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IndIa’s LeadIng LogIstIcs MagazIne

www.logisticsweek.com

march 2012

Vol. 5 — No.7

INDIA

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Gui .34
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Shop
Talk

Devadas Nair, head supply chain,
shoppers stop, is in the thick of a
retail revolution, shaping the supply
chain of one of its prime catalysts.
page 22

the humaN aNgLe

50

An update on talent
management in supply chain.

suppLy shyLocks: Extortion from transporters at checkpoints is routine. A report.8
Let it pass: Reducing production lead time is key to smoothening logistics flow...16
a maN‘s WoRLD: Where are the ladies in the industry when we need them? ....42

twitter. I know I am plugging our event here. Until recently. Then.com/logisisticsweek www.eDITORIAL > Not So Far Away G uess what? Not too far in the distant future. As you know. we may not need GST at all by the time it finally comes through. In other words. but I feel quite proud looking at the names and experiences of people who will share their views with us. we thought we could do justice to the subject by learning from the best minds in the business. and they have lapped it up with gusto. On a serious note.0’ seemed a natural choice.com/logisticsweek INDIA | March 2012 | www. Fortunately. It has only been a couple of years since this technology has been introduced to end-consumers. the technology is in the early-adapter phase and as and when it becomes ubiquitous.logisticsweek. or existing ones like RFID and speech recognition. Currently. one day. yet) or simple industrial parts. new ideas influence global supply chain at all levels all the time. A technology called 3D printing could make it possible I am told. using a printer with cartridges that contain glass. Wohlers Associates. ‘Supply Chain 2. What it means is that. No. warehouses could become a thing of the past. Need I say more? Aanand Pandey aanand@logisticsweek. When we had to think of a central theme for our upcoming March 15 event. Sounds like science fiction? Well. which uses the technology to make certain air ducts for its planes. end-consumers can make all sorts of products sitting anywhere with this technology—be it a toy. In other words. for sure. we have been able to get nods from some respected experts in our field. How did I arrive at this epiphany? Well. Let me offer you a glimpse or two: Professor N Viswanadham of Indian Institute of Science will speak on India’s food security goals and how India’s supply-chain infrastructure can be used to attain those goals. It will beat the implementation of GST. 3D modeling and printing were processes only used by engineers of big companies like Boeing. This is the reason a supply chain manager is (or needs to be) the most future-savvy professional around. I am joking about this one.6 billion in 2011. Mr Darryl Judd of Logistics Executive will be unveiling India’s first logistics salary survey report (the results are published in this issue) and give a presentation on the subject. According to the US-based research and consulting firm. be it futuristic technology like 3D printing. And now the technology has crossed over into the realm of tech enthusiasts. 3D printing is the process in which you can create objects from a 3D design.com www. even metal in the form of powder or gel. an accessory for your car (no precision components. And I hope this remains a joke. And they are set to grow by 20 percent and more in the coming years.facebook. plastic. because of the pan-industry nature of the function. going by the speed at which GST is moving. it will have a huge impact on supply chain costs. As clichéd as the topic sounds. sales of 3D printing products and services touched an estimated figure of $1. the signs are there. warehousing and transportation costs will never be the same again. new technologies have a way of impacting us sooner than we think.com 5 .

Their drivers are constantly being stopped on roads and highways by henchmen seeking bribes. We present the reports. 34 42 colUmn Strength In Diversity 22 covEr story This sector will f lourish when both the sexes are given equal opportunity. hiring and retaining talent becomes the need of the hour 48 Hitting Some Limits Retaining employees is not an easy task. 44 The Balancing Act Sensitizing male colleagues. Logistics Executive has brought out a Salary Survey Report that highlights the salary structures for the supply chain in India. 18 colUmn Waters Of Wealth The potential of inland waterways has gone unnoticed by the government. what can companies do? 6 22 . when one is selected on merit. 16 GoldrAtt Maintaining That Free Flow A supply chain can move smoothly if there is timely completion of orders and production lead time is reduced. an interesting launch and invaluable takeaways from an international meet were on our radar this month.Contents 08 AnAlysis 34 EmploymEnt spEciAl Bucks From Trucks Salary Survey Report 2012 Transporters are an aggrieved lot. 12 Upshot An industry event. not gender. 47 The Herculean Task As the logistics sector gains importance. Head Supply Chain and Mission Control of Shoppers Stop has perfected the back-end to make shopping a delight for customers. Shop Talk Devadas Nair. But with limited opportunities. work f lexibility and security will help create a perfect environment for women to unleash their fullest potential.

com .< EmploymEnt SpEcial 34 INDIA | March 2012 | www.logisticsweek.

