The automotive industry has reached a fork in the road: one path leads to reinvention and success, while the other maintains the current status quo. Business leaders will only have a brief window of opportunity to reimagine their core operations. To ensure their survival and success now and in the future, it’s time for automotive industry players to act.
While the speed and route to a future automotive value chain will vary, we believe the ultimate destination is common. To prepare for any radical change, an organisation will need to take decisive actions around what the future strategy and operational configuration has to look like.
As part of these considerations, companies (including dealers, OEMs, suppliers and service providers) will likely need to identify within their organisation a technology, product line and/or division that needs to be reviewed and potentially given a new direction. This is because continuing with the same strategy that benefitted from the strong automotive market of the past is unlikely to optimise returns in this evolving market. Particular attention needs to be paid towards areas that will not be part of core strategy over the next decade and beyond.
Assets identified as ‘non-core’ will differ in scale. For some companies such assets are a small part of the overall business. For others, a desire to leverage previous investments will mean they constitute a larger portion. Some companies (particularly suppliers and dealers) may face stark decisions – their whole business may fall into the non-core category and require strategic review.
In dealing with distressed assets, cost optimisation projects are often more useful than narrow-focused cost-out programmes. But delivering a cost optimisation project in the current climate is a challenge. COVID-19 has already driven businesses to cut costs with examples in the automotive industry including, but not limited to, reduction of inventory levels, renegotiation of key contracts, review or delay of capex investments, stopping or reducing performance rewards and a temporary freeze on new hires. However, cost optimisation will be needed to provide businesses with the flexibility and agility they need to capitalise on any potential market recovery.
While short-term cost-reduction initiatives have been necessary, a more structured and strategic reflection on the cost base will be required to boost recovery and prepare businesses to thrive during uncertain times. At a minimum, this will include assessing the financial impact of cost reduction and optimisation measures from both a functional and end-to-end process perspective (that is, order to cash, procure to pay, etc.) to understand the cost and the potential value created.
Linked to this is an increasing trend towards executing non-core asset disposals by joint venture (JV) formation or separate listing/ring-fencing. While this does not deal fully (or at all) with the vendors’ exposure to the current and future performance of the asset, it does have benefits. The upfront carve-out required to get the business on a stand-alone basis makes future disposal easier and enables the remaining business to focus on core strategy execution. If structured correctly, it can also isolate financial liabilities.
Meanwhile, it is also anticipated that the sector could also see a new consolidation dynamic: vertical consolidation. This would be a reversal of well-developed procurement strategies at OEMs and large tier-1 suppliers. For more than a decade, the trend has been for OEMs to outsource complex and invaluable modules (from instrument panels and powertrain modules to HVAC systems and door modules) to tier-1 suppliers. The OEM manufacturing process has increasingly become an assembly operation, with the manufacture of modules and parts handled by suppliers. Accordingly, tier-1 suppliers have outsourced detailed parts manufacturing to sub-tier suppliers located across a complex, integrated global supply chain.
Two emerging pressures have led to this changing dynamic: First, COVID-19 was a shock to the hyper-efficient ‘just in time’ supply chains refined to be as close to real time as possible. As the pandemic impacted automotive factories, production halted as parts could not be manufactured or delivered in sufficient time or quantity.
This has brought in to question the resiliency of automotive supply chains and whether the pursuit of ever-increasing efficiency has gone too far. OEMs and tier-1 suppliers are considering bringing production of critical parts/components back in-house to secure supply and avoid significant disruption in the future. Vertical consolidation around specific geographies is also a solution being considered to enable increased resilience. This means creating larger supply bases with enhanced capabilities through mergers and that reduce logistics risks by being closer to the OEM factory gates.
