Strengthening Supply Chains: India’s Path to Resilience and Self-Reliance
US Imposes 40 % Trans-shipment Tariff, Raising Compliance Alarms...
FFFAI’s Tej Contractor Joins FIATA Leadership as Vice President
Modi Calls for Investment, Innovation, and Global Partnerships 20 Cover Story
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Disclaimer
India Maritime Week Highlights
Doing Things Differently: A Modern Playbook for Marine Investigations Leadership Shift and GST 2.0 Steer
AMTOI’s 26th AGM
Cloud networks and AI: How companies are buying confidence in a chaotic supply-chain world
Beyond Stamps and Signatures
Maharashtra Leads the Way in Maritime Infrastructure: State Participation Marks...
SPNM’s Mumbai Gathering a Resounding Success
Naavik Manthan 2025 Anchors Dialogue on Seafarers, Technology, and Maritime Growth
Revving Up the Engines of Maritime Ambition: The Vadhavan Port Project Takes a Giant Leap Forward
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The Global Supply Chain and India’s Maritime Momentum
In today’s deeply interconnected world, the supply chain is the invisible backbone of global commerce. However, this vast and complex network is also a barometer of global stability and growth of a nation.
The modern supply chain is more than just a logistics system—it is a living ecosystem of technology, policy, and collaboration. Digital transformation, sustainability, and diversification have become the new pillars of a resilient supply chain.
Against this global backdrop, India Maritime Week 2025, held in October, stands out as a landmark event for the nation.Organized under the aegis of the Ministry of Ports, Shipping, and Waterways, the event brought together policymakers, global shipping giants, logistics experts, and investors to discuss the future of India’s maritime and port infrastructure. The week was not merely a celebration of India’s seafaring heritage—it was a strategic dialogue about positioning India as a global supply chain hub.
The discussions during India Maritime Week emphasized the need for global partnerships, investment in shipbuilding, and sustainable port operations.
Ultimately, a robust and resilient supply chain is not built overnight—it requires vision, investment, and collaboration. The global supply chain will continue to face challenges from geopolitical tensions, climate risks, and shifting trade policies. But events like India Maritime Week symbolize a forward-looking approach: one that recognizes the seas not as borders, but as bridges of opportunity. Strengthening India’s maritime and supply chain ecosystem will not only secure the nation’s economic future but also contribute to a more balanced and sustainable global trade order.
The November Issue of Maritime Matrix Today presents an in-depth exploration of developments in logistics and supply chain management, along with comprehensive coverage of the key highlights from India Maritime Week 2025. This edition also features a special segment, ‘Women in Logistics’, showcasing the leadership, innovation, and contributions of an extraordinary woman shaping the maritime and logistics sectors.
Jagdamba Pandey Manager, Business and Promotion jagdamba@marexmedia.com
Bhavna Pimpale Coordinator bhavna@marexmedia.com
Together Taking on tomorrow
Strengthening Supply Chains: India’s Path to Resilience and Self-Reliance
In a world still recovering from pandemic disruptions and geopolitical shocks, supply chains have emerged as the backbone of economic stability. For India, strengthening these networks is more than a trade priority — it is a national strategy for resilience and self-reliance. As the country positions itself as a trusted global manufacturing and innovation hub, building secure, diversified, and future-ready supply chains has become central to its growth story.
Union Minister of Commerce and Industry, Shri Piyush Goyal, has underscored that India stands today at a defining moment in its economic journey — a nation negotiating from a position of confidence and strength. Addressing the Annual Conference and 105th Annual General Meeting of ASSOCHAM in New Delhi, the Minister highlighted how India’s trade and industry have evolved to reflect a new spirit of self-assurance, global credibility, and strategic foresight.
Negotiating from Strength, Not Compromise
Over the past decade, India’s economic diplomacy has undergone a profound transformation. Shri Goyal noted that the country’s approach to Free Trade Agreements (FTAs) and global partnerships now rests on the principles of balance, fairness, and long-term national interest. “Gone are the days
when India entered into imbalanced trade agreements without recognising its own strengths,” he said.
Today, India engages primarily with countries that complement rather than compete with its domestic industries. This strategic realignment ensures that trade partnerships enhance exports, attract investments, and foster technology transfer — while preventing undue advantage to foreign competitors. “India’s negotiations are now guided by a clear sense of purpose and a commitment to mutual benefit,” the Minister remarked, underscoring that the era of negotiating from weakness is firmly behind us.
A Robust Economy Anchored in Confidence
Reinforcing India’s economic resilience, Shri Goyal pointed out that the country’s foreign exchange reserves stand strong at around USD 700 billion,a testament to its sound macroeconomic fundamentals. He observed that both domestic and international perceptions of India have shifted remarkably — with the Indian passport itself symbolising the growing respect the country commands globally.
Amid global uncertainties, India continues to emerge as an island of stability. The International Monetary Fund (IMF)
recently raised India’s growth forecast from 6.4% to 6.6%, reaffirming its position as the world’s fastest-growing major economy.The Minister also highlighted that retail inflation in September 2025 had fallen to its lowest level in eight years at 1.54%, reflecting effective fiscal management and strong domestic demand.
Strategic Trade Agreements for a Balanced Future
India’s recent trade agreements mark a new chapter in the nation’s global economic engagement. Shri Goyal cited FTAs with Mauritius, Australia, the United Arab Emirates, and the European Free Trade Association (EFTA) as examples of deals carefully crafted to align with India’s priorities. These partnerships, he said, are structured with a strategic and balanced approach, keeping India’s long-term growth and industrial competitiveness in focus.
Unlike past arrangements that exposed domestic sectors to uneven competition, these FTAs are designed to open highincome markets for Indian exporters without compromising sensitive industries. “These nations do not directly compete with India in key manufacturing areas,” Shri Goyal explained. “That allows our industries to benefit from enhanced access, investment, and technology, without the risk of being undercut.”
The Minister emphasised that these agreements not only expand trade but also create pathways for collaboration in innovation, research, and skills development. They strengthen India’s supply chain resilience while supporting the government’s broader vision of transforming the country into a global manufacturing and innovation hub.
“Each agreement represents India’s maturity as a confident trading nation,” he said, “one that safeguards its interests while integrating deeper into global value chains.”
Supply Chain Resilience: The Core of Self-Reliance
A central theme of Shri Goyal’s address was the critical importance of resilient supply chains. Recent global disruptions — from the pandemic to geopolitical conflicts — have exposed vulnerabilities in the world’s production and logistics systems. India, he said, must take proactive steps to assess and fortify every link in its supply chain, from raw material sourcing to manufacturing and distribution.
“Supply chain resilience is not just an economic necessity; it is a national priority,” Shri Goyal stressed. “We must reduce our dependence on a few geographies and build diversified, secure, and sustainable networks.”
The government, he noted, has been encouraging industries to map their supply chains and identify sectors where domestic capabilities can be scaled up. By promoting public-private collaboration, India aims to build robust domestic value chains that serve both national needs and global markets. This
initiative, the Minister said, aligns closely with the government’s flagship vision of ‘Aatmanirbhar Bharat’ (Self-Reliant India)
Empowering MSMEs and Start-ups
Recognising the MSME sector as the backbone of India’s industrial growth, Shri Goyal called for collective action to address the challenges faced by smaller enterprises. He praised ASSOCHAM for its active engagement with startups, MSMEs, and industries,and for its role in policy dialogue, trade facilitation, and international cooperation.
“MSMEs must not just survive but thrive in the new global order,” he said. To this end, the government continues to support innovation and entrepreneurship, particularly in strategic areas like rare earth element processing.The Minister revealed that the government is collaborating with start-ups to recycle waste materials to extract rare earths such as loam and aldo, and exploring opportunities to establish rare earth processing facilities in India. Such initiatives, he said, are essential to reducing import dependency and strengthening critical supply chains in emerging industries like electronics, renewable energy, and advanced manufacturing.
Ease of Doing Business and Policy Reforms
The Minister outlined several government measures aimed at enhancing India’s competitiveness and improving the ease of doing business. These include decriminalisation of business laws, simplification of compliance processes, and digitisation of regulatory frameworks.The reforms, he said, are part of a broader effort to make India a globally attractive destination for investment and enterprise.
“India today is recognised as a trusted and dependable business partner,” Shri Goyal said. “Our transparent policies, political stability, and growing economic scale make India one of the most promising investment destinations in the world.”
Commitment to Sustainability and Clean Energy
Shri Goyal reaffirmed India’s strong commitment to sustainability and green growth, noting that the country has already achieved 250 gigawatts of renewable energy capacity, which accounts for 50% of its total transmission grid. By 2030,India aims to reach 500 gigawatts of clean energy, positioning itself among the world’s leading nations in renewable capacity.
This transition, he said, not only supports India’s climate goals but also strengthens its competitiveness in emerging sectors such as data centres, electric mobility, and green hydrogen. “Clean energy is central to our development model,” Shri Goyal asserted. “It will make India both an economic and environmental leader in the decades to come.”
Services Sector: The Next Growth Engine
Highlighting the growing strength of the services sector, Shri Goyal expressed confidence that India’s services exports could
surpass merchandise exports within the next two years. The country’s global leadership in IT, digital services, healthcare, and education, he said, gives it a unique competitive edge.
