Logistics infrastructure is no longer just about moving goods—it’s about MOVING FAST, MOVING CLEAN, and MOVING SMART. As global supply chains confront a convergence of forces—digital disruption, climate imperatives, rising consumer expectations, and volatile market dynamics—business-as-usual is no longer viable. What once passed as forward-looking infrastructure is now the baseline. The old playbook of incremental upgrades won’t cut it. Today’s supply chain leaders are under pressure to deliver infrastructure that is not only agile and cost-effective but also radically more sustainable. That means electrifying fleets, reengineering warehouses for energy efficiency, embedding AI into network design, and forming bold new partnerships across value chains. It means integrating ESG accountability into capital expenditure—and doing so under intense time and cost pressures. In this high-stakes environment, we asked industry experts one question: What will it take to rethink, rebuild, and reinvent infrastructure for a supply chain that’s ready for what’s next? Their answers reveal a sector in transition—where ambition, innovation, and collaboration will decide who leads and who lags…
Setting the Context: Strategic Priorities in a Changing Landscape
Supply chain infrastructure is being tested like never before pushed to deliver faster, smarter, and greener. With customer expectations evolving rapidly and sales channels multiplying, businesses face a high stake balancing act: scaling operations while embedding sustainability at the core.
Given the convergence of empowered consumer behaviour, omnichannel complexity, and rising sustainability expectations, how should organizations prioritize their infrastructure investments to ensure both agility and environmental accountability—especially in markets as diverse and dynamic as India?
Shammi Dua, VP, Kearney: The modern customers are no longer passive recipients of goods & services; they are discerning, empowered, and increasingly dictate the terms of engagement. They demand not only an expansive range of choices but also the freedom to receive selected product precisely when and where they desire. Furthermore, their expectations do not end at the point of purchase—they seek the flexibility to modify delivery preferences post-order, whether it's the timing or the destination. This dynamic and fluid consumer behaviour renders traditional demand forecasting increasingly obsolete, compelling organizations to fundamentally reimagine how their infrastructure supports responsiveness at scale.
Compounding this complexity is the proliferation of sales channels. The same customer now shops seamlessly across general trade, e-commerce, direct-to-consumer (D2C), and quick commerce platforms. While they remain a single consumer, their needs shift based on the context of each channel—requiring businesses to tailor offerings accordingly. This omnichannel reality drives SKU proliferation, accelerates product turnover, and significantly shortens shelf lives. Supply chains, as a result, must evolve to become highly modular, nimble, and capable of navigating fragmentation without compromising efficiency.
Simultaneously, the path to purchase has become increasingly unpredictable. Today’s shopper might discover a product on Instagram, evaluate it on an e-commerce site, and ultimately complete the transaction through a direct brand platform. In this fluid digital ecosystem, infrastructure must support real-time adaptability, cross-platform consistency, and hyper-localized fulfillment. While technology—through AI, data analytics, and cloud computing—enables deeper insights and faster decisions, the true test lies in whether our physical infrastructure can keep pace. Are our warehouses intelligent and scalable? Are our distribution networks designed for speed and precision? Can our systems handle constant recalibration while remaining sustainable?
This brings us to a pivotal inflection point: the imperative of sustainability. What was once a peripheral concern has now become central to brand credibility and long-term viability. Today’s stakeholders—consumers, regulators, and investors alike—are no longer satisfied with broad sustainability claims; they expect transparent, measurable action. Critical questions are being asked: Are logistics operations reducing carbon emissions? Are our facilities energy-efficient and built to green standards? Are we minimizing packaging waste and embracing circular models? Governments are clamping down on greenwashing, demanding evidence of real progress, not just polished narratives.
With your experience across sectors, how have changing customer behaviors and the rise of sales channels like e-commerce and quick commerce impacted warehouse operations? And how do you balance investing in infrastructure now versus waiting for scale?
Kapil Premchandani, Founder & MD, KD Supply Chain Solutions: Over the past two decades, we’ve witnessed a tremendous shift in supply chain dynamics—especially when it comes to warehousing. When I started, the typical warehouse setup was very basic, essentially a godown with simple storage functionality. The structures were low-tech and focused on storing goods in bulk. At that time, 8-meter-high warehouses were the standard, and they were largely designed to meet the basic needs of traditional warehousing operations.