Second, vertical consolidation is being viewed as a tool to help stabilise profit levels in the face of lower volumes. Companies are trying to make more income from each vehicle to make up for the gap left by lower volumes. The focus has been on complementing product sales with service sales, particularly around digitally enabled mobility solutions. However, capturing additional margin from each vehicle by expanding the level of value-add content ‘owned’ on each one, whether at the OEM or supplier level, is a feature of vertical consolidation being explored by industry executives. The current market environment presents a unique opportunity to change the direction of a business, and sell-side M&A can be an effective tool for companies looking to reinvent themselves. However, creating maximum value through divestiture can be challenging. During the industry consolidation expected to emerge – whether by acquisition of non-core divisions, or consolidation of whole businesses horizontally or vertically – it will likely be a buyer’s market in the near future.
The cost of executing a value-creation strategy through buying, combining and rationalising automotive companies is currently low due to the disruption impacting the market, which is depressing deal prices and creating opportunities around stressed and distressed assets. Simultaneously, the potential for profitability improvement is high, due to these same issues. This means that the potential for creating value is there for buyers up for a challenge. Private equity investors (PEIs) are well-placed to capitalise on this opportunity.
According to cross-industry research by Deloitte, changes in the market environment and corporate strategy aside, the largest hurdles to divestitures anticipated this year include changes in operating performance (36%), inability to negotiate acceptable deal terms (35%) and inability to obtain acceptable value for assets (33%). In the automotive sector, there are additional factors, such as uncertainty around market volumes, the transition to EVs and a rapidly changing regulatory environment, that all make the creation of an investment hypothesis that stands up to scrutiny increasingly difficult, but completely necessary.
Sellers must now expend significantly more effort helping potential buyers build the hypothesis, making it easy for them to see the value that can be created and to have confidence that uncertainty can be mitigated (or even leveraged).
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The Federation of Freight Forwarders’ Associations in India (FFFAI) held its 6th EC Meeting for the term 2021-23 on May 27 and 28 in Bengaluru. The meeting was attended by the Office Bearers and 28 Member Association representative of FFFAI from across the country, there were many issues discussed and updates provided concerning customs, CBLR, EDI, Service Tax/GST, logistics, air cargo, sea cargo, skill development,importance of social media which FFFAI has expanded recently, technology developments, etc. The special focus of the 6th EC meeting was the updates on forthcoming 24th Biennial Convention of FFFAI to be held from August 12 to 14, 2022 in Chennai with the theme LOGISTICS RESHAPE, EMBRACE AND SURGE IN THE DIGITAL ERA. At this EC meeting, FFFAI also implemented Digital Learning platform for members and next generation for e-learning. It has been decided that FFFAI would initiate FIATA eFBL here in India to benefit the trade, which empowers customs brokers, freight forwarders and logistics service providers. In addition, updates on the recently held FIATA HQ Meet was also provided by the concerned members of FFFAI. FFFAI members present at this EC meeting stressed upon enhancing productivity on ICEGATE for trade facilitation and Ease of Doing Business. The FFFAI members also urged for creating a dedicated portal for LSP integration. As regard to skill development initiatives, IIFF’s (training arm of FFFAI) past and forthcoming training programmes (both online and classroom/physical) for the entire logistics industry were presented at the EC meeting. In addition, FFFAI’s various initiatives on capacity building through technology/IT also discussed withadequate importance. Recent activities of FFFAI Women’s Wing including organising interactive meetings with Government of India officials and industry experts were highlighted at this meeting which drew huge appreciation from the members. The members