Concrete

Smart Logistics is Rewriting Rules of Competition

Published

2 months ago

April 13, 2026

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Professor Procyon Mukherjee explains how end-to-end logistics, driven by network redesign, digital control towers and multimodal integration, is emerging as the primary lever of competitive advantage in the cement industry.

On the surface, cement is a commodity business—heavy, low-margin, and seemingly undifferentiated. But beneath that simplicity lies one of the most complex logistics challenges in global industry. Moving raw materials, clinker, and finished cement across vast geographies—often under volatile demand and razor-thin margins—means that logistics is not just a support function. It is the strategy.
In many markets, logistics accounts for up to 30 per cent of total cost. The implication is stark: companies that redesign their end-to-end logistics—from inbound flows to last-mile delivery—can fundamentally alter their competitive position. Across India, Europe, and China, leading cement players are doing exactly that. Their playbook offers a powerful lesson: the future of cement lies not in production efficiency alone, but in logistics intelligence.

From plant-centric to market-centric networks
For decades, cement companies designed their networks around limestone availability. Plants were built near quarries, and finished cement was transported long distances to markets. This model, while logical from a production standpoint, created massive outbound logistics costs.
Indian cement companies have begun to challenge this logic. The shift: decoupling clinker production from cement grinding. Clinker plants remain near limestone reserves, but grinding units are increasingly located close to consumption centers.

Case in point: India’s split-network model
Leading players such as UltraTech and Shree Cement have invested heavily in grinding units near urban demand clusters. The result:
• Lead distances reduced from 400–500 km to nearly 100–150 km
• Freight costs per ton significantly lowered
• Faster response to regional demand spikes
The insight is simple but powerful: move semi-finished goods (clinker), not finished goods (cement).
European players took a different but equally effective route.
Case: Port-centric logistics in Europe
Companies like Holcim and Cemex use
coastal shipping to move clinker and bulk
cement to strategically located port terminals. These terminals act as processing and distribution hubs. This model delivers:
• Lower inland transportation costs
• Flexibility to serve multiple markets
• Reduced carbon footprint through maritime transport

China, operating at an entirely different scale, has optimised networks through density and integration.
Case: China’s regional cluster model
Large producers coordinate production and distribution across tightly integrated regional
clusters, supported by rail and inland waterways. Centralised planning systems dynamically allocate supply across markets.
The common thread across all three regions is unmistakable: network design has shifted from production efficiency to market responsiveness.

The overlooked lever: Inbound logistics
While outbound logistics gets most of the attention, inbound flows—limestone, coal, gypsum, and alternative fuels—are equally critical. Yet, many companies still treat inbound logistics as a static function. In almost all firms inbound is still separate from outbound organisationally. Leaders are taking a different approach.

Case: Conveyor and short-haul rail systems (India and China)
Instead of relying on trucks, companies are investing in conveyor belts and dedicated rail links between quarries and plants. This reduces:
• Transportation cost variability
• Fuel dependency
• Operational disruptions

Case: Alternative fuel logistics (Europe)
European cement companies are aggressively using biomass and waste-derived fuels. This requires reverse logistics networks to collect, process, and transport waste materials. The payoff:
• Lower fuel costs
• Reduced emissions
• Greater supply resilience
The emerging principle: inbound logistics is not just about cost—it is about securing continuity and flexibility in production.

Winning the last mile
If inbound logistics ensures production continuity, outbound logistics determines market success.
Cement demand is fragmented, unpredictable, and often time-sensitive. Construction sites require reliable, just-in-time delivery. Delays can halt projects, making service reliability a key differentiator.

Case: Direct-to-site delivery in India
Cement companies are increasingly bypassing traditional dealer networks for large customers, delivering directly to construction sites. This model:
• Reduces handling and damage
• Improves delivery predictability
• Strengthens customer relationships

Case: Ready-Mix Concrete (RMC) integration
The rise of RMC has transformed cement logistics into a service business. Cement is no longer just transported—it is integrated into time-sensitive delivery cycles. This requires:
• Tight coordination between batching plants and delivery trucks
• Real-time scheduling
• Minimal buffer times
The lesson: logistics is no longer about moving products—it is about delivering outcomes.

The digital backbone: Real-time data
Perhaps the most transformative shift in cement logistics is the adoption of real-time data systems. Historically, cement supply chains operated with limited visibility. Dispatch decisions were often reactive, based on static plans and delayed information. That is changing rapidly.
Case: Holcim India’s Transport Analytics Centre
Holcim has built a centralised system connecting tens of thousands of trucks across its network. The platform tracks:
• Vehicle location
• Route efficiency
• Driver behaviour
• Fuel consumption
This enables dynamic routing, improved safety, and lower emissions.

Case: Dalmia Cement’s smart fleet management
Dalmia uses GPS-enabled tracking and analytics to optimise fleet utilisation. Real-time insights allow:
• Faster dispatch decisions
• Reduced idle time
• Improved on-time delivery

Case: Integrated Transport Management Systems (global)
Leading companies are deploying end-to-end TMS platforms that connect:
• Plants
• Warehouses
• Transporters
• Customers

The impact:
• Significant reduction in delivery delays
• End-to-end visibility
• Better coordination across stakeholders
The shift is profound: from fragmented logistics operations to centralised, data-driven control towers.

