Fash­ion Lo­gis­tics

Of Evolv­ing De­mands in Lo­gis­tics and SCM

Cargo Talk - - Front Page -

The fash­ion lo­gis­tics in­dus­try is likely to get a boost in the days to come, if forecasts and present mar­ket trends are taken into ac­count. Ac­cord­ing to re­cent re­searches, the do­mes­tic ap­parel in­dus­try in In­dia grew at a CAGR of 10 per cent from ` 1,260 bil­lion in FY-07 to ` 2,026 bil­lion in FY-12. There will also be pol­icy re­forms, an ex­pected re­vival in econ­omy and en­try of new brands to sup­port the re­cov­ery of ap­parel de­mand in FY-14. The ex­port sec­tor, on the other hand, is also wit­ness­ing a rea­son­able growth. Car­gotalk presents an in­dus­try per­spec­tive…


Ac­cord­ing to Re­vati Kas­ture, Chief Gen­eral Man­ager & Head-CARE Re­search, the In­dian ap­parel in­dus­try will wit­ness a re­vival in FY-14. The fac­tors like chang­ing fash­ion trends, a grow­ing con­sumer class and ris­ing ur­ban­i­sa­tion to­gether, have con­trib­uted to the growth in the ap­parel in­dus­try. Ad­di­tion­ally, grow­ing dif­fer­en­ti­a­tion in the party-wear, of­fice-wear and semi-for­mals, in­creas­ing re­tail pen­e­tra­tion, in­creas­ing share of de­signer-wear and a grow­ing ser­vice class have also been the driv­ers for growth.

How­ever, on the ac­count of an over­all slow­down in the econ­omy, the ap­parel in­dus­try also wit­nessed lower growth in the past cou­ple of years. The in­dus­try is es­ti­mated to grow at a lower rate of about 4-5 per cent on a YoY ba­sis in FY-13. CARE Re­search ex­pects the im­pact of re­cent slow­down to per­sist in the in­dus­try, and that the de­mand would re­cover grad­u­ally. The do­mes­tic In­dian ap­parel mar­ket can be di­vided into five broad seg­ments – men’s, women’s, kids,and uni­sex ap­par­els, and uni­forms. CARE Re­search es­ti­mates the do­mes­tic ap­parel in­dus­try to grow at a CAGR of about 8 per cent from ` 2,026 bil­lion in FY12 to ` 2,746 bil­lion in FY16. Within the men’s ap­par­els seg­ment, the sub­seg­ment of shirts will re­main the big­gest. CARE Re­search ex­pects the men’s shirts seg­ment to grow at a CAGR of 7.5 per cent up to FY16.

Kas­ture ar­gued that mea­sures, which are ex­pected to aid the re­cov­ery in ap­parel de­mand in FY-14 in­clude re­sump­tion of zero-ex­cise duty on ready­made gar­ments and made ups an­nounced in the Union Bud­get 2013-14, an ex­pected im­prove­ment in the econ­omy and faster clear­ance of in­vest­ment pro­posal of for­eign re­tail brands.

It also es­ti­mates the In­dian ap­parel ex­ports to grow at a CAGR of 9 per cent to about ` 928 bil­lion in FY16. The growth would pri­mar­ily be driven by in­creas­ing shift of the ap­parel in­dus­try from de­vel­oped Western na­tions (tra­di­tional ex­port­ing des­ti­na­tions) to the other non-tra­di­tional mar­kets. Cur­rently, In­dia’s ex­ports are mainly di­rected to the tra­di­tional mar­kets – US and EU. And now, with th­ese re­gions turn­ing into ma­tured mar­kets, the growth in ap­parel im­ports is ex­pected to slow down.

“In­dia needs to look at other po­ten­tial mar­kets for ap­parel ex­ports. Re­mark­ably, In­dian ex­porters are pro­mot­ing their ap­parel by par­tic­i­pat­ing in trade shows and also by hold­ing road-shows in new mar­kets like Latin Amer­ica, Rus­sia, Ja­pan, Is­rael and South Africa,” Kas­ture pointed out.

She also un­der­lined that, with the grow­ing con­cern over ris­ing pro­duc­tion costs in China; In­dia stands a good op­por­tu­nity to in­crease its share in the global ap­parel mar­ket. Abun­dant raw ma­te­rial avail­abil­ity, a well-in­te­grated tex­tile in­dus­try and good de­sign­ing skills are key at­tributes, which if utilised ef­fi­ciently, can help In­dia to con­sol­i­date and grow its po­si­tion in the global ap­parel mar­ket.