India. Sources for this particular research includes: n Human Resource Director Interviews n Business briefing provided by CEO’s of leading 3PL companies n Logistics Executive’s Employment Market Report data from late 2011 n Logistics Executive’s business intelligence database n Candidate and Client interviews (conducted by Logistics Executive) Whodunit Logistics Executive is a global Human Resources and Recruitment Consultancy which opened its India office in March 2010. Further to this. The Global Employment Market Report is an online survey of approximately 10-15 minute duration and was emailed to more than 45. the company has an active database in excess of 90.Salary Survey Report 2012 In an exclusive to LOG. About 3. We thank our clients and the market place as this report has been compiled with their goodwill. Chief Operating Officer. business acquired intelligence and regular research surveys. covering a breadth of salary bands and geographical territories in India with a focus on Supply Chain and Logistics. Moving forward this Salary Report will be compiled as an annual contribution. In the two successful years since. METHODOLOGY The research and information contained within this report has been compiled by Logistics Executive from research undertaken and intelligence gathered in the course of its everyday business activities. China. The analysis in this report comes from the Logistics Executive Global Survey. in-depth interviews with our clients and statistical reference to our candidate database.000 logistics and supply chain professionals. Specialising in Logistics & Supply Chain.550 respondents completed the survey. Logistics Executive was founded in 1999 and has offices in Australia. India and Dubai. Logistics Executive undertook a series of interviews with HRD‘s and HR Personnel validating this data and this information has been incorporated into the final document produced. To mark this two-year milestone Logistics Executive. logistics Executive March 2012 | www. The analysis has been drawn from the Logistics Executive Global Survey.com 35 . NB: The results are purely indicative in terms of overall trends within the industry. INDIA | Darryl JuDD. released in December 2012. Information contained within this report is compiled from data contained with our extensive database. the company has established its place in the Indian market with a professional reputation and commitment to providing a valued service and expertise in talent management and acquisition strategies for both local and international clients. Hong Kong. Singapore. Global Operations.logisticsweek. which includes the Global Employment Market Report (now in its 6th year). in conjunction with LOG India have released the first salary guide report for the Indian Supply Chain and Logistics market. Logistics Executive shares its compilation of Salary Survey Report 2012 that covers the entire spectrum of salary bands and geographical territories in India.000 people within the Supply Chain & Logistics Industry in late 2011.

development and retention when discussing talent. there has never been a more tangible connection between the supply of a talented supply chain workforce and the continuing rate of India’s success. In several cases. this highlights the need to appreciate local disparities and have a certain amount of decision-making in local markets. Staff turnover continues to rise as employees try to keep up with these pressures and move jobs to improve their remuneration. According to Marc Herman from EBN. Mumbai commands the highest salaries (mid-to senior-tier). There are a number of factors that lie behind the talent shortage in India. The Indian market generally is slated to grow in excess of $120 billion by 2014 (according to a Frost & Sullivan report). according to a Goldman Sachs Global Economic Paper 2011 report. At some point salaries will level out due to market forces. there has been a rapid increase in salary inf lation. Recent studies show that economic growth is increasingly supported by robust industrial growth and a strong logistics and supply chain. However. “Though it is common to hear that manufacturing has moved to Asia to save labor costs. There have been countless articles written. Outside of basic salary.2. replacing the demand for traditional skill-sets. which will continue in 2012 as well”. as overinflated salaries will price the country out of the global market. This is being faced in China where salaries are no longer as modest or competitive as they used to be. Whilst continued growth seems a given. Moving job roles or industries geographically may also be another strategy to address the issue of rising salaries and workforce expectations. Geographic Break Up An interesting finding in the Logistics Executive Salary Report is that the salary structure across the four metros. This manifests in companies battling for skilled candidates to keep up with the rapid expansion of local companies and multinationals. According to an EBN Online article (Differences & Similarities in Asian Supply Chain Wages . Employees who are lured by higher salaries are not developing the skills and experience that comes with reasonable tenure in a given role and may not be as capable as their overseas counterparts. From a corporate perspective. In real terms. In this respect. backed by a uniform top-down approach. As a result. organizations are increasingly taking company performance as one of the qualifiers to decide on the variable compensation payout to employees. Most of the respondents at the executive level approached by Logistics Executive indicated that the ongoing salary war will have a negative impact on business. Delhi.27 Dec 2010). This will perpetuate the need to import executive level talent from overseas to fill these shortages.2012). varies. The biggest factor contributing to the salary inflation is the high cost of living in Mumbai as compared to other key cities. despite a mild slowdown in the rate of economic growth. there is a trend for the US. employers are forced to take in young graduates with little experience and offer them much higher salaries and promises of rapid promotion. The huge demand for talented and skilled professionals has manifested in an unsustainable salary war. companies with a wider footprint have an advantage as they have .logisticsweek. getting components and finished goods back from across the Pacific is costly and complicated”. growth at the same rate will persist only if there is substantial focus on the roles played by the Logistics and Supply Chain sectors as critical support systems. the Indian market has had to deal with an unprecedented growth in infla- 36 INDIA | March 2012 | www.com tion and emerging industries. attracting professionals According to the Logistics Executive Salary Report for India. Multinationals are turning to other less developed countries such as Vietnam and the Philippines to establish their industries with lower workforce costs and other attractive incentives. Manufacturing alone has grown at 8 percent annually over the past decade and since 2010 has started to contribute a substantial share to India’s GDP rather than agriculture. organizations are increasingly moving towards Pay for Performance compensation structures and linking huge percentage of variable pay component directly with performance. for similar roles and responsibility. The fallout will be an inadequately skilled workforce.< EmploymEnt SpEcial A s an emerging economy India has proudly met challenges. Chennai and Kolkata also see this trend. which states that “Employees in India have been getting double digit (sic salary) increments past two years. the talent challenge There is nothing new in touting these three elements: attraction. describing the critical nexus between the need for reform in the supply chain sectors and the success of the Indian economy. to move their manufacturing closer to home. To keep pace with this trend there has been an increase in demand for skilled talent in this sector. Bangalore. in particular. salaries for supply chain professionals are no longer markedly different between Asia and the US. This artificial salary war can be detrimental for India’s long-term growth. This is supported in a recent article published in The Economic Times (Feb. Due to talent shortage.

