Amid global disruptions, Mahindra Logistics capitalises on dedicated freighter capacity and innovative routing to ensure vital pharmaceutical deliveries into conflict zones, while expanding cold chain and sustainability initiatives to boost India’s position as a pharma export hub.
Amidst an era defined by unprecedented global disruptions, Mahindra Logistics has emerged as a pivotal force in the pharmaceutical airfreight sector, adapting strategically to volatile condi...
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According to Saurav Chakraborty, Head of Cross Border and CEO of LORDS Freight at Mahindra Logistics, the last few years have been transformational for air cargo, demanding a complete rethink of supply chains in the face of persistent demand–supply mismatches and geopolitical flashpoints. The collapse of passenger flights during the pandemic necessitated a shift toward dedicated freighter operations, a trend that remains crucial in corridors disrupted by conflict. For shipments of life-saving medicines into war zones, scheduled passenger services are unreliable, making dedicated freighter capacity indispensable.
Mahindra Logistics has capitalised on these altered trade dynamics by expanding dedicated freighter and charter services, especially along unconventional routes connecting India to the Commonwealth of Independent States (CIS), Latin America, and Africa. These regions often suffer from sparse supply and complex regulatory environments. Chakraborty underscored the opportunity to deploy mid-size freighters, such as Airbus A330s or Boeing 757s, equipped to carry around 50 tonnes per flight, facilitating more consistent service to hubs like São Paulo and Mexico City.
Perhaps most compelling of Mahindra Logistics’ efforts is its humanitarian dedication. Through innovative routing and partnerships, the company has successfully maintained pharmaceutical supply chains into conflict zones such as Ukraine and Gaza, despite the absence of direct commercial flights. Shipments destined for Ukraine, for instance, are rerouted via European hubs like Poland’s Warsaw and Latvia’s Riga, followed by controlled multimodal last-mile networks often coordinated with humanitarian organisations to ensure safe delivery. This model reflects a philosophy encapsulated by Chakraborty’s assertion that “medicines are beyond politics,” emphasizing the imperative that lifesaving drugs must reach vulnerable populations regardless of geopolitical barriers.
The firm’s past experience during the Afghanistan crisis, when it operated passenger-to-freighter conversions using smaller aircraft to send medical supplies, has informed its tactful approach to emergency logistics. This expertise has enabled rapid adaptation in current crises, facilitating aid delivery through limited and sometimes unconventional logistical corridors.
Looking ahead, Mahindra Logistics is pursuing strategic growth through expanded air chartering services, targeting B2B e-commerce and high-value cargo markets alongside pharmaceuticals. By acquiring widebody aircraft capable of carrying over 100 tonnes per flight, such as Boeing 777s and 747s, the company aims to strengthen logistics links from Asia to major international markets including Europe, the US, and Latin America. This strategic pivot aligns with its goal to organically grow freight forwarding tonnage by 30–40 percent annually, evolving from a mid-sized regional player into a global logistics contender, with India remaining the core focus.
Integral to the company’s global ambitions is its investment in cold chain infrastructure, crucial for maintaining the integrity of temperature-sensitive pharmaceutical products. This commitment aligns closely with India’s National Logistics Policy and the PM Gati Shakti master plan, government initiatives designed to improve logistics performance by addressing infrastructure gaps and fostering sectoral growth. Chakraborty acknowledged ongoing challenges within airport handling, particularly temperature control during ramp operations, arguing for greater collaboration among airport operators, regulators, and logistics providers to implement end-to-end temperature assurance mechanisms. This focus is essential as India ambitiously positions itself as a global pharma export hub amid rising demand for temperature-sensitive goods.
Industry analyses reveal widespread issues in India’s cold chain logistics, including inconsistent standards at smaller airports and rural hubs that contribute to significant product waste. Leading logistics firms like DHL and Kuehne+Nagel have addressed these risks by implementing rigorous GDP (Good Distribution Practice) compliance measures, including certified facilities, validated temperature-controlled infrastructure, and continuous training and audits. Mahindra Logistics’ efforts fit within this broader industry movement toward standardisation, which the company’s CEO Pirojshaw Sarkari has highlighted as vital to India’s ‘Make in India’ and ‘Move in India’ initiatives. Government officials at a recent CII conference also emphasised standardisation as key to reducing logistics costs and improving efficiency.
Sustainability forms another cornerstone of Mahindra Logistics’ strategy. The company has set an ambitious target of carbon neutrality by 2040, implementing measures such as green infrastructure expansion, decarbonisation of supply chains, and circular economy principles. To date, it has achieved significant emissions reductions through initiatives including the adoption of electric vehicles, over 10,000 deployed across more than 160 cities, which have saved upwards of 25,000 tons of CO2 emissions. Its sustainable warehouses cover more than 40 million square feet, with substantial energy savings reported in recent fiscal years. Additionally, Mahindra Logistics has embraced climate risk management aligned with the Task Force on Climate-Related Financial Disclosures (TCFD) recommendations, conducting detailed regional climate risk assessments to strengthen operational resilience.
The wider Indian cold chain sector is also embracing sustainability, despite challenges such as high upfront costs and market fragmentation. Industry players are increasingly integrating renewable energy, including solar power installations, to reduce carbon footprints and operational expenses, contributing to improved efficiency and reduced food waste. Government support through infrastructure status for warehousing and cold storage facilities under policies such as PM Gati Shakti, alongside enhanced credit flow mechanisms, is anticipated to drive the cold chain market’s rapid growth, from Rs 2 lakh crore in 2023 towards an estimated Rs 5 lakh crore by 2032.
In sum, Mahindra Logistics’ multifaceted approach, encompassing expanded and flexible air cargo operations, humanitarian logistics, cold chain advancements, sustainability commitments, and alignment with national policy frameworks, epitomises the evolution of modern logistics. As global supply chains confront increasing volatility due to conflict, climate risk, and shifting trade patterns, the company’s focus on resilience over mere speed offers a prescient model. “Resilience is not a slogan,” Chakraborty concluded in a recent interview, “It’s about finding ways to deliver, even when everything else breaks down. That’s what keeps the supply chain alive, and that’s what defines the future of air cargo.”
Source: Noah Wire Services
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