Logistics in-india-part-2

Logistics in India 1
© 2010 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated
with KPMG International. KPMG International provides no client services. All rights reserved.
GLOBAL TRANSPORT
Logistics in
India
Part 2
KPMG international

CONTENTS
2
India: Many Investment Opportunities across
Transportation, Storage and Services
4
Where and How Foreign Investors Can Play in
the Indian Logistics Market
6
Evolution of Transportation in India
10
Evolution of Warehousing in India
14
3PL: A New Logistics Services Paradigm for India
18
Conclusion
19
Acknowledgements
20
About KPMG

Foreword
This is the second part of a three-part white paper on the Indian logistics opportunity. In the first
part, we looked at the Indian logistics landscape and its associated complexities and level of
fragmentation.
In this part, we focus on the relative attractiveness of various segments of logistics and a deeper
understanding of key issues and trends in transportation, storage and service elements of the
logistics value chain.
The transportation sector in India is still dominated by the road segment. Over the past 10
years, stung by unchanging industry fragmentation, steadily declining profitability and changing
customer needs, FTL players have veered towards new transportation business segments
such as container rail transportation, Less Than Truck Load (LTL) movement, project logistics,
warehousing, 3PL and cold chain.
Similarly, the modern warehousing industry in India only started to evolve in the early part of this
decade and the last five years, in particular, has seen a noticeable improvement in the quality of
warehousing facilities. Legacy warehouses (or ‘godowns’, as they are known in India) have mostly
been basic structures or sheds, and are gradually evolving to world-class standards, with high bay,
modular racking systems, palletization and the usage of automation and information technology.
The services side of logistics is also evolving from freight forwarding dominance to more
evolved plays such as Third and Fourth Party Logistics (3PL / 4PL), whereby many logistics
service providers are promising customers end-to-end cargo management capabilities, while
they attempt to establish asset ownership in key parts of the cargo value chain.
Given this massive need to upgrade infrastructure and know-how, Indian logistics companies are
increasingly looking at forming partnerships with leading global players for expertise, and have
also been accessing private equity and capital markets to fund growth. This presents an excellent
opportunity for foreign companies to engage in the Indian logistics industry.
In the final part of this study, we will look at some of these investment considerations that may
be of relevance to foreign companies keen on tapping into the Indian logistics industry.
1

2 Logistics in India
Attractiveness of Some Key Logistics Sub-segments
Innovation
Potential
Competitive
IntensityProfitabilityGrowth Potential
Overall
Attractiveness
Current Market
SizeSub-segment
Innovation
Potential
Inland Container Depots
Logistics Parks
Ports
Project Logistics
Coastal Shipping
Cold Chain
Competitive
IntensityProfitability
Courier Services
3PL / 4PL
Freight Forwarding
Container Freight Stations
Modern Warehousing
Express Logistics (LTL)
Growth Potential
Overall
Attractiveness
Current Market
Size
Road Transportation (FTL)
Container Rail Transportation
TransportationStorageServices
Key: – Low– Medium– High
Source: Industry discussions, KPMG engagement experience

India: Many Investment Opportunities across
Transportation, Storage and Services
The need to reinvent logistics business models is expected to lead to significant
investment opportunities, across storage, transportation and services. However,
there may be growth opportunities in segments that are seemingly less attractive,
if new business models and niches can be created. For example, in the courier
services segment, logistics companies could look at human organ transportation
services, or in the inland container depot segment, companies could set up third
party shared terminals that could be accessed by multiple rail operators for a lower
access fee than they currently pay.
Significant opportunities exist across every segment of the Indian logistics industry
and several leading international logistics companies have already entered the
Indian market, both through greenfield set-ups and acquisitions. To date, due to
a lack of scale in both supply and demand in the more value added elements of
logistics, entry has often been into segments that have been perceived as relatively
unattractive (such as FTL trucking). However, this can offer geographic network
benefits, along with key customer relationships which have the potential to be
uptraded to more profitable services (such as warehousing).

