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Sustainability is becoming a strategic priority

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Pushpank Kaushik, CEO, Jassper Shipping, discusses how integrated logistics, digital tools and sustainable transport solutions are transforming cement movement from plant to project site.

The cement industry is increasingly moving from fragmented transportation models to integrated, end-to-end logistics solutions that improve visibility, coordination and efficiency across the supply chain. At the same time, sustainability initiatives and EV-led last-mile delivery are beginning to reshape logistics strategies in heavy industries. Pushpank Kaushik CEO, Jassper Shipping, explains how manufacturers will have to master integrated logistics and use it as a competitive advantage in an increasingly demanding market.

How are integrated end-to-end logistics solutions transforming cement movement from plant to project site in India?
The logistics landscape in India is steadily shifting from fragmented transportation models to fully integrated, end-to-end solutions. Traditionally, cement movement involved multiple intermediaries, leading to inefficiencies, delays, and limited visibility across the supply chain. This challenge is being addressed by streamlining the entire logistics journey from plant to project site under a unified operational framework. Such an integrated approach enhances transparency, reduces handling inefficiencies and improves coordination across all touchpoints.
In infrastructure-driven sectors like cement, where timelines are critical, seamless connectivity plays a key role in preventing delays and ensuring project continuity. Additionally, in the current environment of geopolitical uncertainties, particularly disruptions in key maritime routes such as the Red Sea, a robust, integrated logistics strategy enables faster adaptability and better resource optimisation, ensuring supply chain continuity.

What are the key operational challenges in handling bulk and bagged cement across ports, road networks and last-mile delivery?
Handling cement, both in bulk and bagged form presents several operational challenges across the logistics chain. These include inadequate road infrastructure, port congestion during peak demand periods and weather-related disruptions. At ports, limited mechanisation during high-volume periods can slow down cargo movement, increasing the risk of moisture exposure and product degradation. Jassper mitigates these challenges through its extensive operational expertise and global network. Managing a significant volume of vessel movements annually and working closely with experienced mariners and operators, we ensure precise coordination, efficient cargo handling, and smooth transitions across all logistics stages.

How does multi-modal logistics integration help optimise cost, turnaround time and reliability in cement supply chains?
Multi-modal logistics integration plays a critical role in enhancing efficiency and reliability in cement supply chains. Given India’s diverse geography, reliance on a single mode of transport is neither cost-effective nor operationally resilient. In fact, according to an IBEF report, logistics costs in India account for nearly 13 per cent to 14 per cent of GDP, significantly higher than global benchmarks of 8 per cent to 10 per cent, underscoring the need for more efficient and integrated transport solutions.
By strategically combining sea, rail, and road transportation, a more flexible and optimised logistics network can be created. For instance, leveraging rail or coastal shipping for long-haul movement can significantly reduce costs compared to road-only transport, while also improving transit efficiency. A multi-modal approach also enables better route
planning, minimises bottlenecks, and reduces turnaround time, thereby improving overall operational efficiency and ensuring greater reliability, even in the face of unforeseen disruptions.

What role do digital tools, AI and automation play in improving visibility, coordination and efficiency in logistics operations?
Digitalisation, automation and artificial intelligence (AI) are redefining modern logistics operations. Tools such as real-time tracking systems and AI-powered dashboards enable end-to-end visibility, allowing stakeholders to monitor shipments at every stage and make informed decisions proactively.
Transparency is maintained through continuous updates on shipment status, estimated delivery timelines, and any potential disruptions. At the same time, automation streamlines key processes such as documentation, cargo handling, and fleet management, reducing manual intervention and enhancing overall operational efficiency.
In a volatile global environment, where geopolitical conflicts can impact shipping routes and schedules, AI-driven insights play a crucial role in predicting delays, identifying alternative routes, and enabling proactive decision-making, shifting the industry from reactive to predictive logistics management.

How are sustainability initiatives such as EV-led logistics reshaping last-mile delivery in heavy industries like cement?
Sustainability is increasingly becoming a strategic priority in logistics, particularly in heavy industries such as cement. One of the key transformations is the gradual adoption of electric vehicles (EVs) in last-mile delivery. EV-led logistics solutions are being explored and integrated to reduce carbon emissions and improve overall operational efficiency. Beyond environmental benefits, EVs also help optimise fuel costs and align with regulatory frameworks in major urban markets that prioritise sustainable transportation. While the transition remains gradual, it reflects a broader industry shift towards building greener and more sustainable supply chains over the long term.

How important is port-led logistics and efficient cargo handling in strengthening cement distribution across domestic and export markets?
Port-led logistics is a critical enabler in the cement supply chain, particularly for both domestic distribution and export operations. Efficient cargo handling at ports ensures faster turnaround times, reduced dwell time and seamless connectivity with inland transportation networks. For a maritime-focused organisation like Jassper, port efficiency directly influences service reliability and customer satisfaction. In the current global scenario, where geopolitical developments continue to impact maritime trade routes, efficient port operations become even more crucial. They enable quicker cargo movement, facilitate route adjustments when necessary and ensure continuity of supply across both domestic and international markets.

