• Mahindra Logistics has adapted to volatile global conditions by expanding dedicated freighter operations and charter services, ensuring consistent delivery of pharmaceuticals and high-value goods across conflict-affected and underserved regions.
• Humanitarian logistics are central to operations, with shipments routed through alternative European hubs and controlled last-mile networks to reach areas such as Ukraine and Gaza, bypassing commercial limitations.
• Strategic investment in cold chain infrastructure, compliance with India’s National Logistics Policy, and scalable chartering capabilities position Mahindra Logistics to grow internationally while maintaining resilience and reliability under crisis conditions.

Global supply chains have rarely faced the level of disruption witnessed in recent years. From pandemic-induced capacity shortages to the cascading effects of the Russia–Ukraine conflict and the ongoing crisis in Gaza, logistics operators have been forced to redefine what resilience truly means. In India, few companies embody that transformation as visibly as Mahindra Logistics, whose growing air cargo and cold chain operations have become a lifeline for pharmaceutical shipments into some of the world’s most challenging destinations.

Saurav Chakraborty, Head Cross Border and CEO LORDS Freight at Mahindra Logistics,  asserted that, “The last three and a half years have been nothing short of transformational for the air cargo industry.” “We have seen demand–supply mismatches, capacity constraints, and new geopolitical flashpoints—each forcing us to rethink how we move essential goods like medicines and vaccines across volatile regions.”

Air cargo in the age of disruption

The pandemic left behind a fundamentally altered air freight landscape. Bellyhold capacity—once the backbone of international cargo movement—collapsed as passenger flights were grounded, driving a rapid shift toward dedicated freighters. While global networks have since recovered, lingering instability continues to shape operations.

“In certain corridors, particularly those impacted by conflict, freighter capacity has become critical,” Saurav explained. “You can’t always depend on scheduled passenger services when you’re sending life-saving drugs into a war zone.”

The company has seen growing demand along unconventional trade lanes such as the CIS region, Latin America, and Africa, where supply remains sparse and regulatory environments fragmented. “There is a very real opportunity to deploy mid-size freighters—A330s or 757s with 50-tonne capacities—on dedicated routes between India and hubs like São Paulo or Mexico City,” he noted. “The demand is there; what’s missing is consistent supply.”

Delivering into conflict zones

Perhaps the most striking aspect of Mahindra Logistics’ recent operations lies in its humanitarian reach. In the absence of direct commercial links to Ukraine, the company has been routing pharmaceutical shipments through nearby European gateways such as Poland and Latvia, using multimodal last-mile networks to reach Kyiv and surrounding areas.

“Medicines are beyond politics,” Saurav stressed. “Even during war, life-saving drugs must move. Geography cannot be a barrier.”

He recounted how Mahindra Logistics and its partners identified alternate corridors early in the conflict. “We’ve been using hubs like Riga and Warsaw for nearly three years now. From there, we rely on controlled road networks, sometimes under active humanitarian coordination, to deliver shipments safely.”

The approach is similar for other volatile regions. In the Middle East, Mahindra Logistics has worked with UN agencies to facilitate limited shipments to Egypt—currently the most accessible corridor into Gaza. “It’s not a commercially driven initiative,” Saurav clarified. “It’s about finding solutions when every conventional channel is closed.”

The company’s earlier experience during the Afghan crisis, when it operated (Passenger-to-Freighter) conversions using smaller aircraft to deliver medical supplies, has strengthened its operational playbook for emergency logistics. “We used passenger aircraft filled with loose cartons—737s, even smaller planes—just to make sure aid reached on time,” he recalled.

Chartering and capacity growth

Beyond crisis response, Mahindra Logistics is now betting heavily on air chartering as a strategic growth pillar. The company aims to expand its B2B chartering services for e-commerce and high-value cargo, building on its strong pharma credentials.

“Chartering gives us flexibility and control,” Saurav explained.

“We’re positioning widebody aircraft such as B777s and B747s—each carrying over 100 tonnes—for major e-commerce clients moving goods from Hong Kong to Europe, the US, and Latin America. This will be our key focus area over the next five years.”

He added that Mahindra Logistics plans to increase its freight forwarding tonnage organically by 30–40 percent CAGR annually, underscoring its ambition to transition from a mid-sized forwarder to a global player. “India remains our core market, but we are scaling outward—responsibly and gradually,” he said.

Cold chain and policy alignment

At home, Mahindra Logistics’ role in strengthening India’s pharmaceutical and perishable cold chain aligns with the country’s National Logistics Policy and PM Gati Shakti framework. The company continues to advocate for investments in airport cool-chain infrastructure, including temperature-controlled dollies and digitised ramp handling to minimise temperature excursions.

“Even now, the ramp is the weakest link,” Saurav admitted. “Cool dollies are an improvement, but they’re not foolproof. We need airport operators, regulators, and logistics providers to work in tandem to make end-to-end temperature assurance a reality.”

That collaboration, he suggested, will be critical if India is to position itself as a trusted pharma export hub, particularly as global demand for temperature-sensitive products accelerates.

Resilience as the new benchmark

In an era defined by conflict, climate risks, and volatile trade routes, Mahindra Logistics’ strategy encapsulates a broader industry truth: that logistics can no longer be judged by speed alone. The ability to deliver consistently under crisis conditions has become the defining metric of performance.

“Resilience is not a slogan,” Saurav concluded. “It’s about finding ways to deliver, even when everything else breaks down. That’s what keeps the supply chain alive—and that’s what defines the future of air cargo.”