Logistics and Infrastructure
Infrastructure Industry
Infrastructure spending is expected to increase to c.10y of the GDP under the XIIth five year plans. FDI & Private equity investment have seen an uprising focus on the infrastructure space.
UC has covered a wide range of industry sectors like power, ports, roads, airports, telecom, water treatment etc.
Recent illustrative engagements include entry strategies, market assessment and segmentations, growth strategies, supply chain and distribution strategies, productivity improvement, M&A and organisation restructuring.
Logistics Industry
India is emerging as a global manufacturing hub, for automobiles / automotive components; further the change in demographic profile is creating a retail boom. These drivers have made the logistics sector poised for further growth.
During the course of our assignments, we have had the opportunity to analyse business segments in the logistics landscape which is based on a mapping between value chain components and different cargo types.
We have experience in conducting engagements for logistics service providers, logistic users and investor community.
During the course of conducting these engagements we have built experience across different cargo types, domestic and EXIM transportation and warehousing services
Logistics table
Infrastructure Table
To view our case studies please click on the links given below or to download click here
Defining growth strategy in logistics space for one of the premier business houses in India
The client was a part of a large conglomerate, which focused predominantly on liner agency business. To achieve its vision of being a significant player in the market, the client wanted UC to identify growth opportunities in the logistics space.
Client Benefit: A clear road map indicating which business segments to focus and a detailed profile of business segments across the logistics landscape.
Feasibility study for a large shipping company evaluating entry into the CFS/ ICD space
The client was amongst top shipping companies in India and wanted to hedge its risk in shipping and evaluate entry into the Container Freight Station (CFS)/Inland Container Depot (ICD) space.
Client Benefit: Conclusion on market attractiveness of CFS/ ICD as an opportunity and clarity on the way forward for the client w.r.t entry into the CFS/ICD space.
Assessing market attractiveness and defining a growth strategy in the logistics space
The client had a presence across various segments in the shipping and logistics business either directly or through joint ventures and has 27 offices across India. They wanted UC to prepare a business plan to enter the coastal shipping business, determine likely growth of domestic coastal cargo movement and evaluate opportunity of moving containers, ODC project cargo and dry break bulk commodities along both the east and west coast of India.
Client Benefit: UC suggested a clear road map to the client, mentioning that the opportunity was still emerging and is expected to pick-up substantially moving forward.
Improving efficiency of the invoicing process, for a third party logistics player
The client was a known player in the logistics industry nationally and was facing issues with its invoicing process like errors in the invoices generated, delay in preparation and submission of invoices, multiple IT systems thus resulting in difficulty of reconciliation. They approached UC to provide assistance to improve efficiency of the invoicing process
Client Benefits: Estimated benefit in terms of potential reduction in invoicing errors and delays in invoice generation.
Professionalising operations for an international airport in East Africa
The client was an international port operator. In view of the robust growth expected and its strategic location, the client acquired an airport and seaport in the region. Senior management at the airport were faced with the key issues like high manpower cost due to absence of a well-defined shift structure (overtime cost accounted 19% of total cost), lack of clarity on organisation and operational roles and procedures and absence of a well-defined compensation strategy.
Client Benefit: Process optimization in areas of passenger handling and load control, preventive maintenance activities to minimize breakdowns, and inventory management for spares, redesigned organisation structure, optimization of shift structure in line with air traffic - reduction in overtime hours to the extent of 70%, detailed job descriptions with distinctly defined roles, responsibilities and KPIs and estimated cost reduction as a result of defined Shared Service Model (SSM) with the seaport.
Defining entry strategy into logistics infrastructure space for one of India’s largest infrastructure player
The client was one of the leading infrastructure players in the country and was evaluating catering to the logistics sector by providing infrastructure to the logistics industry. The client wanted UC to identify the infrastructure segment that they should be focus on and the entry strategy for the same.
Client Benefit: Clearly articulated infrastructure opportunity supported by an entry strategy
Defining growth strategy for a telecom infrastructure services provider to enter the build-operate-lease market for telecom towers
The client was a telecom infrastructure services provider and they were evaluating to enter the business of owning and leasing towers to telecom operators. The client was seeking answers about the B-O-L industry, like what was the market size for telecom towers, the economics of the build-operate-lease business, key success factors for a tower company, key players, the impact of infrastructure sharing on the market, the occupancy ratios over the years and how best could they enter and operate in this space
Client Benefits: A highly granular view of the potential opportunity along with challenges supported by an entry strategy and financial plan
Assisting a large, international container terminal manager in the takeover of an Indian container terminal operator
The client was an international container terminal manager who had recently taken over a container terminal operator in India. As per the concessional agreement, our client was required to absorb 352 people. Before the takeover, however, the client wanted to map the 352 people on an organisation model they wished to adopt on a worldwide basis. This mapping was to be based on skill-sets and current job definition. The client also wanted a compensation strategy for key positions which would either be hired from India or staffed by expatriates.
Client Benefits: Assessed the overall staffing required and identified people who, not being staffed in the “model” organization structure, could be used for special projects and developmental purposes and defined a detailed migration plan.