment norms have to be strictly adhered. Most of the liquid bulk is transported through
road although it is not the safest transportation mode.
Parameters Indian Ports Global Ports
Table 1: Indian Ports vs. Global Ports
Parameters Indian Ports Global Ports
Turnaround Time (hrs.) 80‐90 5‐10
Draft depth (mtrs) 9‐14 12‐23
Productivity (Discharge/ship‐berth day) 16,000 MT/day 25,000 MT/day
Pipelines
Common pipelines for
multiple products
Dedicated pipelines with
connection to jetties
Typical distance from waterfront > 3 Km < 1 Km
Hinterland connectivity
Poor connectivity with high
dependence on road
Strong connectivity with
multiple transportation
modes
Electronic Data Interface, ERP system Minimal Mature
Low Penetration in Coastal Shipping and Inland Fi 6 P t ti f t l hi i iLow Penetration in Coastal Shipping and Inland
Waterways: Another key challenge faced in
liquid bulk handling is the low penetration of
coastal shipping (Refer Figure 6) and inland
waterways for domestic cargo movement.
Despite a coastline of almost 7,500 Km (1.3
times that of Europe), coastal shipping handles 6,000
7,000 7,500
14,000
29,00043%
23%
7%
20%
42%
10%
20%
30%
40%
50%
7,000
14,000
21,000
28,000
35,000
Figure 6: Penetration of coastal shipping in
domestic cargo movement
11
only 7% of local freight as compared to 43% in
European Union. However, majority of liquids
are transported by roads. Like coastal shipping,
the potential of Inland Water Transport (IWT) is
yet to be fully harnessed.
7%
0%0
Europe Brazil India China Japan
Length of coastline
% of cargo transported by shipping

12. Regulatory Challenges: Regulatory restrictions are also leading to increase in overall turnaround
ti d d i d ti it t I di t Th C t l R l ti Z (CRZ) tifi titime and decrease in productivity at Indian ports. The Coastal Regulation Zones (CRZ) notification
by the Ministry of Environment and Forests limits setting up of liquid chemical storage facilities
at waterfront. As a result, storage facilities have to be built outside CRZ zones, far away from the
waterfront. This requires investment in pipelines and increases total operational time. Similarly,
Cabotage Law restricts the use of foreign flag vessels along the coastal routes. This limits the use
of cost and energy efficient coastal shipping mode.
The challenges faced in liquid bulk handling at Indian ports clearly reflect the need to identifyThe challenges faced in liquid bulk handling at Indian ports clearly reflect the need to identify
infrastructure gaps at ports, promote the use of coastal and inland waterways and revisit the
existing regulations to ease liquid handling activities and improve productivity of ports and shipping
vessels.
12

