CINXE.COM
India’s postpandemic logistics sector: The need for technological change | McKinsey
<!DOCTYPE html><html dir="ltr" lang="en"><head><meta charSet="utf-8"/><meta name="viewport" content="width=device-width, initial-scale=1.0"/><meta http-equiv="X-UA-Compatible" content="IE=edge"/><script async="" src="//sandbox.piano.io/xbuilder/experience/load?aid=cJo8WPy0su"></script><script></script><script>var McKinsey = {"ArticleTemplate":"Legacy","DaysSinceCMSPublication":"2","DisplayDate":"12/14/2021","OriginalPublicationDate":"12/14/2021","SitecoreId":"{792F2003-5D54-4498-82B5-F15E0AACA183}","Title":"India’s postpandemic logistics sector: The need for technological change","ArticleType":"Article","ContentType":"Article","ServerNumber":"","IsPageRestricted":"true","UserID":"","RegistrationDate":"","LoginStatus":"logged_out","JobTitle":"","CompanyName":"","blogTags":null,"enableRegWall":false}; var pageMetaInformation = {"CurrentLanguage":"en","AlternateLanguages":[{"DisplayName":"English","LanguageCode":"en","Url":"/industries/logistics/our-insights/indias-postpandemic-logistics-sector-the-need-for-technological-change"}],"NavigationLink":"industries","ActiveItemId":"{A95AE915-1A77-4B66-A03E-E5D0EA51163B}","OfficeCode":"","MiniSiteId":"{B2234264-9621-478E-981E-CB433846FED6}"};</script><link rel="icon" href="/favicon.ico"/><link href="https://www.mckinsey.com/redesign/resources/css/styles-rc.css" rel="stylesheet"/><link rel="manifest" href="/manifest.json"/><link rel="dns-prefetch" href="//cdn.dynamicyield.com"/><link rel="dns-prefetch" href="//st.dynamicyield.com"/><link rel="dns-prefetch" href="//rcom.dynamicyield.com"/><link rel="dns-prefetch" href="//cdn.cookielaw.org"/><link rel="preconnect" href="//assets.adobedtm.com"/><link rel="preconnect" href="//connect.facebook.net"/><link rel="preconnect" href="//static.hotjar.com"/><link rel="preload" as="font" href="/next-static/fonts/bower/Bower-Bold.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/regular/McKinseySans-Regular.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/medium/McKinseySans-Medium.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/light/McKinseySans-Light.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/italic/McKinseySans-Italic.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/light-italic/McKinseySans-LightItalic.woff2" type="font/woff2" crossorigin=""/><link rel="preload" as="font" href="/next-static/fonts/mckinsey-sans/medium-italic/McKinseySans-MediumItalic.woff2" type="font/woff2" crossorigin=""/><meta name="apple-itunes-app" content="app-id=674902075"/><link rel="apple-touch-icon" sizes="57x57" href="/next-static/images/mck-touch-icon-57x57.png"/><link rel="apple-touch-icon" sizes="72x72" href="/next-static/images/mck-touch-icon-72x72.png"/><link rel="apple-touch-icon" sizes="114x114" href="/next-static/images/mck-touch-icon-114x114.png"/><link rel="apple-touch-icon" sizes="144x144" href="/next-static/images/mck-touch-icon-144x144.png"/><link rel="apple-touch-icon" sizes="152x152" href="/next-static/images/mck-touch-icon-152x152.png"/><link rel="apple-touch-icon" sizes="167x167" href="/next-static/images/mck-touch-icon-167x167.png"/><link rel="apple-touch-icon" sizes="180x180" href="/next-static/images/mck-touch-icon-180x180.png"/><meta content="no-referrer-when-downgrade" name="referrer"/><meta content="McKinsey & Company" property="og:site_name" name="site_name"/><meta content="India’s postpandemic logistics sector: The need for technological change" property="og:title" name="title"/><meta content="COVID-19 has reinforced the case for long-awaited structural reforms, but implementing them could be difficult." property="og:description" name="description"/><meta content="https://www.mckinsey.com/industries/logistics/our-insights/indias-postpandemic-logistics-sector-the-need-for-technological-change" name="url" property="og:url"/><meta content="index,follow,all" name="robots"/><meta content="https://www.mckinsey.com/~/media/mckinsey/industries/travel%20logistics%20and%20infrastructure/our%20insights/indias%20postpandemic%20logistics%20sector%20the%20need%20for%20technological%20change/cover_image_color_1_thumb_1536x1536.jpg" property="og:image" name="image"/><meta content="{792F2003-5D54-4498-82B5-F15E0AACA183}" name="sid"/><link href="https://www.mckinsey.com/industries/logistics/our-insights/indias-postpandemic-logistics-sector-the-need-for-technological-change" rel="canonical"/><meta content="Monthly Highlights" name="practice-name"/><meta content="N02" name="practice-code"/><meta content="summary_large_image" name="twitter:card"/><meta content="@mckinsey" name="twitter:site"/><title>India’s postpandemic logistics sector: The need for technological change | McKinsey</title><meta content="Insights & Publications" name="sections"/><meta content="India&rsquo;s postpandemic logistics sector: The need for technological change" name="twitter:title"/><meta content="COVID-19 has reinforced the case for long-awaited structural reforms, but implementing them could be difficult." name="twitter:description"/><meta content="Article" property="contenttype" name="contenttype"/><meta content="https://www.mckinsey.com/~/media/mckinsey/industries/travel%20logistics%20and%20infrastructure/our%20insights/indias%20postpandemic%20logistics%20sector%20the%20need%20for%20technological%20change/cover_image_color_1_thumb_1536x1536.jpg?mw=677&car=42:25" name="twitter:image"/><meta content="India’s postpandemic logistics sector: The need for technological change" name="twitter:image:alt"/><meta content="public" name="accesslevel"/><meta content="false" name="excludefromclientlink"/><meta content="article" name="articletype"/><meta content="2021-12-14T00:00:00Z" name="itemdate"/><meta content="Monthly Highlights | Article | December 14, 2021" name="searchresults-tags"/><script type="application/ld+json">{"@context":"https://schema.org","@type":"Article","url":"https://www.mckinsey.com","publisher":{"@type":"Organization","name":"McKinsey & Company","logo":{"@type":"ImageObject","url":"https://www.mckinsey.com/~/media/Thumbnails/Mck_Logo"}},"mainEntityOfPage":{"@type":"WebPage","@id":"https://www.mckinsey.com/industries/logistics/our-insights/indias-postpandemic-logistics-sector-the-need-for-technological-change"},"datePublished":"2021-12-14T00:00:00Z","dateCreated":"2021-12-07T18:12:46Z","dateModified":"2021-12-14T00:00:00Z","heading":"India’s postpandemic logistics sector: The need for technological change","image":"https://www.mckinsey.com/~/media/mckinsey/industries/travel%20logistics%20and%20infrastructure/our%20insights/indias%20postpandemic%20logistics%20sector%20the%20need%20for%20technological%20change/cover_image_color_1_thumb_1536x1536.jpg","description":"COVID-19 has reinforced the case for long-awaited structural reforms, but implementing them could be difficult."}</script><meta name="next-head-count" content="57"/><meta name="next-font-preconnect"/><script src="" id="gtag-manager" data-nscript="beforeInteractive"> (function(w, d, s, l, i) { w[l] = w[l] || []; w[l].push({ 'gtm.start': new Date().getTime(), event: 'gtm.js' }); var f = d.getElementsByTagName(s)[0], j = d.createElement(s), dl = l != 'dataLayer' ? '&l=' + l : ''; j.async = true; j.src = 'https://www.googletagmanager.com/gtm.js?id=' + i + dl; f.parentNode.insertBefore(j, f); })(window, document, 'script', 'dataLayer', 'GTM-NJ7TLQ2W'); </script><script src="" id="onetrust-wrapperchecker" data-nscript="beforeInteractive">function OptanonWrapperChecker() {}</script><link rel="preload" href="/_next/static/css/b4162f37e49d8081.css" as="style"/><link rel="stylesheet" href="/_next/static/css/b4162f37e49d8081.css" data-n-g=""/><link rel="preload" href="/_next/static/css/263b89d6f62640b6.css" as="style"/><link rel="stylesheet" href="/_next/static/css/263b89d6f62640b6.css" data-n-p=""/><link rel="preload" href="/_next/static/css/b9ab7b649e8aa36e.css" as="style"/><link rel="stylesheet" href="/_next/static/css/b9ab7b649e8aa36e.css"/><link rel="preload" href="/_next/static/css/72fc56b1fbe032aa.css" as="style"/><link rel="stylesheet" href="/_next/static/css/72fc56b1fbe032aa.css"/><link rel="preload" href="/_next/static/css/fef859298b7853ea.css" as="style"/><link rel="stylesheet" href="/_next/static/css/fef859298b7853ea.css"/><link rel="preload" href="/_next/static/css/5e45d445fc213154.css" as="style"/><link rel="stylesheet" href="/_next/static/css/5e45d445fc213154.css"/><noscript data-n-css=""></noscript><script defer="" nomodule="" src="/_next/static/chunks/polyfills-5cd94c89d3acac5f.js"></script><script