“The services sector is not just a source of foreign exchange; it is a multiplier for employment, manufacturing, and real estate,” he noted. “It is also a catalyst for innovation and productivity across the economy.”
By leveraging its skilled workforce, digital infrastructure, and entrepreneurial ecosystem, India is well positioned to capture a larger share of the global services market, he added.
Collaboration and Collective Resolve
Throughout his address, Shri Goyal emphasised that India’s journey toward self-reliance and global leadership cannot be achieved in isolation. It requires continuous collaboration between government, industry, and civil society. He urged all stakeholders to regularly assess their supply chains, invest in innovation, and build agility into their operations.
He pointed to the government’s ongoing dialogue with Export Promotion Councils (EPCs) and industry associations, aimed at fostering a culture of preparedness and adaptability. “We must develop the capacity to respond swiftly to future disruptions,”
he said. “Agility and resilience are the cornerstones of a strong economy.”
A Shared Vision for 2047
Concluding his remarks, Shri Goyal invoked the ‘Panch Pran’,or five pledges, articulated by Prime Minister Shri Narendra Modi on Independence Day in 2022. These principles — a developed India, freedom from colonial mindset, pride in heritage, unity, and civic duty — serve as the foundation for the nation’s march toward a developed India by 2047.
“With shared resolve, teamwork, and commitment,” the Minister said, “India will continue to overcome challenges and move steadily towards becoming a developed, resilient, and self-reliant nation.”
MMT
US Imposes 40 % Trans-shipment Tariff, Raising Compliance Alarms for India & ASEAN Firms
Asweeping 40 % tariff imposed by the United States on goods suspected of trans-shipment is poised to send ripples through supply chains across Asia-Pacific, especially affecting companies in India, the ASEAN region and Mexico. Risk-assessment firm Moody’s Ratings has flagged serious compliance and operational challenges for exporters in sectors such as machinery, electrical equipment and semiconductors.
The tariff specifically targets goods that are deemed to have been routed through third countries in order to bypass higher US-tariffs originally intended for China. Although the United States used a national-level tariff structure previously, this new levy is aimed at stopping what is described as “trans-shipment” — a practice whereby goods may ship through a third country to disguise their origin and evade duties.
What is at stake?
Moody warns that this tariff is likely to impose increased scrutiny and compliance burdens on exporters in Asia-Pacific. Companies may need to provide documentation proving “substantial transformation” of goods in a third country in order to avoid being caught in the cross-hairs of the new US measure. The problem: it remains unclear how the US administration defines “trans-shipment” for the purposes of this tariff. According to Moody’s, if the definition remains narrow — targeting only goods minimally processed or re-labelled in third countries and originally from China — the impact may be contained. But if the US adopts a broader interpretation — for example, treating any good with significant Chinese content as subject — then the economic consequences could be far reaching.
Impacted sectors & regions
Moody identifies firms in the machinery, electrical equipment, consumer-optical products and semiconductor industries as the most exposed. These sectors often rely on complex global supply chains with components sourced from multiple countries and heavy use of intermediate goods. Specifically, many companies in India and the ASEAN region export items which may, on their face, appear to originate locally but contain parts or
processing steps in China or routed via intermediary countries. Moody’s says that trans-shipped products are “concentrated in intermediate inputs rather than final consumer goods”.
Challenges for exporters
For firms in India and the ASEAN region, the new tariff brings a number of daunting challenges:
• Documentation & certification burden: Exporters will need to increase due diligence to demonstrate that goods qualify under safe origin rules and have undergone substantial transformation. Without such proof, goods may be subject to the 40 % levy.
• Origin risk exposure: Even if a final good is assembled in an ASEAN country or India, if there are Chinese-origin inputs or if the supply chain is deemed to involve rerouting to evade tariffs, the good may still fall under the tariff. According to Moody’s, this risk increases significantly if the US uses a broad interpretation.
• Supply chain disruption & cost rise: Firms may need to reexamine their supply chains, source components from nonChina origins or restructure value-chains to reduce risks — which can raise costs and complexity.
• Regional economic implications: For ASEAN economies and India that are integrated into global manufacturing networks, the risk of economic damage rises if the tariff is applied widely. Moody’s stresses that a punitive interpretation could prove economically damaging to the Asia-Pacific supply chain.
What lies ahead?
While the tariff policy is already in place, key uncertainties remain — most importantly, how strictly the US will interpret “trans-shipment” and which flows will be caught. If enforcement is focused narrowly and transparently, regional firms may adapt with mitigations such as enhanced origin-certification, audit trails and supply-chain transparency. On the other hand, if the US takes a sweeping approach, involving goods with any significant Chinese input, then large segments of Asian manufacturing may face elevated risks of disruption and cost increases.
Companies in India, ASEAN and Mexico should proactively review their supply-chain structures, origin documentation, and contracting practices to ensure compliance. The tariff heightens the need for clarity on origin rules, documentation for transformation processes and audit readiness.
In short: the 40 % trans-shipment tariff is not just another trade barrier — it represents a structural challenge for exporters integrated into multi-country value chains. For firms in India and the Asia-Pacific, the choice now is to invest in compliance, rethink sourcing and prepare for heightened scrutiny — or face the risk of blocking tariffs and unexpected cost shocks.
MMT
FFFAI’s Tej Contractor Joins FIATA Leadership as Vice President
The Federation of Freight Forwarders’ Associations in India (FFFAI) has marked a proud milestone as Mr Tej Contractor, Executive Committee Member of FFFAI, was elected Vice President of the International Federation of Freight Forwarders Associations (FIATA) during the FIATA World Congress held in Hanoi.
The election, conducted under the leadership of FIATA President Dr. Thomas Sim and supported by FIATA’s senior leadership team, represents not only a personal achievement for Mr. Contractor but also a continuation of a family legacy. In 2001, his father, Mr. Mayur C. Contractor, was elected Vice President of FIATA at the World Congress — making this moment a symbolic continuation of service to the global freight forwarding community after 21 years.
A Legacy of Service and Family Values Reflecting on the honour, Mr. Contractor emphasized that the recognition extends beyond individual achievement. “This is about every family business that built the logistics industry brick by brick — with integrity, trust, and perseverance,” he noted. In India, where over 80% of logistics companies are MSMEs, the election is seen as a tribute to the countless entrepreneurs and familyowned enterprises that form the backbone of the sector.
Acknowledging Mentors and Colleagues Mr. Contractor expressed gratitude to his mentors, including past FIATA Presidents Issa Baluch, Stanley Lim, Francesco Parisi, JeanClaude Delen, and Al Da Ros, for shaping the path for future leaders. He also extended appreciation to the FFFAI leadership — Chairman Amit Kamat, past chairmen Debashis Dutta, Samir J Shah, Rama Sir, Shankar Shinde, A.V. Vijayakumar, Dushyant Mulani, and the Executive Committee — for their trust and guidance.
A Victory for India’s Logistics Community “This victory belongs to FFFAI and to India,” Mr. Contractor said, dedicating the achievement to customs brokers, freight forwarders, transport operators, warehouse owners, and logisticians who continue to uphold ethics and resilience in the industry.
In closing, he paid tribute to his late father: “This one’s for you, Dad. Carrying your legacy isn’t just a privilege, it’s a purpose.”
The appointment of Mr Contractor as FIATA Vice President not only strengthens India’s representation on the global stage but also highlights the enduring role of family businesses and MSMEs in shaping the logistics industry worldwide.
Mr Tej Contractor
Leadership Shift and GST 2.0 Steer AMTOI’s 26th AGM
The Association of Multimodal Transport Operators of India (AMTOI) successfully hosted its 26th Annual General Meeting (AGM) at the Royal Bombay Yacht Club, Mumbai. The gathering brought together members, industry leaders, and stakeholders from across the shipping and logistics fraternity.
The AGM was graced by Dr Sudhir Kohakade, Deputy Director General of Shipping, as Honoured Guest. Dr Kohakade presented the new and updated DG Shipping website and highlighted the simplified procedure for renewal of MTO licences, which was well received by the industry.
During the AGM proceedings, AMTOI reviewed its key initiatives in policy advocacy, trade facilitation, capacity building, and digital transformation. Member milestones were
also celebrated with the felicitation of companies completing 100, 75, and 25 years, along with the presentation of Loyalty Certificates to members marking 20 and 10 years with the Association.
New Leadership Announced
Following the AGM, AMTOI announced its new team of office bearers for the upcoming term:
AMTOI Welcomes GST 2.0
Speaking at the AGM, the newly elected President, Mr Shantanu Bhadkamkar stated that AMTOI welcomes the implementation of GST 2.0, effective September 22, introduced by the Government of India. He highlighted that the simplified structure with two tax slabs (5% and 18%) will not only reduce compliance complexities but also bring tangible benefits to households, businesses, and farmers while enhancing efficiency in the logistics sector.
Looking Ahead to IMW 2025
AMTOI also looks forward to the upcoming India Maritime Week (IMW) 2025, India’s premier global maritime event,
which will bring together leaders from industry, government, and innovation hubs across 100+ countries. This landmark confluence is expected to provide strong impetus to multimodal logistics solutions for India’s international trade, reinforcing India’s role as a dynamic hub in global commerce.
