Mastering Warehousing Excellence: Optimise, Automate and Dominate

In today’s fast-paced logistics landscape, efficient warehousing is the backbone of supply chain success. A well-optimized warehouse not only boosts productivity but also enhances accuracy, reduces costs, and ensures seamless order fulfillment. By leveraging cutting-edge technology, streamlining processes, and adopting smart inventory strategies, businesses can transform their warehouses into high-performance hubs. From automation and AI-driven insights to sustainable practices and workforce optimization, mastering warehousing excellence is the key to staying competitive in an evolving market. This cover story, enriched with expert insights, delves into strategies that can take your warehouse operations to the next level.

How do you define excellence in warehouse operations, whether in your own business or across the industry? Can you share some examples of the same?

Gopala Krishna, National Head – Supply Chain, Big Basket: Achieving excellence in warehousing operations, especially in e-commerce and quick commerce, is now a fundamental necessity. Over the past 12 years, I’ve witnessed this transformation firsthand at Big Basket, starting from the day we launched our first warehouse. Technology has become the backbone of the entire warehousing process today.

When we initially launched a warehouse, especially in Tier 1 cities, we were focusing on next-day and same day deliveries. Over time, this shifted to two-hour deliveries, and eventually, we expanded to include 50-60 dark stores. Now, we’re offering deliveries in as little as 10 minutes, with around 500 stores in operation. Each area, from the main distribution center to the dark stores, is crucial. Technology is playing a vital role across every aspect, from reducing labour intensity to optimizing space, managing inventory, and ensuring availability.

In the context of e-commerce, excellence might be defined as delivering within two or three days, or the next day. But in the case of quick commerce, where we aim for 10-minute deliveries, the definition shifts to one of speed and efficiency.

When you think about e-commerce, there’s a bit more time to work with, allowing for a slower, more steady process. But in quick commerce, it’s all about speed. In dark stores, you often have only a minute or two to pick, pack, and hand over the order to delivery. Sometimes, you may even have less than a minute. For five-minute delivery windows, you may only have about 30 seconds to pick and pack an order. Time is absolutely critical in ensuring excellence in this business.

Tannistha Ganguly, Global Head – Supply Chain WMS (IT), Kimberly-Clark: I would say that a combination of Strategic Planning, Efficient Resource Management and Effective Utilization of Technology are key to achieving excellence in warehouse operations. While we are all aware of the growing role of technology in warehouse operations across India and other emerging markets, we also must realize that digital transformation in warehousing is not solely about large-scale overhauls; rather it involves optimization of space, processes, resources and ensures greater synchronization. Considering the rapidly increasing volume of goods being handled across supply chains in India, technology is used to timely dispatch and shipping, labour management, warehouse space and occupancy etc. i.e. it is integral to Strategic and Tactical Planning as well as Resource Management.

For instance, in my current sector (FMCG), KPIs such as Pick Efficient and On-Time, In-Full (OTIF) Delivery are critical. If workforce turnover is recurring, then constant training of staff in warehouse processes adds to delays and cost overruns, as compared to implementing advanced routing algorithms and layout optimization tools that ensure continuity and effective cost management. By leveraging intelligent systems, businesses can achieve greater accuracy in order fulfilment, reduce turnaround times, and improve overall warehouse productivity. Ultimately, the integration of technology in warehousing is no longer optional but a necessity for businesses seeking to maintain competitiveness and operational xcellence.

Rajan Ekambaram, Partner, Qwixpert Consulting: In today’s dynamic supply chain landscape, warehousing and fulfilment centers have evolved from being cost centers to strategic enablers of customer satisfaction and business growth. On-Time In-Full (OTIF) is the single most critical metric, ensuring that the right product, in the right condition, reaches customers within the promised time frame. Companies that accurately measure and continuously optimize OTIF—while maintaining cost efficiency—are the ones truly excelling in warehouse operations.