Crit­i­cal fac­tors that need to be ad­dressed by In­dia to re­main com­pet­i­tive in the global mar­kets

Kas­ture main­tained that though In­dia is one of the largest pro­duc­ers of cot­ton yarn and fab­ric, the pro­duc­tiv­ity of cot­ton in In­dia in terms of yield per hectare is found to be too low in com­par­i­son with other coun­tries. The pro­duc­tiv­ity of cot­ton in coun­tries like China, Brazil and Turkey is above 1 tonne per hectare per an­num whereas in In­dia it stands at around 0.5 tonne per hectare per an­num.

Ac­cord­ing to CARE Re­search, In­dia needs to bring down high la­bor costs. Ap­parel, be­ing a labour in­ten­sive in­dus­try, labour-costs play a key role in de­ter­min­ing the prof­itabil­ity of an in­dus­try. In­dia, with a la­bor cost of about US $ 0.6 per hour, ranks fourth com­pared to other Asian coun­tries (higher by 100 per­cent, 28 per cent and 20 per cent com­pared to Bangladesh, Cam­bo­dia and Pak­istan, re­spec­tively). Bangladesh, which en­joys duty ben­e­fit in EU, has an edge over other Asian coun­tries. Con­sid­er­ing var­i­ous costs in­volved in the ex­ports of gar­ments, the landed cost at EU mar­kets works out to be the cheap­est for Bangladesh, fol­lowed by Pak­istan.

Kas­ture also ob­served that, ap­parel man­u­fac­tur­ers should aim at shorter de­liv­ery lead times. The ap­parel in­dus­try in In­dia is plagued with a high de­gree of frag­men­ta­tion with only a hand­ful of fully-in­te­grated play­ers. This, cou­pled with in­fra­struc­ture bot­tle­necks, leads to longer lead times. An or­der in In­dia takes ap­prox­i­mately 45-60 days to ex­e­cute

from pro­cure­ment-fab­ri­ca­tion-de­liv­ery, as against a global aver­age of 30-35 days.

New sales and sup­ply chain Model: Madura Fash­ion and life­style

Speak­ing to Car­gotalk on the present trends and ini­tia­tives from ap­parel man­u­fac­tur­ers Satish Karunakaran, Head Sup­ply Chain & Sourc­ing , Madura Fash­ion & Life­style, said that most com­pa­nies in the In­dian Fash­ion & Life­style in­dus­try used to fol­low make & sell model a few years back. This model had disad­van­tages in terms of higher in­ven­tory of slow and non-mov­ing stocks, and stock-outs in case of best-sell­ers on the other hand. But now, al­most all big play­ers have moved to the trade show model, which is con­ducted twice a year. “The Madura Fash­ion & Life­style was a pi­o­neer of such trade shows in In­dia and has fol­lowed this model re­li­giously over the last 7-8 years,” he main­tained.

How­ever, the trade show model has put enor­mous pres­sure on the sup­ply chain of ap­parel com­pa­nies. The OTIF (on time in full) per­for­mance, in­di­ca­tor for the cus­tomer-or­der ful­fill­ment as per the orig­i­nal month of of­fer­ing in trade show, has gone down. The un­cer­tain­ties and in­ef­fi­cien­cies in the long sup­ply chain, which is al­most 8-9 months long, has a di­rect bear­ing on the cus­tomer-ser­vice level. In ear­lier sell & make model, since the brand used to ac­cept or­ders only to the ex­tent of stocks pro­duced, the cus­tomer ser­vice level was ob­vi­ously higher.

“Madura Fash­ion & Life­style has tack­led this is­sue very well and per­fected the trade show ex­e­cu­tion model to a large ex­tent. It has in­vested heav­ily in or­der man­age­ment, de­mand plan­ning and sup­ply plan­ning tools and pro­cesses to im­prove OTIF dra­mat­i­cally over the last two years com­pared to its com­pe­ti­tion, ”Karunakaran added.

An­other ma­jor grow­ing trend is to op­ti­mise the in­ven­tory at the front end (seen across all chan­nels) to con­trol cash flow and to im­prove re­tail ex­pe­ri­ence by op­ti­mis­ing the stock den­sity. Due to this, man­ag­ing ef­fi­cient and fast re­plen­ish­ment of right stocks at right time at right store has be­come an area of para­mount im­por­tance.

