CARGOCONNECT-JANUARY2025 - Flipbook - Page 35
policies must empower rather than constrain progress.
As long as policies continue to limit our potential, it will be
di昀케cult for the industry to advance. This is why I am a strong
advocate for free trade. We
believe that markets should be
open, allowing competition and
growth, while we simultaneously
work to develop our internal
resources. However, this will
take time, potentially decades,
to fully achieve.
Building large domestic
shipping lines will not happen
overnight. The major global
shipping lines we see today have
grown over several decades.
While India can begin its journey
in the right direction, it cannot
replace global players in the
short-term.
It is essential that we bring
all stakeholders along in this
process. As we grow and develop,
we can introduce new models,
but for now, our growth potential
will be limited if we do not allow
foreign players to contribute to
the Indian economy.
While China, Korea, and
Japan remain influential,
India is poised to become
the dominant force in
Asia. With a robust twoway trade system and
massive domestic logistics
opportunities, India stands
apart in terms of potential
that other countries
simply do not have.
Capitalising on
India’s Emerging
Dominance in
Asian Logistics
and Global Trade
Samsara Group is present
across India with
65 offices spanning 80
locations. As part of the
Sharaf Group, Samsara
benefits from a broader
global presence. Sharaf
Group operates extensively
across the Arabian Gulf
and Red Sea regions, with
a footprint in over
45 countries in Africa.
With a population of 1.4 billion, a growing GDP of 7%,
and a surge in foreign direct
investment, India’s potential is
immense. Our population alone
is a testament to the untapped
resources, productivity, and
opportunities we possess. The
next several decades undoubtedly belong to India. While
China, Korea, and Japan remain
in昀氀uential, India is poised to
become the dominant force in
Asia. With a robust two-way
trade system and massive
domestic logistics opportunities,
India stands apart in terms of
potential that other countries
simply do not have.
For instance, India boasts
more international airports
with connections to overseas
foreign airlines than China,
Japan, or Korea. This expansive
network re昀氀ects India’s growing
prominence in the global logistics
landscape. The potential is vast
and is already being tapped.
Looking ahead, it is crucial to focus on harnessing technology—particularly arti昀椀cial intelligence—to streamline operations.
While automation can improve e昀케ciency, it’s vital that we retain
the human touch. Technology should enhance, not replace,
the personal interactions that are so important in customer
relationships. The key is to leverage both human intelligence
and technological advancements in a balanced way.
Our focus will remain on advancing warehousing, distribution, and domestic logistics. While our international operations
have been thriving for the past 28 years, we’re also working on
several exciting new projects set to launch in 2025.
Glocalised Solutions to Meet the
Unique Needs of Shippers across
Continents
As the Samsara Group, we are present across India with 65
o昀케ces spanning 80 locations. Additionally, as part of the Sharaf
Group, Samsara benefits from a broader global presence.
Sharaf Group operates extensively across the Arabian Gulf
and Red Sea regions, with a footprint in over 45 countries in
Africa. Our operations cover key markets including Kenya,
Tanzania, Mozambique, South Africa, Nigeria, Libya, Algeria,
and more. From Africa, across the Cape to Colombo, we serve
the maritime and logistics trade through a network of over
12,000 professionals.
When it comes to the Indian subcontinent, we face the unique
challenges that each country presents for shippers. Shippers
in India are well-known to us, as we are 昀椀rmly rooted here.
However, our operations extend to Sri Lanka, where we cater to
speci昀椀c needs like the export of spices and tea. While the market
may be smaller compared to India, the demands are distinct.
Similarly, in Bangladesh, the focus is on jute and a few other
specialised products.
Each of our teams in these regions is well-equipped to
understand and address the unique requirements of local markets.
The Arabian Gulf, for instance, is primarily an import-driven
market, which necessitates a different approach. However,
exports from the Arabian Gulf are also on the rise, and we
continue to adapt to the evolving needs of both importers and
exporters in this region.
India’s Market Potential and the Key to
Long-term Success
India stands as one of the largest and most promising markets
in Asia, o昀昀ering immense potential for growth and innovation.
New entrants, both local and multinational, are always welcome,
as their presence drives e昀케ciency and fosters competition.
However, the companies that will succeed in the long run
are those that truly understand the unique mindset and needs
of the Indian customer. Cultural compatibility plays a crucial
role in building strong customer relationships. A multinational
company, no matter how successful elsewhere, cannot thrive in
India unless it grasps the local nuances and values.
To maintain success, businesses must consistently deliver
the services customers expect. While new technologies will
continue to emerge and provide valuable support, the true driver
of growth lies in human insight and adaptability.
At the core of our strategy is a focus on people and process
development, supported by cutting-edge technology. This
approach ensures that we not only meet but exceed customer
expectations, fostering lasting relationships built on trust and
service excellence.
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