A prime example is Quick Commerce, where warehouses operate with near instantaneous precision. Orders are picked, packed, and handed over to delivery personnel in under two minutes, ensuring 10-minute deliveries with exceptional accuracy. This level of operational excellence is achieved by leveraging technology, streamlined material flow, and robust fulfilment strategies.

In the B2B segment, customer expectations around service levels vary by industry. However, the core principle remains the same—customer-centric KPIs such as on-time delivery, order accuracy, and quality must take precedence over a purely cost-driven approach.

Kapil Premchandani, Founder-Director, KD Supply Chain Solutions: Warehousing has undergone significant evolution over time. Its primary function is to ensure that products ordered by customers are delivered accurately and on time, but delivery timelines can differ from one industry to another. Each industry has its own unique set of needs. For instance, ordering and delivery patterns in apparel differ from those in groceries. Over time, these processes have become more sophisticated, especially as our country transitions from traditional B2B (business-to-business) warehousing to B2C (business-to-consumer) models. This shift is making warehousing operations and delivery timelines even more crucial. As consumers, we care not just about how fast our orders arrive, but also about getting exactly what we ordered. If the products are incorrect or delayed, it indicates that warehousing operations aren’t running efficiently. To me, this is the essence of excellence—guaranteeing the timely delivery of the correct product to the right customer.

How do you leverage data to improve your warehouse operations?

Gopala Krishna: In the fast-paced world of quick commerce (Q-Commerce), where every second counts, automation and data-driven insights are pivotal to success. Quick commerce, the model that focuses on ultra-fast deliveries within minutes, can only thrive when integrated with robust automation and real-time data management systems. While full automation may not be feasible in every part of the process—especially in a country like India—the adoption of automation in critical aspects remains essential.

At the heart of quick commerce operations, automation facilitates speed and accuracy. For instance, in the picking process, a key factor for success is minimizing the time taken from when an order is placed to when it is picked. With an operational goal of picking in two minutes, relying on manual methods such as paper tracking or manual data entry becomes impractical. Automated systems allow orders to be relayed directly to the picker the moment a customer places an order. This instant data transfer ensures that pickers can fulfill orders swiftly and efficiently, meeting the strict time constraints that are characteristic of quick commerce.

However, despite these advancements, challenges remain. While software and technology have automated many aspects of quick commerce—especially in dark stores—there are still areas where manual processes dominate. Hardware solutions, like robots for picking or automated sorters, are not yet widespread. Thus, a balance must be struck between automation and human intervention in the current scenario.

Data serves as the backbone of effective quick commerce operations. With real-time data analysis, businesses can make informed decisions that ensure operational efficiency. Demand forecasting, for example, plays a critical role in managing stock levels, particularly during peak seasons like Diwali. Predicting customer demand accurately is essential, as businesses must strike a fine balance between maintaining sufficient stock to meet demand and avoiding overstocking, which can lead to wasted inventory.

Real-time inventory tracking is another crucial aspect where data provides value. While stock levels may be planned in advance, real-time monitoring helps prevent stockouts. If inventory is running low, the system can alert the team to replenish stock before it becomes an issue. This type of proactive approach ensures that businesses can keep pace with customer expectations without facing supply shortages.

Efficient operations are made possible through the use of real-time dashboards. These dashboards allow managers to monitor the time taken for each step in the order fulfillment process, whether it’s picking, packing, or stacking. By tracking these metrics in real-time, businesses can identify any delays and address them promptly. For example, if a picker takes longer than the expected time to pick an order, management can investigate and make adjustments to streamline the process.

Moreover, space management is a growing challenge as the number of SKUs (Stock Keeping Units) continues to rise. In the early days of e-commerce, warehouses might have handled 5,000–6,000 SKUs, but today that number can easily reach 10,000–15,000. Effective space management is vital in this scenario, as businesses cannot continue to expand their storage space indefinitely. Efficient use of available space ensures that stock can be accommodated within existing infrastructure, without incurring unnecessary costs associated with expanding warehouse capacity.

In short, for quick commerce to succeed, automation and data analytics must work together. While complete automation may not be a reality in all regions or industries today, adopting automation in key areas can significantly improve operational efficiency.