The 26th AGM concluded with a Networking Dinner, providing a platform for members and dignitaries to exchange views and strengthen industry collaborations.
Mr Shantanu Bhadkamkar President
Mr Devpal Menon Vice President
Mr Haresh Lalwani Honorary Secretary
Mr Vasant Pathak Honorary Treasurer
Cloud networks and AI: How companies are buying confidence in a chaotic supply-chain world
Global supply chains are under pressure on multiple fronts: rapidly changing tariff regimes, pitched military conflicts that reroute ships and choke key chokepoints, and an ever-thicker web of compliance demands from customs, sanctions and sustainability reporting. The result is not just higher costs and slower deliveries — it’s uncertainty. And uncertainty is what businesses hate most.
- Dr Radhika Vakharia
In response, an increasing number of firms — from freight carriers to retailers and component manufacturers — are turning to cloud-based business networks and AIdriven planning systems to translate data into decisions, build operational resilience, and restore confidence to trading relationships.
Why now: tariffs, conflict and compliance
Recent months have seen governments raise tariff rates and adopt restrictive export controls that make sourcing and crossborder flows less predictable. The World Trade Organization has warned that deepening U.S.–China trade tensions risk large, long-term losses to global output — including scenarios where global GDP could be materially reduced.
At the same time, UN agencies and shipping analysts point to escalating maritime volatility. Rerouting around the Red Sea, longer transit distances and regional instability have pushed up voyage times and costs; UNCTAD and reporting outlets note container trade growth and projected maritime trade forecasts have been downgraded as firms absorb these route changes. Those longer sea routes and fragile choke points mean planning assumptions used even a year ago are no longer reliable.
Finally, compliance has multiplied: sanctions screening, country-of-origin verifications under new tariff schedules, and ESG/scope-3 disclosure rules all demand richer, auditable datasets from procurement through delivery. Put these three forces together and firms find traditional, siloed ERP or spreadsheets inadequate.
Cloud business networks: visibility + orchestration
Cloud business networks — platforms that connect buyers, suppliers, carriers, customs brokers and service providers across a shared data layer — are the backbone of what companies adopt to regain situational awareness. These platforms do three jobs well: 1) ingest and normalize data from many parties, 2) provide real-time visibility into flows and exceptions, and 3) host orchestration and collaboration tools so participants can act in concert.
Examples in the market are already showing measurable
impact. Real-time visibility vendors like FourKites have been recognized repeatedly by analysts for enabling more accurate ETAs and earlier exception detection, which directly reduces expedited shipping spend and stock-out risk. FourKites reported leadership recognition in 2024 for real-time transportation visibility solutions — a sign the market values its execution and vision.
Maersk’s investments in digital platforms and collaboration (including blockchain experiments) illustrate how carriers and freight forwarders are embracing networked, cloud approaches to remove paperwork friction and speed customs clearances — tangible benefits when tariffs and controls call for more precise provenance data. Academic and industry analyses of Maersk’s digital efforts point to the potential of cloud-backed, shared ledgers plus machine learning to reduce processing times and improve visibility.
Where AI actually helps
AI in supply-chain practice has moved from experimental to operational. Two broad use cases are already generating ROI:
1.Continuous planning and scenario simulation-Platforms such as Kinaxis (RapidResponse) and Blue Yonder combine cloud data with fast scenario modelling so planners can stresstest supply networks under changing tariffs, port delays or supplier outages. Kinaxis, for example, highlighted strong customer endorsement in 2024 — with the company citing net promoter-style metrics that point to broad customer reliance on its orchestration capabilities. Those capabilities let an enterprise run “what-if” scenarios in minutes rather than days.
2. Predictive visibility and execution-Real-time telematics, port call data, and AIS feeds — when fused in the cloud and scored with ML models — can predict arrival slippage and recommend alternative routing or inventory cushions months before disruption cascades into stockouts. Firms that adopt those predictive signals can reduce expedited freight and safety-stock costs materially; FourKites and similar vendors claim measurable reductions in dwell time and improved ontime performance.
A few datapoints from recent industry reporting illustrate the trend and scale:
• The WTO has flagged that a significant escalation in U.S.–China trade measures could cut global GDP materially under some scenarios — a wake-up call for firms that run thin global supplier networks.
• UNCTAD and associated reporting show maritime trade forecasts were revised down and average shipping distances have increased in recent years, driving higher transit times and costs (data in recent industry reporting document longer routes and slower recovery in container trade growth). Those effects feed directly into inventory and logistics cost lines for importers.
• Vendor-level evidence: Kinaxis reported being named a customers’ choice in Gartner’s 2024 Voice of the Customer, which the company used to highlight that 93% of customers recommend its end-to-end orchestration solution — a proxy for commercial traction of AI-assisted planning.
• Supplier and software vendor surveys (e.g., Blue Yonder’s 2024 Supply Chain Executive Survey) show many executives accelerating AI/ML investments to “prevent disruptions” and improve planning — not just as an IT project but as a strategic resilience play.
Practical benefits — and limits
When done well, cloud networks plus AI produce shorter decision loops: procurement can spot a tariff-sensitive shipment and reroute it or change the Incoterm; logistics can pre-book airlift when modelled risk crosses a threshold; finance can hedge exposure with more granular trade flows. Early adopters report lower expedited freight spend, fewer stockouts and faster customs clearances.
However, caveats remain. Cloud reliance concentrates risk: outages or cyberattacks on major providers can cascade (recall recent incidents affecting supply-chain software vendors). Data quality remains the gating factor — machine learning is only as good as the signals fed to it — and governance is critical to satisfy auditors and regulators when decisions affect tariffs, export controls or sustainability claims. Recent industry incidents underline the need for contingency and security planning alongside digital rollout.
Building Confidence in Chaos: The Next Chapter of SupplyChain Resilience
The new supply-chain playbook is not about eliminating uncertainty — that’s impossible. It’s about shrinking the unknown, turning asymmetric information into a shared, auditable view, and using AI to convert signals into faster, safer choices. In a world where tariffs can shift rapidly and maritime routes can lengthen overnight, cloud business networks and AI are becoming less of a competitive “nice to have” and more of an operational requirement for any company that trades globally.
Organizations that succeed will pair technology with disciplined data governance, redundancy planning and continuous scenario-based exercises. That combination buys more than efficiency: it buys confidence — an asset that, in volatile times, can be the difference between meeting customer demand and watching market share slip away.
Beyond Stamps and Signatures
You might think that trade finance is only important to banks and shipping businesses, but it’s what makes trade between countries possible. When commodities go from one country to another, a lot of paperwork is exchanged, such as bills of lading, letters of credit, invoices, and insurance papers. It used to take days or even weeks to manage them by hand. That’s where AI and technologies like DocuTrade by Yodaplus come in. They are making the process of creating trade documents faster, safer, and smarter.
1. AI for eBL (Electronic Bills of Lading)
A Bill of Lading (BoL) is an important commerce document that acts as a receipt for shipping goods, shows who owns them, and is a contract between the shipper and carrier. In the past, it was on paper and needed real signatures and courier transfers. That made it easy to put off, lose, or fake.
DocuTrade by Yodaplus is an AI-powered trade digitization tool that helps you make and keep Electronic Bills of Lading (eBLs) that follow international standards like the UNCITRAL MLETR. It uses Natural Language Understanding (NLU) to automatically read, check, and confirm every field on the eBL, including the names of the consignee, the details of the vessel, and the ports of loading.
DocuTrade’s AI makes sure that all the data is in sync between customs, banks, and carriers, so digital endorsement and transfer may happen in minutes instead of days. This means that worldwide trade is not just paperless, but also safe and works with other systems.
2. Checking the validity of smart contracts
Letters of Credit, insurance policies, and charterparty agreements are all parts of trade finance that are linked to
each other. These must be exactly right, but manual checks can miss slight differences that cause payments to be late or disagreements.
We can use an AI engine that automatically checks and compares the language of each document through Smart Contract Validation. For example, if the Letter of Credit says that the cargo must be made by December 20, the engine makes sure that the shipping contract and insurance policy both show that date and set of circumstances.
This lowers the chance of payments being refused or not being followed by finding conflicts early. It works like a digital compliance officer, making sure that all the terms are the same for exporters, banks, insurance, and shipping lines.
3. Finding fraud in trade finance
Fraud in trade finance costs billions of dollars. It’s easy for manual inspections to miss duplicate invoices, identity spoofing, and fake shipment claims.
We can employ AI to find strange trends in real time and flag them. It can tell whether the same invoice is being used to receive money from more than one bank or if a scanned document has been changed digitally. It finds transaction laundering and identity mismatches with amazing accuracy by comparing transaction histories and document metadata.
This smart fraud protection keeps both banks and exporters safe, which builds trust in the whole trading system.
4. Intelligent Document Recognition (IDR)
Every cargo has a lot of papers, like invoices, packing lists, manifests, and certificates of origin, and they are all in different formats. It takes a long time and is easy to make mistakes when you read and check them by hand.
An Intelligent Document Recognition (IDR) engine can automatically pull out and make sense of information from these papers. The AI can tell you important information about a PDF, scanned copy, or image, such as the product description, quantity, and country of origin. It then checks them against other papers that are related to them.