However, as the years passed, this model began to evolve. We started moving towards more high-tech, high-capacity warehouses. The height of the warehouse increased from 8 meters to 12 meters, a significant change in terms of maximizing vertical space. These upgrades were not just about aesthetics or capacity; they were about improving efficiency and scalability. The need for more advanced storage solutions became evident as demand grew.
In my experience, especially after founding my own organization in 2005, we’ve seen the warehouse transform from a place of basic storage to a fully automated, tech-enabled facility. Initially, warehouses had simple features—basic inventory management systems and a few manual processes. Today, those same warehouses are filled with racks, automation systems, and sophisticated inventory management software that drive operational efficiency. It's quite incredible to look back at how quickly the industry has moved in terms of technology adoption.
Moreover, the nature of the demand itself has changed. Previously, we were just serving a single channel or a couple of customer segments. But today, warehousing has to cater to multiple types of sales channels: general trade, modern trade, quick commerce, and e-commerce. These channels require completely different logistical approaches and speed requirements. For example, quick commerce demands rapid fulfillment, often within hours, while modern trade may require larger batches of products for brick-and-mortar stores. In essence, the same warehouse now serves a wide range of operational needs, creating complexity in the supply chain.
One thing that stands out in this evolution is how different channels demand tailored warehousing strategies. It's no longer about just storing products; it's about making the right decisions in real-time—optimizing space, automating processes, and even integrating software solutions that sync with the different marketplaces. This integration of software platforms and physical infrastructure is key. We are now managing multiple workflows within the same space, which requires adaptability and smart design to maintain efficiency.
In terms of handling this increasing complexity, we must ask ourselves: should we invest now to handle the scale we anticipate, or should we wait for the scale to materialize before making these significant investments? This is the dilemma that I’m currently facing in my own business. There’s no clear-cut answer. On one hand, waiting for the scale might seem less risky, but on the other hand, there’s a growing need to prepare for future demands. The investments we make in automation, AI, and data integration today could place us ahead of the competition tomorrow.
It’s truly a paradox of change. As the customer's expectations and the complexity of supply chains increase, we are left balancing the need to invest proactively with the uncertainty of exactly when that investment will start paying off. The decision to invest requires a level of foresight, an understanding of future trends, and a willingness to take calculated risks in the face of growing demand.
Enablers and Barriers to Sustainable Infrastructure
Adopting sustainable infrastructure in supply chains involves navigating complex challenges—from financial constraints and risk mismatches to evolving technology and policy gaps.
From the perspective of a supply chain user, what are the practical barriers to adopting sustainable infrastructure—such as EV fleets and solar-powered warehouses—and how do financial planning cycles, risk appetite, and policy support influence these decisions?
Anirban Sanyal, Sr. GM – Supply Chain & National Logistics, Century Ply: Let me be candid—there is considerable frustration on the user side, just as there is on the service provider side, when it comes to implementing sustainable practices. While the intent is unanimous, the execution is riddled with very real constraints.
Take budgeting, for example. As we approach the close of the financial year, most of us are focused on finalizing our Annual Operating Plans (AOPs). Realistically, no supply chain leader can walk into a board meeting and propose an AOP that increases cost-to-serve per unit by double digits—even if it’s for a sustainability initiative. That would be professionally untenable.
We operate in a highly cost-sensitive market. While solar installations on warehouse rooftops sound appealing, the return on investment typically spans seven years. The reality? Very few of us commit to warehouse leases beyond a 3-year business horizon. In Year 1, we might only utilize 50–60% of that space. Investing in solar under such conditions becomes financially unjustifiable—especially when space utilization and energy ROI don’t align.
This brings me to risk appetite. As a manufacturer, we are prepared to take calculated risks—like when we set up a new facility in Andhra Pradesh. That’s our core competency. But in areas like logistics infrastructure, the risk lies largely with our service providers. We expect them to absorb long-term risks while we operate within short-term commercial guardrails. It’s an inherent mismatch.