“As far as new mar­kets are con­cerned, clearly two trends have evolved dra­mat­i­cally over the last two years the first be­ing e-com­merce, and the sec­ond be­ing ex­pan­sion of ex­clu­sive brand out­lets (EBOs) in Tier -II towns. Sup­ply-chain func­tions play a vi­tal role in both th­ese new mar­kets and will be a key dif­fer­en­tia­tor. E-com­merce busi­ness, though a small chan­nel for large ap­parel com­pa­nies like ours, is of sig­nif­i­cant strate­gic im­por­tance. For e-com­merce com­pa­nies, ap­parel is one of the fastest-grow­ing cat­e­gories,” Karunakaran pointed out.

In his opin­ion, the fash­ion in­dus­try is go­ing through lot of swift changes. Most brands are ven­tur­ing into mul­ti­ple new cat­e­gories (no more only shirts or trousers brands) and in­creas­ing the num­ber of style codes of­fered to cater to dif­fer­ent re­gional needs, wear­ing oc­ca­sions and price points. This has re­sulted in high num­ber of SKUs in the sup­ply chain com­pared to any other in­dus­try. In ad­di­tion to th­ese prod­ucts of­fer­ing re­lated com­plex­i­ties, par­tic­u­larly in case of MFL; al­most all brands have launched sub-brands and ex­panded their dis­tri­bu­tion rapidly. At the same time in the com­pet­i­tive en­vi­ron­ment, al­most all cus­tomers de­mands on ser­vice level and cost ef­fi­ciency has gone up.

To han­dle th­ese chal­lenges, MFL has been in­vest­ing in de­vel­op­ing sup­ply chain pro­cesses, sys­tems and peo­ple over the years. “To­day, sup­ply chain is the heart of our com­pany. Once the or­ders are booked in the trade show for a sea­son, the ba­ton is han­dled over to the sourc­ing and sup­ply chain team. The sup­ply chain has to de­liver the tar­geted OTIF ser­vice-level at the tar­geted clos­ing in­ven­tory ev­ery month. It’s an on­go­ing chal­lenge to im­prove ser­vice level and im­prove in­ven­tory turns at lower costs,” added Karunakaran.

Madura is a mul­ti­chan­nel com­pany; and each chan­nel has dif­fer­ent re­quire­ments on stock­ing and de­ploy­ment process. The com­pany has de­signed or­der man­age­ment pro­cesses, de­mand plan­ning sys­tems and ware­houses to suit spe­cific needs of ev­ery chan­nel. MFL’s lo­gis­tics and or­der man­age­ment team is quite ag­ile, and is able to con­sis­tently make im­prove­ments in the ser­vice level, while adapt­ing to the new re­quire­ments of the cus­tomers.

As far as dis­tri­bu­tion strat­egy is con­cerned, Madura Fash­ion has a mix of self-man­aged dis­tri­bu­tion cen­tres (DCs) and out­sourced to 3rd party lo­gis­tics ser­vice providers. Its two large DCs (2.7 lakh sq ft & 1.8 lakh sq ft) in Ben­galuru are self­man­aged. The com­pany has re­cently set up a North DC to cater to sea­sonal prod­ucts, which are pri­mar­ily pro­duced in North re­gion. The North DC is out­sourced to a 3rd Party LSP.

In ad­di­tion to the above three DCs, Madura Fash­ion also has 10 small-for­mat ware­houses to cater to the de­mand of big­ger mar­kets and to ser­vice cus­tomers in per­mit states. Th­ese are again out­sourced to 3rd Party LSPs.