committed to expand the activities of the Women’s Wing in all the 28 member association locations to empower/encourage the women logistics practitioners. At this EC meeting FFFAI has signed an MoU with the National Institute of Industrial Engineering (NITIE) with an objective of skilling the aspiring candidates looking for opportunities in the logistics sector. Notably, a special session was organised at this 6th EC Meeting where N Sivasailam, former Special Secretary (Logistics), Ministry of Commerce, Government of India was present to address the FFFAI members and highlight the recent initiatives of the government in strengthening the logistics infrastructure, thereby leading in increase of international trade through multimodal connectivity and faster cargo clearance. He projected the ambitious growth potential of the logistics industry in India with a strong collaboration between government and industry people. Also speaking on the occasion was Bani Bhattacharya, IRS, who interacted with members of FFFAI on various initiatives of CBIC for the trade facilitation without human intervention. FFFAI Chairman Shankar Shinde thanked all the 28 associations for their support and appreciated the contribution of CBIC/DG systems trade facilitation measures. FFFAI Member Associations are: 1. Ahmedabad Custom Brokers' Association2. Aurangabad Customs House Agents Association3. Association of Custom House Agents Thiruvanthapuram4. Bangalore Custom House Agents Association5. Brihnamumbai Custom Brokers Association6. Calcutta Customs House Agents Association7. Chennai Customs House Agents Association8. Cochin Customs Brokers' Association9. Coimbatore Customs House and Steamer Agents Association10. Custom Brokers Association Hyderabad11. Delhi Customs Brokers Association12. Goa Custom Brokers Association13.Indore Customs House Agents Association14. The Kakinada Customs Brokers Association15. Kandla Custom Brokers Association16. Kanpur Customs Brokers Association17. Ludhiana Customs House Agents Association18. Mangalore Customs House Agents Association19. Mundra Customs Brokers Association20. Nagpur Customs House Agents Association21. Nashik Customs House Agents Association22. Nadia Custom Brokers Association23. Pipavav Custom Brokers Association24. Pune Customs House Agents Association25. Rajasthan Customs House Agents Association26.Tuticorin Custom Brokers Association27.Visakhapatnam Cusotms Brokers' Association28.West Bengal Custom House Agents Society FFFAI welcomes Women in Logistics/Youth in Logistics to participate on FFFAI forums and also invites membership application form logistics service providers in industry as this is a big national and international forum to network.
Ecom Express Limited, India’s sole pure-play B2C e-commerce logistics provider as of the Financial Year 2024, has introduced a new brand identity, underscoring its commitment to customer-centricity. This rebranding reflects a focus on addressing specific customer needs, prioritising customer-facing metrics, and integrating innovative technology across its nationwide express logistics network. The goal is to enhance speed, agility, and network reach, ensuring a customer-focused approach. The rebranding includes a dynamic logo and a refreshed visual identity, symbolising Ecom Express’s pursuit of excellence. The new logo features a forward-moving arrow within a square, representing the company’s dedication to delivery. The letter "E" in the logo stands for Expression, Innovation, and Progress, while the bold magenta colour signifies bravery, self-expression, and strength. This vibrant magenta reintroduction reflects Ecom Express's renewed commitment to customers, partners, and team members, as the company aims to simplify and democratise logistics for all. Ajay Chitkara, CEO and MD of Ecom Express, elaborated on the transformation, stating, “Our refreshed brand identity reaffirms our customer-first approach as we continue to integrate technology and innovation to provide reliable, high-speed services with the widest network reach. This transformation also underscores our commitment to our employees and delivery partners, who are essential to our business.” The new logo embodies Ecom Express’s dedication to its core values, focusing on customer welfare and fostering a diverse, inclusive environment. This rebranding signifies a promise to redefine logistics through advanced technology, making life easier for all types of customers.