Consider electric vehicles (EVs). We started with 3-wheelers and have gradually moved to larger formats like the Tata Ace and 4.7-ton vehicles. But the ecosystem is still evolving—battery performance, vehicle capacity, and charging infrastructure are all in flux. This uncertainty creates decision paralysis. Should we invest now or wait for more mature technology? Further complicating this is the structure of corporate performance metrics. Our KPIs, PMS scores, and business targets are all tied to next-year outcomes. There’s limited room to back long-gestation projects when success is measured annually.
As for policy support, the landscape is patchy. An individual buying an EV gets tangible tax benefits. But when it comes to commercial or industrial users, incentives are unclear or insufficient. There’s a gap between sustainability narratives and actionable government support at the execution level.
In theory, we talk about strategic partnerships with our 3PLs. But in practice, we often highlight the opportunity while remaining silent on the risk. And that’s because most of us simply cannot make 6–7-year commitments in a planning environment that doesn’t support it.
The true bottlenecks to sustainability adoption aren’t just ROI-related. They stem from misaligned planning horizons, low collective risk tolerance, and insufficient regulatory incentives. Until these factors are addressed, sustainability will remain a well-intentioned conversation, rather than a concrete roadmap.
How are service providers navigating the ROI dilemma when clients demand sustainable solutions like EVs and warehouse automation, but resist long-term commitments or cost-sharing?
Kapil Premchandani: This challenge strikes at the heart of a growing paradox in supply chain and logistics: the rising demand for sustainability without the willingness to invest in or share the risk of transformation. Large customers often mandate sustainability initiatives like shifting to electric vehicles (EVs) or automating warehouses, citing internal ESG targets or board-level optics—“because our CEO has to show it in the quarterly report.” Yet, these same customers expect service providers to shoulder all the capital expenditure (CAPEX), whether it's for purchasing EVs or reconfiguring warehouses to handle fragmented orders, all while refusing to extend contract lengths or commit to long-term volumes.
I’ve had clients tell me: “We want you to move to EVs immediately.” When I ask, “Will you sign a 5-year contract? Because the EV costs ?40 lakhs today compared to ?18 lakhs earlier,” the answer is often: “No, we don’t know how this will work out.” Yet in the same breath, they say, “If you want the business, you’ll have to do it.”
This mindset throws ROI out of the window. Traditionally, ROI was a central part of investment decision-making. But in the current scenario—where client expectations shift faster than asset cycles—the concept has become arcane. The real cost of doing business is now absorbing this risk to stay relevant.
Another critical issue is short contract tenures. Clients demand multi-million-dollar investments in automation, like ASRS systems or solar-powered infrastructure, but only offer 3–5-year contracts. These assets, however, have a life cycle of 10–12 years. What happens if the contract isn’t renewed? Even with buyback clauses, recovering sunk costs is difficult because disassembling and reinstalling equipment like racking systems can cost ?300–500 per pallet.
The solution isn’t just about technology. It starts with intelligent warehouse planning—right from layout and racking to energy usage and natural lighting. For example, while most companies focus on leak-proof roofs using standing seam technology, they miss the fact that it blocks skylights, increasing electricity bills. There are newer techniques now where you can integrate skylights with standing seam roofing and align aisles to maximize natural light. But these decisions must be made during the warehouse design phase, not retrofitted later.
We’ve also used heat maps to analyze forklift movement and product picking patterns. By repositioning frequently picked SKUs closer to access points, we’ve reduced forklift count—directly contributing to lower emissions and costs.
Moreover, sustainability isn’t just about solar panels or EVs. It’s about understanding your energy footprint, knowing your processing area needs (especially in verticals like apparel where tagging and scanning are critical), and optimizing from within before making external investments. In short, we’ve stopped talking about ROI in isolation. The landscape is evolving too quickly. The real metric today is business continuity and resilience. ROI, if it comes, is now a long-term outcome—not a prerequisite for action.
How can organizations balance short-term cost pressures with long-term investments in sustainable infrastructure?