Where and How Foreign Investors Can Play in
the Indian Logistics Market
Irrespective of whether a logistics segment is nascent, growing, mature or
declining, there could be various plays for foreign investors, depending on their risk-
return appetite.
CREATING THE
SEGMENT
GROWING THE
SEGMENT
CHANGING
PARADIGMS IN
MATURE
SEGMENTS
TRANSFORMING
STAGNANT OR
DECLINING
SEGMENTS
Strategic Imperative
Role of Foreign
Investors
Source: KPMG

Opportunities for Foreign Investors
Bringing in know-how from foreign••
markets
Showcasing proof of concept to••
customers and building awareness on the
back of a strong global brand
Developing business plans for expansion••
Capital infusion••
Providing human resource and••
management bandwidth
Improving automation and technology••
adoption
Migrating existing services to new••
industry segments
Access to new geographies or customers••
Streamlining operations••
Acquiring leading market players and••
leveraging their existing capabilities for
market access or to expand into adjacent
business segments
Process improvement••
Cost and profitability management••
Divestment or asset lightening••
Example Segments
4PL••
Logistics parks and FTWZs••
Air cargo complexes••
Shipbuilding and shipyards••
3PL••
Modern warehousing••
Project logistics••
Cold chain••
Container freight stations••
Courier services••
Offshore logistics••
Ports••
Freight forwarding••
FTL trucking••
Shipping••
NVOCC••

Passenger
Cargo Airways
Coastal
Pipeline
FTL
LTL
XPS
Spot
Contract
29%
62%
5%
<1%
Market segment Transportation
modes
Haulage Operators Operations Transactions
Large fleet
(More than
20 trucks)
Medium fleet
(6–10 trucks)
Small fleet
(1- 5 trucks)
4%
Medium
(350 to 800
kms)
Last mile
<50 miles
Long
(More than
800 km)
Short
(50 to 350
kms)
Railways
Roadways
Transportation
Source: CRISIL Research - Roads and Highways Annual Review (2009), KPMG Analysis
The most important mode of transportation in India is Road, and this dominance
arises from decades of poor supporting infrastructure development on the coastal,
pipeline and air transportation side. Despite having one of the world’s largest rail
networks, India’s share of cargo transported by rail has declined steadily from
over 85 percent in the 1950s to around 30 percent presently. It is due to the
poor quality of service (including last mile access solutions), driven largely by the
historic monopoly of the government in this vital mode of transportation, as well
as massive investments in road highway projects over the past six decades which
have enabled trucks to reach hitherto unconnected parts.

Evolution of Transportation in India
Despite the recent privatization of the container rail industry, road transportation
continues to grow and gain share from rail — albeit at a slower pace.
707
1,122
1,280
357
8150
58
600
700
800
900
1,000
1,100
1,200
1,300
BTKM
Primary freight movement through road
Road freight
FY03E
Increased
freight
movement
Increased
share of
Road
Road freight
FY09E
Increased
freight
movement
Increased
share of
Road
Road freight
FY11P
Note: BTKM – Billion Tonne Kilometre
Source: CRISIL Research - Roads and Highways Annual Review (2009), KPMG Analysis
Despite this growth, the road transportation sector faces many challenges. The
industry is highly fragmented, and with low entry barriers, it has seen significant
commoditization leading to intense competition among truckers who find their
realizations and margins continuing to be squeezed progressively.

Truck Ownership
Medium fleet operator
(6-20 trucks)
15%
Large fleet operator
(more than 20 trucks)
11%
Small fleet operator
(1-5 trucks)
74%
Source: CRISIL Research - Roads and Highways Annual Review (2009)
of new entrants
among competitors
of substitutes
power of consumers
bargaining
power of suppliers
bargaining
threat
threat
High Neutral Low
Forces
Impacting
Road
Transportation
Source: KPMG