Benet­ton In­dia

Ab­hik Saha, Di­rec­tor-Sup­ply Chain, Benet­ton In­dia, felt that cus­tomers are

in­creas­ingly be­com­ing more dis­cern­ing based on the pur­chase oc­ca­sions.This of­ten leads to the same con­sumer be­hav­ing dif­fer­ently, based on dif­fer­ent pur­chase us­age. And, lo­gis­tics and sup­ply chain plays the crit­i­cal role of meet­ing cus­tomers’ as­pi­ra­tions. Ac­cord­ingly, lo­gis­tics and sup­ply chain is in­creas­ingly shift­ing from fo­cussing just on cost to adding value to the com­pany’s suc­cess. Benet­ton man­ages the same through co-sourc­ing, wherein the com­pany staffs man­age­rial po­si­tions and man­ages the bal­ance through 3PL ser­vice part­ners. “The lo­gis­tics in­dus­try in In­dia to­day is highly frag­mented and skilled man­power at ev­ery level is at a pre­mium. We are work­ing along with our 3PL ser­vice part­ners to in­cor­po­rate the lat­est trends in this space into our busi­ness,” he said.

lo­gis­tics Needs: ware­hous­ing out­shines trans­porta­tion

“We see lot of ac­tion hap­pen­ing on the ware­hous­ing side. There is spurt in good qual­ity ware­hous­ing in­fra­struc­ture & LSPs in the last few years. But on the trans­porta­tion side, par­tic­u­larly on the national routes, there is very lit­tle im­prove­ment to be seen. For com­pa­nies like us, who ser­vice most of their cus­tomers di­rectly from their cen­tralised DC and not through the state-level CFAs and ware­houses, this be­comes a bug hur­dle,” Karunakaran said.

“As an ex­am­ple, MFL ser­vices close to 4,000 cus­tomers di­rectly from Ban­ga­lore, as well as its North DC. The aver­age dis­patch fre­quency per cus­tomer is twice a week. So we ride on the in­fra­struc­ture of the ex­press dis­tri­bu­tion ser­vice providers to ser­vice th­ese small ship­ments to our cus­tomers. There are not enough op­tions in this seg­ment, and very few new play­ers have en­tered this seg­ment in the last decade. Plus, the suc­cess rate of new en­trants has not been en­cour­ag­ing,” he fur­ther added.

When it comes to smaller towns (which are the growth mar­kets), the hub-and­spoke model of th­ese national car­ri­ers or ex­press dis­tri­bu­tion ser­vice providers has its lim­i­ta­tions due to low vol­ume, rigid sys­tems, in­fra­struc­ture is­sues and costs. There is an im­pact on the prod­uct qual­ity and cus­tomer ex­pe­ri­ence, as well due to mul­ti­ple han­dling and hand­shakes.

He how­ever main­tained that the per­for­mance of 3PL com­pa­nies, when it comes to small-for­mat ware­houses (less than 20,000 sq ft) has been very good, and they con­sis­tently achieve and ex­ceed the KPIs of the cus­tomers.

“How­ever, on the medium (20,000100,000 sq ft) and large DC (more than 100,000 sq ft) man­age­ment side, there is a need for sig­nif­i­cant im­prove­ment from 3PL to part­ner. Right now, most 3PL com­pa­nies are able to match the ser­vice re­quire­ments of the cus­tomers, af­ter an ini­tial teething pe­riod of any­where be­tween 8-10 months (in some cases go­ing up to a year). The cus­tomer can­not af­ford such high sta­bil­i­sa­tion pe­ri­ods. More­over, he ex­pects con­tin­u­ous im­prove­ment in KPI and align­ing the DC op­er­a­tions to chang­ing needs of his cus­tomers,” he added.

He also ar­gued that the lo­gis­tics of fash­ion in­dus­try is com­plex, due to large num­ber of SKUs, shrink­ing du­ra­tion of full-price win­dow, shelf-life of prod­ucts and di­rect ship­ping to retailers in most cases. To han­dle this com­plex­ity, the 3PL com­pany has to in­vest in dis­pro­por­tion­ately higher man­age­ment at­ten­tion in such cus­tomers not only in the be­gin­ning, but also on a con­tin­u­ous ba­sis. So, the 3PL com­pa­nies en­ter­ing to ser­vice this in­dus­try should be pre­pared for this even­tu­al­ity. Also it is ex­tremely im­por­tant to study cus­tomer pro­cesses, tech­nol­ogy and soft­ware used, cap­i­tal in­vest­ments re­quired, KPI tar­gets par­tic­u­larly on cost, in­ven­tory ac­cu­racy and ser­vice de­liv­ery.

