Supply chain intelligence from practitioners - written by people who run logistics operations, not analysts.
Transitions rarely fail on strategy. They fail on the opening stock balance, the interface that was not ready, and the material that was in transit on cutover day.
Before GST, warehouse locations were a tax decision. After it, they became a logistics decision - and a lot of networks are still shaped by the older logic.
Most 3PL selections are decided on price and a site visit. Neither predicts how the arrangement performs on a bad day, which is the only day that tests it.
The outsourcing decision is usually framed as a cost comparison. The more useful question is which parts of the operation you are still learning from.
What is really driving third-party logistics growth in India, which drivers are durable, and what the shift means for shippers choosing a partner now.
Five measures that change decisions rather than describe them, why each has to be defined before it is quoted, and how they mislead when read alone.
Returns are usually an administrative afterthought. Treating disposition as a timed decision rather than a queue is where the recoverable value sits.
VMI and consignment are often treated as interchangeable. They differ on the point finance cares about: who owns the stock, and until when.
In-plant logistics is measured at the production station, not the warehouse dock - a different discipline even when the same team does both jobs.
Ten questions that separate a warehouse system your team will use from one they will work around, drawn from what goes wrong during deployment.