src="https://cdn.cookielaw.org/scripttemplates/otSDKStub.js" data-document-language="true" type="text/javascript" data-domain-script="915b5091-0d7e-44d2-a8c4-cf08267e52fe" defer="" data-nscript="beforeInteractive"></script><script defer="" src="/_next/static/chunks/281.b4ac7d01a30ec2f7.js"></script><script defer="" src="/_next/static/chunks/6731.9bccca8a7edb0704.js"></script><script defer="" src="/_next/static/chunks/2354.05223bcb67691d75.js"></script><script defer="" src="/_next/static/chunks/8578.dc4586056e5a019b.js"></script><script defer="" src="/_next/static/chunks/8391.9f0f27f73b780083.js"></script><script src="/_next/static/chunks/webpack.a343cb3226d712c3.js" defer=""></script><script src="/_next/static/chunks/framework.62bbe2ca94854a85.js" defer=""></script><script src="/_next/static/chunks/main.51e10588adc949ca.js" defer=""></script><script src="/_next/static/chunks/pages/_app.efd8da288ba65325.js" defer=""></script><script src="/_next/static/chunks/3b1baa31.cd6cdac6158774d8.js" defer=""></script><script src="/_next/static/chunks/7d0bf13e.8f3383787afb45af.js" defer=""></script><script src="/_next/static/chunks/1354.c34ddc4bd7c986c8.js" defer=""></script><script src="/_next/static/chunks/408.f1e6dcef6986b377.js" defer=""></script><script src="/_next/static/chunks/pages/%5B%5B...path%5D%5D.2cb258dc537b206e.js" defer=""></script><script src="/_next/static/HAWIP_-4P2XCs-cXbjj_H/_buildManifest.js" defer=""></script><script src="/_next/static/HAWIP_-4P2XCs-cXbjj_H/_ssgManifest.js" defer=""></script><script src="/_next/static/HAWIP_-4P2XCs-cXbjj_H/_middlewareManifest.js" defer=""></script> <script>(window.BOOMR_mq=window.BOOMR_mq||[]).push(["addVar",{"rua.upush":"false","rua.cpush":"false","rua.upre":"false","rua.cpre":"false","rua.uprl":"false","rua.cprl":"false","rua.cprf":"false","rua.trans":"","rua.cook":"false","rua.ims":"false","rua.ufprl":"false","rua.cfprl":"false","rua.isuxp":"false","rua.texp":"norulematch","rua.ceh":"false","rua.ueh":"false","rua.ieh.st":"0"}]);</script> <script>!function(a){var e="https://s.go-mpulse.net/boomerang/",t="addEventListener";if("False"=="True")a.BOOMR_config=a.BOOMR_config||{},a.BOOMR_config.PageParams=a.BOOMR_config.PageParams||{},a.BOOMR_config.PageParams.pci=!0,e="https://s2.go-mpulse.net/boomerang/";if(window.BOOMR_API_key="TURRK-8ADJT-WDUC5-TC32E-KV9ND",function(){function n(e){a.BOOMR_onload=e&&e.timeStamp||(new Date).getTime()}if(!a.BOOMR||!a.BOOMR.version&&!a.BOOMR.snippetExecuted){a.BOOMR=a.BOOMR||{},a.BOOMR.snippetExecuted=!0;var i,_,o,r=document.createElement("iframe");if(a[t])a[t]("load",n,!1);else if(a.attachEvent)a.attachEvent("onload",n);r.src="javascript:void(0)",r.title="",r.role="presentation",(r.frameElement||r).style.cssText="width:0;height:0;border:0;display:none;",o=document.getElementsByTagName("script")[0],o.parentNode.insertBefore(r,o);try{_=r.contentWindow.document}catch(O){i=document.domain,r.src="javascript:var d=document.open();d.domain='"+i+"';void(0);",_=r.contentWindow.document}_.open()._l=function(){var a=this.createElement("script");if(i)this.domain=i;a.id="boomr-if-as",a.src=e+"TURRK-8ADJT-WDUC5-TC32E-KV9ND",BOOMR_lstart=(new Date).getTime(),this.body.appendChild(a)},_.write("<bo"+'dy onload="document._l();">'),_.close()}}(),"".length>0)if(a&&"performance"in a&&a.performance&&"function"==typeof a.performance.setResourceTimingBufferSize)a.performance.setResourceTimingBufferSize();!function(){if(BOOMR=a.BOOMR||{},BOOMR.plugins=BOOMR.plugins||{},!BOOMR.plugins.AK){var e=""=="true"?1:0,t="",n="bdpnbeqxgy4diz5teyka-f-0e29305b7-clientnsv4-s.akamaihd.net",i="false"=="true"?2:1,_={"ak.v":"39","ak.cp":"19387","ak.ai":parseInt("285213",10),"ak.ol":"0","ak.cr":3,"ak.ipv":4,"ak.proto":"http/1.1","ak.rid":"d41272a","ak.r":37669,"ak.a2":e,"ak.m":"a","ak.n":"essl","ak.bpcip":"8.222.208.0","ak.cport":46186,"ak.gh":"23.53.33.206","ak.quicv":"","ak.tlsv":"tls1.2","ak.0rtt":"","ak.0rtt.ed":"","ak.csrc":"-","ak.acc":"bbr","ak.t":"1739793940","ak.ak":"hOBiQwZUYzCg5VSAfCLimQ==BzvMtChFy9c0MTzLrREOC204tc44QSvWhS3SCiLl+O0JyV2N563UxJVsuukaRFlTEiUefFVHC+lkADSEzi64wFTvtxtj4ItFtnbYWsCMC9kQZT//PB63KSqueTtdztQnrv5PsXc7cYBbG4krprCWp6gGwbNepj7cEP+9M3ILivVDtWQT37LX1PEvBw+yVy6prS2oAztThDpctEn+IIkKsh8jvXpQFrofIOBYz7MCv1wm8bv5NMFz0PJ/6OUckHW6HsplZ1PjBdhopa0e3Nod+1HFRvuSGRf6GQKDm8pq/VCDvwv7yPglqQbTPIhiDia1+pddD5SNJ4VSjpoVvYAEA4rAsmKttLkRqYyvCOMUYXLouDBXkqgDqKs24NutqqfmWi+UUJEJJV50o4xAoS6eJKUqulSoT7mAcH7rw5OTRRA=","ak.pv":"597","ak.dpoabenc":"","ak.tf":i};if(""!==t)_["ak.ruds"]=t;var o={i:!1,av:function(e){var t="http.initiator";if(e&&(!e[t]||"spa_hard"===e[t]))_["ak.feo"]=void 0!==a.aFeoApplied?1:0,BOOMR.addVar(_)},rv:function(){var a=["ak.bpcip","ak.cport","ak.cr","ak.csrc","ak.gh","ak.ipv","ak.m","ak.n","ak.ol","ak.proto","ak.quicv","ak.tlsv","ak.0rtt","ak.0rtt.ed","ak.r","ak.acc","ak.t","ak.tf"];BOOMR.removeVar(a)}};BOOMR.plugins.AK={akVars:_,akDNSPreFetchDomain:n,init:function(){if(!o.i){var a=BOOMR.subscribe;a("before_beacon",o.av,null,null),a("onbeacon",o.rv,null,null),o.i=!0}return this},is_complete:function(){return!0}}}}()}(window);</script></head><body><noscript><iframe title="Google Tag Manager" src="https://www.googletagmanager.com/ns.html?id=GTM-NJ7TLQ2W" height="0" width="0" style="display:none;visibility:hidden"></iframe></noscript><div id="__next" data-reactroot=""><div class="Layout_mck-c-skipbar__K684J"><a data-component="mdc-c-link" href="#skipToMain" class="mdc-c-button___U4iY2_8032924 mdc-c-button--primary___Ed-lT_8032924 mdc-c-button--size-medium"><span class="mdc-c-link__label___Pfqtd_8032924">Skip to main content</span></a></div><main class="mck-o-container--outer" data-layer-region="body" role="main" id="skipToMain"><div data-component="mdc-c-module-wrapper" data-module-theme="dark" data-module-background="deep-blue" data-module-category="AnchoredHero" class="ArticleDefault_mck-c-article-default__SfYQE"><style></style><div data-component="mdc-c-background-image" class="mdc-c-bg-image___GJdv1_8032924 background-image-article-default ArticleDefault_mck-c-article-default__parallax-container__fZ7Iq"></div><div class="ArticleDefault_mck-c-article-default__gradient__Uu21n"></div><div class="ArticleDefault_mck-c-article-default__wrapper-content__XOe9C"><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-col-lg-12"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_8032924 mdc-u-grid-col-lg-start-1 mdc-u-grid-col-lg-span-10"><div><h1 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-2 mck-u-animation-slide-down ArticleDefault_mck-c-article-default__heading__bv6rL"><div>India’s postpandemic logistics sector: The need for technological change</div></h1></div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__description__sjoe9"><div><time datetime="2021-12-14T00:00:00Z">December 14, 2021</time> | Article</div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-7 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-10"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-5"><div class="mck-u-links-inline">COVID-19 has reinforced the case for long-awaited structural reforms, but implementing them could be difficult.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Findustries%2Ftravel%20logistics%20and%20infrastructure%2Four%20insights%2Findias%20postpandemic%20logistics%20sector%20the%20need%20for%20technological%20change%2Findias-postpandemic-logistics-sector-the-need-for-technological-change_finalfinal.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_8032924" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="indias-postpandemic-logistics-sector-the-need-for-technological-change_finalfinal" data-layer-report-name="indias-postpandemic-logistics-sector-the-need-for-technological-change_finalfinal>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--size-md___yi5fA_8032924 mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_8032924"> (10 pages)</span></a></div></div></div></div> <p><strong>Since the COVID-19 crisis began,</strong> it has affected almost all business operations in every sector and every part of India. Logistics has been particularly hard-hit, without which only certain cottage industries may function. Even before the second wave of the disease began, in the spring of 2021, the pace of recovery was unclear. In 2019, the McKinsey Global Institute (MGI) <a href="/featured-insights/asia-pacific/riding-the-next-growth-wave-of-logistics-in-india-and-china">predicted that India’s logistics sector would expand</a> at a compound annual growth rate of more than 10 percent, from $200 billion in early 2020 to at least $320 billion in 2025. Unfortunately, the sector’s future is much more uncertain now than it was when MGI made that forecast.