As India’s logistics sector races towards a projected valuation of US$350 billion by 2030, the country’s air cargo industry is at a pivotal moment. Infrastructure expansion, policy reforms and surging demand from e-commerce, pharmaceuticals and perishables are creating unprecedented growth opportunities. Yet behind the runway upgrades and digitalisation drives lies a quieter but critical challenge: a shortage of industry-ready professionals.
The numbers are stark. India’s logistics sector employs approximately 22 million people today but will require 28 million by the end of the decade (NSDC, 2024). Air cargo volumes are projected to triple to 10 million metric tonnes by 2030 (MoCA, 2023), with pharma alone accounting for 13 percent of exports (Pharmexcil, 2023). The sector’s growth is underpinned by flagship initiatives such as PM GatiShakti, the National Logistics Policy and the Unified Logistics Interface Platform (ULIP). However, these structural investments can only deliver their intended outcomes if matched by an equally capable, skilled workforce.
Bridging the education–industry gap
This is where MyLogistics Gurukul (MLG), with its guiding philosophy of Learn. Transform. Lead., has positioned itself as a catalyst for change. Founded to address the disconnect between academic theory and operational realities, MLG designs programmes that mirror actual air cargo workflows — from airway bill creation and customs submissions to GDP-compliant pharma handling and multimodal coordination.
“Our aim is not just to make candidates employable, but deployable from day one,” says Alpana Chaturvedi, CEO of MyLogistics Gurukul and Chairperson of the ACFI Skill Task Pillar. “The logistics sector is no longer low-tech or back-office; it is the backbone of trade, and the talent pipeline must reflect that reality,” she adds.
MLG’s curriculum is co-created with freight forwarders, ground-handling agents, airline cargo teams and technology providers, ensuring immediate industry relevance. Trainees undergo simulated cargo operations, site visits to cargo terminal operators (CTOs) and inland container depots (ICDs), and hands-on exposure to digital platforms such as e-AWB systems. This approach has delivered measurable results — employer partners report 40–50 percent faster onboarding and reduced error rates for MLG-trained hires.
Targeting high-value and high-compliance verticals
The professionalisation challenge is particularly acute in specialised cargo segments. India’s pharma exports, valued at over US$25 billion, demand strict adherence to Good Distribution Practices (GDP), while the perishables trade requires precise temperature control and time-critical delivery.
MLG addresses this through targeted modules: GDP-focused pharma cargo handling, cold-chain operations and real-time coordination for e-commerce and express airfreight. Trainers — drawn from industry veterans — use case studies to simulate operational challenges, instilling both technical competence and a compliance-first mindset.
This is especially significant for air cargo operators, where a single compliance lapse can lead to cargo rejection, regulatory penalties or reputational damage. By producing graduates already trained in global SOPs and safety protocols, MLG reduces the costly lag between hiring and productive contribution.
Embedding digital competence
In a sector undergoing rapid digitisation, technology readiness is no longer optional. IATA data shows global e-AWB adoption at around 85 percent, but India remains behind due to limited frontline digital literacy. Platforms such as ULIP are transforming multimodal visibility, yet their impact depends on user capability.
MLG has embedded digital fluency into every stage of training. Learners work with simulated airline booking systems, cargo management portals and customs clearance software. Beyond operational proficiency, they are trained to interpret data dashboards, enabling data-backed decision-making — critical in time-sensitive air cargo environments.
The outcome is a workforce that can adopt new platforms up to 40 percent faster than peers, with some graduates leading digitisation projects in their organisations within their first year.
Industry integration as a force multiplier
MLG’s strong network includes memberships with ASSOCHAM, CII, FICCI, IFCCI and ACFI. Through these associations, it channels policy updates, regulatory shifts and market insights directly into its curriculum. Operational tie-ups with cargo terminal operators, ground-handling firms and logistics parks give learners direct exposure to live cargo operations, bridging the experiential gap that often hampers entry-level professionals.
During the COVID-19 vaccine rollout, MLG trained over 500 SpiceJet employees in cold-chain management — a case study in rapid-response capacity building during a national emergency. Such interventions highlight the institution’s role not just in training for steady-state operations, but in preparing the workforce for high-stakes, mission-critical logistics.
Extending reach to India’s emerging cargo hubs
The expansion of India’s airport network — from 74 operational airports in 2014 to 157 in 2024, with targets of up to 400 by 2047 — has shifted the logistics map. New cargo hubs are emerging in tier-2 and tier-3 cities such as Surat, Nagpur and Bhubaneswar. Yet these regions often lack formal logistics training infrastructure.
MLG’s hybrid delivery model — combining online modules, virtual classrooms and localised workshops — ensures that candidates in smaller cities receive the same quality of instruction as their metro counterparts. By working with local operators for placements, MLG also reduces relocation costs for employers and retains talent within regional economies.
Measuring impact and looking ahead
Since its inception, MLG has trained over 10,000 professionals, achieving an 85 percent placement rate within 90 days of course completion. Certifications are aligned with national skill frameworks, ensuring credibility and recognition.
Looking ahead, MLG aims to align its certifications with international bodies such as FIATA, ICAO and WCO, creating mobility pathways for Indian professionals in global markets. Its vision is to brand logistics as a career of choice, positioning it alongside technology and finance in aspirational value for India’s youth.
A call to action for industry leaders
The institution’s message to policymakers and industry leaders is unequivocal: investment in infrastructure must be matched by investment in human capital. Cargo terminals equipped with advanced systems will only deliver full value if manned by professionals capable of leveraging them.
“The future of Indian air cargo will not just be defined by capacity and connectivity, but by competence,” says Chaturvedi. “If we make learning, inclusivity and professional pride the most valuable cargo we move, we can set a global benchmark in logistics excellence.”
For an industry seeking to maintain competitiveness in an increasingly regulated, technology-driven and customer-demanding global environment, the case for structured, scalable and industry-integrated training has never been stronger. MyLogistics Gurukul’s model offers a blueprint for how India can meet its air cargo ambitions — not just by building runways, but by building readiness.