These challenges have led road transporters to adopt various de-risking strategies,
and this creates an opportunity for foreign players to partner with leading Indian
road transportation companies on this transformation journey.
Trucking Industry
Transformation
Diversification by truckers
across the logistics value
chain (e.g. warehousing,
container rail)
Industry-focused 3PL
solution approach (e.g. single
window cargo management
solutions)
Focusing on higher value
business segments
(e.g. project logistics, cold
chain)
Leveraging transportation to
deliver higher value solutions
(e.g. secondary and tertiary
transportation)
KeyTrends
Source: KPMG
Case Study
Transformation of a leading Indian Road Transportation Company
Situation
XYZ is one of the largest cargo transportation companies in Asia and handles over 5.5 million tonnes of cargo
annually. The company operates a fleet of over 3,000 trucks, moving 15,000 consignments daily, and has a
client base of 150,000, which includes a number of top 500 Indian companies.
Complication
XYZ was faced with declining margins in its traditional FTL business and despite its scale and customer
relationships, it was unable to resolve this problem. The company faced intense competition from both large
FTL competitors who constantly negotiated bargains with their larger customers to wean away those accounts,
and from smaller fleet owners whose lower-cost structures and scant regard for regulations allowed them to
undercut prices to smaller and mid-tier customers.
Resolution
XYZ diversified into other segments of logistics which offered higher margins as well as better control over
cargo, leading to improved customer stickiness. The company moved into the express logistics segment and
offered single window, time-bound, door-to-door distribution services to LTL customers across India. It also
ventured into 3PL supply chain solutions, with a focus on key industries, such as automotive, retail, telecom
and pharmaceuticals — this allowed XYZ to offer solutions to customers rather than just services. Further, the
company set up a global freight forwarding and customs clearing presence — with branches across India and
key international locations — and this helped the company originate cargo more effectively. XYZ was also one
of the first entrants into the small but highly profitable businesses of cold chain and coastal shipping in India.
The company’s transformation was supported by selective acquisitions across these new business segments
and selective tie-ups with global partners — including a leading Japanese conglomerate.

Evolution of Warehousing in India
Until a decade ago, warehousing in India was a synonym for basic four-walled
structures with sub-optimal sizes, inadequate ventilation and lighting, lack of racking
systems, poor hygiene conditions and lack of inventory management or technology
solutions such as Warehouse Management Systems (WMS). Although modern
warehouses have begun to develop across the country, there is still a significant
growth story that remains to be played out in India.
China
Comparative Analysis of Key Variables in Warehousing Space
USAIndiaParameters
Very poor PoorNeutral GoodExcellent
Market Maturity (Fragmentation by
contribution of key players to the
total industry cost)
Warehouse Infrastructure:
• Size
• Centralisation of warehouses
• Infrastructure
Value Added Services
Level of outsourcing
Skilled Labour
Technology used
Consolidation:
Level of usage of Large scale
logistics parks and Free Trade &
Warehousing Zones
• Unorganized, fragmented
warehousing industry
• Highly fragmented, top 20
companies contribute to 7% of
revenue
• Market is fragmented in terms of
operator's geographical presence
• Average level of infrastructure
with small godowns
• Warehousing companies operate
a single facility of 200,000 sq ft
• Excellent infrastructure
• 20 largest companies control
less than 30 percent of the
market
• Godowns with approximate size of
<10,000 sq.ft
• Multiple warehouses, one in every
state
• Poor infrastructure
• High pilferage and loss
• Labour available but with poor
training
• Labour available but with poor
training
• Highly skilled trained labour
Source: KPMG in Hong Kong Report on Transport in China (2008), Industry discussions
Although large, most of the warehousing space in India lies with unorganized
players — largely on the domestic side.