</p> <p>Although the picture is constantly evolving, there are things that we already know and things that we know we don’t know. The known unknowns, such as the pace of the recovery, will become less opaque over time. No doubt the sector also faces unknown unknowns, but that is always true, so they shouldn’t prevent Indian companies from assessing the problems and acting to correct them. In this paper, we consider solutions for warehousing and transport.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924 mdc-c-link-container--display-column___X0HDD_8032924 SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_8032924 mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_8032924" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--default___f-hQM_8032924 mdc-c-icon--size-md___yi5fA_8032924 mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_8032924 mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--radial___y3csX_8032924 mdc-c-icon--size-xxl___cL3ZT_8032924 mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>About the authors</div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body">This article is a collaborative effort by <a href="/our-people/knut-alicke">Knut Alicke</a>, Sumit Dutta, K Ganesh, Ramanath KB, and Hanish Yadav, representing views from McKinsey’s Operations Practice.</div></div></div></div></div></div> <p>In the warehousing function, as we explain, companies could consider shrinking their product mix, allocating more inventory to essential items, reducing nonessential inventory, and introducing innovative packaging and materials-handling processes to reduce levels of human contact. In the transport function, the key steps for consideration are making tactical choices among less than truck loads (LTL), full truck loads (FTL), and milk runs for delivering goods and using efficient multimodal transportation more extensively.</p> <p>Looking ahead, logistics players in every function can adopt digital technologies to stay relevant.</p> <h2>The impact of COVID-19 and the near-term prognosis</h2> <p>One thing we do more or less know is the pandemic’s impact so far on two key functions of the logistics sector: warehousing and transportation. In the near term, estimating demand, allocating capacity, and distributing products across sectors and regions remain difficult challenges.</p> <h3>Warehousing</h3> <!-- --> <p>Even in good times, very difficult and sophisticated inventory-management decisions are needed to manage inventory stored in warehouses. Ordering and maintaining appropriate quantities is now harder than ever because traditional forecasting techniques have become ineffective: experienced buyers make decisions to purchase raw materials, but that experience may count for less in a radically changed country and world.</p> <p>Given these strong headwinds, most companies could shrink their product mix to allocate warehousing to the most essential items in their portfolio. Producers of nonessentials in particular could continue to minimize their inventories, which significantly increase their holding costs and take up valuable warehouse space. But for essential items, the ongoing uncertainty around supply means that it might make more sense for producers to keep inventories high than to risk stockouts. In any case, just-in-time approaches to scheduling may not work, at least in the near future.</p> <p>Not surprisingly, the pandemic has made many companies question if large regional warehouses are really the best way to keep supply chains agile; smaller warehouses at more locations could be a better response to uncertainty.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="004c76b6-1210-4ccc-aa5b-c0d4a81add74"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="004c76b6-1210-4ccc-aa5b-c0d4a81add74" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“Emerging trends in warehousing segment post Covid-19 lockdown,” <em>Financial Express</em>, May 29, 2020, financialexpress.com.</span></span></span></a></span> Lockdown restrictions have also forced companies to ask themselves whether distribution centers could maintain service levels more effectively than a warehouse system can. Such centers may certainly make it more fruitful to deploy the latest technology.</p> <p>In the future, India’s warehousing industry may enjoy higher demand as producers shift their focus away from China and toward other Asian countries, including India itself. But one thing is certain: warehouses must reduce the amount of human contact involved in handling materials. As a result, demand for innovative packaging and materials-handling processes is rising throughout the supply chain. Companies that lease space in warehouses, for example, are demanding more streamlined and automated processes. Those that have their own facilities must implement such processes as well.</p> <h3>Transportation</h3> <p>COVID-19 has forced India to restrict the movement of goods across government-defined zones and across states, so the use of suboptimal routes has increased. Meanwhile, a shortage of drivers raised truck-rental costs by a staggering 56 to 74 percent.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="09d06078-6c4b-42f3-a233-3a46f21976ff"><sup class="FootNote_footnotesup__e73z_">2</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="09d06078-6c4b-42f3-a233-3a46f21976ff" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Pallavi Nahata, “Coronavirus lockdown: Truck rentals jump as drivers ply back empty trucks,” Bloomberg, April 10, 2020, bloombergquint.com.</span></span></span></a></span> For these and other reasons, logistics functions may remain open to all options during and after the pandemic, so they will have to act nimbly.</p> <p>The way companies use FTLs, LTLs, and milk runs, for example, is changing. In the supply chains of fast-moving consumer goods and some other products, milk runs are more efficient because they can effectively aggregate demand across several different SKUs and companies. To become more responsive to changing demand, companies are also increasing their use of LTLs.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="64ad5191-7faf-4d24-bf17-30b5cf2dfa5d"><sup class="FootNote_footnotesup__e73z_">3</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="64ad5191-7faf-4d24-bf17-30b5cf2dfa5d" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“COVID-19 & domestic shipping: How to be proactive vs. reactive,” Mohawk Global, April 15, 2020, mohawkglobal.com.</span></span></span></a></span> Strategically choosing when to use LTLs, FTLs, and milk runs to meet demand is one of the key decisions that must be made, and the principles that guided them before the pandemic have been overtaken by events.</p> <p>A related trend—the rising importance of last-mile deliveries for e-commerce—has been underway for years, but COVID-19 has intensified it. Since the pandemic started, consumers around the world, and certainly in India, have been shopping online in much larger numbers, particularly for groceries. In fact, demand on India’s online grocery-shopping portals surged last year by up to 80 percent, just as their operational capacity fell by half.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="29165eb1-2e41-4a5f-8278-67c39e8738a0"><sup class="FootNote_footnotesup__e73z_">4</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="29165eb1-2e41-4a5f-8278-67c39e8738a0" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Sangeeta Tanwar, “How India’s food and grocery startups staged a comeback after initial Covid-19 blues,” Quartz India, April 27, 2020, qz.com.</span></span></span></a></span> That, however, is a short-term problem. The long-term one is that logistics for last-mile deliveries must continue to rely on small, informal truck companies that lack the resources or sophistication to use modern methods. To stay relevant in the postpandemic next normal, all logistics partners will have to keep up with the shift to digital.</p> <p>Of course, trucks dominate transportation in India’s logistics sector. But during the lockdown’s most stringent phases, railways have been the only mode of transport that operated without restrictions and could thus convey goods and commodities across the country at almost prepandemic levels.