Meanwhile, leveraging data to forecast demand, track inventory, and monitor performance ensures that businesses can act swiftly to maintain high standards of service. As the quick commerce sector continues to grow, these technologies will play an even more prominent role in shaping the future of delivery services.

Tannistha Ganguly: In my opinion, companies in the Supply Chain sector should focus on Data Awareness and Data Strategy if they are to fully capitalize on available resources. Typically, warehouses are integrated with ERPs (creating a link in the B2B context) and as such, large volumes of data flow between ERPs and Warehouse Management Systems (WMS). Most companies in our sector are still focussed on pure report generation and KPI tracking, instead of exploring insight generation from enterprise data.

With AI-based technologies figuratively barging into every sector, the time is ripe for the Supply Chain players to define their enterprise Data Vision and formulate and implement Data Strategies (and not just Technology Stacks). For example, at my current organization, when I initiated a project to compare KPIs and reports between two regional WMS, I found notable discrepancies. While one warehouse was manually processing data via MS XLS with a turnaround period of one week and many errors, the other claimed to have generated real-time insights via Power BI based dashboards. A deep dive into their data showed that the data was 3-4 days old (not real-time), therefore raising questions on which KPIs need to be reported real-time in the first place (turns out 4 or 5 out of 44). While this does have direct IT cost implications, it also raises a bigger question on data awareness and utilization within the organization and points to the need for a balanced Data Strategy.

Rajan Ekambaram: For companies to improve warehouse efficiency, the right digital infrastructure is the foundation. This begins with implementing an ERP and a high-end WMS that not only manages daily operations but also captures granular, actionable data for continuous improvement.

Once a strong digital footprint is in place, companies should focus on harnessing historical and real-time data to drive key operational decisions. Data driven insights can significantly optimize warehouse operations in the areas of

• Product slotting & picking strategies to reduce travel time and improve order fulfilment
• Wave management for efficient batch processing of orders.
• Real-time visibility of order boards, enabling dynamic dispatch and resource planning.
• Cross-docking & dock management, ensuring faster truck turnarounds ? Resource allocation & workforce planning, optimizing labour utilization based on Skill matrix.

Beyond operational efficiency, data driven decision-making plays a pivotal role in warehouse design and automation strategies. Advanced analytics can identify opportunities to redesign layouts, enhance storage density, and introduce automation in infrastructure, leading to substantial efficiency gains.

Warehouse operations have evolved with technology, but the biggest hurdle in adopting Industry 4.0 isn’t access to tech or funds—it’s resistance to changeamong ground staff. How can we overcome this?

Gopala Krishna: Warehouse operations have significantly evolved over the last few decades, primarily due to advancements in technology and new processes. However, one of the biggest challenges in adopting practices like Industry 4.0 in warehouse operations is not access to technology, finances, or even mindset, but rather resistance to change within the operations model, particularly among the ground staff and operators.

Overcoming resistance to change in warehouse operations, particularly among ground staff and operators, requires a structured approach. At Big Basket , successful transitions have been achieved through pilotbased implementation, ensuring new processes like Type-Based Picking and Zone Controllers were introduced gradually. Training and upskilling have  been key to helping Leadership and our Workforce understand the benefits of process improvements, while leadership buy-in and real-time monitoring have ensured smooth adoption. Additionally, data-backed decision-making has played a crucial role in showcasing tangible improvements, such as better fill rates, stock accuracy, and reduced write-offs, thereby building confidence in the new systems.

Tannistha Ganguly: Considering that supply chain has historically been and continues to be a labour-intensive sector, resistance to change, whether to operational models or introduction of new technology, should not come as a surprise. Socio-political influences, misinformation, fearmongering add significantly to this classic project management and change management dilemma. The primary fear of the workforce would be loss of jobs and skills becoming redundant due to new technology. Empathy and transparency are key to building confidence in the workforce about the benefits of technology adoption. Effective change management strategies that include continuous communication and feedback systems, active listening, prior planning of (distributive) training programs (like ‘Train the Trainer’), clear guidelines on new responsibilities and fair compensation are keys to success. It is very important to take the personnel along in this digital transformation, ensure that adequate and empathic handholding be provided during the transition and recognize (and communicate) his/her contribution to the enterprise vision.