With Executives and HR focusing on retention and attraction. Tackling employment satisfaction from the angle of salary alone is not the answer. more than 88 percent of respondents indicated that they were seeking a salary increase way beyond India’s present annual inflation rate of 8 percent. However. they would end up with more talent than they could handle. employee expectations are some of the highest in the world. In terms of development opportunities. Perhaps there is a need for the Human Resources function to shift their focus from traditional means of engagement towards a broader approach? According to Kim Winter. will facilitate this training to ensure that the correct skill gaps are being addressed and companies are getting the skills they need out of their new graduates. Collaboration. with the vast majority of respondents seeking salary increases that exceed global averages for emerging countries – 51 percent are seeking an increase greater than 20 percent. since the global financial crisis. Furthermore. on the employee side there was an increase in workplace movement to other organizations. “It could be argued that if companies developed their own people.logisticsweek. This is due to a gap in the market for people with broad management abilities. The connectivity of these cities to the rest of the country and ease of carrying out business. with universities and other community organizations. the leadership Gap The salary gap narrows as we move up the ladder. This may involve setting up schemes that offer more roles to women and education programs for unskilled workers. The common method of retaining talent is by paying extra dollars. About 23 percent of the respondents indicated that career development is a key reason for them to change. For those with skills that are high in demand. INDIA | March 2012 | www. Beyond the Salary War It is no surprise that salary is a key issue. followed closely by Bangalore and Chennai. only part of the solution. The high salaries for executives across the different Indian provinces demonstrates how much in demand this leadership expertise is and how universally difficult it is to source. Remuneration is a necessary ingredient not only to keep up with market conditions but also to acknowledge market parity and the increased responsibilities being placed on supply chain professionals. According to our survey. responsibilities and geography.” adds Mr.com 37 . Widening the net Another way of countering the skill shortage would be for companies to expand their talent pool to non-traditional sources. talent Development It was noted in the Logistics Executive 2011-2012 Global Employment Market Report that career development topped the career satisfaction list. Overwhelmingly.more capacity to move their employees around with the incentive of offering them opportunities. the answer lies somewhere in the middle. This figure could vary depending on the level of role. Otherwise. there have been ever-increasing skill demands placed on these professions to take on a higher degree of leadership within organizations. but in most cases the core issues are not completely addressed and that leads to resignations. Winter. stating their main reason was lack of development opportunity. however. employers try to retain them although it may not be very successful in the long-term. tend to leave the company in next 12 months in most cases. The common method of retaining talent is by paying extra dollars but in most cases the core issues are not completely addressed. counter offers don’t work in more than 68 percent of cases and those who accept it. About 86 percent of respondents believe that leadership skills and the ability to think strategically will be critical to their organizations’ ongoing success. It is. This is particularly true of the supply chain industry where. they are missing the middle piece here – developing existing talent. Logistics Executive’s Global CEO. the Logistics Executive 2011-12 Global Employment Market Report found that 76 percent of business leaders in India perceived they offered a satisfactory level of training. This is only topped by salary as a main motivator by a short number at 27 percent. are some factors that make them favorable as corporate centers. they may need to continue to source their key skill-gaps from overseas in areas such as leadership and technical disciplines. Mumbai and Delhi lead the pack in C-Suite compensation.