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="88eec62b-16c0-4b98-a77a-e9d51a41572a"><sup class="FootNote_footnotesup__e73z_">5</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="88eec62b-16c0-4b98-a77a-e9d51a41572a" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Nishant Sharma, “Railways expects to earn more from freight this fiscal despite Covid-19 outbreak,” Bloomberg, June 20, 2020, Bloombergquint.com.</span></span></span></a></span> The railways have chiefly moved essential products: the need for a constant supply of them is pressing, and the output of nonessential goods has fallen because the businesses that manufactured and sold such products shut down as a result of continuing restrictions in place. In February 2021, for the first time since the pandemic’s onset, Indian Railways saw year-on-year revenue growth, signaling, at least for a time, the return of pre-COVID-19 levels of operation.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="a786eb09-0a58-4d0e-95e7-f613e07771c2"><sup class="FootNote_footnotesup__e73z_">6</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="a786eb09-0a58-4d0e-95e7-f613e07771c2" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“1st time post Covid-19 pandemic, Indian Railways freight revenue surges to Rs 98,000 crore,” Zee Business, February 14, 2021, zeebiz.com</span></span></span></a></span></p> <p>Air shipping had taken a huge hit because air travel was in effect frozen or limited until only recently. In the past, a significant percentage of all air-freight shipments flew in the underbellies of passenger planes. Since most of them had been grounded, airline companies couldn’t afford frequent air-freight flights even for essential items. However, airline cargo operations are expected to recover to pre-COVID-19 levels by the beginning of 2022.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="d7ad5153-ee98-42a4-a838-1b25080cc04a"><sup class="FootNote_footnotesup__e73z_">7</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="d7ad5153-ee98-42a4-a838-1b25080cc04a" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">“Air cargo volume revives despite capacity worries,” Mint, Oct 8, 2021, livemint.com</span></span></span></a></span></p> <p>One saving grace of the current crisis is that it has given India its best opportunity to shift toward multimodal transport—typically rail, supplemented by trucks for moving shipments to their final destinations. The government could encourage the transport of aggregated assortments of goods by rail not only to promote cheaper, faster multimodal freight transport but also to ease the pressure on road networks.</p> <h3>Pain points</h3> <p>In December 2019, several months before the crisis hit, McKinsey and the Indian Institute of Logistics<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="66548123-1eac-4f71-8818-1038ca768ae4"><sup class="FootNote_footnotesup__e73z_">8</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="66548123-1eac-4f71-8818-1038ca768ae4" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">A center of excellence of the Confederation of Indian Industries.</span></span></span></a></span> conducted a comprehensive survey of the country’s manufacturing companies.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="ddf40545-9dde-41fb-a85e-bc7dc876feec"><sup class="FootNote_footnotesup__e73z_">9</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="ddf40545-9dde-41fb-a85e-bc7dc876feec" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">The survey included 190 executives from 60 manufacturing companies representing a wide cross-section of industries, including automotive, fast-moving consumer goods, life sciences, steel, and telecommunications. Of these 60 companies, 40 percent had revenues of more than $200 million, and half had more than 800 employees.</span></span></span></a></span> One of the goals was to identify and understand the key external and internal pain points for logistics functions.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924 mdc-c-link-container--display-column___X0HDD_8032924 SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_8032924 mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_8032924" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--default___f-hQM_8032924 mdc-c-icon--size-md___yi5fA_8032924 mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_8032924 mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--radial___y3csX_8032924 mdc-c-icon--size-xxl___cL3ZT_8032924 mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>Warehousing and transportation: How to remove the pain points</div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p><strong>Best practices and greater collaboration</strong> could not only improve the way the logistics sector’s warehousing and transportation functions serve their customers but also increase the bottom line.</p> <h3>Warehousing</h3> <p>In the COVID-19 era and beyond, as we have seen, it is more important than ever to determine the appropriate mix of regional and central warehouses. To get it right, companies must take into account factors such as delivery lead times, the importance and frequency of demand, the material value of products, and the impact of warehouse configurations on capital and operating expenditures and on the customer experience. (Fewer regional warehouses could increase the frequency of milk runs and therefore costs, for example, but more warehouses could increase delivery lead times.) The other crucial best practice for the warehouse function is to estimate warehousing and packaging costs by tracking suitable KPIs, such as warehousing overhead per ton, daily handling costs per full-time employee, and packaging costs per product price.</p> <p>Warehousing can benefit from closer collaboration with materials management by taking advantage of its access to service-level agreements with customer-service units. These agreements can help warehousing determine the relative importance of demand in specific regions or zones—which is now, of course, more problematic than ever. Transport functions can help warehousing to map central and regional warehouses by providing access to agreements with logistics service providers.</p> <h3>Transportation</h3> <p>Best-practice transport functions use rail for inbound shipments of high-volume products with low variable consumption and for outbound shipments of high-volume products with low variable demand. A simple product segmentation based on volumes and volatility can help to identify appropriate products. Another best practice—that has been particularly helpful during the pandemic and will likely continue to be—is to optimize logistics flows by simulating network configurations with varying ports of call, last-mile-connectivity options, and the like. Controlling costs by identifying and tracking suitable KPIs (such as road, rail, and sea freight per ton per kilometer, as well as the percentage of volume and weight that each transport mode uses) has significant value as well.</p> <p>Greater collaboration among logistics functions will be required to enable the sophisticated strategies that will be essential to optimize logistics flows. Such strategies, for example, require estimates of inventory levels and warehouse-space constraints. Materials management can give the transport function that kind of data. Still more important in the long run, transport teams must design the digital logistics networks of the future in close collaboration with warehousing.</p></div></div></div></div></div></div> <p>The survey found that the top three external pain points were the small number of formal transport companies that can use efficient technologies, India’s overstrained highways, and a severe shortage of drivers. The pandemic has exacerbated all of these problems, and individual companies can do relatively little to solve them.</p> <p>Companies can do much more, however, about the top internal pain points: the failure of most logistics functions to use best practices, as well as the insufficient degree of coordination and collaboration between the warehousing and transport functions. Overcoming these two problems could help India’s economy, and the companies within it, to recover from the pandemic and prosper in the next normal. The solutions involve not only technology but also organizational structure and practices (see sidebar “Warehousing and transportation: How to remove the pain points”).