For instance, if an invoice says there are 500 boxes but the manifest says there are 480, an IDR will show you right away that there is a problem. This sophisticated automation gets rid of the need to enter data by hand and makes sure that everything is correct throughout the trade lifetime.
AI is changing how trade financing and paperwork are done around the world, making them faster, clearer, and less
hazardous. One of the platforms at the forefront of this change is Yodaplus’s DocuTrade. By automating eBL verification, contract validation, fraud detection, and document recognition, it makes it easy and safe for exporters, importers, banks, and logistical partners to work together.
In the near future, when systems like DocuTrade connect ports, banks, and customs on a single smart network, trade will flow at digital speed—safe, legal, and powered by AI.
Managing Director Yodaplus Technologies Pvt Ltd
For further insights into how artificial intelligence is reshaping trade finance and streamlining documentation, readers are welcome to reach out to Vishrut at vishrut@yodaplus.com
MMT
The Author
Vishrut Srivastava
Maharashtra Leads the Way in Maritime Infrastructure:
State Participation Marks a New Era at Maritime Week 2025
At India Maritime Week 2025, Maharashtra emerged as the focal point of India’s maritime ambitions as leaders from the state government, port authorities, and private sector united to chart the course for the Vadhvan Port Project — a
flagship initiative set to redefine India’s port infrastructure. The session highlighted Maharashtra’s unprecedented participation in a central government project, marking a milestone in publicprivate collaboration and sustainable maritime development.
Delivering the keynote address, Maharashtra Chief Minister Shri Devendra Fadnavis announced the signing of 13 strategic Memorandums of Understanding (MoUs) that will drive the state’s maritime transformation.“With these agreements, Maharashtra takes a decisive step toward becoming India’s maritime superpower,” he said. “These partnerships will enhance our capabilities across technology, human resources, and systems — strengthening shipbuilding, repair infrastructure, and water transport while integrating with the global supply chain.”
Fadnavis emphasized the government’s vision of a futureready maritime ecosystem that saves time, reduces costs, and enhances connectivity for both people and cargo. He also announced the introduction of clean, electric water taxis connecting the new airport to the Gateway of India — a symbol of Maharashtra’s commitment to sustainability. “With the strong support of our Hon’ble Prime Minister,” he added, “we are unlocking the immense potential of the blue economy. Maharashtra will lead India’s maritime growth for the next fifty years, joining the ranks of the world’s top ten ports and setting benchmarks for innovation.”
Ports & Fisheries Minister Shri Nitesh Rane , who facilitated the MoU signings, extended his gratitude to stakeholders and highlighted a historic first — Maharashtra becoming the first state government to take equity in a central government port project.This, he said, represents a model of cooperative federalism and a proactive approach to infrastructure growth.
Representing the state government, Shri Sanjay Sethi, IAS, Additional Chief Secretary (Transport & Ports) , reinforced this sentiment: “Our investment is not just financial — it’s a commitment to employment generation, industrial development, and connectivity. The Nashik–Vadhvan road project will link key industrial belts, driving regional growth and creating new economic centres.”
He further emphasized that the greenfield airport and industrial corridors around Vadhvan would transform the region into a vibrant economic hub, spurring long-term socio-economic development.
Shri Unmesh Sharad Wagh , Chairman of the Jawaharlal Nehru Port Authority (JNPA), outlined JNPA’s leadership in executing the project: “Vadhvan can be developed efficiently under JNPA’s guidance. Our ranking among the world’s top 20 container ports stands as testimony to
our expertise.” He highlighted sustainable reclamation practices, capacity-building programs, and green hydrogen-based liquid ports as part of the long-term sustainability roadmap.
From the private sector, Mr. Pranav Choudhary , CEO (Ports), Adani Ports and SEZ, discussed the project’s technical and environmental complexities. “A port is among the most challenging infrastructure projects to design and deliver. Every alignment, reclamation strategy, and environmental factor is being critically analyzed to ensure resilience and efficiency,” he said. Choudhary emphasized community engagement and digital integration as key elements of a future-ready port system.
Adding to this, Mr. Rinkesh Roy, CEO & Joint Managing Director of JSW Infrastructure, underscored the importance of industry-government synergy and skills development. “The private sector sees immense opportunity in this development — not only in infrastructure but in building human capital. Empowering the next generation with skills in logistics, port management, and digital systems will be essential for sustainable success.”
Mr. Madhu S. Nair, Chairman & Managing Director of Cochin Shipyard Limited, framed Maharashtra’s maritime ambitions in a global context. “For India to compete globally, productivity, efficiency, and effectiveness must align. Our success lies not only in building ports but in creating systems and processes that sustain maritime excellence — as Japan, Korea, and China have demonstrated.”
Together, these voices articulated a unified vision — to build a world-class port ecosystem in Maharashtra that harmonizes growth, technology, and sustainability.
With the Vadhvan Port Project poised to become one of India’s largest and most advanced maritime hubs, the Maharashtra Government’s strategic participation underscores its leadership in driving transformative infrastructure that empowers industries, communities, and the nation’s blue economy.
Modi Calls for Investment, Innovation, and Global Partnerships
- Delphine Estibeiro
Prime Minister Mr Narendra Modi set out an ambitious blueprint for India’s maritime sector at the India Maritime Week 2025, held at the Bombay Exhibition Centre, Mumbai on 29th October.
Addressing global leaders, industry executives, and policymakers from over 85 countries, Modi underscored India’s rapid transformation into a maritime powerhouse and called for greater international investment and collaboration.
The Prime Minister highlighted 2025 as a landmark year for India’s shipping and port infrastructure. Among the milestones:
• India’s first deep-water international container transshipment port began operations, welcoming the world’s largest container vessel
• Kandla Port commissioned a mega-scale indigenous green hydrogen facility, a first for the country
• Jawaharlal Nehru Port Authority (JNPA) launched a new container terminal, doubling its handling capacity and making it India’s largest container port
These achievements, Modi noted, were made possible through significant foreign direct investment, with Singapore singled out as a key partner.
Sweeping Reforms and Modern Laws
Mr Modi announced the replacement of colonialera shipping laws with modern frameworks — the Maritime Shipping Act and the Coastal Shipping Act — designed to align India with global conventions, strengthen safety, and streamline trade. The One Nation, One Port initiative will further simplify port procedures and reduce documentation.
Record Growth and Global Competitiveness
Under the Maritime India Vision, more than 150 initiatives have been launched over the past decade, resulting in:
• A 200% increase in port capacity
• 700% growth in inland waterway cargo movement
• A rise in operational waterways from 3 to 32
• A ninefold increase in port surpluses
India’s ports now boast an average container dwell time of less than three days and vessel turnaround times reduced to 48 hours — benchmarks that rival developed nations.
Human Capital and Seafarer Strength
India’s seafaring workforce has more than doubled in the past decade, from 125,000 to over 300,000, placing the country among the world’s top three in seafarer strength.
Investment and the Blue Economy
Looking ahead, Mr Modi emphasized India’s focus on the blue economy, green logistics, and sustainable coastal development. He announced:
• ₹70,000 crore investment to boost domestic shipbuilding capacity and shipyard development
• Infrastructure asset status for large ships, easing financing and attracting investors
• Development of mega ports worth ₹76,000 crore along India’s coastline
He also reaffirmed India’s openness to 100% FDI in ports and shipping, encouraging global investors to seize opportunities under the Make in India –Make for the World initiative.
India as a Maritime Lighthouse
Framing India as a “lighthouse of stability” amid global trade disruptions, Mr Modi positioned the country as a reliable partner in strengthening supply chains. He cited the India–Middle East–Europe Economic Corridor as a transformative project for global trade, clean energy, and smart logistics.
In conclusion, Mr Modi invoked India’s maritime heritage — from ancient Ajanta cave paintings of ships to the naval vision of Chhatrapati Shivaji Maharaj — as inspiration for reclaiming India’s place as a global maritime leader.
Odisha Showcases Maritime Vision at India Maritime Week 2025
At India Maritime Week 2025 in Mumbai, Hon’ble Chief Minister of Odisha, Shri Mohan Charan Majhi, reaffirmed Odisha’s commitment to building a strong port-led and port-based economy , positioning the State as India’s emerging maritime hub on the eastern coast. Highlighting Odisha’s strategic location and investor-friendly policies, he announced plans to expand total port handling capacity to 500 million tonnes annually by 2047 , supported by 14 non-major ports and major projects like the ₹21,500 crore Bahuda Port and ₹22,700 crore Shipbuilding and Repair Cluster .
Odisha signed MoUs worth ₹50,000 crore , including key
agreements with the Indian Ports Association, Paradip Port Authority, and Sagarmala Finance Corporation for developing the Puri International Cruise Terminal , Bahuda Port , and Maritime Museum . Proposals from Reliance Consumer Ltd (₹938 crore) and Jain Metals (₹2,100 crore) were also received.
Shri Majhi emphasized Odisha’s vision under Purvodaya and Atmanirbhar Bharat , integrating trade, tourism, and blue economy initiatives to ensure inclusive growth. Odisha’s participation at IMW 2025 marked a milestone in showcasing its growing maritime potential and its transformation into the Eastern Maritime Gateway of India .