20 18 .20 5 -8 8 -12 15 .17 Territory Manager 17 -.20 30 5 .12 Hyderabad 75 .5(Cr) 75 Ð 1.30 20 .11 12 .30 9 -11 6 - 2 -4 6 .50 40 .25 17 .4.-15 20 4 .  or  timeliness.10 2 -5 4 -9 9 .14 75 .45 20 .15 11 .12 5 -7 2 -6 4 -7 2 -6 3 -6 2 -7 25 .35 Supply Chain Manager Regional Sales Manager / Planning / Forecast Manager 12 .50 12 1022 .10 6 -9 5 -8 2 -4 3 -5 2 -4 2 -4 20 .63 Purchasing Manager Branch Manager Purchasing Officer Sales & BD 6 .23 25 .14 4 -6 20 .45 25 .30 15 .77 3 3 -5- 5 4 -5 2 -5 2 -5 3 .14 4 -7 4 -8 6 -8 .40 30 .10 2 -4 12 .16 25 10 -.10 8 .16 22 12 11 6.4.35 .1.30 210 -5- 15 .15 9 .812 8 -12 6 -8 5 -8 5 .  including  any  warranty  of  performance.18 12 - 5 -8 16 9 .   .11 6 -9 3 -8 8 -12 5 -8 5 -9   data is shown as a range from low Ð high and is displayed as an Annual Base Salary in Lakhs Per Annum.11 5 -7 7 -9 8 .  This  information  is  provided  as  is.5(Cr) 50 Ð 1.35 20 . (Cr) = Crores.75 25 .75 30 .75 30 .10 Sales & Marketing National Transport Manager Line-haul Manager Sales Director Regional Brand Director Regional Brand Manager Workshop Manager   Territory Sales Manager 20 .58 .20 25 .40 24 . company vehicles or travel allowances may apply.45 35 .10 Project Manager Import/Export Manager Air Freight / Sea Freight Manager Transport Shipping Clerk General Manager Transport 2 -5 10 .39 36 .10.0(Cr) 75 Ð 1.15 7 .50 30 .14 1410 .35 .14 11 .20 11 .22 13 .0(Cr) Supply Chain VP / Director 45 .< EmploymEnt SpEcial Industry / Supply Chain Management Survey Findings Position Mumbai Chennai Delhi Bangalore Pune Hyderabad 75 .14 2 -4 2 -4 25 .20 3 7.28 15 712.15 .13 9 8 .34 7 .12 10 .12 5 -7 10 .20 15 .35- Regional Manager 20 .20 7 .16 5 -8 12 10 .14 Project Distribution Manager Ð WMS/TMS Zonal Manager 10 .-20 5 8 .10 7 .1.6- - 12 6 -10 20 .22 10 .15 Planner Commodity Manager Key Account Manager 4 -7 2 -5 8 (Cr) -11 50 .15 153 -.  and  should  not  be  construed  as  professional  advice   provided  by  Logistics  Executive  to  the  reader.5 (Cr) 7 50 .30 20 .10 15 .  The  information  contained  herein  is  general  in  nature  and  is  not  intended  as.  errors  can  occur.30 20 .15 8 .35 15 .19 5 -8 9 .  Much  of   this  information  is  obtained  from  records  that  for  reasons  of  privacy  are  confidential.-17 8 9 3. | Additional benefits such as | annual bonus.16-24 23 10 .15 20 5 -9 6 -8 2 -5 -9 .10 8 .17 3 -5 Project Manager 28 .25 14 .50 25 .413 20 .16 2 -5 13 . Salary data is shown as a range from low Ð high and is displayed as an Annual Base Salary in Lakhs Per Annum.15 8 . Salary Additional benefits such as annual bonus.com 38 Disclaimer:   Logistics  Executive  is  committed  to  the  highest  standard  and  quality  of  information  and  every  attempt  has  been  made  to  present  up-­‐to-­‐date.20 9 .30 8 .12 8 .14 5 .30 8 -12 15 .45 4 -6 20 .12 18 .0(Cr) 75 Ð 2.13 20 .30 National Distribution Head Project Implementation Manager 10 .155 13 .75 25 .0 (Cr) 15(Cr) 508 .15 Fleet Manager 5 .17 3 -7 Operations Consulting & Project Management 3PL Contract Manager Supply Chain Consultant Warehouse/Operations/DC Site 30 . (Cr) = Crores.77 3 -15 - 5 4 -7 2 -3 2 -5 2 .16 .28 National Sales Manager 25 .30 8 .15 Bangalore Pune 9 .15 BD Manager (Freight) 7 .14 .16 8 8-. Planning VP / GM / Sales Director & Demand41 BD Manager (3PL) 8 .10 Inventory.35 30 822.11 8 .12 15 .53 Marketing Manager Inventory Controller 4 -7 34 -.-10 15 5 -24- 11 .-2.30 45 5 9 .40 28 .12 9 .   INDIA March 2012 www.13 5 -9 5 -9 5 -9 5 -7 5 -7 2 -5 1 -4 2 -4 MD / GM Logistics Operation / Warehousing Regional Logistics Manager Logistics Specialist Procurement / Purchasing Logistics Service Providers (LSP/3PLÕs) 35 .10 15 Site Manager 9 .20 14 .0 50 .5 (Cr) 7 5 -7 2 -4 6 3 -4 6 -9 24 .35 9 6.10 4 -7 -5 5 -7 4 -7 -5 2 -5 3 -7 15 .12 6 .15 5 -8 9 .40 25 .15 5 -10 5 -7 3 -5 2 -4 9 - 12 13 .12 8 .12 126 -.30 20 .15 8 .  and  without  warranty  of  any  kind.5 (Cr) 8 .1.45 25 .12 15 .308 .30 5 -8 20 .12 16 8 .  with  no  guaranty  of   completeness.40 20 .25 8 .  accuracy.1.15 7 .12 10 .20 7 .3010 20 .25 5 .45 13 .35 12 -1618 .15 5 -7 12 .50 Procurement VP / Director Senior Procurement Manager Position Senior CEO / MDQuality / CountryManager Manager Mumbai 12 .25 15 -.  expressed  or  implied.11 10 .75 25 .15 7 .12 15 .11 7 .17 10 Transport Transport Controller General Manager Transport 5 -7 5 -7 20 .45 30 .  accurate   information. company vehicles or travel allowances may apply.15 15 .35 30 .13 8 .30 .22 13 .12 5 -7 13 .75 20 30 1830 .12 3 -5 7 .35 10 .20 Chennai 7 .14 6 .15 2 -4 6 .10 9 .0 General Manager Sourcing Manager 24 .12 Inventory Manager Sales Executive 3 -7 53 -.15 Manager Project Implementation Manager Warehouse/Operations Executive 5 .15 8 .0(Cr) 75 .7515 .15 9 .40 18 .15 9 .45 Logistics Director 35 .20 2 .16 Warehouse / DC Manager 6 -9 5 -8 5 -7 5 -7 3 -8 6 -8 Warehouse/Operations Executive 2 -6 2 -5 2 -5 2 -5 2 -5 1-4 Lean / Quality / Six Sigma Manager 8 .12 8 .11 10 .20 10 .12 7 .35-16 17 .10 12 .70 25 .45 18 .23 8 .24- National Compliance Manager Area Sales Manager 6 .2.22 14 -.40 7 -12 3 -6 7 .  While  every  effort  has  been  made  to  offer  current  and  accurate  information.logisticsweek.30 30 -12 45.18 24 12 2512 .16 5 -7 8 .20 8 .50 25 .30 3 .15 Delhi 10 .826.