  • -Kanika Mathur

Concrete

Dalmia Bharat to Buy Jaypee Cement Assets for Rs 28.5 bn

Purchase under Adani led resolution plan valued at Rs 28.5 bn

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Dalmia Bharat will acquire the cement assets of JAL (Jaypee Associates Limited) for Rs 28.5 bn under an Adani led resolution plan, according to company sources. The transaction involves the purchase of manufacturing facilities and associated assets that form part of JAL’s cement operations, and it is framed as a strategic acquisition within a larger insolvency resolution overseen by an Adani group consortium. The move is presented as a consolidation play in a fragmented domestic cement market.

The company indicated that the acquisition will strengthen Dalmia Bharat’s geographic footprint and supply chain, enhancing its ability to serve regional demand and optimise logistics. The assets are expected to complement the purchaser’s existing capacity and provide additional clinker and grinding resources, allowing for potential efficiency gains through integration. Executives have described the deal as aligned with a broader strategy of targeted inorganic growth.

Financially, the headline consideration converts to roughly Rs 28.5 bn, reflecting the resolution price agreed under the plan. The purchase price and related terms are structured as part of the approved resolution framework and are subject to completion formalities. The parties expect customary regulatory clearances and creditor or adjudicatory confirmations to be completed before closing, with standard conditions precedent governing the transfer of assets.

Market observers noted that the deal illustrates ongoing consolidation in the sector, where larger groups are acquiring stressed or non core assets as part of resolution processes. Such transactions are seen as a mechanism to expedite recovery of value while enabling active players to expand capacity without developing greenfield projects. The combination of strategic fit and available asset bases is likely to influence competitive dynamics in specific regional markets.

Upon completion, Dalmia Bharat will integrate the acquired operations into its existing reporting and operational framework, with the intention of preserving operational continuity. Stakeholders will monitor execution on integration, regulatory approvals and the realisation of anticipated synergies as the parties move towards finalising the transfer of assets.

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Concrete

Dalmia Acquires Five Point Two MnTPA Cement Assets in Central Region

Acquisition adds capacity, power and rail access

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Dalmia Cement (Bharat) Limited (DCBL) executed a business transfer agreement on 21 May 2026 to acquire a cement undertaking from Jaiprakash Associates Limited (JAL) and Adani Infra (India) Limited. The assets include plants at Rewa in Madhya Pradesh and Churk, Chunar and Sadwa in Uttar Pradesh with five point two million tonnes per annum (mn tpa) cement capacity and three point three mn tpa clinker capacity, plus 99 megawatt (MW) thermal power and railway sidings. The transaction carries an enterprise value of Rs 28.5 billion (bn).

DCBL, a wholly owned subsidiary of Dalmia Bharat Limited (DBL), will see cement capacity rise to 54.7 mn tpa on completion. Ongoing expansions at Belgaum, Pune and Kadapa are expected to raise capacity to 66.7 mn tpa by the second to third quarter of fiscal 2028. The company said the transaction would be consummated within two weeks.

The deal follows a framework signed in December 2022 to settle long running disputes with JAL, including a long term clinker supply arrangement. Completion was delayed when JAL entered insolvency and the earlier sale did not finalise. Following approval of a resolution plan under the Insolvency and Bankruptcy Code, DCBL executed a fresh business transfer agreement to resolve pending legal and arbitral matters.

Company statements described the acquisition as strategic, accelerating access to central markets compared with a greenfield route and offering scope for expansion through debottlenecking and brownfield investment. Proximity to the company’s captive mines and established vendor relationships should support faster ramp up. The assets should augment EBITDA delivery and enhance returns by enabling entry into newer markets with relatively better prices.

Senior executives said the addition aligned with a long term plan to build a pan India presence and would provide a head start in central markets. They noted that familiarity with the plants under earlier tolling arrangements offers operational insight and strengthens channel relationships, supporting quicker market entry. Management expressed confidence that the assets’ expansion potential would generate value for stakeholders.

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Concrete

Ramco Cements Reports FY26 Revenue Growth And Higher Profit

Net debt reduced as exceptional items boost FY26 earnings

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Ramco Cements reported standalone audited results for FY26 with net revenue of Rs 90,560 million (mn) and profit after tax of Rs 6,940 mn. EBIDTA rose to Rs 14,820 mn and blended EBIDTA per tonne was Rs 788 on a two per cent volume rise to 18.81 million (mn) tonne (t). Cement revenue increased by five per cent and construction chemicals revenue rose by 66 per cent.

Raw material cost per tonne rose to Rs 1,023 from Rs 956 mainly due to a mineral bearing land tax of Rs 160 per t in Tamil Nadu, adding about Rs 86 per t. Power and fuel cost per tonne fell to Rs 1,098 from Rs 1,123 with petcoke mix down to 47 per cent and green power up to 40 per cent.

Profit before tax after exceptional items was Rs 8,790 mn. Net exceptional items were Rs 5,530 mn, including Rs 5,740 mn from sale of surplus land and Rs 200 mn of past service cost. The company monetised Rs 10,980 mn from non core asset sales over the past two years and recorded capex of Rs 9,970 mn, with guidance of Rs 8,000 mn for FY27.

Net debt fell by Rs 8,170 mn to Rs 36,640 mn at 31 March 2026 and cost of debt eased to 7.29 per cent, reducing net debt to EBIDTA to 2.47 times. Management indicated the full impact of higher fuel costs is expected from Q2 FY27, while packing and diesel cost increases will be visible in Q1 FY27. The board has proposed a dividend of Rs two point five zero per equity share and the company flagged risks from elevated fuel and logistics costs, commodity volatility and competitive pricing.

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