MDL and SDHI Join Forces to Build
Next-Generation Landing Platform Docks for
the Indian Navy
Mazagon Dock Shipbuilders Limited (MDL), a Navratna defence shipyard, and Swan Defence and Heavy Industries Limited (SDHI), India’s largest shipbuilding company, have signed an exclusive Teaming
Agreement during India Maritime Week 2025 for the design and construction of Landing Platform Docks (LPDs) for the Indian Navy. The Defence Acquisition Council recently approved the LPD acquisition to enhance the Navy’s amphibious,
power projection, and HADR capabilities. Under this agreement, MDL will provide its expertise in design, project management, and system integration, while SDHI will offer its advanced shipbuilding infrastructure. This public–private collaboration combines MDL’s proven capabilities with SDHI’s efficiency and scale to deliver high-quality, cost-effective platforms. Mr. Vivek Merchant, Director of SDHI, stated that the partnership reflects the companies’ commitment to Atmanirbhar Bharat and to building world-class naval assets that strengthen India’s blue-water capabilities. Capt. Jagmohan, CMD of Mazagon Dock Shipbuilders Ltd, said the partnership marks a new era in Indian shipbuilding. He emphasized that LPDs are crucial for India’s maritime power, and the collaboration with SDHI will deliver world-class, indigenously built ships. Combining MDL’s design expertise with SDHI’s modern infrastructure, he added, will set new benchmarks in quality, efficiency, and timeliness, showcasing true public–private synergy in defence manufacturing.
DP World, Deendayal Port Authority and Nevomo Partner to Introduce MagRail Technology at Deendayal Port
DP World has signed an agreement with Deendayal Port Authority (DPA) and European deep-tech company Nevomo to deploy MagRail Booster technology at Deendayal Port — the first such initiative in India. The collaboration will establish a 750-metre pilot track to demonstrate automated, self-propelled rail movement for bulk cargo and containers using existing rail infrastructure.The project aims to enhance port efficiency, reduce carbon emissions, and align with the Government of India’s PM Gati Shakti Master Plan and Harit Sagar Green Port Guidelines.
Shri Sushil Kumar Singh, Chairman, DPA, said the partnership marks a major step toward sustainable port modernisation. DP World’s Yuvraj Narayan and Nevomo’s Harjinder Dhaliwal highlighted that the initiative showcases India’s readiness to adopt nextgeneration, greener logistics solutions for future-ready port operations.
Jaishankar Urges Global South to Strengthen Supply Chains and Economic Cooperation
External Affairs Minister (EAM)
Shri S. Jaishankar urged Global South nations to reduce dependence on single suppliers and markets by strengthening supply chains and promoting ‘SouthSouth’ economic ties. Speaking at the high-level meeting in New York of likeminded Global South Countries, he highlighted the growing uncertainties faced by the world, citing the pandemic, conflicts in Ukraine and Gaza, extreme climate events, volatile trade, shifting investment flows, and the slowdown in progress on the Sustainable Development Goals.
He stressed that the rights and expectations of developing countries
in the international system are to be addressed positively, noting that while nations often seek solutions through multilateralism, the very concept is under strain, with international
organisations facing constraints. He called for closer collaboration among Global South nations to enhance resilience and economic stability.
Mahindra Logistics Expands Footprint in
Eastern
India with Two New Warehouses
Mahindra Logistics Limited has announced the launch of two large-scale warehouses in Eastern India, adding over 4 lakh sq. ft. of capacity to strengthen its regional network and connectivity. The new facilities in Guwahati and Agartala are key to the company’s “ GoEast” strategy, designed to meet growing demand across e-commerce,FMCG,and pharmaceutical sectors through
integrated logistics services such as warehousing, distribution, and last-mile delivery.
The Guwahati facility, spanning 3 lakh sq. ft., is the largest Grade-A multi-client warehouse in North-East India, located near NH 17, Guwahati International Airport, and Mirza Railway Station. It also features the region’s first
Community Center of Excellence for logistics skill development. The Agartala warehouse, covering 1.3 lakh sq. ft. , is strategically positioned to serve key consumption hubs and enable cross-border trade with Bangladesh. Together, these facilities aim to enhance connectivity, improve supply chain efficiency, and drive regional economic growth.
Ashok Leyland Delivers AVTR 55T
Electric Trucks to ASAT Logistics
Ashok Leyland, a leading commercial vehicle manufacturer, has delivered its AVTR 55T electric trucks to ASAT Logistics , marking a major milestone in India’s transition toward sustainable freight mobility. The AVTR 55T, part of Ashok Leyland’s modular AVTR
platform, is designed for heavyduty applications and equipped with advanced battery technology for superior range and performance. This delivery underscores the company’s commitment to green transportation and decarbonising logistics operations.
The collaboration with ASAT Logistics highlights growing industry adoption of electric heavy vehicles, supporting India’s broader goals of reducing emissions and advancing clean mobility in the commercial transport sector.
FIEO Launches Global Tender Services to Boost Indian Exporters’ Global Reach
The Federation of Indian Export Organisations (FIEO) has launched Global Tender Services (GTS), a real-time, subscription-based tender aggregation platform designed to expand the global footprint of Indian exporters, especially MSMEs. Hosted on the Indian Trade Portal , GTS provides access to over 15,000 live international tenders daily from 8,000+
verified sources across 150+ countries .It aggregates opportunities from reputed entities like the World Bank, ADB,UNICEF,and USAID,covering key sectors such as infrastructure, IT, healthcare, defence, renewable energy, and agriculture. Equipped with AIpowered search and smart filters,GTS helps users identify credible global procurement opportunities efficiently.
Launched amid India’s deepening trade engagements, including the India-UK Comprehensive Economic and Trade Agreement (CETA),GTS is seen as a strategic tool empowering exporters to participate in global bidding with greater agility. FIEO Director General Mr Ajay Sahai called it “a gateway to the world for Indian exporters.”
Eaton Expands its Supply Chain and Integrated Manufacturing Operations with New Office in India
Intelligent power management company Eaton announced the launch of its new Global Supply Chain Center of Excellence (GSC CoE) and integrated manufacturing facility in Pune, reinforcing India’s role as a strategic hub for growth. The 1.5 lakh sq. ft. state-of-the-art facility at Baner was inaugurated by Mr.Rogerio Branco, Executive Vice President, Chief Supply Chain and Operations Officer, Eaton;
Mr.Sreekumar Panicker, Vice President and Head, Global Supply Chain Center of Excellence, India, Eaton; and Mr.Pradeep Kumar SK, Country Head and Managing Director, India, Eaton, along with key Eaton members.
Panicker stated, “The inauguration of our new supply chain and integrated manufacturing facility marks another milestone in Eaton’s continued growth in India.” The GSC CoE will support
Andhra Pradesh Signs $1 Billion MoU with APM Terminals to Boost Maritime Infrastructure
The Government of Andhra Pradesh has signed a Memorandum of Understanding (MoU) with APM Terminals, part of the A.P. Moller – Maersk Group, to accelerate port and terminal development across the state. Inked in the presence of Chief Minister N. Chandrababu Naidu, the pact supports his vision of transforming Andhra Pradesh into the “Logistics Hub of the East.”
APM Terminals plans to invest US $1 billion (₹85 billion) to modernize ports and establish world-class terminals, expected to generate 8,000–10,000 direct and indirect jobs. The partnership, facilitated through the Andhra Pradesh Maritime Board (APMB), emphasizes modernization, sustainability, and green port operations using low-emission technologies and ESG-compliant systems.
Eaton’s global plants and supply chain teams, driving cost-out initiatives, supplier consolidation, and digital transformation. Eaton, operating in India since 1999, employs 6,300 people across seven manufacturing facilities and five Global Capability Centers.
Aligned with the state’s strategy to develop ports and fishing harbors along its 1,053 km coastline, a joint Working Committee between APM Terminals and APMB will be set up by Q3 2025 to drive implementation and ensure longterm maritime growth.
Government Strengthens Supply Chain Through
Global Partnerships
Commerce and Industry Minister
Shri Piyush Goyal announced that the government is taking concrete steps to enhance the supply of rare earth minerals, a critical element in building India’s long-term supply chain resilience. Speaking at the Annual Conference and 105th Annual General Meeting of ASSOCHAM in New Delhi, Goyal said India is engaging with countries that complement its economy, ensuring balanced and mutually beneficial trade partnerships.
He emphasized that recent global disruptions have underscored the need for nations to develop secure, diversified, and self-reliant supply
chains. Highlighting the government’s focus on sustainability and strategic preparedness, the Minister said India must assess every stage of its supply network—from raw material sourcing to manufacturing and distribution— to reduce overdependence on specific geographies. Strengthening rare earth supply chains, he noted, will play a pivotal role in supporting India’s manufacturing ambitions and longterm economic security.
The government is also engaging with startups focusing on recycling waste to extract rare earths such as loam and aldo. Goyal stressed that India must evaluate every link in its supply chain — from
raw material sourcing to production and distribution — to reduce dependence on limited geographies.
