
Region:Asia
Author(s):Naman Rohilla
Product Code:KROD4207
October 2024
91



The Indian 3PL market is dominated by a combination of local and global players, with a notable presence of both domestic logistics companies and multinational corporations. This competition is driven by the demand for comprehensive service offerings that include transportation, warehousing, distribution, and freight management. Companies are leveraging technology, innovation, and strategic partnerships to strengthen their foothold in the market.
| Company Name | Year Established | Headquarters | No. of Warehouses | Fleet Size | Technology Integration | Key Clients | Revenue | Service Diversification |
|---|---|---|---|---|---|---|---|---|
| DHL Supply Chain | 1969 | Bonn, Germany | - | - | - | - | - | - |
| Mahindra Logistics | 2000 | Mumbai, India | - | - | - | - | - | - |
| Blue Dart Express Ltd. | 1983 | Mumbai, India | - | - | - | - | - | - |
| Gati Ltd. | 1989 | Hyderabad, India | - | - | - | - | - | - |
| Delhivery | 2011 | Gurgaon, India | - | - | - | - | - | - |
Over the next five years, the India Third-Party Logistics (3PL) market is expected to witness robust growth, driven by the expansion of e-commerce, increasing demand for organized warehousing, and continued government support for infrastructure development. The implementation of the National Logistics Policy will further streamline operations and reduce costs, benefiting logistics companies and their clients. Key trends anticipated include the adoption of green logistics practices, increasing reliance on technology for supply chain optimization, and the growing importance of last-mile delivery solutions to meet the rising consumer expectations for faster deliveries. The rising prominence of reverse logistics in the e-commerce sector will also provide additional growth avenues for 3PL companies.
| By Service Type |
Dedicated Contract Carriage (DCC) Domestic Transportation Management (DTM) International Transportation Management (ITM) Warehousing and Distribution Freight Brokerage |
| By End-User Industry |
Retail and E-commerce Healthcare and Pharmaceuticals Automotive Consumer Goods Food and Beverage |
