Next Frontier in Logistics: Leveraging Disruptions to Build Resilient, Profitable Growth Models

Poroma Munshi Rebello is a logistics professional with over 20 years of experience in ocean shipping, ports, rail, and multi-modal logistics. She has held leadership roles in global shipping, container train operations, ICD/CFS management, warehousing, coastal shipping and strategic planning, contributing to industry advancements and policy development.

In an insightful interaction with Global Woman Leader Magazine, Poroma discusses the evolving role of inter-modal transportation, shifting customer expectations, and key trends in logistics infrastructure. She explores strategies for navigating disruptions, balancing profitability with sustainability, and maintaining long-term strategic growth in a dynamic industry.

How do you foresee the role of inter-modal transportation evolving in the next five years? What shifts are you anticipating in customer expectations within this space? 

Inter-modal transportation is expected to play a more essential role in the global supply chain within the next five years, much like containerization revolutionized the entire shipping industry. As a result, supply chain demands will accelerate for seamless goods movement between transport modes. Inter-modal solutions offer an overall advantage in terms of superior speed, agility, and flexibility when compared to single-mode transport, which is always advantageous when shipping long distances. The most efficient and cost-effective delivery routes will remain a priority for customers, as ensuring smooth modal transitions will always be crucial. The continued pursuit of innovation and investment in inter-modal logistics to meet changing market expectations will drive this shift.

How can business leaders in logistics and infrastructure deal with external disruptions such as geopolitical tensions, tech disruptions etc., while still maintaining long-term strategic growth?

Ironically, world-changing disruptions like COVID and geopolitical tensions have been monetary bonanzas for some players in the logistics industry. Global shipping has benefited to an extent which was unimaginable a few years back, creating a solid financial base for future expansion. However, such disruptions also created the need for additional asset deployment for 2PL logistics companies across the globe, requiring high amounts of CAPEX investment. Business leaders understand the need to play a fine balancing act between future demand and current CAPEX investment, especially in a world where global trading and buying patterns are expected to remain volatile and uncertain, given geopolitical alignments and tariff structures which are now expected to change. Significant risk-taking in the short term will be required to gain long-term strategic growth.

From your perspective, how can logistics companies balance long-term profitability with the immediate need to adopt green practices, particularly in transportation and operations?

Sustainability in logistics and infrastructure is paramount but very often costly to get started. Despite this, a lot of businesses are willing to invest in green options. Consumer willingness to pay a premium to buy sustainable products is still far from certain. True sustainability stretches beyond specific industries, it asks for a sea change in perspective.

Fortunately, not all green initiatives require costly investments. Practical and simple steps at the corporate end include water harvesting, waste management, energy usage, plantation, and adoption of ISO standards to create social consciousness, workplace security, material protection, reduced danger from natural resource degradation, environmental protection in general, and enhanced sustainability adoption in all activities.

Which key trends will shape the future of infrastructure development in logistics? How can business leaders leverage these changes to stay competitive?

Infrastructure in logistics will continue to revolve around the creation of assets, including but not limited to ships, trains, trucks, trailers, barges, airplanes, warehouses, cranes, reach stackers, and forklifts. These tangible assets which offer storage, handling and transportation will continue to be the epicenter of the logistics industry. Going forward, these very assets will be better deployed and managed with the help of more sophisticated automation and AI. Business leaders realize the importance of asset creation, but also look for unique ways to improve asset utilization in which AI is certain to play a game-changing role.

Has the logistics sector evolved as a career choice?

Logistics is basically about transportation from point of origin to destination, through various channels like ocean, rail, road, waterways, and air. Of all these modes of transport, it is air which has maximum visibility, as people know the concept of air travel and transportation. However, none of the other modes have much public visibility or recognition. Compare this with sectors like banking, IT, construction, retail, manufacturing, FMCG/FMCD industries, which have immediate recall for most people. Therefore, when it comes to career choices, people are just not aware of the logistics industry and the crucial role it plays in everyday life, for everyone.

That said, we must remember that logistics is a nuts & bolts type of business, as most of the work happens on the ground, in the yard, at the port, on the ship, loading & unloading containers, in warehouses, on trains & trucks. Not a lot of glitz and glamor here. Small wonder, not many campus placements are knocking at the doors of logistics companies. And yet, because logistics is such a dynamic, fascinating and challenging industry, anyone who walks through that door never leaves.