Celcius Logistics and Switch Mobility Launch India’s Largest Electric Reefer Fleet
Celcius Logistics announced a partnership with Switch Mobility to introduce India’s largest fleet of electric refrigerated trucks under its new vertical, Celcius Green.The ₹100 crore initiative was described as the country’s first large-scale deployment of eLCVbased refrigerated vehicles, designed to revolutionize temperature-controlled last-mile logistics across sectors
including dairy, pharmaceuticals, fruits and vegetables, seafood, and frozen foods. 100 trucks have already been deployed, with an additional 250 planned by the end of FY26. The fleet is expected to begin operations in New Delhi before expanding to Mumbai, Bengaluru, and Hyderabad. Celcius Green projected an annual recurring revenue of ₹50 crore in its first year, with
plans to scale to ₹250 crore within five years.
Switch Mobility’s CEO, Mr Ganesh Mani, noted that the partnership reflected a balance between sustainability and efficiency, emphasizing the EV reefer’s reliable cooling and reduced transit losses.
DP World and ITOCHU Forge Strategic Partnership
to Boost Africa–Japan Trade at TICAD9
At the Tokyo International Conference on African Development (TICAD) in Yokohama, DP World and ITOCHU Corporation signed a Memorandum of Understanding (MoU) to strengthen trade and connectivity between Africa and Japan. The collaboration aims to enhance market access across the continent, supporting Japanese companies seeking to expand their
footprint in Africa. The partnership focuses on optimizing fleet and logistics operations, improving supply chain efficiency, and advancing the distribution of commodities and food products. Beat Simon, Group COO of Logistics at DP World, said the alliance embodies a shared vision to combine DP World’s logistics and infrastructure expertise with
ITOCHU’s commercial acumen to unlock greater value across African markets. Mr Shinya Ishizuka, CEO of Africa Bloc at ITOCHU, emphasized that the agreement would act as a vital bridge linking Japanese enterprises with emerging opportunities in Africa’s growing economies.
Doing Things Differently: A Modern Playbook for Marine Investigations
When a casualty occurs, the instinctive human response is to assign blame to an individual or individuals. However, the professional approach to a modern marine investigation is to shift the focus from ‘whodunnit’ to ‘how-did-it-happen’. This systematic inquiry examines the decisions, equipment states, interfaces, pressures, and protections that failed, with the aim of preventing recurrence, settling claims fairly, and strengthening trust across the industry.
I learned this the hard way. Early in my career, an inquiry could often end with two simple words: human error. The phrase closes a file but opens no learning. Today, I work from a different playbook built on three habits: stabilize and preserve, make the timeline before the theory, and convert findings into owned actions.
Stabilize and preserve. Within hours, I secure the scene, freeze digital traces, and protect the chain of custody. VDR and ECDIS images are hashed; AIS, radar screens, engine and alarm logs, CCTV footage, emails, and WhatsApp traffic that shaped decisions—everything is captured with UTC timestamps. On deck and below, the steel is my first witness: buckled plate, scorch patterns, beach marks on fractures, gasket impressions, polished dogs on a Ro-Ro visor. I tag any post-incident intervention- firefighting, cutting, towage—so we don’t misread cure as cause. Chain of custody isn’t “admin”; it’s the spine of credibility.
Build the timeline before the theory. I align every clockincluding VDR drift, ECDIS system time, AIS (GNSS-anchored), engine management, VTS, and port stamps - to a single UTC track. Only then do I let the story speak: speed profiles, helm and thruster kicks, pilot exchanges, alarm acknowledgments, power dips, and the quiet minutes when nothing was done when something should have been. I triangulate witness accounts gently, in the seafarer’s strongest language, free from group pressure and leading questions. Conflicting recollections are bearings, not problems; they help plot the real course over ground.
Convert findings into owned actions. Reports that scold people and spare systems keep risk alive. I separate Findings
(facts), Analysis (what they mean), and Conclusions (most probable sequence), label uncertainty honestly, and then write recommendations that are specific, measurable, and assigned—to the Master, DPA, Technical Superintendent, Class, Flag, Terminal, or Canal Authority -with deadlines and verification routes (audit, KPI, simulator check). “Be careful” is not a control; “raise ECDIS safety contour for approach phases and ban silent mode” is.
A systems view also treats fatigue as a chemical phenomenon, not a character trait. Hours-of-rest sheets sometimes tell polite fiction; VDR cadence, alarm density, engine and hotel loads tell physiology. I reconcile them. If rest is cosmetic and workload peaks before arrivals, the roster, not just the OOW, needs correction. Similarly, I interrogate alarm governance If nuisance alerts have trained crews to acknowledge without diagnosis, we reduce density and standardize guard zones by voyage phase. Human-machine interface is part of causation, not an afterthought.
Technology helps, but only when used with discipline. Digital forensics - VDR audio, ECDIS settings, AIS playback, engine trends, must be time-reconciled and cross-validated with physical evidence. Metallurgy turns guesses into proof: ductile tearing or brittle cleavage? Beach marks or overload? In machinery spaces, I read power management events—load steps, frequency dips, breaker trips—and tie them to steering or blackout narratives. In cargo tanks, I verify Oil Record Books against actual ullages, valve positions, pump hours, and residues; if the paper and physics disagree, physics takes precedence.
Equally vital is pastoral care. Compassionate interviewing makes testimony better. I set humane conditions - a private room, an interpreter if needed, and water on the table. I open with a simple truth: this is fact-finding, not disciplinary. Body language changes immediately. If fatigue is obvious, I split sessions. Respect is not indulgence; it is a means of enhancing accuracy.
Where does this leave underwriters and claims handlers? With better answers sooner. A clean chronology and a breach/ coverage matrix - trading limits, manning, class/statutory
status, ISM practicability—keep disputes honest: distinguish a technical breach with no causal link from a breach that shaped the event. A mitigation ledger (sue-and-labour actions with time, cost, and effect) anchors GA, salvage, and pollution costs; a subrogation map preserves rights against pilots, ports, manufacturers, or third parties by documenting evidence early. Clarity reduces reserves, lowers legal spending, and accelerates fair settlements.
However, the ultimate dividend lies beyond the ledger: learning A disciplined investigation should move from evidence to durable change. The investigator should issue a 72-hour learning brief - one page, written in plain language, featuring a simple timeline graphic, and three “do differently” rules - so crews don’t wait for a 200-page report. This learning process, which includes simulator vignettes built from the case, should instill a sense of optimism in the audience about future safety improvements. Controls should be added at the organizational level where the chain actually broke - pre-pilotage rest gates, tug/thruster minimums for draft and weather, phase-based ECDIS contour policies, alarm governance thresholds, and management of change when routes, equipment, or commercial windows shift.
A modern playbook also demands integrity. Despite external pressures such as owners’ fear of reputation damage, insurers’ fear of payouts, and authorities’ fear of political repercussions, the investigator’s integrity remains unwavering. An independence clause in the engagement letter, declaration of any conflicts, and documentation of any attempts to ‘soften’ liability are all part of this commitment. The sea does not bend for convenience; neither should the report. The investigator’s reputation is their compass; once magnetized, it never points true again. This commitment to integrity should reassure the audience of the investigator’s dedication to the truth. Finally, the investigator must be transparent. They should publish a data dictionary that describes what each file is, how it was processed, and its limitations. An annex on the chain of custody and clock reconciliation should also be made available. The investigator should label uncertainty rather than bury it and invite a peer to red team their chronology. Truth is seaworthy— it survives heavy weather. Even where legal privilege requires redaction, the method can remain visible, allowing a fairminded reader to follow the path from evidence to conclusion. This transparency should make the audience feel included and informed in the investigative process.
What does “doing things differently” look like in practice?
• In a narrow river grounding, we resist “pilot error” and show the hydrodynamic reality—speed profile, UKC, bank effect -plus alarm design that invited blind acknowledgements. The fix is not only “be careful,” but speed windows, tug standards, and alarm governance.
• In a cargo contamination dispute, we separate ingress from pre-existing damage with clear sampling protocols and
valve position evidence; we prevent fisheries claims from ballooning by anchoring them to shoreline survey and baseline tests.
• In a machinery failure, we let CMMS history, OEM bulletins, and wear metals decide latent defect vs poor maintenance - and then we change spare inventories, inspection intervals, and training syllabi.
The result is a report that teaches, not just tells. It gives underwriters confidence, managers a blueprint, regulators evidence they can stand on, and crews the respect of being understood in context. Above all, it honors the purpose of our work: turning private tragedy into a public lesson and transforming data and steel into safer voyages.
A casualty will always be emotional - a stern teacher on a hard day. The modern investigator brings cool method to that heat: preserve evidence, build the timeline, challenge bias, listen to people with care, let physics arbitrate narratives, and write recommendations that someone owns. That is how we move from blame to systems, from theory to practice, from incident to improvement. Doing things differently is not about being clever; it is about being complete and honest -so the next ship, and the people on it, have a better chance.
Extract from Capt Gajanan Karanjikar’s forthcoming book, Marine Investigation Techniques.
About the author
Capt. Gajanan Karanjikar is a Master Mariner, marine surveyor, and US-based casualty investigator. He combines traditional seamanship with modern forensics, utilizing VDR/AIS/ECDIS analysis, metallurgy, drones, AI, and blockchain to transform reports into actionable reforms. He advises owners, insurers, and regulators and writes to help the industry learn more quickly and prevent recurrence.
