CASE III - INTELLIGENT MOVEMENTS: ANYWHERE ANYTIME
Deepak Pai, an engineering graduate and a
postgraduate in management from United States, was
working in Transport Corporation of India (TCI), the market leader in conventional transportation. He
established Speed Cargo as an express cargo distribution company after leaving TCI. Speed Cargo, started
with its head office at Hyderabad, as a small cargo specialist in 1989, upgrading itself to desk-to-desk cargo
in 1992, cargo management services in 1995 and became a public limited company when it was listed in
Bombay Stock Exchange in 1999. The company was maintaining a strong customer base of prestigious
companies like Acer, Cadilla, Sony, Panasonic, Titan, Dabur and Hitachi to name a few.
Speed Cargo Limited (SCL), a leader in the express cargo movement pioneered in distribution and
supply chain management solutions in India. It differentiated the concept of cargo, from conventional
transport industry by offering door pickup, door delivery, assured delivery date and containerized
movement. It had a turnover of Rs.3600 million in 2005-06. The company had a strong team of 6400
employees with the fleet of 2000 vehicles on road and an extensive network covering 3,20,000 kilometers
per day and a reach of 594 out of 602 districts in India. In addition to this, it was having a well-structured
multimodal connectivity and 6lakh square feet mechanized warehousing facility. Warehousing facilities were
comprised of the most modern storied system and material handling equipment offering very high level of
operational efficiency. The four modes of transport - Road, Air, Sea and Rail were seamlessly integrated,
enabling SCL to effortlessly reach anytime anywhere.
The international wing of SCL took care of the SAARC countries and Asia Pacific region covering 220
countries with a specialized India-centric perspective. The company had gone online by connecting 90
percent of its offices to provide web-centric solutions to its customers.
The company also offered money back guarantee to express cargo services. The services offered
were customized for corporate, small and medium enterprises, cluster markets, wholesale markets and
individuals. The state-of-the-art technology made things easier for the customers whose cargo could be
tracked and traced in the simplest manner, because SCL had an effective tracking system. SCL believed that
best of technology enabled best of service, and its outlays on providing the IT edge had always resulted in
innovative services and solutions. SCL, in its day-to-day operations, used technologically advanced
equipments like Fork Lifters, Hydraulic Trucks, Hand Trolly, Drum Trolly, Rubber Pads cushioning, Taper
Rollers to move big crates, color codes for identification to delivery what it promised.
Between 1989, when company was born, and 1995, SCL started a unique value added service called
Cash-On-Delivery for the advantage of its customers. SCL introduced Call Free Number for the first time in
the logistics industry in India. To establish largest network in air and to facilitate faster delivery of
shipments, SCL entered into a tie-up with Indian Airlines in 1996; The Company introduced the concept of
3 rd party logistics and later started offering complete logistics and supply chain solutions in 1997. The courier
service Suvidha later rechristened as Zipp was launched in 1998. The company entered into a tieup with
Bhutan and Maldives Postal Departments to expand its operations to SAARC countries in 1999. The Speed
Cargo Development Center was set up at Pune in India for training of its employees in the same year.
An exclusive cargo train in association with Indian Railways between Mumbai and Kolkata was
launched in 2001. Based on a survey conducted by Frost and Sullivan, SCL was conferred the Voice of
Customer Award for being the best logistics company in 2003. After simplifying the internal process for
faster and better communication, and a smarter way to work, SCL set up its corporate office at Singapore in
2003 to create international hub with an aim to reach out to the world. The company introduced a
mechanized racking system in the automated warehouse at Panvel (Maharastra) in 2004.
SCL was sensitive to the avenues where it could contribute to building a better society. Displaying
continuous social responsibility, SCL associated itself with several community development programs and
contributed generously to many social causes. SCL was the first to build makeshift houses for 400 families
who were affected during a massive earthquake in Bhuj district of Gujarat in India during January 2001.
They reached the devastated village the same day to provide food, clothes, medication and water to the
In 2003, SCL accepted to develop one of the government schools located at Banjara Hills in
Hyderabad, and built a building with basic facilities like classrooms, staff rooms and toilets, and provided
furniture for students and staff. The housekeeping and security of the school, which was now having 1100
students, was also taken care of by the company. After Tsunami, one of the worst natural disasters that
struck South East Asia in December 2004 leaving over 10 lakh people dead and over 4 million displaced, SCL
was on the rescue scene as it brought in food, water, clothing, medication, a team of doctors and cooks, and
provided the affected people with essential utensils. After rehabilitating the people in Nagapattnam and
Cuddalore, it took up the development of a high school in Nagore where 500 students came in from the
Tsunami affected families. SCL also actively participated in Kargil contributions and other rescue and
rehabilitation works in India.
SCL believed that in the age of convergence, it had kept pace with time with its infrastructure, people and
technological capabilities for moving cargo to its destination on time, by making intelligent movements in air
and sea, as well as on road and rail. The company had experience of handling wide range of materials
including confidential papers related to University examination and sensitive goods like polio drops and life-
saving medicines. In view of the strengths of its competitors such as DHL, Safexpress and Blue Dart, the
company had enhanced services with a greater focus on cargo management and customer satisfaction with
The Indian Institute Of Business Management & Studies
the new operations backed by better strategic planning. To achieve its aim, SCL had strategically tied-up
with Jubli Commercials, an lATA accredited freight forwarder, which started its operations as Air Cargo
The company was confident that it was set to become 24 x 7 one-stop solution provider for all freight
forwarding services including customs clearance for international cargo. SCL having 40 percent share in
express distribution business was developing a huge centralized warehouse on 22 acres of land at Nagpur in
India. The centralized warehouse, which was about to be commissioned, was designed as a major hub or
express distribution center for 200 smaller hubs as its spokes catering to the needs of its customers across
India. SCL believed that it is a concept, a vision and an idea ahead of its time, which looked at a global
perspective and was constantly reinventing itself in delivering the future of logistics.
1. What made SCL a leader in the logistics industry?
2. Discuss the strategies adopted by SCL for its survival in the competitive scenario.
3. Comment on the contributions of SCL to society.
4. What steps the company should take to globalize its network reach?
Discuss the strategies adopted by SCL for expansion.
Recently Asked Questions
- 1-Which "Quality of Product" dimension would you be assessing when asking the question, "Does the product do what you want it to do?" Conformance Performance
- What can supply chain managers learn about supply chain risk management from the Hurricane Harvey aftermath?
- Please refer to the attachment to answer this question. This question was created from ASCM 630 Study Guide Exam 2.pdf.