Rajan Ekambaram: Many businesses prefer manual operations due to high initial investment and difficulty in justifying ROI, especially when labour is readily available. Additionally, the lack of skilled workforce makes it difficult to implement and sustain automation. While factory warehouses are seeing adoption due to space constraints and labour reduction needs, broader implementation remains selective based on business requirements.

To overcome these challenges, companies must shift from cost-driven to value-driven decision-making, considering long-term ROI. Upskilling the workforce, phased implementation of automation, and targeted investments in high-impact areas like high-volume warehouses can improve adoption.

Kapil Premchandani: That’s an excellent question, and I encounter this issue regularly. I often tell my team about our journey with warehouse operations. We used to run warehouses where we worked from Monday to Saturday. But now, we manage warehouses for e-commerce and other companies that operate 24/7, 365 days a year. There was a time in my career when national holidays like the 15th August and 26th January were considered off-days, and companies had to pay double overtime to get workers to show up. People were also reluctant to work in warehouses, which was a reality I lived through.

I’ve always told my team, “Let’s stop thinking of warehouses as just warehouses. They’re essential services, just like hospitals or fire brigades.” The truth is that most warehouses today are operating 24/7, 365 days a year, because that’s the direction the market is heading. E-commerce has played a huge role in shifting this mindset, especially with customers expecting deliveries even during festivals like Diwali or Holi. Products are only delivered to homes when warehouse operations are running on those days.

There’s also a shift in the mindset of administrators and authorities. For example, when the pandemic hit, the government officials reached out to us to make sure our warehouses were running smoothly so that products get delivered without any hassle. This is a significant shift. However, it’s gradual, as big warehouses are often located in rural areas. Migration and the influx of migrant workers have helped this change, but we’re also building a sentiment within our teams that warehouses are not just operational spaces—they’re essential like hospitals and malls. They are becoming extensions of retail spaces, and this shift in perspective is key to overcoming the resistance to change.

What crucial details should be considered during the warehouse design stage?

Gopala Krishna: At the warehouse design stage, several key factors must be considered. Optimized process flow is essential for seamless FIFO and FEFO-based stocking, while dedicated unstacked and staging areas help prevent inventory discrepancies. Automation integration should be planned from the start, including any RFID/barcode scanning, conveyor systems, and robotic picking, to avoid expensive retrofits. Scalability must also be accounted for, ensuring the infrastructure can handle seasonal SKU pullbacks and format transitions across different store models. Additionally, compliance and safety measures should be embedded into the design to minimize damage write-offs and improve storage efficiency.

Rajan Ekambaram: A data-driven, scientific approach to warehouse design is essential to achieving long-term efficiency and scalability. Beyond immediate operational needs, companies must design warehouses with a 3-5 year horizon, factoring in business growth projections in terms of volume, product mix, and customer demands. This ensures the warehouse remains resilient and adaptable to evolving requirements.

An optimal warehouse design integrates four critical elements:

• Infrastructure – Selecting the right storage systems (racks, mezzanines, AS/RS) and material handling equipment based on storage density and throughput needs.
• Layout – Streamlining space utilization with efficient flow paths for receiving, put-away, picking, and dispatch, minimizing congestion and travel time.
• Processes – Standardizing workflows such as order picking strategies, replenishments, and dock operations to enhance productivity.
• Systems & Technology – Leveraging WMS, automation, and real-time data analytics for visibility, accuracy, and continuous improvement.

A holistic design approach is crucial—many companies focus on isolated elements, leading to suboptimal warehouse performance. By integrating all four elements cohesively, businesses can achieve higher throughput, reduced operational costs, and superior service levels.