| By Transportation Mode |
Road Rail Air Sea |
| By Region |
North India South India West India East India |
| By Logistics Type |
Asset-Based Logistics Non-Asset-Based Logistics |
1.1. Definition and Scope
1.2. Market Taxonomy
1.3. Market Growth Rate
1.4. Market Segmentation Overview
2.1. Historical Market Size
2.2. Year-On-Year Growth Analysis
2.3. Key Market Developments and Milestones
3.1. Growth Drivers
3.1.1. Growth of E-commerce (Impact of increasing online shopping trends)
3.1.2. Expansion of Manufacturing Sector (Rising demand from automotive, electronics, and consumer goods)
3.1.3. Government Initiatives (Make in India, National Logistics Policy)
3.1.4. Technological Advancements (IoT, automation, AI in logistics)
3.2. Market Challenges
3.2.1. Infrastructure Bottlenecks (Challenges in connectivity, last-mile delivery)
3.2.2. Rising Operational Costs (Fuel costs, labor wages, real estate prices)
3.2.3. Regulatory Complexity (Compliance with multi-modal transportation laws)
3.3. Opportunities
3.3.1. Growing demand for Cold Chain Logistics (Expansion in healthcare and food industries)
3.3.2. Penetration into Tier 2 and Tier 3 Cities (Increased regional expansion)
3.3.3. Growth of Reverse Logistics (Returns management from e-commerce)
3.4. Trends
3.4.1. Adoption of Green Logistics (Sustainability initiatives in transportation and warehousing)
3.4.2. Digitalization of Supply Chains (Use of TMS and WMS for efficient logistics)
3.4.3. Omni-channel Retailing (Integration of multiple retail channels into logistics operations)
3.5. Government Regulations
3.5.1. GST Impact on Logistics Sector
3.5.2. National Logistics Policy (Enhancing supply chain efficiency)
3.5.3. Tax Incentives and Subsidies for Logistics Infrastructure
3.6. SWOT Analysis
3.7. Stakeholder Ecosystem (Supply chain participants – Shippers, carriers, forwarders, and customs brokers)
3.8. Porter’s Five Forces Analysis
3.9. Competitive Ecosystem
4.1. By Service Type (In Value %)
4.1.1. Dedicated Contract Carriage (DCC)
4.1.2. Domestic Transportation Management (DTM)
4.1.3. International Transportation Management (ITM)
4.1.4. Warehousing and Distribution
4.1.5. Freight Brokerage
4.2. By End-User Industry (In Value %)
4.2.1. Retail and E-commerce
4.2.2. Healthcare and Pharmaceuticals
4.2.3. Automotive
4.2.4. Consumer Goods
4.2.5. Food and Beverage
4.3. By Transportation Mode (In Value %)
4.3.1. Road
4.3.2. Rail
4.3.3. Air
4.3.4. Sea
4.4. By Geography (In Value %)
4.4.1. North India
4.4.2. South India
4.4.3. West India
4.4.4. East India
4.5. By Logistics Type (In Value %)
4.5.1. Asset-Based Logistics
4.5.2. Non-Asset-Based Logistics
5.1. Detailed Profiles of Major Companies
5.1.1. DHL Supply Chain
5.1.2. Mahindra Logistics
5.1.3. Blue Dart Express Ltd.
5.1.4. Gati Ltd.
5.1.5. Transport Corporation of India
5.1.6. Allcargo Logistics Ltd.
5.1.7. Delhivery
5.1.8. TVS Supply Chain Solutions
5.1.9. FedEx India
5.1.10. Xpressbees
5.1.11. DTDC Express Ltd.
5.1.12. Rivigo
5.1.13. SafeExpress Pvt. Ltd.
5.1.14. Ecom Express
5.1.15. SpotOn Logistics Pvt. Ltd.
5.2. Cross Comparison Parameters (Market Share, Network Coverage, No. of Warehouses, Fleet Size, Service Diversification, Key Client Industries, Revenue)
5.3. Market Share Analysis
5.4. Strategic Initiatives (New Product Launches, Partnerships, Expansion Plans)
5.5. Mergers and Acquisitions
5.6. Investment Analysis (Key Investments, Public Offerings, Private Equity)
5.7. Venture Capital Funding
5.8. Government Grants for Logistics Sector
5.9. Private Equity Investments
6.1. Compliance with Logistics and Supply Chain Laws
6.2. Certifications and Standards for 3PL Providers
6.3. Import/Export Regulations and Compliance
7.1. Future Market Size Projections
7.2. Key Factors Driving Future Market Growth
8.1. By Service Type (In Value %)
8.2. By End-User Industry (In Value %)
8.3. By Transportation Mode (In Value %)
8.4. By Geography (In Value %)
8.5. By Logistics Type (In Value %)
9.1. TAM/SAM/SOM Analysis
9.2. Customer Cohort Analysis
9.3. Marketing Initiatives for 3PL Providers
9.4. White Space Opportunity Analysis
This step involved constructing a stakeholder ecosystem map of the India Third-Party Logistics (3PL) market. Through extensive desk research, we identified critical variables, including warehousing needs, transportation modes, and supply chain complexities across key industries like e-commerce and pharmaceuticals.
We conducted a thorough analysis of historical data to assess the revenue generation in the 3PL market. This included evaluating the market penetration of 3PL services within key industries, and compiling data on service quality and customer satisfaction metrics.
Key market hypotheses were developed and validated through consultations with industry experts from major logistics firms. This step ensured the reliability of market projections and revenue estimates by incorporating insights from operational and financial experts.
The final step synthesized data from primary and secondary sources, validating the findings through bottom-up research. Our analysis involved direct consultation with 3PL providers to gather insights on warehousing solutions, transportation networks, and service diversification strategies.
The India Third-Party Logistics (3PL) market is valued at USD 19 billion, driven by the rapid expansion of e-commerce and increasing demand for organized warehousing.
Challenges in the India Third-Party Logistics (3PL) market include rising operational costs, infrastructure bottlenecks, and regulatory complexity, all of which impact the efficiency of logistics operations across India.
Major players in the India Third-Party Logistics (3PL) market include DHL Supply Chain, Mahindra Logistics, Blue Dart Express Ltd., Gati Ltd., and Delhivery, each dominating due to their expansive service offerings and technological advancements.
Key growth drivers in the India Third-Party Logistics (3PL) market include the expansion of e-commerce, rising demand from the manufacturing sector, and increasing adoption of technology in logistics operations.
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