Delmos Aviation has transported the second lot of 300 units of oxygen concentrators from Russia to New Delhi for the Rajasthan state government. The consignment was airborne on an Aeroflot A333 aircraft (SU 232) and reached at 10:10 AM in New Delhi. The shipments were shipped by road and sent back to Swasthya Bhawan, Jaipur, Rajasthan Medical Services Corporation (RMSCL). RMSCL obtained oxygen concentrators from Russian companies together with Delmos Aviation. Delmos Aviation is procuring, transporting and supplying COVID-relied materials to the Rajasthan Medical Services Corporation with the mandate signed with the Rajasthan Government. There will shortly be two consignments with the remaining 800 oxygen concentrators. "We are ready to assist governments in the provision and delivery of any type of essential medical supplies, oxygen concentration and equipment as quickly as possible," said Dr Naveen Rao, Director, Delmos Aviation. "At this juncture, time-based deliveries are paramount. We can handle the airlift and deliver the shipment to the last point." In four lots, 100, 300, 450 and 400 units, a total of 1250 oxygen concentrations are ordered and continue to reach New Delhi in batches of shipments. On 14 and 16 May 2021, the remaining lots will arrive. Oxygen concentrators of Single flowmeter (0.5-10LPM Adjustable) and double flowmeter (0-5LPM Adjustable) are included in the delivery. The models are JAY-10A & LFY-I-5A. "The government of Rajasthan is working hard in this raging second wave of the pandemic to provide basic medical equipment to head Minister Ashok Gehlot and Minister of Health, Raghu Sharma. The government plans to import 1250 oxygen concentrators from Moscow, Russia, in partnership with Delmos Aviation, as part of its efforts to enhance medical oxygen in the state," said a spokesperson.
Mahindra World City Jaipur (MWC Jaipur), a joint venture between Mahindra Lifespace Developers Ltd (MLDL) and Rajasthan State Industrial Development and Investment Corporation (RIICO) announced it concluded 26 new lease agreements between April 2021 and June 2022. The new signings included both new customers and expansion of facilities by existing clients, together leasing about 137 acres of land. In the same period, MWC Jaipur and its constituent units' aggregated investments crossed Rs 721 crores, and cumulative exports by MWC Jaipur exceeded Rs 15,930 crores, of which Rs 3,321 crores were in the last 15 months. Over these fifteen months, a total of 69 companies have completed their facility buildout at MWC Jaipur and become operational. The new entrants to MWC Jaipur represent a variety of sectors, like Logistics and Warehousing, IT & ITeS, Engineering, Furniture Manufacturing, Solar Energy, Gems and Jewelry manufacturing. The newly added roster of clients at MWC Jaipur includes Wipro Hydraulics, Shakti Hormann, Renew Photovoltaics, Kerakoll India, Normet, Gulmohar Lane Lifestyle, Manor & Mews, J Atelier Pink City, Kamal Coach Works, Maxop Engineering, amongst others. Rajaram Pai, Chief Business Officer – Industrial, Mahindra Lifespaces said, “MWC Jaipur today is home to prestigious domestic and international manufacturing companies from across the world, who have established a manufacturing base in India for the first time. Enabling business acceleration for customers has always been our focus. We continue to deliver the highest urbanisation standards by leveraging innovation, thoughtful design, and a deep commitment to sustainability. MWC Jaipur contributes towards generating incremental employment and income for the state while creating world-class infrastructure which would serve the nation for many years to come. We are glad to be the enablers of Make-in-India and Make-for-India.” Becoming a preferred destination of choice for over 121 global and domestic companies, MWC Jaipur is enabling business growth for customers by crafting a conducive environment, with robust infrastructure and facilities that propagate ease of doing business. Mahindra World City Jaipur is the first project in Asia to receive Climate Positive Development Stage 2 Certification from the C40 Cities Climate Leadership Group (C40), a global network of large cities taking action to address climate change. With a focus on climate-positive development, MWC Jaipur is continuing its efforts on integrating sustainability within the city. Green, integrated developments is continuously being upgraded to mitigate the impact of business operations on the environment. As of March 31, 2022, a total of 59,955 trees have been planted in government-approved forest areas and rural areas under the Mahindra Group’s flagship program – Hariyali. Around 11,100 trees have been planted within the industrial park.
A significant milestone has been achieved in the Indo-Bangla railway project with the inauguration of the inaugural freight train connecting Bangladesh's Gangasagar to Tripura's Nischintanpur. This momentous event marks a significant step forward in strengthening the rail connectivity between the two neighboring countries. The new railway connection is set to enhance trade and commerce between India and Bangladesh, providing a more efficient and cost-effective mode of transportation for goods. It will not only boost bilateral trade but also promote economic development in the region by opening up new opportunities for businesses and industries. The Indo-Bangla railway project is part of a broader effort to improve connectivity and foster closer ties between the two nations. It is expected to play a vital role in facilitating the movement of goods and passengers, ultimately contributing to the economic growth and prosperity of both countries.