Structure of the Indian Warehousing Industry (2008)
433 mn sq. ft.
107 mn sq. ft.27%
117 mn sq. ft.29%
173 mn sq. ft.44%
367 mn sq. ft.
Domestic Organized
85%
66 mn sq. ft.
EXIM
15%
36 mn sq. ft.8%
398 mn sq. ft.92%
Godown-like and run by
small C&F agents
Indian Warehousing
Industry
• High Quality
• Private sector
owned
Unorganized
• Medium to low
quality
Unaccounted supply
Public sector
In-house warehousing
Source: KPMG Analysis
The industry is experiencing a number of supply and demand side changes,
including the following:
i) Resurgence of the Indian Economy and Demand-Supply Gap – after a
subdued 2008 – 09, India is again witnessing a surge in the need for storage
space. According to KPMG in India estimates, an additional 120 million square
feet of warehousing space is needed by 2012 to bridge the demand-supply
gap (after accounting for announced projects), and this translates to a massive
opportunity for private investment.
615
734
433
52
74
55
0
200
400
600
800 120
Existing Supply
(2008)
Supply from Key
Players' expansion
plans
Supply from
proposed
development of
various Logistics
Parks
Supply from
proposed
development of
various FTWZs
Expected
Supply (2012)
Untapped Market
Opportunity
Projected
Demand (2012)
MNSQFT
India Warehousing Market Opportunity – by 2012
Source: Company reports for Arshiya, MJ Logistics, DRS Warehousing Corp and others
CW Report - Logistics Industry: Real Estate’s New Powerhouse (August 2008), KPMG Analysis

Fewer consolidated
warehousing
clusters
ii) Implementation of Goods and ServiceTax – currently, owing to multiple
and differential state-level taxes, companies in India have set up multiple
warehouses, often one per state (to minimize intra-state movements and
associated taxation), servicing various parts of the country. This is highly
inefficient and leads to higher unit and inventory carrying costs. Effective April
2011, the Indian government plans to introduce a uniform Goods and Service
Tax (GST)1
,) ) which is expected to level these state taxes and obviate the need
for multiple warehouses. As a result, there is expected to be a significant
reorganization of warehousing space in India, with large hubs being developed
in key locations, coupled with smaller spoke warehouses nearer to production
and consumption centers. This reorganization is likely to lead to significant
investments in modern warehousing infrastructure, and is expected to be the
largest driver for warehousing industry in the past several decades. Several
leading companies and logistics services providers have already set up these
large warehouses, but many more are in desperate need of capital and know-
how from foreign investors to capitalize on the opportunity.
Several
distributed
warehouses
GST driven Warehousing Reorganization
iii) Development of infrastructure – the development of key infrastructure
projects related to ports, highway and rail projects — such as the Golden
Quadrilateral or GQ project, North-South-East-West or NSEW project and
the Dedicated Freight Corridor or DFC project — is expected to result in the
creation of new warehousing hubs aligned to these infrastructure points. Of the
US$350 billion infrastructure investment planned by the Indian government, as
per the 11th Five Year Plan (2007 – 12), an estimated US$75 billion will be spent
on airports, ports, road and railway projects, which is expected to significantly
improve the quality of supporting backbone infrastructure for logistics activity.
1
Source: Government of India press release (2010)

