WEEKLY NEWS


CONFLICT AND COMPLEXITY IN PHARMA AIRFREIGHT


BY Ajinkya GURAV


GLOBAL supply chains have rarely faced the level of disruption witnessed in recent years. From pandemic- induced capacity shortages to the cascading effects of the Russia–Ukraine conflict and the ongoing crisis in Gaza, logistics operators have been forced to redefine what resilience truly means. In India, few companies embody that transformation as visibly as Mahindra Logistics, whose growing air cargo and cold chain operations have become a lifeline for pharmaceutical shipments into some of the world’s most challenging


destinations. Saurav Chakraborty, Head Cross Border and CEO


LORDS Freight at Mahindra Logistics, asserted that, “The last three and a half years have been nothing short of transformational for the air cargo industry.” “We have seen demand–supply mismatches, capacity constraints, and new geopolitical flashpoints—each forcing us to rethink how we move essential goods like medicines and vaccines across volatile regions.”


Air cargo in the age of disruption The pandemic left behind a fundamentally altered


06


air


freight


landscape. the backbone of


Bellyhold


capacity—once international cargo movement—


collapsed as passenger flights were grounded, driving a rapid shift toward dedicated freighters. While global networks have since recovered, lingering instability continues to shape operations. “In certain corridors, particularly those impacted


by conflict, freighter capacity has become critical,” Saurav explained.


“You can’t always depend on


scheduled passenger services when you’re sending life-saving drugs into a war zone.” The company has seen growing demand along


unconventional trade lanes such as the CIS region, Latin America, and Africa, where supply remains sparse and regulatory environments fragmented. “There is a very real opportunity to deploy mid-size freighters— A330s or 757s with 50-tonne capacities—on dedicated routes between India and hubs like São Paulo or Mexico City,” he noted. “The demand is there; what’s missing is consistent supply.”


Delivering into conflict zones Perhaps the most striking aspect of Mahindra Logistics’ recent operations lies in its humanitarian reach. In the absence of direct commercial links to Ukraine, the company has been routing pharmaceutical shipments through nearby European gateways such as Poland and Latvia, using multimodal last-mile networks to reach Kyiv and surrounding areas. “Medicines are beyond politics,” Saurav stressed.


“Even during war, life-saving drugs must move. Geography cannot be a barrier.” He recounted how Mahindra Logistics and its


partners identified alternate corridors early in the conflict. “We’ve been using hubs like Riga and Warsaw for nearly three years now. From there, we rely on controlled road networks, sometimes under active humanitarian


coordination, to deliver shipments


safely.” The approach is similar for other volatile regions. In


the Middle East, Mahindra Logistics has worked with UN agencies to facilitate limited shipments to Egypt— currently the most accessible corridor into Gaza. “It’s not a commercially driven initiative,” Saurav clarified. “It’s about finding solutions when every conventional channel is closed.” The


company’s earlier experience


during the Afghan crisis, when it operated (Passenger-to-Freighter) conversions using smaller aircraft to deliver medical supplies, has strengthened


its operational


playbook for emergency logistics. “We used passenger aircraft filled with loose cartons—737s, even smaller planes—just to make sure


ACW 10 NOVEMBER 2025 www.aircargoweek.com


Chartering and capacity growth Beyond crisis response, Mahindra Logistics is now betting heavily on air chartering as a strategic growth pillar. The company aims to expand its B2B chartering services for e-commerce and high-value cargo, building on its strong pharma credentials. “Chartering gives us flexibility and control,” Saurav


explained. “We’re positioning widebody aircraft such as B777s and B747s—each carrying over 100 tonnes— for major e-commerce clients moving goods from Hong Kong to Europe, the US, and Latin America. This will be our key focus area over the next five years.” He added that Mahindra Logistics plans to increase


its freight forwarding tonnage organically by 30–40 percent CAGR annually, underscoring its ambition to transition from a mid-sized forwarder to a global player. “India remains our core market, but we are scaling outward—responsibly and gradually,” he said.


Cold chain and policy alignment At home, Mahindra Logistics’ role in strengthening India’s pharmaceutical and perishable cold chain aligns with the country’s National Logistics Policy and PM Gati Shakti framework. The company continues to advocate for investments in airport cool-chain infrastructure, including temperature-controlled dollies and digitised ramp handling to minimise temperature excursions. “Even now, the ramp is the weakest link,” Saurav


admitted. “Cool dollies are an improvement, but they’re not foolproof. We need airport operators, regulators, and logistics providers to work in tandem to make end- to-end temperature assurance a reality.” That collaboration, he suggested, will be critical if


India is to position itself as a trusted pharma export hub, particularly as global demand for temperature- sensitive products accelerates.


Resilience as the new benchmark In an era defined by conflict, climate risks, and volatile trade routes, Mahindra Logistics’ strategy encapsulates a broader industry truth: that logistics can no longer be judged by speed alone. The ability to deliver consistently under


crisis conditions has become the defining metric of


performance. “Resilience is not a slogan,” Saurav


concluded. “It’s about


finding ways to deliver, even when everything else breaks down. That’s what keeps the supply chain alive— and that’s what defines the future of air cargo.”


aid reached on time,” he recalled.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18