Ac­cord­ing to Saha, the qual­ity of ser­vices of­fered by lo­gis­tics com­pa­nies is still at a nascent stage, and it is try­ing to keep up with in­creased cus­tomer re­quire­ments of con­sis­tency of de­liv­er­ables and reg­u­la­tory com­pli­ance. “Keep pace with the chang­ing de­mands of cus­tomers, es­pe­cially in a sce­nario where MNC ser­vice providers are en­ter­ing the coun­try with sig­nif­i­cant ex­pe­ri­ence in op­er­a­tional ef­fi­cien­cies and value ad­di­tion to the or­gan­i­sa­tion,” he sug­gested.

Ma­jor chal­lenges & bot­tle­necks in lo­gis­tics

Op­ti­mis­ing the ware­hous­ing space, con­sid­er­ing the sea­son­al­ity of busi­nesses. Higher safety stock im­pact due to fluc­tu­a­tions in sales and un­cer­tain­ties in sup­ply net­work. Slower speed of trucks on In­dian roads com­pared to in­ter­na­tional stan­dards, in­creas­ing the cost of trans­porta­tion. Faster reach to smaller towns, par­tic­u­larly in big states like Ma­ha­rash­tra, UP & MP and the en­tire North-East re­gion. Limited air-cargo ca­pac­ity avail­able and high cost of air-freight (Air-freight cost in do­mes­tic sec­tor is too high com­pared to in­ter­na­tional routes). Ship­ments get­ting off­loaded. Grow­ing state-level reg­u­la­tory re­quire­ments in terms of per­mits and doc­u­men­ta­tion. Poor in­fra­struc­ture and strin­gent govern­ment poli­cies. Delays in cus­toms ex­am­i­na­tions and for­mal­i­ties (cer­ti­fi­ca­tions, test­ing, etc). High power and trans­ac­tion costs, in­creased costs of raw ma­te­rial, labour and other in­put costs.


In­crease the ca­pac­ity of cargo han­dling at ports to re­move con­ges­tion. In­crease rail net­work and ca­pac­ity. In­tro­duce VPH ser­vice on more trains and in­crease ca­pac­ity. Re­move / re­lax state level per­mits re­quire­ment for goods move­ment. Im­prove road in­fra­struc­ture to re­duce national routes lead time by min­i­mum 25 per cent and in­crease con­nec­tiv­ity to smaller towns. De­bot­tle­neck­ing the check-posts in the road net­work and make travel across In­dia seam­less. Im­ple­men­ta­tion of GST at the ear­li­est. At­tract in­vest­ments and speed up in­fra­struc­ture projects in ware­hous­ing / roads / rail­ways / ports / in­land water­ways. Fast and ef­fec­tive ap­proval process can im­prove the time du­ra­tion for over­all im­ple­men­ta­tion of pro­ject in re­tail and fash­ion in­dus­try.

third party lsps: ser­vices in place

Com­ment­ing on the growth po­ten­tial of fash­ion lo­gis­tics busi­ness from freight for­warders and 3PLSPs point of view, San­jay Goel, COO, SDV In­dia said, “The In­dian Fash­ion in­dus­try is at its in­fancy at the mo­ment, though it has great po­ten­tial to make its mark on the world stage. Fash­ion in In­dia has thou­sands of years of tra­di­tion be­hind it, and it’s grow­ing at a rapid pace with in­ter­na­tional de­vel­op­ments. As a freight for­warder, our busi­ness de­pends on coun­try’s ex­ports and im­ports, and gar­ments are one of the big­gest ex­port com­modi­ties out of In­dia.”

Goel main­tained that be­ing a French multi­na­tional, SDV has an ex­cel­lent un­der­stand­ing for han­dling fash­ion and lux­ury brands world­wide. The com­pany of­fers a wide range of made-to-mea­sure ser­vices, es­pe­cially for the fash­ion in­dus­try

which in­cludes PO man­age­ment, QC plat­form, ware­hous­ing, dis­tri­bu­tion and mul­ti­modal trans­port across the globe with JIT ap­proach. SDV re­cently launched a new con­cept called iD so­lu­tion for its cus­tomers, based on RFID tag­ging. Once the RFID tag is fit­ted, each item of cloth­ing has its own iden­tity, and the in­for­ma­tion on the tag can be read re­motely across the en­tire sup­ply chain all the way to the shop. It will help to col­lect max­i­mum amount of data, read re­motely off the tag. So, mak­ing an in­ven­tory in the min­i­mum amount of time, when­ever nec­es­sary, will pre­vent­ing han­dling er­rors.