Key Infrastructure Points in India
Mumbai
JNPT
Mormugao
New Mangalore
Cochin
Tuticorin
Ennore
Chennai
Kolkata
Haldia
Paradip
Vishakhapatnam
Mundra
Kandla
Pipavav
New Delhi
Bangalore
Hyderabad
Ahmedabad
Pune
Secunderabad
Gorakhpur
Bilaspur
Bhubaneswar
Jaipur
Hubli
Jabalpur
Gauhati
Hajipur
GQ
NS Corridor
EW Corridor
Railways DFC
Major airports
Major ports
Zonal railway HQs
iv) Emergence of new storage models –
several players in India — such as Multi
Modal Logistics Parks (MMLP), Mega Food
Parks (MFP) and Free Trade Warehousing
Zones (FTWZs) — have announced next-
generation storage models2
. These large-
scale projects are expected to significantly
improve the quality of warehousing and
storage space in the country, while allowing
customers to reduce costs through
economies of scale, government incentives
offered and optimal usage of multiple
modes of transportation.
Case Study
Building Out Modern Warehousing Infrastructure across India
Situation
ABC is a 20 year-old logistics company and started with the business of relocation services. It thereafter
expanded into the transportation business through an acquisition and also began offering 3PL services. The
company, with 850 trucks, has a turnover of US$100 million and is growing 20 – 25 percent per annum.
Complication
ABC was constrained by the lack of quality warehousing facilities in key locations across India, to support its
core transportation and 3PL business. This led to poor storage services being offered to customers which
reduced their stickiness to ABC.
Resolution
ABC realized that the only way to become an integrated logistics player was to invest in warehousing assets
themselves. Using Special Purpose Vehicle (SPV) structures, ABC separated the warehousing asset business
from the services business. Through each SPV, ABC set up warehouses in key regions, often with the help
of private equity funding. The company initially set up 1 million square feet of warehousing space across four
prime locations in North India at a capital expenditure of US$50 million with private equity backing from a
leading global fund.The company is currently planning to double its warehousing capacity in North India with a
proposed investment of US$50 million to expand into more locations. Recently, ABC also set up another SPV
which will invest US$70 million to add 2 million square feet of warehousing space across three locations in
South India. The company is expected to get private equity funding for this SPV soon.
With a planned footprint of 4 – 5 million square feet, ABC is today one of the largest modern warehousing
players in India. Its warehouses have features, such as racking systems, temperature control, fire and seismic
resistance, leak proof structures, water harvesting, round-the-clock security, adequate office space and
integrated retail operations. Currently, the company services leading clients across industries — such as retail,
consumer products, chemicals and petrochemicals.
2
Source: Industry discussions, news releases (2010)

The Indian 3PL market is estimated to grow rapidly, as customers increase the
level of outsourcing, encouraged by the ability of 3PL companies to provide quality
services. This growth is expected to be further augmented by the penetration of
3PL services in India, which still lags many countries of the world.
Evolution of the Indian 3PL Market
Domination | Full global / national supply chain management and control
Innovation | Deep supply chain ownership and improvement proposition
Adoption of Customers | Industry focus and end-to-end logistics service capability
Beginnings of 3PL | Limited value addition, cargo control and asset ownership
Exposure to Global Models | Bringing in global models and technology paradigms
Limited Innovation | Multimodal transport solutions and warehousing
Achievement of Scale | Companies growing regional / national presence
Basic Logistics Need Fulfilment | FTL trucking and godowns
INCREASING
COM
PLEXITYAND
CONTROL
Source: Indiastat, KPMG Analysis
Share of 3PL Logistics Market
9%
40%
57%
80%
0% 20% 40% 60% 80% 100%
India
Europe
US
Japan
As compared to the developed nations 3PL
contribution in overall logistics activity in
India is still at a nascent stage
Source: Indiastat database, KPMG Analysis

3PL: A New Logistics Services Paradigm
for India
The penetration of 3PL and the propensity of customers to outsource have been
most pronounced in transportation, followed by warehousing, as these have
been historically easy-to-implement point solutions that most service providers
can readily offer to customers. Customers still retain, in-house, the highest value-
adding activities, such as production process alignment, invoicing and spare parts
management, as 3PL vendors often lack the capabilities to deliver full supply chain
solutions. Recently, some 3PL vendors have begun offering customers limited
value added services centered around transportation and warehousing — such
as packaging solutions within warehouses, tertiary transportation, production line
feeding, spare parts testing and minor repairs.
Propensity to Outsource to 3PL
% respondents
0 10 20 30 40 50 60 70
Transportation
Warehousing
Production
Spare-parts Management
Invoicing
Order Processing
Inventory Management
67%
33%
16%
12%
6%
6%
4%
Source: Managing 3PL relations, B.S. Sahay, Int. J. Integrated Supply Management, Vol. 2, Nos. 1/2, 2006