20 14 -.22 11 .   nd   w ithout   w ny  kind.-45 32.   and  sahould   not   be  bceen   onstrued   s  present   rofessional   advice  accurate   Logistics   Executive   is  committed   to  the  hherein   ighest  is  standard   quality   of  is   information   and   every   ttempt   has   made  tao   up-­‐to-­‐date.0 (Cr) 75 .35 17 .12 12 .-15 8 .--18 30 Line-haul Manager Transport 18 15 18 15 15 12 Line-haul Manager 18 25 15 20 18 24 15 20 15 20 12 18 NationalCompliance Transport Manager .-88 Fleet Manager 5 .-20 30 20.10 8 .30 General Manager 24 .0 (Cr) 50 .55 Sales Executive 3 -7 3 -7 3 -5 4 -5 2 -5 Operations Operations Marketing Manager 7 7 5 7 5 5 3PL Contract Manager 304.-12 98-11 38 --710 Key Account (Freight) Manager 10 .10 85 -.23 23 25 -.30 20 .   ao ccuracy.15 15 -24 11 .   business   ew nvironment.0 (Cr) 50 .2.12 Transport Transport Project Manager Manager Transport Ð WMS/TMS 10.  or  other   INDIA | March 2012 | www.35 24 .14 Project Ð WMS/TMS 10 22 14 11 14 12 10 12 14 Project Manager Implementation Manager 10 -.  othe   reader’s   specific   circumstances   or  needs.5 (Cr) 50 -Pune 1.10 53 -.10 8 .-12 8 .13 Territory Manager BD Manager (3PL) 8 15 8 15 12 15 8 12 8 12 8 10 Regional Sales Manager / 12 17 12 15 15 --24 11 15 13 15 BD Manager (3PL) 8 .-1.-24 40 20.   Iw n  earranty   avery   ddition.15 8 .5 10 (Cr) Regional Manager 20 -.17 12 .48 Air Freight / Sea Freight Manager 10 93 -.  or  suitable   for.40 20 .517 25 -.15 15 6 -.35 45 35 -.35 22 .   accuracy.30 20 .10 55.4.12 6 .10 Warehouse/Operations Executive 5 .30 National Transport Manager 20 45 20 30 20 40 20 30 20 30 20 30 General Manager 20.511 Sales Executive 3 -7 3 -7 3 -5 4 -5 2 -5 3 -5 Key Account Manager 10 Marketing Manager 4 .-615 38 -.10 6 -8 5 -8 5 . vehicles or travel allowances may Salary apply.15 8 .   hould   a  sappecific   rofessional   porior   to  taking   any  action   user.12 Project Implementation Manager 10 16 10 12 10 16 10 14 10 14 8 12 ProjectManager ManagerÐ WMS/TMS Project 10 .1. Additional benefits such annualfrom bonus.720 4 -.4.10 Project Manager Project Manager Shipping Clerk -5 4 -5 4 4 -4 Project Implementation Manager 103.12 14 8 -.30 20 .24 40 30 -.17 12 .35 45 18 -.-35 20 2 .-10 5 --830 Manager Warehouse/Operations Executive 5 10 6 8 5 8 5 10 5 7 5 -8 Warehouse/Operations/DC Site 13 15 86 -.25(Cr) 50 14.11 BD Manager (Freight) 7 .   his   s  ap as  io s.-16 7 .12 7 -12 6 .12 620.15 9 .   require   onsideration   f  acautioned   dditional   actors   if  m any   action   is  tno   be   cf  ontemplated.820 8 8 7 Regional 20 25 14 14 96 -.23 25 .10 4 2 -4 2 -4 Warehouse/Operations Air Freight / Sea Freight Manager 105 --17 56.30 20 .-25 45 20.   uch  of   merchantability.35 18 .-45 356.12 9 -11 3 -7 BD Manager Sales Executive 37 --715 36 --715 38 --515 48 --512 27 .   The  information   contained   general  ian  nd   nature   and   not  intended   as.1.28 28 Regional 12 .10 5 -7 5 -8 Site Manager 10 Workshop Manager 49 .15 8 .   hanges   ay  bTe  he   m ade   in  this   time   to  time   notice   the   based   upon   this  information.-23 255.30 20 .0 .12 88.   r  fitness   a  particular   purpose.12 65.12 10 85 -.   for.16 10 -.17 14 10 -.2.15 9 .  f  aw ith   no  guaranty   of   provided  by  Logistics   Executive   to  the  arnd   eader.   or  timeliness.0 (Cr) 50Chennai .   ofr  or   timeliness.logisticsweek.   Much  of   information.12 8 .   Tahe   information   contained   erein   is  grweasons   eneral   ion  f  onpf  ature   nd   not  intended   as.   While   every  ein   ffort   has  abnd   een   to  offer  caurrent   nd  accurate   can  occur.30 20 .25 14 -.5 14 (Cr) 508 .1.14 86 -.  and  sahould   not  be  icnformation.30 20 .   