Feedback welcomed at captgajanan@gmail.com
SPNM’s Mumbai Gathering a Resounding Success
On September 26, 2025, The Shipping Professional Network in Mumbai (SPNM) organized a successful networking event at The Acres Club, Chembur, reaffirming its position as a premier platform for collaboration and professional advancement in the shipping and logistics industry.
The event attracted a distinguished audience of seasoned professionals, industry leaders, and emerging talent from across the shipping sector. Attendees actively engaged in insightful discussions on industry trends, exchanged perspectives on challenges and opportunities, and strengthened the spirit of professional camaraderie.
Mr Manas Vaid, Founding Chairman of SPNM, formally introduced the newly appointed SPNM Committee Members, emphasizing the organization’s renewed commitment to advancing knowledge-sharing, mentorship, and professional development. “We are delighted to reconnect with fellow maritime professionals after this extended hiatus,” said Mr Vaid. “The success of this event embodies renewed energy and commitment within SPNM to foster a collaborative forum that empowers knowledge exchange and professional growth.”
The event featured an open forum where participants exchanged diverse perspectives encompassing shipowners, charterers, analysts, and maritime
-Jagdamba Prasad Pandey
Manas Vaid
Mridul Gupta
Darius Aga Aditya Gautama
Advaith Memon
service providers. This inclusive dialogue reinforced the importance of collective effort in strengthening the shipping community and fostering a collaborative environment.
A young professional and new member, Vikrant, said, “This event allowed me to explore the shipping industry from a wider perspective.” The event demonstrated SPNM’s commitment to providing a platform for young professionals to network, learn, and grow.
The networking evening demonstrated the resilience and relevance of SPNM’s mission, attracting both returning members and new participants. The event highlighted SPNM’s expanding impact within India’s dynamic maritime landscape.
The Shipping Professional Network in Mumbai (SPNM) is a distinguished platform dedicated to connecting professionals across the shipping and maritime ecosystem. Founded in 2011, SPNM provides a vibrant meeting place for young shipping professionals in Mumbai, inspired by the success of its sister organization, the Shipping Professional Network London (SPNL).
Naavik Manthan 2025 Anchors
Dialogue on Seafarers, Technology, and Maritime Growth
On 26th September, JSW Shipping & Logistics, in collaboration with Nautilus Shipping, hosted Naavik Manthan 2025 at Courtyard by Marriott, Andheri (East), Mumbai. The event provided an interactive platform for professionals across the shipping and logistics sectors to connect, exchange insights, and explore strategies for industry growth. With discussions ranging from seafarer welfare to sustainable practices, digital adoption, and skill development, the forum underscored the collaborative spirit driving India’s maritime advancement.
The event commenced with a welcome address by Mr. Narayan Rajan, Co-Founder and MD of Nautilus Shipping, who set the tone for an engaging day of discussions, knowledge-sharing, and networking. In his speech, Capt. Rakesh Singh, President of ICCSA, emphasized the critical role of seafarers as the backbone of global trade. He stated, “Through the new Merchant Shipping Act, 2025, the Government of India has identified seafarers as key workers — a lesson learned from the pandemic.” He outlined the challenges of India’s coastal shipping sector, urging a shift towards short-sea and hub-and-spoke models, enhanced
training, and global coastal agreements to expand seafarer employment from 3.5 lakh to 10 lakh active personnel.
Capt. Upinder Pal Singh Baveja, Director – Marine Talent Acquisition at Nautilus Shipping, highlighted the company’s extensive experience in ship management, emphasizing familyinclusive welfare programs and global connectivity for seafarers.
Capt. Ravindra Kumar Singh reinforced Nautilus’ operational support to JSW Shipping, detailing rigorous recruitment, vessel visits, and 24/7 connectivity to ensure crew welfare and career growth. Capt. Ravindra Kumar of JSW Shipping shared his career journey and highlighted operational achievements, including carrying nearly 30 million metric tons annually with 99.2% fleet availability, and a young expanding fleet with 14 MPC vessels and 9 more planned by 2026.
Mr. Narayan Rajan introduced the transformative potential of AI tools for seafarers, emphasizing efficiency, stress reduction, and operational support while cautioning against over-reliance.
Mr. Vipul Srivastava and Mr. Jaipal Singh of JSW Shipping & Logistics detailed coastal shipping operations, safety,
- Pratik Bijlani
sustainability, and rigorous maintenance protocols to ensure fleet reliability. Mr. Tehmtan Patel elaborated on the critical role of dry docking for vessel safety and compliance, while Mr. Sopan Panchal outlined seafarer Medicare insurance and claim procedures.
Capt. Pranab Jha, Executive VP of JSW Steel, highlighted the company’s vision for digitization, AI adoption, green shipping, and crew welfare, while Mr. H.V. Ramesh, Chief Surveyor & Senior VP at IRClass, emphasized the integration of intelligent systems and sustainable solutions, noting, “Seafarers are not being replaced, the role is only being transformed.” Capt. Vivek Bhandarkar discussed India’s maritime growth prospects, stressing digitalization, automation, and coastal logistics, and urged collective responsibility: “We are moving towards India becoming a true maritime power, and each one of us has a role to play in sharing that force.”
Capt. Ravi Shikarwar highlighted the digitization of seafarer training and certification under DG Shipping, ensuring transparency, efficiency, and nationwide scalability. The event concluded with an award ceremony recognizing excellence, a vote of thanks by Mr. Sagar Deore, and felicitations for presenters and delegates, leaving participants with renewed motivation to advance India’s maritime sector through innovation, sustainability, and a seafarer-centric approach.
MMT
Revving Up the Engines of Maritime Ambition: The Vadhavan Port Project Takes a Giant Leap Forward
In a decisive push to bolster India’s maritime infrastructure, Union Ministers Shri Piyush Goyal (Commerce & Industry), Shri Sarbanand Sonowal (Ports, Shipping & Waterways) and Shri Bhupender Yadav (Environment, Forest & Climate Change) convened senior officials on 21st October 2025 to accelerate the development of the Vadhavan Port project in Maharashtra.
The Big Picture
Approved by the Union Cabinet in June 2024, the major-port initiative at Vadhavan near Dahanu in Maharashtra carries an estimated investment of ₹76,220 crore, inclusive of land acquisition. The project is being developed under a specialpurpose vehicle, Vadhavan Port Project Limited (VPPL), jointly held by Jawaharlal Nehru Port Authority (74%) and Maharashtra Maritime Board (26 %).
Designed as an all-weather, deep-draft “mega-hub” port, Vadhavan will feature:
• Nine container terminals, each 1,000 metres long
• Four multipurpose berths (including a coastal berth)
• Four liquid-cargo berths
• A Ro-Ro berth and a berth for the Coast Guard
The reclamation work spans 1,448 hectares at sea, with an offshore breakwater of 10.14 km under construction. The target cargo-handling capacity is a staggering 298 million metric tons
per annum, inclusive of around 23.2 million TEUs (twentyfoot-equivalent units) for containers.
Why This Matters
This project is emblematic of India’s ambitions on multiple fronts:
Global maritime integration : Vadhavan is positioned to serve major trade corridors including the IndiaMiddle East-Europe Economic Corridor (IMEEC) and the International North–South Transport Corridor (INSTC).
Capacity creation : With ultra-large container vessels in mind, the port aims to place India among the world’s top ten ports upon completion.
Employment & regional uplift : The development is estimated to generate direct and indirect employment for around 1 million (10 lakh) individuals , contributing significantly to the local economy.
Multimodal integration : The port project aligns with the national PM Gati Shakti programme, linking rail, road and sea networks to streamline logistics.
Challenges & Key Watch-Points
As with any mega-infrastructure venture, Vadhavan faces a number of critical risk factors:
• Land & environmental clearances : Coastal projects require sensitivity around ecology, local communities and regulatory timelines.
• Connectivity bottlenecks : The success of the port depends as much on hinterland access (roads, rail, freight corridors) as on the deep-sea berthing capacity.
• Global shipping dynamics : Container shipping trends, competition from other ports (both domestic and international), and supply-chain disruptions could impact project economics.
• Execution & financing : The large capital outlay demands disciplined project management and timely inflows, especially under PPP (public-private partnership) frameworks.
The Road Ahead
As the Vadhavan Port project moves from planning to execution, the coming months will be critical:
• Finalising awards for terminal operators and private-sector partners.
• Commencing major civil-works contracts (breakwater, reclamation, berth construction).
• Securing rail‐ and road‐connectivity commitments and land-use coordination with state agencies.
The meeting chaired by the Ministers marked a firm signal — the Vadhavan Port project is now being treated as a nationalpriority infrastructure node, with timelines, connectivity and employment outcomes firmly in focus. For Maharashtra and for India’s maritime ambitions, Vadhavan could well be a gamechanger.
Journey of Growth, Grit & Gratitude
Chaitaly Mehta is a powerhouse in India’s logistics industry, blending deep-rooted legacy with modern leadership. A third-generation customs broker and second-generation freight forwarder, she stands at the helm of EKF Logistics Pvt. Ltd. (formerly Express Kargo Forwarders Pvt. Ltd.), steering the familyowned enterprise into new frontiers. With 29 years of experience, Chaitaly has mastered the complexities of global trade—from hazardous materials to live animals and aviation cargo—earning her a reputation for precision, innovation, and resilience.