However, this level of 3PL activity has been limited to only a few industries — such
as automotive, IT hardware, telecom and infrastructure equipment — with adoption
across other mainstream industries such as consumer products being restricted
due to limitations in the customers’ ability to pay, and the lack of logistics vendors’
ability to deliver high service levels at low cost.
HIGHMEDIUMLOW
LOW MEDIUM HIGH
Profitability of 3PL
GrowthofSector
Current 3PL Penetration
High Neutral Low
CHEMICALS AND
INDUSTRIAL PRODUCTS
INFRASTRUCTURE
EQUIPMENT
PHARMACEUTICALS
CONSUMER PRODUCTS
IT HARDWARE TELECOM
AUTOMOTIVE
RETAIL
Size of the bubble indicates the logistics spend for that segment (not to scale)
As companies increasingly focus on costs and asset returns, while focusing on
their core business and building customer-centric business models, the share of
3PL is expected to rise further.
From a 3PL service provider’s perspective, there are several critical success
factors to be considered while offering end-to-end industry focused solutions
to customers, and many of these can be delivered only with the assistance of
international experts.

Relationships
Industry specific
value-added solutions
Manpower
Ownership / control
over assets
Systems and processes
Efficient operations
Source: KPMG
Case Study
Using 3PL to drive growth
Situation
PQR started business as a mid-sized regional FTL company several decades ago. The company currently has
a fleet of over 100 owned and leased trucks and is focusing on the automotive sector.
Complication
Driven by the need to maintain or marginally grow vehicle prices, while facing significant price increases on the
component side, Indian automotive companies began squeezing logistics vendor margins in order to control
their own profitability. Automotive companies also began dissociating various parts of the value chain — be
it transportation, storage or services — and offering these to multiple vendors, often on a lowest cost basis.
PQRs inability to invest in assets, on the back of this uncertain demand, also affected their growth. As a result,
the company started losing business to smaller, unorganized players.
Resolution
PQR decided to focus on a two-pronged strategy to win back and retain customers. Firstly, the company
began following an asset light model, whereby it leased trucks and warehouses on short-term contracts, which
helped it avoid spot rate variations while allowing it the leverage to grow supply in conjunction with demand.
PQR followed this up with back-to-back matching duration contracts with key customers, while passing on
some of the price gains from sourcing.
Secondly, the company decided to add warehousing and services to its portfolio. It leased a handful of
warehouses near automotive clusters and began performing basic value-addition activities in these warehouses
— such as component unpacking, testing, minor repairs, packing, loading and direct line feeding to the plant
— which improved customer stickiness, differentiated it from point service providers and helped it improve its
margins significantly (at times, two or three times its margins on the transportation side).
Currently, PQR is positioned as an automotive 3PL player, with a predominantly asset light scalable model.The
company has significantly higher profitability than many of its FTL peers, and serves some of India’s leading
automotive clients who have been its steady customers for the past two years.

Conclusion
In this paper, we have seen that there are various segments of
logistics which differ in their levels of attractiveness, and that
there are several niche sectors where there is an opportunity for
foreign investors to participate.
We have seen how road has been the dominant mode of
transportation in India but, faced with threats to business models
and profitability, how trucking companies are transforming
their business models to play across the broader logistics
value chain – in segments such as warehousing, multimodal
transportation, project logistics and 3PL. The warehousing
market in India, which is currently highly fragmented, is likely to
get increasingly organized, with the evolution of new business
models such as modern warehouses and logistics parks. Lastly,
the 3PL market in India, though nascent, is rapidly evolving as
customers in industries such as automotive, IT hardware and
telecom use outsourcing to control cost.
In the next part of this white paper, we will be covering key
aspects around the main investment themes that foreign
investors could focus on in India, as well as the associated risks
and regulatory processes that they need to be aware of in order
to participate in the Indian logistics growth story.

Acknowledgements
For the purposes of this study, we relied on KPMG industry
knowledge and prior engagement experiences. We also spoke
with a number of logistics industry participants, who we would
like to thank for their time and insights.
This white paper has been authored by Sankalpa Bhattacharjya.