and   ay   merchantability.58 Fleet Manager 54 -.-44 Shipping Clerk 3 -.   changes   ay  obr  e  suitable   made  Tin   this   information   from   time   time   without   notice   the   completeness.  Ttuhat   he   rceader   affect   lso  is  the   cautioned   that  Etchis   material   min.20(Cr) 509 .15 13 .   errors   an  occur.218 Site Manager 9 .   nd  may   merchantability.-30 14 General 20 20 20 20 20 20 General Manager Transport 20 .49 25 -.24 25 .   onstrued  as  eprrors   rofessional   advice   Logistics   E xecutive   is  E committed   tecords   o   the   htighest   tandard   and   quality   f  icnformation   very   attempt   been   maade   o  ith   present   ucp-­‐to-­‐date.15 15 -24 11 .16 75 -.   ccuracy.   or  timeliness.40 20 .-45 186.2.16 88.10 7 55 -.-78 55. Additional benefits such as annual bonus.10 5 -8 Warehouse/Operations/DC Site Manager 3PL Contract Manager 30 -.-10 8 .12 62 -.15 13 .-97 55.12 15 8 -12 10 .   the   reader’s  is   specific   circumstances   or  gn eeds.   r  other   factors   ould   information   ontained   ere require  that   consideration   of  the   additional   factors   if  any  action   is    to  be  contemplated.22 12 10 -.58 2 .16 102.1.   ny   warranty   f  performance.   In  aiddition.28 National Manager 25 17 25 17 18 25 VP / GM Sales /Sales SalesManager Director/ 41 -.-12 8 . (Cr) = Crores.  etxpressed   or  implied.-14 8 .-20 30 20.   Supply Chain & Logistics 2011/2012 India Salary Survey Report   Supply Chain & Logistics 2011/2012 India Salary Survey Report   3 3 .-10 8 .2.30 20 .   and  hw ithout   arranty   any  kaind.   this   information   from   tiime   to  time   ithout  cn otice   to  tM he   completeness.-10 66 --810 55 --810 5 5.13 Regional Sales Manager / Territory Manager National Sales Manager 25 35 17 24 25 35 17 35 18 23 25 28 12 .-830 National Compliance Manager 6 12 6 10 5 10 5 8 5 8 5 -8 Line-haul Manager . based  upon  this  information.-12 103.30 20 .-615 38 -.  Tohe   r  suitable   the  icncluding   rontact   eader’s   circumstances   or  needs.   this   information   is   obtained   from   records   that   for   rivacy   are  ies   cxpressed   onfidential.730 Branch Manager 6 .   Disclaimer:   provided   by  Logistics   Executive  contained   to  the  reader.-30 22 11. Salary data is shown as a range from low Ð high and is displayed as an Annual Base Salary in Lakhs Per Annum.   business  environment.  Logistics  Executive  assumes  no  obligation  to  inform  the  reader  of  any  changes  in  law.30 CEO / MD / Country Manager 75 Regional Manager 20.11 BD Account ManagerManager (3PL) 15 15 12 12 Key 108 -.-2.12 8 .10   Workshop Manager 4 -6 3 -5 3 -6 3 -5 3 -5 2 -5 Salary data is shown as a range from low Ð high and is displayed as an Annual Base Salary in Lakhs Per Annum.15 6 .  The  reader  should  contact  a  professional  prior  to  taking  any  action   factors   could  affect   information   contained   herein.35 50 30 -.35 17 .-10 8 8 58 -. (Cr) = Crores.   reader   sfor.-10 65.16 102.45 20 .51 2 28 -.5 (Cr) Position Bangalore Hyderabad General Manager 24 .-40 304.   ois  r  ofiitness   for   a  ptarticular   urpose.   The  information   herein   is  general   nature   is  m nade   ot  intended   s.15 815.-830 5 .51 2 Workshop Manager 6 36 -.16 912.13 10 Territory Manager BD Manager (Freight) 7 .35 22 .-35 303. ay    nnot   applicable   o.-15 24 Site Manager 918.   he  reader  also   s  cautioned   hat   this  m aterial   ay   not  obf  e   applicable   o.-10 4 -.-30 3PL Contract Manager 30 45 28 35 30 40 28 35 20 30 20 30 Operations Warehouse/Operations/DC Site 13 .   Tnd   his  ceiurrent   nformation   is  hpas   rovided   s  is.30 20 .   may   e  mtade   ir  n  implied.-716 48 -.