</p> <h2>Technological challenges, opportunities, and structural reforms</h2> <p>In a McKinsey survey conducted last year on the readiness of Indian organizations for Industry 4.0, 66 percent of the respondents said that before the onset of COVID-19, their employers had implemented either no or very few Industry 4.0 use cases (Exhibit 1).<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="350fa715-217d-40e0-a56a-4849ae400ab2"><sup class="FootNote_footnotesup__e73z_">10</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="350fa715-217d-40e0-a56a-4849ae400ab2" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">The survey, conducted in the second half of 2020, had 45 responses.</span></span></span></a></span> Yet in the very same survey, 60 percent of the respondents reported that the pandemic had increased the value of Industry 4.0 initiatives (Exhibit 2). Organizations are therefore now more likely to implement technology projects across the value chain. The logistics sector in particular must do so.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/industries/travel%20logistics%20and%20infrastructure/our%20insights/indias%20postpandemic%20logistics%20sector%20the%20need%20for%20technological%20change/svgz-indialogistics-v4-ex1.svgz?cq=50&cpy=Center"/><img alt="What was the extent of your company's Industry 4.0 implementation before the COVID-19 pandemic." src="/~/media/mckinsey/industries/travel%20logistics%20and%20infrastructure/our%20insights/indias%20postpandemic%20logistics%20sector%20the%20need%20for%20technological%20change/svgz-indialogistics-v4-ex1.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/industries/travel%20logistics%20and%20infrastructure/our%20insights/indias%20postpandemic%20logistics%20sector%20the%20need%20for%20technological%20change/svgz-indialogistics-v4-ex2.svgz?cq=50&cpy=Center"/><img alt="Has your view of value from Industry 4.0 solutions changed due to the implications of the COVID-19?" src="/~/media/mckinsey/industries/travel%20logistics%20and%20infrastructure/our%20insights/indias%20postpandemic%20logistics%20sector%20the%20need%20for%20technological%20change/svgz-indialogistics-v4-ex2.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <h3>The need for digitization in logistics</h3> <p>As we have seen, COVID-19 has revealed the weaknesses and inefficiencies of India’s current logistics system. Only a shift to more formal, technologically capable organizations may allow the sector to meet the challenges yet to come: the things that we know we don’t know—for example, whether, when, and how the COVID-19 crisis will finally end—not to mention the unknown unknowns. The pandemic has made this kind of agility, and the technological sophistication it demands, a necessity for survival, not just a competitive advantage. But almost all of the small, informal logistics players in the country’s supply chains (for instance, the firms that operate 75 percent of India’s trucks) cannot adapt to rapid technological change. Even many of the larger logistics companies may find it a challenge. All of these organizations, large and small, face serious threats.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="" data-module-gradient-position="bottom-right" class="mck-c-inline-module-container SideBar_mck-c-sidebar__bgimg-wrapper__Qj4Dt mck-o-sm-left-span SideBar_mck-c-sidebar__sidebar-wrapper__Dpjw2 SideBar_mck-c-sidebar__sidebar-wrapper--istablet__IQ6ii mck-u-screen-only mck-c-module-wrapper" data-layer-region="sidebar"><div class="SideBar_mck-c-sidebar__epoAm mck-o-md-center"><div class="SideBar_mck-c-sidebar__share-icons-wrapper__9gB_c"><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924 mdc-c-link-container--display-column___X0HDD_8032924 SideBar_mck-c-sidebar__share-icons___eQy6"><div data-component="mdc-c-dropdown-menu" class="mdc-c-drop-down"><button data-component="mdc-c-button" aria-label="" type="button" id="button_id" class="mdc-c-button___U4iY2_8032924 mdc-c-button--ghost mdc-c-button--size-medium mdc-c-drop-down__rootmenu___yJzvz_8032924" aria-expanded="false" aria-haspopup="menu"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--default___f-hQM_8032924 mdc-c-icon--size-md___yi5fA_8032924 mck-share2-icon"></span></button><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="white" data-module-category="" class=""></div></div><button data-component="mdc-c-button" aria-label="Expandable Sidebar" type="button" id="button_id" class="mdc-c-button___U4iY2_8032924 mdc-c-button--ghost mdc-c-button--size-medium SideBar_mck-c-sidebar__toggle-btn__EL8iE" aria-expanded="false" data-layer-event-prefix="UI Item" data-layer-action="click" data-layer-category="sidebar" data-layer-subcategory="open" data-layer-text="open sidebar"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--radial___y3csX_8032924 mdc-c-icon--size-xxl___cL3ZT_8032924 mck-plus-no-circle-icon"></span></button></div></div><div class="SideBar_mck-c-sidebar__content-outer__UdWCq"><div class="SideBar_mck-c-sidebar__eyebrow__5GSEq"></div><div class="SideBar_mck-c-sidebar__content__raEwe"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-3 SideBar_mck-c-sidebar__content-heading__NJekY"><div>Digital logistics</div></h2><div class="SideBar_mck-c-sidebar__content-description__4p9iI mdc-u-ts-7"><div class="mdc-o-content-body"><p><strong>Many technologies </strong>are transforming logistics, and most of them are already in use around the world and fairly mature. The following technologies represent the most potential opportunity for the logistics sector:</p> <p><strong>Integrated logistics platforms</strong> are online marketplaces where companies buy and sell logistics services.</p> <p><strong>Telematics</strong> helps companies monitor vehicles and cargo digitally, in real time.</p> <p><strong>Digital logistics control towers</strong> serve as nerve centers for supply-chain operations by capturing data at all levels, providing end-to-end visibility, and facilitating strategic decision making.</p> <p><strong>Blockchain </strong>helps companies develop systems to verify and rate the transactions that truckers and shippers complete, so manufacturers can generate smart contracts that automatically pay vendors when shipments reach their destinations.</p> <p><strong>Cognitive logistics process automation</strong> uses artificial intelligence to automate responses to changes in logistics networks by processing a range of data on the status, health, and performance of supply chains and by giving stakeholders real-time recommendations.</p> <p><strong>Real-time replanning</strong> makes supply chains visible from end to end and fully integrates them into IT systems.</p> <p><strong>Augmented-reality devices</strong> superimpose computerized data on the user’s field of vision, helping to improve pickup rates and reduce picking errors.</p> <p><strong>Exoskeletons</strong>—robotic clothes—increase the physical capacity of their users and can reduce the number of injuries and raise productivity.</p> <p><strong>Autonomous mobile robots (AMRs) </strong>navigate through warehouses and move racks to pickers, pick and move items from baskets, deliver shipments to packers, and the like. AMRs can reroute themselves dynamically when they meet obstacles; the more common automated guided vehicles (AGVs) cannot.</p></div></div></div></div></div></div> <p>The more successful larger companies throughout the logistics sector may gravitate toward artificial intelligence, blockchain, and other technological solutions to help solve for the present cash crunch and other problems (Exhibit 3). Technologies that promote the free flow of data—for instance, the sharing of information with logistics providers—will be more important than ever. To carry out the necessary transformation, companies may seek tighter control over their supply chains, so contracts with logistics and other suppliers will likely evolve (for example, through the adoption of the smart contracts mentioned in the sidebar “Digital logistics”).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/industries/travel%20logistics%20and%20infrastructure/our%20insights/indias%20postpandemic%20logistics%20sector%20the%20need%20for%20technological%20change/svgz-indialogistics-v4-ex3.svgz?cq=50&cpy=Center"/><img alt="Digital tools add value at each stage of the logistics journey." src="/~/media/mckinsey/industries/travel%20logistics%20and%20infrastructure/our%20insights/indias%20postpandemic%20logistics%20sector%20the%20need%20for%20technological%20change/svgz-indialogistics-v4-ex3.