Kapil Premchandani: When selecting a warehouse, its design plays a crucial role in making the right decision. Often, companies focus too much on the rental price, but this narrow focus can lead to costly mistakes in the long run. While rental cost is an obvious factor, it’s equally important to consider other key elements like the approach and apron roads in front of the property. These roads are vital for maneuvering containers efficiently.

Opting for a warehouse with a lower rental price—say ?16-18 per square foot—may seem like a good deal. However, this often results in compromised efficiency. Such properties might not be optimized for operations, leading to higher long-term costs. On the other hand, a Grade A warehouse, typically priced at ?23-24 per square foot, offers better infrastructure, leading to greater efficiency in the long run.

This brings us to the broader issue of cost: it’s not just about the acquisition cost but also the operational and maintenance costs. It’s essential to factor in these ongoing expenses when choosing a warehouse. Another often overlooked consideration is the roof’s collateral load capacity. Many businesses prioritize sustainability but fail to check whether the warehouse roof can support additional weight, such as solar panels. Without sufficient load capacity—typically around 55 kg per square meter plus an extra 30 kg—implementing solar solutions could become impractical. This lack of foresight can put companies at a competitive disadvantage, especially when 3PLs in India struggle to meet the complexities of such demands.

The industry must evolve towards a more collaborative and detail-oriented approach. Over the past 15 years, the logistics sector has undergone significant transformation. A case in point is IndoSpace, which faced challenges attracting FMCG clients in the past. However, in the last 5-6 years, this has changed as warehouses themselves have evolved into more sophisticated, manufacturing-like facilities. This shift underscores the growing importance of warehouse design and the need to approach it with a more nuanced understanding, as the demands of modern logistics continue to evolve. The design and functionality of warehouses are no longer secondary considerations; they are central to the efficiency and competitiveness of the entire supply chain.

How much automation should you implement? Is there a return on investment (ROI) for automation? How do you determine the right balance between automation and human labour?

Gopala Krishna: Striking the right balance between automation and human intervention is crucial. At Big Basket, automation has been deployed selectively where it delivers a high ROI, such as TMS tracking for crate logistics, Automated Planogram, etc. Over-automation without a strong business case can lead to excessive costs without proportional gains. Ultimately, warehouse automation should align with a cost-benefit analysis, operational complexity, and long-term scalability, ensuring that investments lead to measurable efficiency improvements.

Kapil Premchandani: The distinction between a warehouse and a mall is not just physical but deeply ingrained in the nature of the workforce. It’s a reflection of the urban-rural divide that we see so clearly today. People, understandably, are more inclined to work in malls — the bustling, customer-facing environment — while there’s a growing scarcity of individuals willing to step into the quieter, more industrial world of warehouses. To address this challenge, we’re increasingly looking to tier III and IV cities, where we can find the workforce needed to keep things running smoothly. However, the true challenge lies not only in filling these roles, but in making workers realize the significance of their labour. Their work is not just a job; it’s a vital cog in the larger machinery of modern commerce. After all, without their effort in picking, sorting, and preparing orders, the products we promise to customers would never make it to their doorsteps. It’s this deeper connection to purpose that we cultivate within our teams — ensuring that every person understands their role in bringing light and convenience into people’s homes.

The advent of automation is not merely a response to the shortage of labour; it is also a necessity born from the escalating cost of land. What was once an affordable 10-12 rupees per square foot rental has now surged to 18-30 rupees per square foot, creating an undeniable pressure to maximize the value of every inch of space. Warehouses are evolving. What was once a horizontal landscape of vast open shelves is now transforming into vertical, multi-layered structures that utilize every available square foot. This shift represents a prime example of automation at work — an elegant solution to an economic reality.

Moreover, the very nature of logistics has transformed. Gone are the days of the simplistic B2B model, where goods moved in bulk from one point to another. Now, we’ve entered an era of precision — where each item is handled with the utmost care and delivered directly to the consumer. The margin for error has all but evaporated; whereas once shipments could be routed to distributors, now each item must be delivered directly, accurately, and without fail. To meet these exacting standards, we rely on the cutting-edge tools that technology and automation provide.