Ashish Bhatnagar, Director & Head – Procurement, Bimbo Bakeries: Sustainable infrastructure currently has high initial cost – be it solar park, electrification, EVs, etc., and often these costs are invisible in the supply chain and cannot be passed on to the consumers due to limited tangible benefits. Organizations are often under a dilemma to invest upfront which impacts their current performance, which is against the stakeholder requirements, and hence it is very important to find out ways to eliminate this dilemma. One of the ways is partnerships with suppliers, another is government push through subsidies or reduction in technology cost.
Technology cost and usage are like a chicken and egg story since technology will not get cheaper till it attains a scale and scale cannot be reached till technology becomes viable and hence such programs has to be driven at top level summits / cross country summits like G-20 and be funded keeping in view its impact on the climate change and then percolated downstream by way of subsidy or some other means.
Some organizations are already working on models eg: Solar Opex instead of Capex to help organizations avoid upfront costs but still these are long term 15-25 years contracts which limits the organizations to make decisions. However, there is a significant movement in investments driven by many MNCs and Indian giants committing to GHG goals wherein infrastructure improvement w.r.t. environmental goals is the first priority.
Innovation, Collaboration & Co-creation
By harnessing breakthrough technologies and fostering deep collaboration across partners, industries are slashing delays, cutting carbon footprints, and future-proofing supply chains against growing uncertainties. This isn’t just progress—it’s a paradigm shift where co-creation turns complexity into opportunity, and sustainability becomes a powerful catalyst for competitive advantage.
Can you share a real-world example where innovative infrastructure significantly improved value chain resilience or reduced environmental impact?
Anirban Sanyal: A notable example is the Port of Rotterdam’s digital transformation. By integrating IoT sensors, AI, and blockchain, the port optimized cargo handling and vessel traffic, significantly reducing wait times and emissions. The “PortXchange” platform enables real-time data sharing among shipping lines, terminals, and service providers, enhancing decision-making and operational efficiency. This innovation improved the resilience of the supply chain by reducing delays and disruptions while lowering CO? emissions, contributing to a greener, more reliable logistics ecosystem. It’s a leading model of how smart infrastructure can drive both environmental and value chain benefits in global trade.
Ashish Bhatnagar: Organizations are increasingly adopting green energy sources, electrification, and equipment efficiency improvements to reduce power and fuel consumption. Examples include switching from grid power to solar or wind energy and transitioning from Light Diesel Oil (LDO) to Piped Natural Gas (PNG), all aimed at lowering greenhouse gas (GHG) emissions and minimizing environmental impact. Some organizations have also set ambitious targets to adopt electric vehicles (EVs) for their transportation needs, including EV scooters for last-mile connectivity, further contributing to sustainability goals.
A notable example of innovative infrastructure in India that has enhanced value chain resilience while reducing environmental impact is the development of Multi-Modal Logistics Parks (MMLPs). Spearheaded by the Government of India through the Ministry of Road Transport and Highways (MoRTH) and the National Highways Authority of India (NHAI), these parks are being developed under the Logistics Efficiency Enhancement Program (LEEP). MMLPs are designed to integrate multiple modes of transport—road, rail, air, and sea—within a single facility. If successfully implemented, these parks will offer comprehensive infrastructure including mechanized warehousing, cold storage, and multimodal connectivity. This will not only streamline freight movement but also significantly reduce emissions, minimize food waste, and improve overall resource efficiency, thereby contributing to a lower environmental footprint.
How do you work with clients to co-develop tailored, innovative infrastructure solutions that address specific client challenges, particularly in complex or emerging sectors like renewable energy logistics?
Ishant Agarwal, President, CJ Darcl Logistics Ltd.: CJ Darcl is a recognised player in the industry for its customer-specific solutions that cater to all kinds of logistics requirements across a multitude of sectors from construction to energy. Sectors like renewable energy have specific requirements such as movement of large components like wind turbine blades or solar panels and liquid fuels that are transported in large tankers. With our diverse range of containers such as open top, flat bed, end open, dwarf height etc, we cater to the unique requirements of our client’s basis the shape and size of their goods.