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>These changes will reward companies with the resources and know-how to adopt them. McKinsey’s Travel, Logistics & Infrastructure Practice estimates that advanced technology could not only reduce logistics costs by as much as 25 percent but also help companies offer better service and free internal capacity for other purposes.</p> <h3>A slow but steady start toward digitization</h3> <p>Already, the logistics sector is beginning to change, but mostly at big companies, many of them based abroad. Organizations are scrambling to bolster the supply chains. A regulatory relaxation by India’s national government, for example, has enabled experimentation with beyond-visual-line-of-sight (BVLOS) drones in designated areas.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="7a5cb658-0cc6-4b36-889d-974df98982e0"><sup class="FootNote_footnotesup__e73z_">11</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="7a5cb658-0cc6-4b36-889d-974df98982e0" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Alnoor Peermohamed, “DGCA nod clears runway for the dawn of drone age,” Economic Times, June 4, 2020, economictimes.indiatimes.com.</span></span></span></a></span> About 13 companies, including food- and grocery-delivery businesses, budget airlines, and drone start-ups, have received approval to test BVLOS drones, which could be a game changer in last-mile deliveries. Similarly, multiple logistics players are innovating the way they operate through adoption of new technologies, such as blockchain, or through partnerships to help improve operational efficiency. Organizations have also started helping employees prepare for the digital future by improving their skills.</p> <hr/> <p>The current disruptive impact of the COVID-19 crisis shows clearly that long-awaited structural reforms to make logistics a formal, streamlined sector are more necessary than ever. The pandemic has exacerbated the sector’s long-term problems, but the solutions pose problems of their own for many large companies and almost all small ones. Yet these changes would have great benefits for the country as a whole.</p></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924 mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><a href="/our-people/knut-alicke"><strong>Knut Alicke</strong></a> is a partner in McKinsey’s Stuttgart office; <strong>Sumit Dutta</strong> is a partner in the Chicago office; <strong>K. Ganesh</strong> is a senior knowledge expert and associate partner in the Chennai office, where <strong>Ramanath KB</strong> is a knowledge specialist; and <strong>Hanish Yadav</strong> is a partner in the Gurugram office. </p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924 mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924 mdc-c-link-container--align-center___ar3mu_8032924"><a data-component="mdc-c-link" href="/careers/search-jobs" class="mdc-c-button___U4iY2_8032924 mdc-c-button--secondary___Boipq_8032924 mdc-c-button--size-large___jwpUy_8032924" aria-label="Search Openings" data-layer-event-prefix="CTA Link" data-layer-action="click" data-layer-category="careers" data-layer-subcategory="search" data-layer-text="Search Openings"><span class="mdc-c-link__label___Pfqtd_8032924">Search Openings</span></a></div></div></section></div></main></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="StandalonePromo" class="RelatedArticle_mck-c-article-related__GGA76 mck-u-screen-only" data-layer-region="related-articles"><div class="mdc-o-container__wrapper is-wrapped mdc-u-spaced-mobile"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-u-align-center">Related Articles</h5><div class="mdc-u-grid mdc-u-grid-col-md-3 RelatedArticle_items-container__s2uD0"><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/capabilities/operations/our-insights/covid-19-and-supply-chain-recovery-planning-for-the-future" class="mdc-c-link___lBbY1_8032924"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-covid-0 { aspect-ratio: 16/9 }</style><img alt="COVID-19 and supply-chain recovery: Planning for the future" class="picture-uniqueKey-covid-0" src="/~/media/mckinsey/business%20functions/operations/our%20insights/covid%2019%20and%20supply%20chain%20recovery%20planning%20for%20the%20future/supply-chain-recovery-1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_8032924 Card_content-block__pF6Z1"><span>Podcast</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/operations/our-insights/covid-19-and-supply-chain-recovery-planning-for-the-future" class="mdc-c-link-heading___Zggl8_8032924 mdc-c-link___lBbY1_8032924"><div>COVID-19 and supply-chain recovery: Planning for the future</div></a></h6></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/featured-insights/asia-pacific/asia-the-highway-of-value-for-global-logistics" class="mdc-c-link___lBbY1_8032924"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-asia:-0 { aspect-ratio: 16/9 }</style><img alt="Asia: The highway of value for global logistics" class="picture-uniqueKey-asia:-0" src="/~/media/mckinsey/featured%20insights/asia%20pacific/asia%20the%20highway%20of%20value%20for%20global%20logistics/standard-asia-the-highway.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_8032924 Card_content-block__pF6Z1"><span>Article</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-6"><a data-component="mdc-c-link" href="/featured-insights/asia-pacific/asia-the-highway-of-value-for-global-logistics" class="mdc-c-link-heading___Zggl8_8032924 mdc-c-link___lBbY1_8032924"><div>Asia: The highway of value for global logistics</div></a></h6></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/industries/logistics/our-insights/unlocking-the-omnichannel-opportunity-in-contract-logistics" class="mdc-c-link___lBbY1_8032924"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-unloc-0 { aspect-ratio: 16/9 }</style><img alt="Unlocking the omnichannel opportunity in contract logistics" class="picture-uniqueKey-unloc-0" src="/~/media/mckinsey/industries/travel%20logistics%20and%20infrastructure/our%20insights/unlocking%20the%20omnichannel%20opportunity%20in%20contract%20logistics/unlocking-the-omnichannel-opportunity-in-contract-logistics-1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_8032924 Card_content-block__pF6Z1"><span>Article</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-6"><a data-component="mdc-c-link" href="/industries/logistics/our-insights/unlocking-the-omnichannel-opportunity-in-contract-logistics" class="mdc-c-link-heading___Zggl8_8032924 mdc-c-link___lBbY1_8032924"><div>Unlocking the omnichannel opportunity in contract logistics</div></a></h6></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Indias postpandemic logistics sector The need for technological change","displayName":"Indias postpandemic logistics sector The need for technological change","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"792f2003-5d54-4498-82b5-f15e0aaca183","itemLanguage":"en","itemVersion":1,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"India\u0026rsquo;s postpandemic logistics sector: The need for technological change"}},"sEOTitle":{"value":""},"description":{"jsonValue":{"value":"COVID-19 has reinforced the case for long-awaited structural reforms, but implementing them could be difficult."}},"sEODescription":{"value":""},"displayDate":{"jsonValue":{"value":"2021-12-14T00:00:00Z"}},"body":{"value":"[[Audio 1]] [[DownloadsSidebar]]\n\u003cp\u003e\u003cstrong\u003eSince the COVID-19 crisis began,\u003c/strong\u003e it has affected almost all business operations in every sector and every part of India. Logistics has been particularly hard-hit, without which only certain cottage industries may function. Even before the second wave of the disease began, in the spring of 2021, the pace of recovery was unclear. In 2019, the McKinsey Global Institute (MGI) \u003ca href=\"/featured-insights/asia-pacific/riding-the-next-growth-wave-of-logistics-in-india-and-china\"\u003epredicted that India\u0026rsquo;s logistics sector would expand\u003c/a\u003e\u0026nbsp;at a compound annual growth rate of more than 10 percent, from $200 billion in early 2020 to at least $320 billion in 2025. Unfortunately, the sector\u0026rsquo;s future is much more uncertain now than it was when MGI made that forecast.\u003c/p\u003e\n\u003cp\u003eAlthough the picture is constantly evolving, there are things that we already know and things that we know we don\u0026rsquo;t know. The known unknowns, such as the pace of the recovery, will become less opaque over time. No doubt the sector also faces unknown unknowns, but that is always true, so they shouldn\u0026rsquo;t prevent Indian companies from assessing the problems and acting to correct them. In this paper, we consider solutions for warehousing and transport.