13. Section 4
O i i d W F dOpportunities and Way Forward
13

14. Opportunities and Way Forward
Growing population, rising middle class & disposable
income, changing economic landscape and Government’s
focus on domestic manufacturing would lead to higher
growth in certain end use sectors (Refer Figure 7)
resulting in increase in bulk liquid flows. This would drive
i f t i t b lk d id tf li
13%
12%
12%
11%
9%
Paint
Packaging
Fertilizers
Figure 7: End use sector growth
projections (FY14‐FY19)
conversion from containers to bulk and a wider portfolio
of products to be imported/exported, thereby creating
opportunities for liquid bulk handling at Indian ports.
16%
14%
Construction
The Central Government is taking a number of progressive steps which would promote the growth
of Indian liquid bulk industry. As a first step, it has deregulated the diesel prices. This would
encourage private players to explore downstream distribution creating opportunities for storage
providers The Government plans to set up three new petrochemical investment regions in theproviders. The Government plans to set up three new petrochemical investment regions in the
coastal areas of Karnataka, Maharashtra and West Bengal. These PCPIRs will create opportunities
for independent storage providers and develop new models & solutions for terminal handling
operations.
In order to realize the potential of future opportunities, following steps need to be taken to
overcome the challenges faced in liquid bulk handling:
Port capacity expansion and infrastructure up‐gradation: High capacity berths must be created
for handling liquid cargoes with specialized handling equipment. This would reduce turnaround
time & pre‐berthing delays and increase hourly throughput. Draft depth at ports need to be
increased to enable them to handle bigger vessels whose proportion would increase with
increase in liquid volumes. A number of capacity additions have been announced/reannounced
(Refer Table 2). With Government impetus on infrastructure development, capacity additions are
expected to be commissioned over next few years. This would help reduce port congestion andexpected to be commissioned over next few years. This would help reduce port congestion and
ease operational load at ports.
Port Capacity Addition Capacity Expected commissioning date
JNPT
Liquid Bulk Terminal 15 MMTPA (Phase‐I)
11.6 MMTPA (Phase‐II)
2017‐18 (Phase‐I)
2025‐26 (Phase‐II)
M lti li id b lk 4 1 MMTPA 2015 16
Table 2: Key liquid bulk capacity additions at Indian Ports
Cochin
Multi‐user liquid bulk
terminal
4.1 MMTPA 2015‐16
Ennore LNG Import Terminal 5 MMTPA 2016‐17
Dahej Two liquid terminals across two phases have been announced by Gujarat Maritime Board
Alternate transport modes: Conscious efforts should be made to shift the transport load from
roads to safer and economical modes like rail and water (Refer Table 3). Policies should be
14
developed to avoid procedural delays in setting up rail infrastructure for liquid bulk transport.
Dedicated wagons can be introduced to transport bulk liquid chemicals across the country over
rail. Steps should be taken to promote the use of coastal shipping and inland waterways. It is
estimated that diversion of 5% of overall cargo transportation to water mode can result in annual
saving of INR 2,500 crore with liquid bulk transportation constituting 20% of savings.

15. Parameters Water Rail Road
Table 3: Indicative Comparison of various transport modes
Parameters Water Rail Road
Energy Efficiency (cargo moved
(Kg/Horse Power)
4,000 500 150
Fuel Efficiency (ton‐km/ltr of fuel) 105 85 25
Equivalent single unit carrying
capacity (1,500 tonnes)
1 barge 15 rail wagons 60 trucks
Air Pollution Low Medium High
Financial incentives should be provided by the
Government for using alternate transportation
modes (Refer Figure 8 for initiative taken by
Kerala Government). Some of the recent
Air Pollution Low Medium High
Land Requirement Low High High
Figure 8: Case Study‐ Coastal Shipping Promotion
• A INR 300 Cr. Coastal Shipping
Promotion Fund has been set
up by Kerala Govt.
measures taken by the government is to focus on
‘Sagar Mala’ to integrate port development,
industrial clusters and hinterland connectivity. A
INR 4,200 crore ‘Jal Marg Vikas’ Project has been
announced in Union Budget 2014‐15 to develop
inland waterways between Allahabad and Haldia
th t i Th G t i
540
Km
• Subsidy of INR 1/tonne/km
for cargo transportation by
coast
• Soft loans up to 40% of vessel
cost for shipping operators
Aim to divert atleast 20% of overall cargo to
coastal shipping by 2015over the next six years. The Government is
planning to introduce Inland Waterways Bill in forthcoming parliament session. This would
convert 110 rivers into inland waterways and promote water as a means for cargo transport.
Additional Steps: Following additional steps can be taken by independent storage providers to
promote industry growth
Industry Platforms: Liquid bulk handling industry should come together and highlight their
coastal shipping by 2015
cause and importance to Government bodies and concerned authorities. Unlike other
industries, there is no exclusive association, council or a common industry platform for this
industry. Developing such industry bodies would help promote industry concerns and needs
at appropriate levels.
Focus on SHE Practices: A strong focus is required on SHE practices in handling and storage
operations. Regular trainings should be undertaken to build awareness and inculcate
discipline towards compliance of SHE practices. Implementation and adherence to SHE
practices would help ports and storage providers assuage environmental concerns. It would
also help build confidence amongst global clients for usage of facilities at Indian ports.
Outsourcing Opportunities: Oil Marketing Companies (OMCs) should be encouraged to
outsource their storage and handling operations to independent third party operators. This
would not only propel the liquid bulk handling industry growth but also help OMCs to focus on
15
their core operations of refining and retailing, achieve operational efficiency, improved asset
management and resource optimization.
Increase in liquid bulk volumes is expected to generate opportunities in bulk handling. In order to
capitalize on the opportunities steps are required to eliminate bottlenecks and streamline handling
operations to make them cost‐effective and increase the port & vessel operational efficiency.