Inventory: From buffers to flow
Inventory has traditionally been the safety net of cement supply chains. Companies maintained high stock levels at depots to manage demand uncertainty.
But this came at a cost:
• High working capital
• Storage inefficiencies
• Risk of obsolescence

Leaders are now rethinking this approach.
Case: IoT-enabled inventory management (India)
Companies like ACC have deployed sensors in silos and warehouses to monitor stock levels in real time. This enables:
• Continuous visibility
• Automated replenishment
• Reduced stockouts and excess inventory

Case: Predictive replenishment (Europe and China)
Using demand forecasting models, companies dynamically adjust inventory levels across their networks. The result:
• Lower inventory holding costs
• Improved service levels
• Faster response to demand fluctuations
The new model is clear: inventory is no longer a buffer—it is a flow variable optimised in real time.

Multimodal logistics: the cost advantage
Given cement’s low value-to-weight ratio, transportation mode selection is critical.
Case: Ambuja Cement’s captive port strategy (India)
Ambuja has invested in ports and ships to move bulk cement and clinker along India’s coastline.
Benefits include:
• Lower transportation cost per ton
• Reduced dependency on road transport
• Improved delivery reliability
Case: Inland waterways in Europe and China
Both regions extensively use rivers and canals for bulk transport, significantly reducing costs and emissions. The takeaway: cost leadership in cement increasingly depends on multimodal integration.

Sustainability as strategy
Logistics is also central to the cement industry’s decarbonisation efforts.
Case: LNG-powered trucks (India)
Companies are experimenting with cleaner fuels to reduce emissions in road transport.
Case: CO2 transport networks (Europe)
As carbon capture technologies scale, logistics networks are being designed to transport captured CO2 for storage or reuse. Sustainability is no longer a compliance issue—it is becoming a source of competitive advantage.

Conclusion
In an industry where margins often hover in the single digits, logistics is no longer a back-end efficiency lever—it is the profit engine. With logistics accounting for 20 per cent to 30 per cent of total cement costs, even a 5 per cent to 10 per cent optimisation can expand EBITDA margins by 150–300 basis points—a swing large enough to redefine market leadership. Companies that have invested in network redesign, multimodal transport, and real-time control towers are already seeing double-digit reductions in freight costs and 20 per cent to 30 per cent improvements in delivery reliability. The implication is clear: in cement, the next wave of competitive advantage will not be mined from quarries—it will be engineered through smarter, faster, and more intelligent logistics networks.

About the author:
Professor Procyon Mukherjee, ex-CPO Lafarge-Holcim India, ex-President Hindalco, ex-VP Supply Chain Novelis Europe, has been an industry leader in logistics, procurement, operations and supply chain management. His career spans 38 years starting from Philips,
Alcan Inc (Indian Aluminum Company), Hindalco, Novelis and Holcim. He authored the book, ‘The Search for Value in Supply Chains’. He serves now as Visiting Professor in SP Jain Global, SIOM and as the Adjunct Professor at SBUP.

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Concrete

Cement Makers Reaffirm Commitment to Sustainable Growth

Published

6 days ago

June 5, 2026

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World Environment Day spotlight on innovation and circularity

On World Environment Day, the Indian cement industry reiterated its commitment to supporting India’s climate ambitions through sustainable manufacturing, resource efficiency and the adoption of cleaner technologies.

The Cement Manufacturers’ Association (CMA) said the sector remains aligned with the Government of India’s Net Zero commitments and is accelerating efforts to reduce its environmental footprint while supporting the country’s infrastructure and development agenda.

Parth Jindal, President, CMA and Managing Director, JSW Cement, said the industry is increasingly adopting cleaner technologies, improving energy efficiency and expanding the use of alternative fuels and raw materials. He also highlighted the growing importance of circular economy practices, where industrial by-products and waste streams from one sector are utilised as resources in another.

“The Indian Cement Industry is aligned to the Government’s commitments on carbon mitigation and is accelerating the adoption of cleaner technologies, resource efficiency and circular economy practices while actively exploring the potential of Carbon Capture, Utilisation and Storage (CCUS) as a critical pathway for deep decarbonisation,” said Jindal.

He added that coprocessing industrial waste and by-products helps conserve natural resources, reduce disposal requirements and lower the environmental footprint across multiple sectors.

According to Jindal, sustainability is no longer limited to manufacturing processes but is increasingly influencing investment decisions, innovation strategies and long-term growth plans within the industry.

Echoing similar views, Dr Raghavpat Singhania, Vice President, CMA and Managing Director, JK Cement, said sustainable development extends beyond emissions reduction and must also focus on responsible resource utilisation and waste minimisation.

“Sustainability in the built environment cannot be measured by emissions alone. It is equally about how efficiently we use resources, how effectively we minimise waste and how responsibly we create the infrastructure that will serve future generations,” said Singhania.