Trade shows are mission-critical, high-investment events where logistics execution directly influences marketing ROI. Exhibitors spend months preparing for a few days on the floor, since a single missed delivery window can jeopardise the entire programme. In this environment, Less-Than-Truckload (LTL) trade show logistics is no longer just transportation; it is an orchestration of timing, compliance, risk control, and venue-specific expertise. While standard LTL carriers can handle general freight, elite trade show shippers excel because they are built for the ecosystem — understanding drayage, marshalling yards, target windows, live-loading rules, equipment constraints, and the high-value nature of exhibits. This updated guide unpacks the differentiators that set the best providers apart, enhanced with additional dimensions such as KPIs, risk mitigation frameworks, technology adoption, sustainability practices, and a practical vendor-evaluation checklist. The Key Differentiators of Elite Trade Show Shippers When shipping general freight, a standard LTL carrier may be sufficient. However, event logistics demand a higher level of specialised service. The top trade show shippers possess four key differentiators that distinguish them from the rest. Proactive and Specialised Support Trade shows operate on rigid move-in schedules tied to booth size, dock flow, and decorator rules. The strongest providers deploy dedicated trade show teams who can interpret show manuals, coordinate with decorators, and time deliveries to avoid re-handling fees. Best-in-class partners also: Pre-audit documentation and labels to avoid show-site rejections Manage drayage coordination to reduce dwell and material-handling charges Offer pre-receiving and staging at regional facilities for smoother Day-1 move-ins This advisory-driven model transforms logistics from a cost center into a risk-mitigation service. Flexible Coordination and Network Access Because no two events are alike, trade show logistics demand configurable access to LTL, FTL, hot-shot, air, and international capacity. Top providers match service levels, route constraints, and budget requirements by tapping into broad asset and partner networks. A sophisticated network allows for: Expedited or guaranteed-capacity moves for high-stakes shows Cost-effective options for booth materials that can stage early Lane-specific equipment (air-ride, liftgate, climate-controlled) This flexibility becomes essential during peak show seasons when capacity is tight and timelines narrow. Guaranteed Performance and Asset Protection Event deadlines are immovable. Leading providers commit to guaranteed on-time service, narrow ETA bands, and contingency planning across linehaul and last-mile execution. They also emphasise exhibit protection through: Air-ride suspension fleets Strapping, padding, and vibration-control practices Secure transport protocols for prototypes and LED/AV assets With show participation costs rising, damage and delay prevention become competitive differentiators. End-to-End Visibility and Services Real-time visibility is no longer optional. Tocay, exhibitors rely on it to make staffing, booth-build, and drayage decisions. The best LTL partners deliver: Live tracking from pickup to booth delivery API connectivity with exhibitor dashboards Pre-emptive exception alerts and delay recovery paths For international events, leading providers integrate customs documentation, Carnet handling, temporary import permits, and venue-specific rules, ensuring frictionless handoffs across borders. What Are the Best LTL Logistics Companies for Trade Shows? Several providers exemplify these differentiators. The following firms are selected based on their demonstrated strength in specialised show support, performance-oriented service design, event fluency, flexible coordination and comprehensive offerings that cover pre-show to teardown. 1. Green River Logistics Solutions A brokerage-led model with deep carrier reach, making it ideal for exhibitors with varied lane structures. Key strengths: Highly personalised coordination and single-point-of-contact support Flexible equipment sourcing — LTL, flatbed, refrigerated, heavy haul Real-time updates and precise timing for fragile builds 2. XPO Logistics A multinational leader with a controlled linehaul network and a dedicated Trade Show Desk. Key strengths: Tight schedule integrity Venue-specific coordination and dock navigation Strong performance management systems. 