What makes Genex Log so special? Its Integrated Supply Chain Solutions, Cost-effectiveness, and Global Delivery Network are a few reasons why it stands out from the competition. Read on to discover more about Genex Log. Listed below are a few of its most prominent features:
With 26 locations across India, Genex Logistics is well-equipped to meet the varied needs of its customers, whether they are manufacturing products for the FMCG or retail industry. Their warehouses are located in close proximity to the point of production or consumption, ensuring that their customers receive the goods on time, and they are able to reduce costs without sacrificing on quality. The Genex Logistics team has the expertise to execute a variety of logistics projects ranging from simple local freight management to multi-national logistics.
Genex offers end-to-end flow services, production logistics, and reverse logistics. Their comprehensive logistics solutions encompass ocean and air freight, door-to-door deliveries, and FOB services. The company also offers project transportation and logistics advisory, as well as full and less-than-truck-load (LCL) consolidation services. Genex has a strong international network of partners and can accommodate the most complex of requirements.
Consumers today have increasingly diversified preferences and are more price-sensitive. Their needs are becoming increasingly complex, with many consumers seeking more sustainable products at lower prices. Fortunately, the growth of online shopping has led to a growth in the e-commerce space for FMCGs. While margins on individual sales may be low, the high volume of purchases compensates for the lack of individual sales. FMCG logistics must be innovative and sustainable, as well as penetrate emerging markets.
Global Delivery Network
Accenture is extending its global delivery network to India with a new delivery center in Noida. The center offers cross-industry, industry-specific, and custom BPO services. The company has also launched a delivery center in Mexico’s Monterrey. Moreover, Accenture’s global delivery network now includes 53 delivery centers across the world. These centers are managed by a team of more than 35,000 professionals.
Major players operating in the FMCG industry in India include DHL, Kuehne + Nagel, C.H. Robinson, and GlassWing. Their integrated platform forms a logistics service network that connects freight owners with transporters. GlassWing offers advanced features like real-time tracking, route optimization, and freight security. Customers can also customize reporting and get real-time alerts. It also offers AI-enabled technology to reduce freight costs.
A large FMCG player with a strong multi-national presence faced challenges in the primary and secondary distribution of their products. This resulted in systemic losses and opportunity costs, which adversely affected company growth. The company relied on local transporters who competed against each other to meet varying delivery demands. The company’s supply chain was also subject to seasonal fluctuations, which led to vehicle shortages. In addition, the fluctuating business seasons made it difficult to predict demand and plan logistics accordingly.
Changes in consumer habits and the emergence of new-age technology are driving the global FMCG logistics market. Faster delivery times and greater use of IoT-enabled connected devices are also driving growth in this sector. Rising disposable income and the spread of organized retail are other key factors driving growth in this sector. With these trends, the market for FMCG logistics is expected to grow at a considerable rate.
The company has 26 offices and warehouses across India. The company’s services range from end-to-end flow and inbound logistics to the movement of finished goods and spare parts to end customers. In addition, the company provides reverse logistics, full truck load (LTL) consolidation, and project transportation advisory. The company also offers project transportation advisory, project freight management, and material management services.
The company also wanted a comprehensive view of secondary distribution operations. Because of the inefficiencies of the system, the company’s tonnage and volume were underutilized. It also faced high operating costs and demurrage because the warehouse operations were not efficient. It was difficult to predict the delivery time of goods due to the lack of accurate transit time estimates. This was not only detrimental to inventory planning, but also resulted in high detention costs.
This study suggests that the total logistics cost of an Indian company can reach up to 15% of GDP. The large gap indicates that a broader definition of logistics could include undesired data. This is a concern for investors, who may see a greater cost as a percentage of GDP. However, it does not necessarily mean that a bigger logistics spend equals higher profits.