About KPMG To meet the challenging demands of the transportation industry, KPMG member firms
deliver a range of global Audit,Tax and Advisory services geared to industry needs.Think
of KPMG’s global Transportation and Logistics practice as an extra resource — one that
aims to be available as and when you need it.We understand the financial and operational
drivers of the transportation and logistics sector and can assist clients in dealing with
current and emerging issues.
The Indian industry, as a whole, faces a fiercely competitive and volatile business
environment. It must fund high levels of ongoing investment to overcome infrastructure
constraints and accommodate technological innovation, as well as changing customer
demands. Few transport entities possess the resources to manage all these issues.This
is where KPMG’s Transportation Logistics practice can help. Our professionals can
complement in-house capabilities, contribute to improved business decision making and
performance, help reduce business risk and enhance management confidence as well as
peace of mind. KPMG professionals can assist you with the following:
Planning an India market entry
KPMG’s Strategic and Commercial Intelligence (SCI) practice advises international
companies on their India market entry plans, by helping them evaluate the attractiveness
of various segments of the logistics industry (in terms of size, growth drivers, competitive
landscape, profitability and returns), and assists them with the development of their
strategy and business plan for the Indian market. KPMG’s Tax practice, in parallel, can
help companies devise an optimal tax and corporate structure for market entry.
Creating value through transactions
KPMG’s global Finance andTransaction professionals help realize the potential of mergers,
acquisitions, divestments and other capital transactions. If you are seeking to acquire a
company in India, we can help you find suitable targets, evaluate them, negotiate and
close transactions, and even assist with post-merger integration services.
Driving the audit further
KPMG’s independent insight and robust audit methodology aims to provide high quality
audit opinions.
Managing tax strategically
KPMG’s Tax practice advises clients on effective tax management and compliance.
Managing risk to create value
KPMG firms can help organizations adopt an enterprise-wide approach to identify,
prioritize, manage and monitor risk.
Enhancing internal controls
Internal audit is the foundation of a comprehensive assurance framework. KPMG firms can
increase existing internal capabilities, either on a project basis or on a continuing basis.
Improving performance
KPMG firms can help organizations enhance their strategic and operational performance.
Responding to regulatory change
KPMG firms assists organizations in transforming regulatory compliance from just
another cost and management issue to an important business value driver.
Funding infrastructure
KPMG’s Advisory professionals work with public and private infrastructure providers to
create funding strategies.

Contact Us
Dr Ashley Steel
Partner
Global Chair - Transport
KPMG in the UK
+44 20 7311 6633
ashley.steel@kpmg.co.uk
Justin Zatouroff
Partner
Global Head of Logistics
KPMG in the UK
+44 20 7311 8415
justin.zatouroff@kpmg.co.uk
Manish Saigal
Executive Director
National Industry Leader - Transport Logistics
KPMG in India
msaigal@kpmg.com
Tel: +91-22-3090 2410
Sankalpa Bhattacharjya
Associate Director
Strategic and Commercial Intelligence
KPMG in India
sankalpab@kpmg.com
Tel: +91-124-334 5089

kpmg.com
The information contained herein is of a general nature and is not intended to address the
circumstances of any particular individual or entity. Although we endeavor to provide accurate and
timely information, there can be no guarantee that such information is accurate as of the date it is
received or that it will continue to be accurate in the future. No one should act on such information
without appropriate professional advice after a thorough examination of the particular situation.
The views and opinions expressed herein are those of the author and do not necessarily represent
the views and opinions of KPMG International or any KPMG member firm.
© 2010 KPMG International Cooperative (“KPMG
International”), a Swiss entity. Member firms of the
KPMG network of independent firms are affiliated with
KPMG International. KPMG International provides no client
services. No member firm has any authority to obligate or
bind KPMG International or any other member firm vis-à-vis
third parties, nor does KPMG International have any such
authority to obligate or bind any member firm. All rights
reserved.
KPMG and the KPMG logo are registered trademarks of
KPMG International Cooperative (“KPMG International”), a
Swiss entity.
Designed by Evalueserve.
Publication name: Logistics in India
Publication number: 173083
Publication date: November 2010

Logistics in-india-part-2

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (20)

Similar to Logistics in-india-part-2

Similar to Logistics in-india-part-2 (20)

More from srinivasan gopalan

More from srinivasan gopalan (6)

Recently uploaded

Recently uploaded (20)

Logistics in-india-part-2