At CJ Darcl, we work in close tandem with the clients’ team to provide them fair understanding of the processes involved from securing permits to route surveys that we conduct before the actual journey begins to map the obstacles and be prepared with preventive measures to eliminate their impact. We also guide them about the optimal combination of road, rail, air, and sea transport to create efficient and cost-effective infrastructure solutions tailored to their project specific demands. Moreover, with an expert team of experienced professionals, we meticulously plan the entire journey to minimize delays and ensure cargo safety at every step in the way, underscoring CJ Darcl's dedication to delivering innovative infrastructure solutions that precisely address the unique challenges in even the most complex sectors.
In the face of cost pressures, low consumer willingness to pay, and the evolving nature of green technologies, how can companies collaborate across their value chain—including suppliers, customers, and even competitors—to drive innovation and make sustainability viable?
Anirban Sanyal: To address cost pressures and limited consumer willingness to pay, companies can collaborate across the value chain by sharing resources, risks, and innovations. Joint investments in green technologies with suppliers can reduce costs through scale. Engaging customers through co-created sustainable solutions increases acceptance. Competitors can form pre-competitive alliances to develop industry standards, share best practices, and lobby for supportive regulations. Transparent data sharing and aligned incentives promote trust and efficiency. By building ecosystems of collaboration, companies can accelerate innovation, reduce duplication, and make sustainability more economically viable while reinforcing collective resilience and long-term competitiveness.
Shammi Dua: We are at an inflection point where certain technologies and practices can no longer be assessed purely through conventional ROI frameworks. Just as ERP, automation, and AI/ML have become foundational to operational excellence, sustainability enablers—like clean energy integration, green logistics, and circular supply chains—must be seen as strategic capabilities.
Companies that are serious about making sustainability viable must break down the silos. Collaboration is the force multiplier. Whether it's co-investing with suppliers in renewable energy infrastructure, pooling demand to scale green raw materials, or jointly developing circular packaging with competitors, the future is about ecosystem-wide innovation. We’re already seeing this in practice:
Shared infrastructure models—like Multi-Modal Logistics Parks—are being co-developed to reduce environmental impact across industries.
Digital supply chains are enabling real-time data sharing with suppliers and partners, reducing waste, emissions, and inefficiencies.
AI-driven demand sensing allows for smarter planning across the chain, which not only reduces working capital but also minimizes environmental footprint.
The shift we’re seeing is from scattered green initiatives to integrated sustainability platforms. Rather than each company piloting its own isolated energy optimization system, for example, leading players are co-building interoperable platforms that benefit the entire value chain—suppliers, partners, and even competitors. This mindset shift—from sustainability as a compliance cost to sustainability as a source of shared value—requires transparency, trust, and technological alignment.
Ultimately, sustainability, like technology, must be embedded into the operating model. It’s not just about installing solar panels or switching to EVs—it’s about rethinking the entire value chain with agility, resilience, and environmental responsibility at its core.
And just like you wouldn’t ask for the ROI of cybersecurity or cloud computing today, in a few years, you won’t ask about the ROI of decarbonized transport or regenerative sourcing. These will be the baseline expectations—built collaboratively and sustained collectively.
Prof. Jitender Madaan: For sustainability to be truly viable, companies must move beyond isolated efforts and embrace integrated, system-wide collaboration across their entire value chain. This involves aligning manufacturers, suppliers, logistics partners, and customers around common goals rather than operating in silos.
A practical way to achieve this is by hybridizing supply and warehousing networks—balancing centralized efficiency with decentralized agility based on product value density and demand patterns. This approach optimizes costs while enhancing service levels and sustainability outcomes.
In international logistics, intermodal transportation highlights the power of collaborative planning. Coordinated use of sea, rail, and road transport across partners can significantly reduce environmental impact without sacrificing service quality. Although these models require deep data sharing and long-term commitment, they yield substantial improvements in efficiency, resilience, and sustainability that no single player can achieve alone.
Effective risk management is another area where collaboration is critical. Organizations should build strong partnerships with suppliers at all tiers and adopt a mix of global and regional sourcing strategies to mitigate disruptions. Cultivating a risk-aware culture that spans internal functions and external partners is essential to managing complexity.