\u003c/p\u003e\n[[Sidebar 1]]\n\u003cp\u003eIn the warehousing function, as we explain, companies could consider shrinking their product mix, allocating more inventory to essential items, reducing nonessential inventory, and introducing innovative packaging and materials-handling processes to reduce levels of human contact. In the transport function, the key steps for consideration are making tactical choices among less than truck loads (LTL), full truck loads (FTL), and milk runs for delivering goods and using efficient multimodal transportation more extensively.\u003c/p\u003e\n\u003cp\u003eLooking ahead, logistics players in every function can adopt digital technologies to stay relevant.\u003c/p\u003e\n\u003ch2\u003eThe impact of COVID-19 and the near-term prognosis\u003c/h2\u003e\n\u003cp\u003eOne thing we do more or less know is the pandemic\u0026rsquo;s impact so far on two key functions of the logistics sector: warehousing and transportation. In the near term, estimating demand, allocating capacity, and distributing products across sectors and regions remain difficult challenges.\u003c/p\u003e\n\u003ch3\u003eWarehousing\u003c/h3\u003e\n[[MostPopularArticles 5]]\n\u003cp\u003eEven in good times, very difficult and sophisticated inventory-management decisions are needed to manage inventory stored in warehouses. Ordering and maintaining appropriate quantities is now harder than ever because traditional forecasting techniques have become ineffective: experienced buyers make decisions to purchase raw materials, but that experience may count for less in a radically changed country and world.\u003c/p\u003e\n\u003cp\u003eGiven these strong headwinds, most companies could shrink their product mix to allocate warehousing to the most essential items in their portfolio. Producers of nonessentials in particular could continue to minimize their inventories, which significantly increase their holding costs and take up valuable warehouse space. But for essential items, the ongoing uncertainty around supply means that it might make more sense for producers to keep inventories high than to risk stockouts. In any case, just-in-time approaches to scheduling may not work, at least in the near future.\u003c/p\u003e\n\u003cp\u003eNot surprisingly, the pandemic has made many companies question if large regional warehouses are really the best way to keep supply chains agile; smaller warehouses at more locations could be a better response to uncertainty.[[Footnote 1]] Lockdown restrictions have also forced companies to ask themselves whether distribution centers could maintain service levels more effectively than a warehouse system can. Such centers may certainly make it more fruitful to deploy the latest technology.\u003c/p\u003e\n\u003cp\u003eIn the future, India\u0026rsquo;s warehousing industry may enjoy higher demand as producers shift their focus away from China and toward other Asian countries, including India itself. But one thing is certain: warehouses must reduce the amount of human contact involved in handling materials. As a result, demand for innovative packaging and materials-handling processes is rising throughout the supply chain. Companies that lease space in warehouses, for example, are demanding more streamlined and automated processes. Those that have their own facilities must implement such processes as well.\u003c/p\u003e\n\u003ch3\u003eTransportation\u003c/h3\u003e\n\u003cp\u003eCOVID-19 has forced India to restrict the movement of goods across government-defined zones and across states, so the use of suboptimal routes has increased. Meanwhile, a shortage of drivers raised truck-rental costs by a staggering 56 to 74 percent.[[Footnote 2]] For these and other reasons, logistics functions may remain open to all options during and after the pandemic, so they will have to act nimbly.\u003c/p\u003e\n\u003cp\u003eThe way companies use FTLs, LTLs, and milk runs, for example, is changing. In the supply chains of fast-moving consumer goods and some other products, milk runs are more efficient because they can effectively aggregate demand across several different SKUs and companies. To become more responsive to changing demand, companies are also increasing their use of LTLs.[[Footnote 3]] Strategically choosing when to use LTLs, FTLs, and milk runs to meet demand is one of the key decisions that must be made, and the principles that guided them before the pandemic have been overtaken by events.\u003c/p\u003e\n\u003cp\u003eA related trend\u0026mdash;the rising importance of last-mile deliveries for e-commerce\u0026mdash;has been underway for years, but COVID-19 has intensified it. Since the pandemic started, consumers around the world, and certainly in India, have been shopping online in much larger numbers, particularly for groceries. In fact, demand on India\u0026rsquo;s online grocery-shopping portals surged last year by up to 80 percent, just as their operational capacity fell by half.[[Footnote 4]] That, however, is a short-term problem. The long-term one is that logistics for last-mile deliveries must continue to rely on small, informal truck companies that lack the resources or sophistication to use modern methods. To stay relevant in the postpandemic next normal, all logistics partners will have to keep up with the shift to digital.\u003c/p\u003e\n\u003cp\u003eOf course, trucks dominate transportation in India\u0026rsquo;s logistics sector. But during the lockdown\u0026rsquo;s most stringent phases, railways have been the only mode of transport that operated without restrictions and could thus convey goods and commodities across the country at almost prepandemic levels.[[Footnote 5]] The railways have chiefly moved essential products: the need for a constant supply of them is pressing, and the output of nonessential goods has fallen because the businesses that manufactured and sold such products shut down as a result of continuing restrictions in place. In February 2021, for the first time since the pandemic\u0026rsquo;s onset, Indian Railways saw year-on-year revenue growth, signaling, at least for a time, the return of pre-COVID-19 levels of operation.[[Footnote 6]]\u003c/p\u003e\n\u003cp\u003eAir shipping had taken a huge hit because air travel was in effect frozen or limited until only recently. In the past, a significant percentage of all air-freight shipments flew in the underbellies of passenger planes. Since most of them had been grounded, airline companies couldn\u0026rsquo;t afford frequent air-freight flights even for essential items. However, airline cargo operations are expected to recover to pre-COVID-19 levels by the beginning of 2022.[[Footnote 7]]\u003c/p\u003e\n\u003cp\u003eOne saving grace of the current crisis is that it has given India its best opportunity to shift toward multimodal transport\u0026mdash;typically rail, supplemented by trucks for moving shipments to their final destinations. The government could encourage the transport of aggregated assortments of goods by rail not only to promote cheaper, faster multimodal freight transport but also to ease the pressure on road networks.\u003c/p\u003e\n\u003ch3\u003ePain points\u003c/h3\u003e\n\u003cp\u003eIn December 2019, several months before the crisis hit, McKinsey and the Indian Institute of Logistics[[Footnote 8]] conducted a comprehensive survey of the country\u0026rsquo;s manufacturing companies.[[Footnote 9]] One of the goals was to identify and understand the key external and internal pain points for logistics functions.\u003c/p\u003e\n[[Sidebar 2]]\n\u003cp\u003eThe survey found that the top three external pain points were the small number of formal transport companies that can use efficient technologies, India\u0026rsquo;s overstrained highways, and a severe shortage of drivers. The pandemic has exacerbated all of these problems, and individual companies can do relatively little to solve them.\u003c/p\u003e\n\u003cp\u003eCompanies can do much more, however, about the top internal pain points: the failure of most logistics functions to use best practices, as well as the insufficient degree of coordination and collaboration between the warehousing and transport functions. Overcoming these two problems could help India\u0026rsquo;s economy, and the companies within it, to recover from the pandemic and prosper in the next normal. The solutions involve not only technology but also organizational structure and practices (see sidebar \u0026ldquo;Warehousing and transportation: How to remove the pain points\u0026rdquo;).