As the Head and Convenor of the Women’s Wing at the Federation of Freight Forwarders’ Associations in India (FFFAI), she champions greater inclusion and empowerment within the logistics sector. Her academic foundation—a Bachelor in Commerce from HR College of Commerce and Economics and an LLB from New Law College, Mumbai—has further strengthened her strategic and legal acumen.
Chaitaly’s remarkable contributions have been celebrated with honors such as Entrepreneur of the Year by Bhandarkar Shipping Times and recognition from the Mumbai Air Cargo Customs and India Business Group. She also won the ‘Face of the Future’ award at the India Cargo Awards 2023. Beyond business, she inspires as a TEDx speaker, where in her talk “The Accidental Entrepreneur,” she shares her journey of growth, grit, and breaking barriers in a traditionally male-dominated industry.
In a field long dominated by men, women leaders are redefining the future of logistics and freight forwarding in India. Here, Chaitaly Mehta, Head and Convenor of the Women’s Wing at Federation of Freight Forwarders’ Associations in India (FFFAI), opens up about her remarkable journey, the growth of women’s representation in logistics, and the lessons she’s learned along the way.
As the Head of the Women’s Wing at FFFAI, how would you describe your journey so far in a traditionally male-dominated industry like logistics and freight forwarding?
To be honest, it’s been a roller coaster. Ninety-five percent of it has been beyond anything I could have imagined — filled with people who believed in me, taught me, and lifted me up. The other five percent?
Tough. But those difficult experiences were my greatest teachers. When I entered this industry in 1997, I was a naïve, sheltered, an introvert who took everyone at face value. That innocence faded quickly, but what replaced it was strength and perspective.
“There’s a Chaitaly before 1997 and a Chaitaly after 1997. This industry didn’t just shape my career — it shaped me .”
My upbringing gave me my core values, but everything else — my resilience, my voice, my leadership — was forged right here. I remain deeply grateful to the 95% who took me under their wings. The five percenters were simply lessons in disguise.
What are some specific initiatives or programs the Women’s Wing has launched to support and empower women in the logistics sector?
When we re-started the Women’s Wing two terms ago, we began with something simple yet powerful — field trips .Our first one was to the Mumbai Air Cargo Complex. What was supposed to be a two-and-ahalf-hour visit turned into four and a half! Since then, we’ve travelled across India, including several Land Border Check Posts. For many members, it was their first glimpse of real-time logistics operations. Providing the accessibility, visibility and connections across the spectrum for the women to be truly independent was achieved wonderfully.
Getting visible proof of how much FFFAI Women’s Wing has impacted and made a difference in the women’s lives has been nothing short of being grateful and humbling for everyone who trusted, encouraged and cheered for us and have been part of this journey from day one. These people have proven time and again how much this initiative means to them, and I have to say that I will always be eternally grateful to FFFAI for their unstinting and unconditional support. You know some of our women members who have gotten out of their comfort zone have actually realised what it feels to be empowered coupled with knowledge and they are becoming a force to reckon with themselves. I cannot describe how amazing I feel, when I see these women in the limelight, shining and setting examples for others.
We also launched:
• Exports Knowledge Series
• Emotional Quotient Series
• Leadership Edge Series
• Image for Leadership Positions (launching this November) Through FFFAI, we’ve collaborated on World Bank initiatives, and now women from customs broker associations across India actively participate in PTFCs, CAFAC, and CCFC meetings with Customs — being heard, not just seen. We’ve also witnessed the formation of Women’s Wings within several local associations, building access, visibility, and confidence nationwide. While our programs are open to all, they’re designed for women first — to help them grow, lead, and own their power.
What are the biggest challenges women face in this industry today, and how is FFFAI working to address them?
We’ve come far, but challenges remain. Lack of adequate infrastructure for women, especially at certain work sites. Stereotypes and traditional mindsets still linger. Sometimes, women themselves can be their own biggest hurdles. Trust — a man may be trusted more easily than a woman, no matter how competent she is. And the eternal struggle — work-life balance.
“There are still times a strong woman evokes discomfort for a few but it is changing.”
FFFAI continues to advocate for better infrastructure, equal opportunities, and stronger representation. The fact that these challenges are now acknowledged is itself progress — we’re not sweeping them under the carpet anymore.
Who or what has inspired you most throughout your career, and what kind of legacy do you hope to leave through your work at FFFAI?
Initially, I was driven by a chip on my shoulder — to prove that my appearance or size didn’t define my capability. I wanted to prove my parents right for believing in me. Then came the pressure of legacy — my grandfather, Late Shree Hargovindas J. Mehta; my uncle, Late Shree Naval Mehta; and my father, all giants of the air cargo industry. Mentors like Late Shree Vinod Bhai, Late Hemant Uncle, Late Prabha Uncle, and especially Late Minu Uncle, believed in me unconditionally. Then, came Dushyant Bhai and Shankar Bhau whose faith and implicit trust in me, my work ethics and values changed my trajectory for life. And later, it was the women — strangers who told me after my talks that they wanted to join this industry because of me.
“That’s when I realized maybe, just maybe, I was doing something right.”
At the end or the beginning, whichever way one wants to look at it, it was my own personal fiercest desire that I wanted to be someone with my own identity not attached to anything or anyone, be powerful, be the difference and have an immediate recall value. If I could sum up my legacy in one line: She came as an ordinary person but taught others how to be extraordinary when she left.
How do you see the role of women evolving in logistics and freight forwarding over the next decade?
It’s already evolving. Women today are leading operations, handling equipment, and driving change at every level. The coming decade will be the most transformative one yet — we’ll see women rise as ethical, capable, and visionary leaders. Cannot wait to see these ladies rock, shine and roll!
“Women have proved they belong here. Now, they’re proving they lead here.”
What advice would you give to young women who are looking to build a career in logistics or international trade?
Ladies, come because you want to Stay because you know you’ll make a difference. This industry will challenge you, change you, and teach you, but only if you respect it and its people. Logistics isn’t for those looking for an easy job — it’s for those who want to leave a mark. Welcome to an industry where you will change forever, for the better and in turn have the privilege to be part of something magical. This industry and we await you.
“You’ll pour your blood, sweat, and tears into it — but in return, this industry will give you everything.”
What is your vision for the Women’s Wing of FFFAI in the next five years?
My vision is collective — it will take all of us to make it real.
• To empower women with knowledge and confidence.
• To see more women leaders emerge across the logistics landscape.
• To build a truly safe, inclusive, and encouraging space.
• To show that women are women’s biggest supporters not competitors.
“FFFAI will continue to lead by example — through action , not just words.”
As a leader and professional, how do you manage the balance between personal commitments and a demanding industry role?
The truth? I don’t always manage it. Something always gets sacrificed — usually my personal time. My mother and my nieces, Navya and Aadhya, are the only constants I never compromise on. Balance is a moving target. Some days I get it right. Other days, it fails spectacularly. But I’m learning, every day, to navigate the “yo-yo” of priorities.
Can you share a recent moment or achievement that made you feel particularly proud of the work being done by the Women’s Wing?
There have been many. Women now have representation in FFFAI’s Executive Committee across multiple customs stations. Our members are conducting their own webinars and trade courses. Women who once hesitated to travel alone now do so confidently. And several women have been elected to leadership roles in their local customs brokers associations. Each of these moments is a reflection of teamwork, unity, and the unwavering belief that women can and will lead. All of this is because the support and unwavering belief FFFAI has in the vision of Women’s Wing and Teamwork. Everyone across the customs brokers associations, our Board and Executive Committee have contributed to this success.
“These are the real victories — the kind that make your heart swell with pride.”
Finally, what message would you like to share with our readers — especially the women striving to break barriers in their respective fields?
Thank you for reading this far — that means a lot. Here’s what I’ve learned along the way:
• It is tempting to give up in really tough times but do not.
• No matter what, stay authentic and stay you.
• Never forget empathy, kindness and helping others when you become Powerful and Rich.
• Help without conditions and expectations because someone somewhere did the same for you at least once.
• Never forget your beginnings, your roots and your journey. It will keep things in perspective.
• No position is permanent, never forget someone will eventually replace you so create your space which will always be yours even when you will not be there.
• Always remember, it is teamwork that creates success not you alone.
• When you become a force to reckon with, do not strive for glory, it will come in time but give Guru Dakshina by contributing to your industry preferably with your time. It is the most precious, more than money.
• We all have it in us to succeed; we just need to find our Ikigai.
• It is always ok to change your mind and do something else, never let the pressure get to you. You tried and that is good. If it does not give you joy and happiness, it is not your field anymore.
• Discipline and Consistency should be your best friends.
• Without integrity, success is hollow.
• Its ok if you have only one person believe in you, you are blessed regardless. Do it for that one person.
• Shortcuts to success will never give the same level of high as much as hard work with honesty and integrity do.
• Remember to be grateful everyday no matter how shitty the day has been.
• Congratulations to you in advance for your success. You have earned it.
Chaitaly Mehta’s story is one of authenticity, evolution, and quiet power. Through her leadership at FFFAI’s Women’s Wing, she continues to prove that the logistics industry is not just ready for women — it needs them. Her message is clear: lift others as you rise, stay grounded in gratitude, and lead with integrity.