Ultimately, sustainability and resilience become achievable when leadership champions a collaborative mindset, embedding it into supply chain strategy. By fostering strong cross-company partnerships, organizations can share resources, reduce costs, innovate collectively, and deliver sustainable value—even amid cost pressures and consumer reluctance to pay premiums.
Ashish Bhatnagar: To answer this, let me start with why sustainability has become non-negotiable—especially for those of us in the food sector. Climate volatility is already disrupting agricultural output. For instance, the IMD has predicted that March temperatures this year will be 2°C above normal. That may sound small, but it significantly impacts wheat yields in India, where production barely meets consumption. Even a slight dip in output triggers imports, inflation, and supply risks. This isn’t unique to India—it’s a global issue, and food companies are among the first to feel its effects.
At the same time, while consumers, NGOs, and regulators increasingly expect sustainable practices, there’s still limited consumer willingness to pay a premium. Label a product ‘green’ and raise the price—even marginally—and you’ll see pushback. This disconnect between intent and market behaviour creates real pressure. On one end, suppliers charge a green premium; on the other, customers resist higher prices.
This is where collaboration becomes critical—within and beyond the value chain. Take solar energy. Rather than each company making individual investments, open access solar allows multiple companies to co-invest—say 25% each—in a shared generation facility. Whether your plants are co-located or spread across regions, everyone benefits from pooled access to renewable energy. It reduces cost and accelerates adoption.
The same logic applies to logistics. Everyone wants to shift to EVs to cut emissions, but the upfront cost is high. Yet EVs run at just ?1–1.5 per km, compared to ?10 for diesel. The challenge is utilization. If a logistics partner runs an EV for our deliveries from 4 am to 10 am, it often sits idle the rest of the day. So why not use that same EV for another customer or sector in the afternoon?
This kind of cross-company, cross-sector collaboration is key. Dark stores operated by quick commerce platforms, for example, also need regular deliveries. If we can share assets, routes, and time slots, we can jointly improve ROI and speed up the shift to cleaner transport.
Over time, as usage rises and scale improves, the cost curve will flatten. We’re already seeing that with EVs—thanks to government incentives, import duty relaxations, and improved financing. What’s encouraging is that policymakers, including the Prime Minister, are now openly discussing Scope 1, 2, and 3 emissions. That’s a clear signal that sustainability is no longer niche—it’s entering the mainstream.
Ishant Agarwal: At CJ Darcl, we deeply foster an ecosystem with long-term partnerships and a mutually aligned vision toward adoption of greener technologies, embedding sustainability throughout the supply chain. We collaborate with our clients to offer them a sustainability-as-a-service platform that calculates carbon emissions of their shipment transportation along with customized actionable strategies to reduce the same. This not just helps us to reduce our carbon emissions but enables our customers to meet their sustainability targets by choosing carbon friendlier options. With this initiative, we have set a benchmark in the industry to encourage more players to offer alternative solutions to heavy carbon emitting solutions.
We are also expanding our railway operations to reduce carbon emissions via road transport and offer multimodal transportation solutions comprising of a mix of road, rail, coastal and air transportation. By embracing an encouraging environment with positive collaborative spirit toward large scale adoption of sustainable options, CJ Darcl aims to drive meaningful innovation and make sustainability not just an option, but an integral part of every supply chain we touch.
The Bigger Picture: Systemic Change and Future Resilience
True resilience in infrastructure isn’t about patching vulnerabilities—it’s about reimagining systems as agile, interconnected networks built to adapt and thrive amid complexity. Sustainable innovation must go beyond isolated projects to transform the very backbone of logistics, energy, and supply chains. This means embracing circular models, smart technologies, and cross-sector collaboration to future-proof infrastructure that drives economic growth while safeguarding the environment and society.
With all the work being done in innovation, efficiency, and sustainability—especially in the wake of the COVID-19 crisis—are we, as a supply chain ecosystem, becoming more resilient?