-45 28 4 .25 18.30 .51 2 38 -.   expressed   including   any  w arranty   of  pw this  Tinformation   btained   from   records   tphat   for  rm easons   privacy   are  m ctonfidential.17 10 .40 20 20 20 National Manager 620.   Salary data is shown asas a range low company Ð high and is displayed as an Annual Base in Lakhs Per Annum.30 20 .15 45 28 35 30 40 28 35 20 30 20 13 8 .58 35 -.12 7 --12 6 . company vehicles or travel allowances may apply.0 (Cr) 50 .15 8 .48 5 4 26 -.   Tche   reader   also  ois   tfhat   tahis   aterial   marranty   ay   ot   boe   aapplicable   o.88 Manager Import/Export Manager 2 -5 3 -5 2 -5 2 -4 2 -4 2 -4 Import/Export Manager Executive 2 .10 4 -7 4 -8 6 -8 6 -8 5 .  aond   may   based   pon   this  ianformation.  accurate   Disclaimer:     information.4.716 39 --512 48 -.10 6 -9 5 -8 Import/Export Shipping Clerk Manager 3 . Logistics   Executive  is  committed  to  the  highest  standard  and  quality  of  information  and  every  attempt  has  been  made  to  present  up-­‐to-­‐date.   without   of  cahanges   ny   kind.0 .   accurate   this   information   is  obtained   from  tro   hat  for   reasons   o f  epffort   rivacy   are   onfidential.220 10 815.   Disclaimer:     Additional benefits such as annual bonus.-10 General Manager 24 35 22 30 20 35 24 30 20 30 20 Branch Manager 6 .   or  ato   o ther   require   consideration   of  additional   factors   any   action   s  nto   o  obbligation   e  ccontemplated.   ny   ps  erformance.5 16 (Cr) 507 .-55 22.30 Transport National Transport Manager 20 .-30 17 10.20(Cr) 75 14.1.   with   no   uaranty   otf  o  m user.68 5 35 -.16 10 -.5 (Cr) 50 .22 14 .10 Sales & BDManager Sales & BD Branch 10 7 8 8 8 7 VP / GM / Manager Sales Director 416 --50 304.   reader   should   af  rom   p rofessional   prior   tithout   o  taking   any   ction   user.  ianformation   nd  including   should  niot   brovided   e  wcarranty   onstrued   professional   advice   completeness.-830 5 .-45 22 14.  business  environment.com 39 factors  that  could  affect  the  information  contained  herein.35 24 .-40 14 12.   Wshile   every   has   boeen   made  to  oaffer   and  accurate   information.-182 8 -12 8 -12 National Compliance Manager Fleet Manager 56.51 2 3 .   In   addition.-30 12 12.10 5 3 -5 2 -.16 8 .   his   information   p rovided   ats  o  is.45 .0 (Cr) 75 -Delhi 4.   or  iTmplied.   eerformance.15 8 .   While   effort   has   been   mbade   o  ooffer   current   and  accurate   nformation.-57 Marketing Manager 4 7 4 7 3 5 4 7 2 5 33 -.-88 9 5.4. company vehicles or travel allowances may apply.-12 89 .220 812.-40 284 .16 9 .5 (Cr) 50 .-1.-28 VP / GM / Sales Director 41 50 30 40 30 45 35 45 18 23 25 28 Sales & Sales BD Manager National 25 .   Logistics   xecutive   ahssumes   o  boe   bligation   to  itnform   the  reader   f  any   changes   in  law.20 9 .17 5 -8 9 .-88 Air Freight / Sea Freight Manager 102 -.Logistics Service Providers (LSP/3PLÕs) Logistics Service Providers (LSP/3PLÕs) Logistics Service Providers (LSP/3PLÕs) Mumbai Chennai Delhi Bangalore Pune Hyderabad   Position Position Mumbai Chennai Delhi Bangalore Pune Hyderabad CEO / MD / Country Manager 75 .   or  fitness   for   a  particular   pif  urpose.-30 20 3 .-44 22.2.  tw no  guaranty   of   M provided   by   Logistics   xecutive   the   reader.10 520.712 29 .-14 102. (Cr) = Crores.10 5 .0 .-15 12 15 8 .-44 22.57 25 -.-15 8 .   uch  of   information.45 20 .4.-11 5 33.30 20 .14 12 .5 (Cr) 50 .220 815.1.-20 30 20.55 23.5 (Cr) CEO / MD / Country Manager 75Mumbai .-14 8 2.1.-12 5 36 -.   rrors   an   occur.   Logistics   Executive   assumes   to  m inform   the   reader   of  information   any  ccontact   hanges   in   law.