In my view, the world of warehouses is no longer a realm of simple blackand- white efficiency. There is, in fact, a vast spectrum of grey — a nuanced interplay of human effort, technological innovation, and logistical complexity.

And it’s precisely in this gray space where automation and technology shine the brightest, helping us transformambiguity into streamlined, sophisticated operations. This, I believe, is the future we are boldly stepping into.

Why is there a perception built that 3PLs in the country can’t live upto users’ expectations? Where are the gaps lying and how can they be ironed out?

Kapil Premchandani: The decision between managing your own supply chain or outsourcing it to third-party logistics (3PL) providers is often a matter of balancing control and cost. Running your own warehouses offers complete control over processes, inventory, and operations, whereas outsourcing can help keep costs competitive while offering flexibility to respond to varying demand.

The key advantage of outsourcing lies in its flexibility. Demand patterns can be unpredictable, and there are regulatory complexities to consider. For example, operating large warehouses or regional distribution centers often requires multiple licenses—sometimes as many as eight or nine. When launching a new product, do you want to navigate the intricacies of obtaining these licenses, or would you prefer to work with experts who can handle this for you? Outsourcing allows you to focus on your core competencies while leaving regulatory challenges in the hands of professionals.

Consider an example from a company like Mondelez, which faces demand surges during peak seasons, such as Diwali. These spikes require additional warehousing capacity. Managing this internally can stretch resources, but a 3PL provider offers the necessary flexibility to scale operations efficiently. These providers specialize in managing such fluctuations, ensuring smooth and seamless operations during high demand periods.

The optimal approach can vary by industry. For instance, industries like FMCG (Fast-Moving Consumer Goods) and automotive are highly structured, with processes thoroughly documented and minimal returns. In contrast, sectors like e-commerce, particularly apparel, face higher return rates, which requires a different logistics strategy.

Outsourcing your logistics allows you to focus on your core expertise—such as marketing and branding—while entrusting supply chain management to specialists. Warehouses are typically located in rural areas where manufacturing facilities are set up, and managing these facilities requires substantial expertise. It may be more effective to rely on experienced professionals rather than trying to develop this capability in-house.

In response to your second question regarding whether 3PLs can manage the complexities of modern supply chains: While many 3PL providers are highly competent, challenges remain. For example, when handling perishable goods like fruits and vegetables, logistics become more intricate. Products such as tomatoes can experience weight fluctuations as they ripen, raising questions about who bears the cost of these variations. The key to solving such challenges lies in selecting reliable 3PL partners, fostering strong collaboration, and establishing clear standards to ensure smooth operations.

What strategies can be implemented to make warehousing more agile and responsive to changing demands?

Gopala Krishna: Customer expectations have shifted significantly, especially with Gen Z leading the way. Speed is definitely a key factor now, with even small delays becoming a point of frustration. Customers not only want quick delivery but also expect reliability and convenience. For them, it’s about how quickly and dependably a service can meet their needs, and how easily they can access it. Looking ahead, the pace of change in e-commerce and quick commerce will continue to drive innovation. This shift is also creating lots of opportunities in the industry, not just for businesses, but for people looking to contribute to this growing space. There’s a big focus on agility and flexibility, and it’s exciting to think about how this will shape both operational processes and customer experiences in the next decade.

Tannistha Ganguly: As I understand it, warehouse responsiveness is the effect of which agility would be the cause. The more obvious strategies to improve warehouse responsiveness to changing demands (and periodic disruptions) would be closer integration of the order side of supply chain, improving demand forecasting accuracy and building cost-effective contingencies (to ensure consistent supply chain continuity). Agility in the basic 3Ps – People, Process and Platforms – will help achieve these. Supply Chain players will need to invest in deepening and widening of warehouse data and process awareness, through development of intelligent, transparent, and cross-functional data systems, quick adoption of advanced Warehouse Management Systems (WMS) and continuous upskilling/re-skilling of personnel as well as learning to embrace continuous change.