Prof. Jitender Madaan: Yes, but with caveats. The supply chain ecosystem is indeed becoming more resilient—but only where innovation, efficiency, and sustainability are treated as strategic imperatives, not side projects. Sustainability, often misunderstood as purely environmental, must be framed through the triple bottom line: environmental, economic, and social. When these elements align, they create systemic resilience.
Technology adoption—from AI and IoT to EVs and digital twins—initially meets resistance, but as regulations tighten and climate risks grow, these tools become non-negotiable. They’re not just about compliance—they enhance agility, reduce waste, and improve responsiveness. Crucially, overlooked areas like packaging—which directly impact cost, carbon footprint, and product integrity—must be prioritized. India still lacks formal education in this space, which hampers next-gen supply chain capabilities.
Post-COVID, resilience must be redefined—not just as the ability to recover, but as the capacity to adapt and future-proof operations. Organizations that integrate sustainability deeply into their design—across Scope 1, 2, and 3—are building a competitive edge, not just ticking ESG boxes. Sustainability, done right, is resilience.
Ishant Agarwal: At CJ Darcl, our journey toward resilience didn’t begin with the pandemic—but it was certainly tested by it. Long before COVID-19, we recognized that technology and sustainability were essential to operational continuity and agility. As early as 2011, we implemented a centralized ERP system, digitally connecting all our branch offices. This foresight gave us a robust digital backbone that proved critical during the pandemic.
When disruption hit, we didn’t just react—we evolved. We diversified into air cargo and third-party logistics (3PL), expanding beyond road freight. This shift wasn’t merely about survival; it was a strategic pivot that enhanced our ability to serve customers under volatile conditions. These investments in infrastructure, digitalization, and service diversification weren’t just about efficiency—they were resilience in action.
Looking back, our sustained focus on innovation, backed by a culture of continuous improvement, has allowed CJ Darcl to remain agile and adaptive in the face of systemic shocks. Resilience, in our view, is not a one-time response—it’s an embedded capability. Our experience shows that investing in efficiency and sustainability before a crisis pays off during one. And that is the clearest evidence that the supply chain ecosystem, when proactive, can absolutely become more resilient.
As sustainability becomes a central focus, how do you view the role of Scope 1 emissions in logistics, and how can supply chain leaders make a meaningful difference in this area?
Ashish Bhatnagar: From my perspective, sustainability is no longer a mere trend—it’s a fundamental responsibility for everyone in supply chain and procurement. In the logistics domain, Scope 1 presents significant opportunities for impactful change. This is where companies can directly influence their carbon footprint by adopting cleaner energy sources and optimizing energy consumption. For instance, the carbon emission intensity of grid-based power is approximately 1,000 grams of CO2 per kilowatt-hour, while solar power can range from 20 to 70 grams per kilowatt-hour, depending on the type of solar cells used. The carbon savings from transitioning to solar energy are profound, and companies are increasingly investing in this shift to reduce their overall emissions.
Moreover, Scope 1 also encompasses fuel usage, with diesel having an emission factor of about 2.6, and natural gas emitting around 2 grams per kilowatt-hour. By transitioning to cleaner fuels and integrating fuel-efficient technologies, organizations can further reduce their carbon emissions and enhance their sustainability efforts.
For supply chain leaders, there are multiple avenues to address Scope 1 emissions effectively. In addition to adopting cleaner energy, optimizing energy efficiency across operations is equally crucial. Installing fuel-saving technologies on production lines, automating systems to minimize energy consumption, and improving overall operational efficiency can significantly reduce emissions. Many companies today have set ambitious Net Zero goals, with some striving for negative emissions. Achieving these goals will require a comprehensive strategy that not only embraces sustainable energy but also prioritizes efficiency in every facet of the supply chain.
As leaders in logistics and supply chain management, it’s imperative that we embrace these opportunities to lead by example. The future of sustainable logistics lies in our ability to integrate cleaner energy solutions and adopt innovative practices that drive both operational efficiency and environmental responsibility. By focusing on Scope 1 emissions, we can make a meaningful contribution to a more sustainable and resilient supply chain.
What policy or cross-sector collaboration do you believe is most urgently needed to scale sustainable infrastructure across industries?