“We have also cre­ated a ver­ti­cal ded­i­cated to the fash­ion in­dus­try. The emer­gence of lo­cal In­dian con­sumer base for fash­ion and lux­ury is a good op­por­tu­nity for us, as we have been es­tab­lished our­selves as a key player in the re­cent years on this ver­ti­cal,” he stressed.

Ajay Sharma, Sr. Man­ager —Ver­ti­cal Mar­kets, Re­tail & Fash­ion and Rammi Anand, Dy. Gen­eral Man­ager – Ver­ti­cal Mar­kets In­dia, Schenker In­dia noted that the fash­ion in­dus­try presently is pass­ing through an in­ter­est­ing phase. “While foot­falls in the stores are go­ing down, the

As a freight for­warder, our busi­ness de­pends on coun­try’s ex­ports and im­ports, and gar­ments are one of the big­gest ex­port com­modi­ties”

San­jay Goel COO, SDV In­dia

‘clicks’ on on­line por­tals are in­creas­ing. The end cus­tomers are ex­plor­ing op­tions to feel/touch/wear even through on-line stores, such ini­tia­tives be­ing driven by the fash­ion in­dus­try. With the pro­duc­tion cen­tres shift­ing mainly to APAC coun­tries, the op­tions of multi-coun­try con­sol­i­da­tion is in­creas­ing. Thus, FTWZ fa­cil­i­ties will be im­por­tant for fu­ture growth and con­sol­i­da­tion of busi­ness,” they ob­served.

They also main­tained that with the In­dian Govern­ment’s ap­proval to al­low for­eign di­rect in­vest­ments in Re­tail, for­eign brands are ex­pected to en­ter into In­dian mar­ket more eas­ily. This will re­sult in growth of the or­gan­ised re­tail, can com­pen­sate for the neg­a­tive ef­fects of the de­val­u­a­tion of the In­dian Ru­pee and thus, the op­por­tu­ni­ties in end-to-end lo­gis­tics ser­vices within the coun­tries.

Re­fer­ring to the new mar­kets, Sharma and Anand were of the view that, while tra­di­tional fash­ion mar­kets from USA and EU are see­ing a down­ward trend, there has been an up­surge in emerg­ing mar­kets from Asia-Pa­cific e.g. In­dia and China. The emerg­ing mar­kets are be­com­ing fash­ion con­scious and with the in­crease in earn­ings, th­ese emerg­ing mar­kets are now seen as fash­ion con­sump­tion mar­kets as well. Peo­ple in In­dia have be­come more sen­si­tive to­wards the brands they wear. This is also re­flected with an up­surge in lux­ury brands spread­ing in the coun­try. How­ever, the trend is presently limited to Tier-I Cities. There­fore, there is un­tapped po­ten­tial in Tier -II and Tier-III Cities within the coun­try, which gives con­fi­dence in long-term sus­tain­able growth in In­dia.

“DB Schenker un­der­stands the chang­ing dy­nam­ics of fash­ion in­dus­try in In­dia and its evolv­ing re­quire­ments. This is re­flected in the wide range of ser­vices that DB Schenker ren­ders, which can be cus­tomised as per its cus­tomers’ re­quire­ments,” they said. The com­pany’s ser­vices in­clude PO Man­age­ment, ICM Tool to give com­plete vis­i­bil­ity to sup­ply chain as well as pro­duc­tion, Qual­ity Check, La­bel­ing and Tag­ging, Pick and Pack, Pal­leti­sa­tion, In-house Cus­toms Clear­ance, As­sis­tance from a strong global net­work, Cus­tomised IT So­lu­tions, Ware­hous­ing and Dis­tri­bu­tion, Multi-Modal So­lu­tion and Ded­i­cated Key Ac­count Man­age­ment Struc­ture.

Satish Karunakaran Head Sup­ply Chain & Sourc­ing , Madura Fash­ion

& Life­style

Ab­hik Saha Di­rec­tor-Sup­ply Chain,

Benet­ton In­dia

Re­vati Kas­ture Chief Gen­eral Man­ager &

Head-CARE Re­search

Rammi Anand Dy. Gen­eral Man­ager – Ver­ti­cal Mar­kets In­dia

Schenker In­dia

Ajay Sharma Sr. Man­ager —Ver­ti­cal Mar­kets, Re­tail & Fash­ion

Schenker In­dia

San­jay Goel COO, SDV In­dia

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