As an example, to improve responsiveness and accuracy of Picking and Put-Away processes, we will be adding Automated Guided Vehicles (AGV) or Autonomous Mobile Robots (AMR) to warehouse operations (agility). To achieve this, we are undertaking not just platform and process changes, but also training our workforce to work alongside the AGV / AMR to improve technology awareness. Warehouse personnel can now focus better on delivering greater value-added services to our customers and drive process and technology change from within warehouse operations.

Rajan Ekambaram: To make warehousing more agile and responsive, companies must first define clear operational boundaries and expectations. A warehouse designed for a three-day fulfillment cycle cannot suddenly shift to a 24-hour model without structural changes. Therefore, an outcome-driven approach—where design, implementation, and operations align with business objectives—is essential. Additionally, investing in the right technology and leveraging data-driven decision-making enhances agility. A flexible operating model that adapts to demand fluctuation, through scalable infrastructure, dynamic slotting, and workforce optimization ensures warehouses remain efficient and responsive to changing business needs.

Where do you foresee the warehousing dynamics shaping up from here on?

Gopala Krishna: Looking ahead, warehousing is evolving toward a hybrid model, balancing dark store setups with large fulfillment centers to optimize efficiency. Predictive inventory management using AI will further reduce overstocking and unstacked inventory issues, while decentralized sourcing models, are expected to minimize reliance on large distribution centers. Additionally, sustainability and cost optimization will play a critical role, with a strong focus on vehicle utilization and inter-hub cost control, as seen in Big Basket’s transportation efficiency initiatives.

Tannistha Ganguly: Interesting days ahead, I must admit. I see greater handshaking between efficiency and innovation and expect some ‘wild’ technological disruptions. Some of the trends that I keep my eye on are around Smart Operations (Inventory Tracking, Warehouse Automation), Wearables and Immersive Reality. Smart Wearables, like VR glasses and voice picking devices will play a major role in inventory management, dispatch and shipping, wastage and dumping reduction, cost-effective heavy equipment training (through simulation) among countless other applications. Sustainability will also gain prominence, with increase in renewable energy consumption at warehouses (with solar panels), usage of compostable pallet wraps, bio-degradable plastics, etc.

In the immediate future, I see the expansion of hubs, multi-modal transport networks, cold-storage infrastructure and sharpening of focus on technology-driven last-mile delivery. I expect larger, more tech-savvy talent pool to join the supply chain sector due to increasing skilling opportunities. Long term capital investments by GoI on infrastructure like Dedicated Freight Corridors, Sagar Mala Projects, Gati Shakti, National Logistics Policy are rapidly improving possibilities for the Supply Chain sector in India. I am optimistic about increased investments, digital innovation, and sustainability initiatives in this sector in 2025-26.

Rajan Ekambaram: Warehousing operations are evolving rapidly, driven by improved road connectivity, increasing supply chain complexity, and rising business expectations. As a result, warehousing is becoming more sophisticated in infrastructure and technology adoption to enhance efficiency, scalability, and service excellence. Three key trends are shaping this transformation:

• Shift Towards Grade-A Warehousing & Intra-Logistics Investments: The rise of Grade-A warehouses—developed by real estate firms—is improving infrastructure standards, with a focus on better safety, sustainability, and operational efficiency. Additionally, businesses are investing in intra-logistics solutions tailored to industry-specific needs.
• Increased Adoption of Automation at Factory locations: Companies are integrating Automated Storage & Retrieval Systems (AS/RS), Autonomous Mobile Robots (AMRs), and conveyors—especially at factory locations—to streamline material movement, reduce labour dependency, and enhance speed of operations.
• Expansion of Micro-Fulfillment Centers & Dark Stores: The quick commerce revolution is driving demand for micro-fulfillment centers and dark stores, strategically located in high-density urban areas. These enable hyperlocal deliveries, ensuring rapid order fulfillment within minutes.

As warehousing operations continue to mature, companies that proactively invest in infrastructure, automation, and data-driven strategies will gain a competitive edge.

Disclaimer: The views and opinions expressed by the experts are solely their own and do not reflect those of any company, organization, or institution.