Anirban Sanyal: The most urgent need is for a unified public-private partnership framework that incentivizes sustainable infrastructure through aligned policies, financing, and standards. Governments should implement carbon pricing, green procurement mandates, and tax incentives for sustainable projects. Simultaneously, cross-sector collaboration—between energy, transport, tech, and construction—must establish interoperable standards, data-sharing protocols, and pooled investment funds. This integrated approach ensures scalability, de-risks innovation, and drives systemic change by aligning economic viability with environmental goals across industries.
How do you view the current state of infrastructure logistics, and what does the future hold?
Prof. Jitender Madaan: From my perspective, the supply chain sector is undergoing a profound transformation driven by increasing complexity. This complexity stems from a variety of factors, including evolving consumer demands, the expansion of new retail channels like quick commerce, and the accelerating pace of technological advancements. Yet, one of the most significant challenges still facing the industry is the lack of standardization across operations. While the need for standardized systems, processes, and technologies has been long recognized, the absence of a unified approach continues to be a major hurdle to optimizing supply chains.
Turning to innovation, artificial intelligence (AI), particularly generative AI, stands out as a gamechanger. There has been an extraordinary surge in investment in AI, estimated at $10 to $15 trillion, with a substantial 60% of this funding directed toward marketing and supply chain management (SCM). This underscores the critical role AI is poised to play in the future of logistics. From predictive analytics and route optimization to automation and demand forecasting, AI will redefine the way supply chains operate. The ability to harness AI for real-time decision-making and operational efficiency will become a key differentiator for companies aiming to stay ahead in an increasingly competitive market.
As AI continues to advance, its impact on supply chain operations will be far-reaching. The integration of data analytics will enable businesses to predict market trends, optimize inventories, and make smarter decisions. Automation will streamline manual processes, reducing errors and costs while boosting productivity. However, AI’s role isn’t limited to efficiency alone—it will fundamentally shift how companies approach logistics by providing deeper insights that enable them to anticipate customer needs and deliver more personalized services.
While AI may be garnering the most attention, another crucial force shaping the future of supply chains is the transition to clean energy. Despite receiving less fanfare than AI, clean energy and mobility innovations are receiving substantial investments. These investments will have a transformative impact on logistics, particularly in terms of energy consumption, fuel alternatives, and sustainability. As businesses strive to meet environmental goals and reduce their carbon footprints, clean energy solutions will become an integral part of the supply chain infrastructure.
The adoption of clean energy and mobility will affect various facets of supply chain management, from the energy used in warehouses and distribution centers to the fuel powering transportation fleets. It will drive the shift toward greener solutions, enhancing sustainability while maintaining operational efficiency. Moreover, the increasing regulatory focus on environmental standards will compel businesses to integrate clean energy into their logistics operations, both as a strategic advantage and a compliance necessity.
The future of infrastructure logistics will be defined by a convergence of AI-driven innovation and clean energy integration. The successful companies of tomorrow will be those that can effectively embrace these technological advancements, navigate the challenges of standardization, and adapt to the evolving demands of the marketplace, all while contributing to a more sustainable and responsible supply chain ecosystem.
Ishant Agarwal: The Government of India has been making significant efforts toward enhancing the logistics infrastructure of India with the development of Dedicated Freight Corridors which have expedited cargo movement by rail, Multimodal Logistics Parks that are serving as transhipment hubs for multiple modes of transportation and possess warehousing abilities followed by better road connectivity which has led the way for seamless logistics. These developments, today, play a pivotal role in supply chain management by supporting efficient transportation and storage of goods and CJ Darcl is at the forefront to leverage these developments and better serve the evolving requirements of its clients.
To prepare for positive developments and changes in the future, CJ Darcl is strategically focusing on sustainability by transitioning from BS IV vehicles to BS VI vehicles and exploring the use of alternate fuels to reduce its carbon emissions. On the technology front, we provide our clients with the best global practices leveraging the patented technologies by CJ Logistics and we remain open to new technology-based solutions that can further optimise our supply chains and enhance our customer experience. To meet the increasing demand for faster deliveries, CJ Darcl leverages its pan-India network of fleet supported by its strategically located warehouses across the nation.
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