He noted that the cement industry is advancing its sustainability agenda through greater resource efficiency, increased circularity, technological innovation and continuous improvements in manufacturing practices. As a key contributor to India’s infrastructure development, the sector has a critical role to play in balancing economic growth with environmental responsibility.

On the occasion of World Environment Day, industry leaders reaffirmed their commitment to supporting India’s climate goals while delivering the materials required for resilient, durable and sustainable infrastructure.

Concrete

Building a Greener Future Together

Published

7 days ago

June 4, 2026

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Environmental sustainability requires immediate action, not just long-term commitments and discussions. Recycling, circular economy practices, and technology-driven waste management can help industries reduce environmental impact while supporting sustainable growth.

Author: Jignesh Kundaria, Director and CEO, Fornnax Technology

World Environment Day serves as an important reminder that environmental sustainability can no longer remain confined to discussions, reports, or long-term commitments. The environmental challenges facing the world today demand immediate, measurable, and collective action. Across industries and communities, waste generation continues to outpace our ability to process it responsibly, placing increasing pressure on ecosystems, natural resources, public health, and the well-being of future generations.

One of the most significant shifts required today is a change in how society perceives waste. Rather than being viewed as a material to be discarded, waste must be recognised as a valuable resource that can contribute to both economic growth and environmental protection when managed through the right technologies and systems. This mindset forms the foundation of the circular economy model that countries across the world are increasingly adopting to reduce landfill dependence, recover valuable materials, and create more sustainable industrial ecosystems.

India has made meaningful progress in strengthening awareness around sustainability, recycling, and environmental responsibility over the past decade. Significant efforts are being made to formalise the recycling sector through improved infrastructure, technology adoption, policy implementation, and broader stakeholder participation. These developments are creating a stronger foundation for responsible waste management and resource recovery across the country.

However, achieving long-term environmental impact requires collaboration from all stakeholders. Industries, policymakers, technology providers, and communities must work together with greater accountability to strengthen recycling ecosystems, encourage responsible waste management practices, and create sustainable outcomes through consistent execution rather than temporary interventions.

As someone closely associated with the recycling industry, I firmly believe that technology will play a decisive role in addressing future environmental challenges. Advanced recycling systems have the potential to recover valuable resources, reduce pollution, minimise landfill burdens, and conserve energy, creating a more sustainable future for generations to come. This belief is deeply reflected in Fornnax’s motto, “Committed to Create a Green Future,” which embodies our commitment to building long-term environmental value through innovation and responsible action.

At the same time, technology alone cannot deliver meaningful change. Real progress requires intent, awareness, participation, and a shared sense of responsibility. Sustainable development can only be achieved when innovation is supported by collective action and a genuine commitment to environmental stewardship.

On this World Environment Day, let us move beyond conversations and take meaningful steps towards creating a cleaner, greener, and more sustainable planet. By embracing innovation, strengthening recycling ecosystems, and acting responsibly today, we can create lasting environmental impact and secure a better future for generations to come.

Concrete

JK Lakshmi Advances LC3 Cement Expansion

Company highlights commercial production and research partnerships

Published

1 week ago

June 1, 2026

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The meeting reviewed progress in limestone calcined clay cement (LC3) technology and its commercial adoption in India’s cement sector, focusing on low-carbon alternatives to conventional binders. JK Lakshmi Cement noted that limestone calcined clay cement can reduce carbon dioxide emissions by up to 40 per cent compared with conventional cement and said this reduction supports industry decarbonisation. The company highlighted that it was among the first two cement manufacturers in India to move LC3 into commercial production after the Bureau of Indian Standards approved the technology as a cement standard.

Vinita Singhania said the transition of LC3 from research to commercial production reflected collaboration between industry, academia and international institutions. Maya Tissafi acknowledged JK Lakshmi Cement’s role in advancing LC3 adoption in India and its contribution in taking the technology from laboratory trials to commercial implementation. Both representatives underlined the growing relevance of sustainable construction materials as India expands infrastructure and urban development.

The meeting explored continued collaboration with Swiss research institutions such as EPFL, EMPA and ETH Zurich alongside Indian academic partners and development organisations. JK Lakshmi Cement has been associated with the LC3 initiative since 2014 and worked with EPFL, IIT Delhi, IIT Madras, Development Alternatives and Technology and Action for Rural Advancement. The company conducted one of the earliest industrial trials of LC3 and recently announced commercial production of Green Pro LC3 cement from its Jaykaypuram plant in Rajasthan.

India remains the world’s second-largest cement producer and expansion of infrastructure, urbanisation and housing demand continue to support long-term sector growth, increasing interest in low-carbon technologies. The company reported an annual turnover of more than Rupees (Rs) 60 bn and current cement capacity of about 18 million (mn) tonnes (t) per annum, with a target of reaching 30 million (mn) tonnes (t) by 2030. Apart from grey cement, the company also makes ready-mix concrete, gypsum plaster, wall putty, primers, adhesives and fly ash blocks, and both sides concluded on the need for continued collaboration to develop sustainable construction solutions.