By training we aren’t talking about the traditional definition of the word.” but across all employees. All material is published with due care and in good faith. in turn. to the best knowledge of Logistics Executive. but not necessarily directly related to their current roles. It is imperative that there is a workforce mentality that isn’t afraid of change. offering career developments can be a challenge. and an enjoyable but challenging environment”. A flexible training program and conditions of employment could be interwoven in this model. This would lead to a culture that is capable of dealing with the high amount of change as employees are constantly encouraged. but will create a selfperpetuating cycle of achievement. This could be followed with attraction strategy. Mr. “As organizations get flatter. No part of this publication may be reproduced without the prior permission of Logistics Executive. this has been attributed to improved employment conditions. but this can be tackled in many ways such as offering inter-office transfers. job re-structuring. This could be offered not just to a select group of “high performers. The salary outlook remains positive. a salary inflation war is unsustainable and poses a threat to this employment growth. More employees are moving from 3PL to shipping or consumer sectors.com. but no responsibility will be accepted for omissions. Snapdeal. Mr. is also treating everyone in the business collectively as “the talent”. It will be interesting to observe if the year ahead sees the HR function take up the challenge of redefining company culture as a way of improving the total employee experience. On the flipside. which would allow personal growth on the job. Employees. In the long term. such as formal courses. Allowing employees to be involved in “continuous improvement teams” offers both job satisfaction and better results –“a win-win”. relevant KPI’s linked to bonus schemes. Results published in this report are for the general interest of readers and the industry.com companies like Proctor & Gamble and Google.com and. Winter explains that talent development could encompass a range of options. All rights reserved. It will expose them to new areas. This will attract other likeminded individuals to your organization and enhance employer brand. Companies are using initiatives such as flexible work arrangements. with an above-average incremental increase of 15-25 percent across all levels. typographical. very recently . This would start with the first impression of the company through employment branding. was accurate as at the date of the publication. Disclaimer: Logistics Executive has compiled this report using data from which. career choice options. It more employees are moving from 3pl to shipping or consumer sectors. Yebhi. Logistics Executive disclaims all responsibility for any harm or loss arising from use or otherwise of the information provided within the report. The approach of treating change as an opportunity and not a threat at the micro level is critical as the capacity to keep up with changing markets is paramount for a company’s survival and competitive edge. A way of fostering this culture is to give people in the workplace opportunities to seek out new challenges that will provide them with opportunities to test themselves to new levels of performance and ways to connect with others in the workplace.com have attracted talented employees with an entrepreneurial bent. They provide a sense of job satisfaction by a sense of creating something or setting something up. It could then be overlaid with a social element. conclusion The employment outlook for 2012 looks positive. . A change-ready company will not only have the competitive edge. offered by companies such as Maersk Logistics . meaningful assessments. Winter adds. Rotation policies. including “a real Talent Retention strategy to include structured career development. In this way it would be possible to retain a large pool of staff simply by offering them exposure to new on-the-job skills. this signifies an intense struggle in the war for talent.logisticsweek. This has been attributed to improved employment conditions.< EmploymEnt SpEcial Here we are referring to structuring the whole employee experience. but will embrace it at all levels. Work Balance The Logistics Executive Salary Guide discovered another trend.Junglee. In partnering with their Human Resources teams. so that employees are forward thinking and aren’t just ready for change.offer employees opportunities to gain skills and experience through overseas assignments. and working from home. job rotation and greater delegation of decision-making down the line. The expansions of online companies such as Flipkart. executives will recognize the broader role these teams can play in achieving commercial success. but sees this as an opportunity. would take on responsibility for their own development. Through these measures the focus is all about changing the mindset. or other printing errors or situations that may have taken place after publication. which has proven popular in 40 INDIA | March 2012 | www.com. but to onthe-job learning.