3. TWI Group A global exhibition logistics specialist excelling in international customs and venue compliance. Key strengths: ATA Carnet expertise and cross-border support On-site liaisons at major venues High-touch service model for global exhibitors 4. Averitt A time-definite, reliability-driven carrier focused on window compliance. Key strengths: Guaranteed performance Expertise with marshaling yards and dock appointments Rapid recovery for last-minute constraints 5. TTI Logistics A specialist for fragile and custom builds requiring maximum protection. Key strengths: Air-ride fleets and vibration-controlled handling Precision timing for target-move-ins Advanced security protocols Comparing the Top LTL Logistics Providers for Trade Shows These providers excel in different areas. This table offers a quick comparison of their key service features to help you align their strengths with your specific needs. New Strategic Enhancements Added for a Modern Exhibitor’s Playbook Technology Advancements Worth Evaluating AI-assisted ETA predictions Digital drayage coordination tools IoT-enabled condition monitoring for AV and prototype freight Automated warehouse cut-off compliance checks Risk-Mitigation Practices That Matter Pre-show risk audits Contingency rerouting plans Venue-specific compliance checklists High-value cargo insurance design Sustainability Expectations from Today’s Exhibitors Low-emission or EV linehaul and last-mile options Carbon-neutral freight programs Reusable or recyclable crating solutions Emissions dashboards linked to booth shipments Performance Metrics That Define Best-in-Class Providers On-time delivery to target windows Damage-free shipment percentage Visibility uptime SLA Drayage handoff accuracy Exception-resolution response time How to Vet Your Trade Show Logistics Partner Applying the key differentiators includes asking potential partners the right questions. When your program includes international stops, ask about their documentation process, how they manage Carnets and how visibility will work across handoffs. The following can further validate fit and execution discipline: What is your detailed experience with my venue and decorator? Can you guarantee delivery within target-window constraints? What risk-mitigation plan is activated if my freight misses staging cutoff? What specialised equipment will you use for fragile or custom exhibits? How do you integrate with drayage contractors and marshaling yards? Which visibility tools and tracking integrations are available? Can you manage international customs documentation end-to-end? What sustainability options can be applied to my show calendar? Your Partner Is Your Most Critical Exhibit A logistics provider is more than a freight handler; they are the enabler of your presence on the show floor. The right LTL partner combines timing discipline, technical fluency, equipment strength, and venue intelligence to protect your brand and maximise your event ROI. Elite trade show shippers don’t just move freight; they orchestrate flawless show execution.
The expansion of Dammam Port in Saudi Arabia has taken a significant step towards strengthening trade relations between India and the Gulf region. The enhanced infrastructure and capacity of the port are set to benefit businesses and industries on both sides, facilitating smoother trade and commerce. The expansion of Dammam Port opens up new opportunities for Indian businesses to engage in import and export activities with the Gulf nations. It also serves as a strategic gateway for goods traveling to and from India, further improving the logistics and transportation landscape for businesses. The project showcases the commitment of both India and Saudi Arabia to enhance economic ties and boost bilateral trade. The increased port capacity will help meet the growing demand for trade between the two regions, ultimately contributing to the economic growth and prosperity of both nations.
Air India is setting its sights on a promising future as the exclusive carrier for TATA's iPhone exports. This strategic partnership between the renowned Indian airline and the tech giant TATA promises to boost India's manufacturing and export capabilities. The collaboration will enable Air India to become the sole carrier for TATA's iPhone exports, facilitating the efficient transport of these popular devices to international markets. With a reputation for reliability and global reach, Air India is poised to play a crucial role in TATA's supply chain. The move not only strengthens the relationship between two major Indian companies but also underlines India's growing importance in the global technology and manufacturing sectors. Air India's role as the exclusive carrier for iPhone exports is expected to generate significant revenue for the airline and enhance India's position as a hub for high-tech exports.