16. AnnexureAnnexure
16

17. About Tata Strategic
Founded in 1991 as a division of Tata
Industries Ltd.
The largest Indian owned
l f
Industry Domains
Management Consulting firm
Supported by a panel of domain
experts
Growing client base outside India
Functional Areas
Our Offerings
1000+ engagements, 300+
clients, across countries, across
sectors
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Functional Areas
Our Offerings
• Competitive Strategy
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Formulate Strategy Develop Solutions for Strategic Priorities
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D li
Organization Sales &Marketing Operations
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• Alternate Channels
• Delivery
• Cost Reduction
Drive Implementation & Change
• Revenue
• Market Share
• Profit
• Lead Time
Results and Benefits
• Cost
• Throughput
• Key Milestones
17

18. About Supply Chain and Logistics Practice
Tata Strategic has a comprehensive range of service offerings for supply chain strategy formulation
and supply chain design & optimization which can help organizations answer critical questions like:
• Which policies, processes, capabilities, partners, resources and their interfaces, cause gaps in
performance?
• What are the internal/industry/cross‐industry benchmarks in specific functional areas?
• How to manage multiple levers to optimize supply chain management?
• How to create and deliver products/ services for enhanced customer satisfaction?
With our comprehensive Supply Chain Transformation Framework, we provide insights to
organizations on health of their supply chains, identify improvement potential and design
implementable solutions addressing both process and people requirements. We have a strong
database of 200+ KPIs and logistics costs across 10+ industries to help benchmark performance.
Our Supply Chain and Logistics Framework
g p p
And most importantly, we support organizations in implementing solutions to ensure that our
recommendations do not remain only on paper but also translate into tangible, measurable
benefits. In the past, we have achieved cost savings in the range of 6%‐15% for our clients through
supply chain transformation.
Set Strategic Direction
SCM Transformation Framework
K
E
Y
Inbound
S i
Plant Outbound
• Production planning & • Warehouse/ Depot
A
R
E
A
S
• Sourcing
• Procurement
• Inbound Logistics
p g
control
• Through put
• Plant Operations
/ p
Operations
• Distribution
• Outbound Logistics
Finance Human Resource SalesAlign with Key
BENEFITS
Finance
IT Tools availability & effectiveness; Safety, Health &
Environment
Human Resource Sales
Functions
Focus on Enablers
18
• Reduced costs across supply chain
• Functional alignment of SCM
department
• Faster cash realization
• Better resource utilization
• Improved customer service levels
• Increased responsiveness to demand
change

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19

20. Sources
1. Port Websites (JNPT, Cochin, Ennore, Antwerp, Rotterdam)
2. Chemicals and Petrochemicals Statistics at a glance: 2014, Ministry of Chemicals & Fertilizers,
Govt. of India
d l d l f l & l3. Indian Petroleum and Natural Gas Statistics: 2013‐14, Ministry of Petroleum & Natural Gas,
Govt. of India
4. Directorate General of Foreign Trade Statistics
5. Crisil Research
6. Indian Maritime Week 2014 publication
7. Business Press Reports
8. Primary interactions conducted by Tata Strategic with industry experts
20

21. Tata Strategic Contacts
MANISH PANCHAL
PRACTICE HEAD ‐ CHEMICALS, ENERGY, SCM & LOGISTICS
Phone: +91 22 6637 6713
Mobile: +91 98205 20303Mobile: +91 98205 20303
E‐mail: manish.panchal@tsmg.com
SIDDHARTH PARADKAR
PRINCIPAL – SUPPLY CHAIN & LOGISTICS
Phone: +91 22 66376739
M bil 91 98200 36527Mobile: +91 98200 36527
E‐mail: siddharth.paradkar@tsmg.com
Report co‐authored by Pulkit Agarwal, Associate Consultant (pulkit.agarwal@tsmg.com)
Cerebral Business Research Contact
CHANDER KANT VERMA
CEO ‐ Cerebral Business Research Pvt. Ltd.
Phone: +91 11 41751011
Mobile: +91 95409 91011
E‐mail: ck.verma@cerebralbusiness.com
21

22. 22