\u003c/p\u003e\n\u003ch2\u003eTechnological challenges, opportunities, and structural reforms\u003c/h2\u003e\n\u003cp\u003eIn a McKinsey survey conducted last year on the readiness of Indian organizations for Industry 4.0, 66 percent of the respondents said that before the onset of COVID-19, their employers had implemented either no or very few Industry 4.0 use cases (Exhibit 1).[[Footnote 10]] Yet in the very same survey, 60 percent of the respondents reported that the pandemic had increased the value of Industry 4.0 initiatives (Exhibit 2). Organizations are therefore now more likely to implement technology projects across the value chain. The logistics sector in particular must do so.\u003c/p\u003e\n[[Exhibit 1]]\n[[Exhibit 2]]\n\u003ch3\u003eThe need for digitization in logistics\u003c/h3\u003e\n\u003cp\u003eAs we have seen, COVID-19 has revealed the weaknesses and inefficiencies of India\u0026rsquo;s current logistics system. Only a shift to more formal, technologically capable organizations may allow the sector to meet the challenges yet to come: the things that we know we don\u0026rsquo;t know\u0026mdash;for example, whether, when, and how the COVID-19 crisis will finally end\u0026mdash;not to mention the unknown unknowns. The pandemic has made this kind of agility, and the technological sophistication it demands, a necessity for survival, not just a competitive advantage. But almost all of the small, informal logistics players in the country\u0026rsquo;s supply chains (for instance, the firms that operate 75 percent of India\u0026rsquo;s trucks) cannot adapt to rapid technological change. Even many of the larger logistics companies may find it a challenge. All of these organizations, large and small, face serious threats.\u003c/p\u003e\n[[Sidebar 3]]\n\u003cp\u003eThe more successful larger companies throughout the logistics sector may gravitate toward artificial intelligence, blockchain, and other technological solutions to help solve for the present cash crunch and other problems (Exhibit 3). Technologies that promote the free flow of data\u0026mdash;for instance, the sharing of information with logistics providers\u0026mdash;will be more important than ever. To carry out the necessary transformation, companies may seek tighter control over their supply chains, so contracts with logistics and other suppliers will likely evolve (for example, through the adoption of the smart contracts mentioned in the sidebar \u0026ldquo;Digital logistics\u0026rdquo;).\u003c/p\u003e\n[[Exhibit 3]]\n\u003cp\u003eThese changes will reward companies with the resources and know-how to adopt them. McKinsey\u0026rsquo;s Travel, Logistics \u0026amp; Infrastructure Practice estimates that advanced technology could not only reduce logistics costs by as much as 25 percent but also help companies offer better service and free internal capacity for other purposes.\u003c/p\u003e\n\u003ch3\u003eA slow but steady start toward digitization\u003c/h3\u003e\n\u003cp\u003eAlready, the logistics sector is beginning to change, but mostly at big companies, many of them based abroad. Organizations are scrambling to bolster the supply chains. A regulatory relaxation by India\u0026rsquo;s national government, for example, has enabled experimentation with beyond-visual-line-of-sight (BVLOS) drones in designated areas.[[Footnote 11]] About 13 companies, including food- and grocery-delivery businesses, budget airlines, and drone start-ups, have received approval to test BVLOS drones, which could be a game changer in last-mile deliveries. Similarly, multiple logistics players are innovating the way they operate through adoption of new technologies, such as blockchain, or through partnerships to help improve operational efficiency. Organizations have also started helping employees prepare for the digital future by improving their skills.\u003c/p\u003e\n\u003chr /\u003e\n\u003cp\u003eThe current disruptive impact of the COVID-19 crisis shows clearly that long-awaited structural reforms to make logistics a formal, streamlined sector are more necessary than ever. The pandemic has exacerbated the sector\u0026rsquo;s long-term problems, but the solutions pose problems of their own for many large companies and almost all small ones. Yet these changes would have great benefits for the country as a whole.\u003c/p\u003e"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2021-12-14T00:00:00Z"}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003e\u0026ldquo;Emerging trends in warehousing segment post Covid-19 lockdown,\u0026rdquo; \u003cem\u003eFinancial Express\u003c/em\u003e, May 29, 2020, financialexpress.com.\u003c/li\u003e\n \u003cli\u003ePallavi Nahata, \u0026ldquo;Coronavirus lockdown: Truck rentals jump as drivers ply back empty trucks,\u0026rdquo; Bloomberg, April 10, 2020, bloombergquint.com.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;COVID-19 \u0026amp; domestic shipping: How to be proactive vs. reactive,\u0026rdquo; Mohawk Global, April 15, 2020, mohawkglobal.com.\u003c/li\u003e\n \u003cli\u003eSangeeta Tanwar, \u0026ldquo;How India\u0026rsquo;s food and grocery startups staged a comeback after initial Covid-19 blues,\u0026rdquo; Quartz India, April 27, 2020, qz.com.\u003c/li\u003e\n \u003cli\u003eNishant Sharma, \u0026ldquo;Railways expects to earn more from freight this fiscal despite Covid-19 outbreak,\u0026rdquo; Bloomberg, June 20, 2020, Bloombergquint.com.\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;1st time post Covid-19 pandemic, Indian Railways freight revenue surges to Rs 98,000 crore,\u0026rdquo; Zee Business, February 14, 2021, zeebiz.com\u003c/li\u003e\n \u003cli\u003e\u0026ldquo;Air cargo volume revives despite capacity worries,\u0026rdquo; Mint, Oct 8, 2021, livemint.com\u003c/li\u003e\n \u003cli\u003eA center of excellence of the Confederation of Indian Industries.\u003c/li\u003e\n \u003cli\u003eThe survey included 190 executives from 60 manufacturing companies representing a wide cross-section of industries, including automotive, fast-moving consumer goods, life sciences, steel, and telecommunications. Of these 60 companies, 40 percent had revenues of more than $200 million, and half had more than 800 employees.\u003c/li\u003e\n \u003cli\u003eThe survey, conducted in the second half of 2020, had 45 responses.\u003c/li\u003e\n \u003cli\u003eAlnoor Peermohamed, \u0026ldquo;DGCA nod clears runway for the dawn of drone age,\u0026rdquo; Economic Times, June 4, 2020, economictimes.indiatimes.com.\u003c/li\u003e\n\u003c/ol\u003e"},"contributoryPractice":{"targetItems":[{"displayName":"Infrastructure"}]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003ca href=\"/our-people/knut-alicke\"\u003e\u003cstrong\u003eKnut Alicke\u003c/strong\u003e\u003c/a\u003e is a partner in McKinsey\u0026rsquo;s Stuttgart office; \u003cstrong\u003eSumit Dutta\u003c/strong\u003e\u0026nbsp;is a partner in the Chicago office; \u003cstrong\u003eK. Ganesh\u003c/strong\u003e is a senior knowledge expert and associate partner in the Chennai office, where \u003cstrong\u003eRamanath KB\u003c/strong\u003e is a knowledge specialist; and \u003cstrong\u003eHanish Yadav\u003c/strong\u003e\u0026nbsp;is a partner in the Gurugram office. \u003c/p\u003e"},"authors":{"targetItems":[]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"COVID-19 and supply-chain recovery: Planning for the future"},"url":{"path":"/capabilities/operations/our-insights/covid-19-and-supply-chain-recovery-planning-for-the-future"},"eyebrow":{"targetItem":{"name":"Podcast"}},"articleType":{"targetItem":{"name":"Podcast"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Rarely have supply-chain leaders faced more complex, changing conditions than they have during the COVID-19 pandemic. Here\u0026rsquo;s how companies can manage through the crisis and build resilience against future shocks."},"standardImage":{"src":"/~/media/mckinsey/business functions/operations/our insights/covid 19 and supply chain recovery planning for the future/supply-chain-recovery-1536x1536.jpg","alt":"COVID-19 and supply-chain recovery: Planning for the future"},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Asia: The highway of value for global logistics"},"url":{"path":"/featured-insights/asia-pacific/asia-the-highway-of-value-for-global-logistics"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Logistics\u0026mdash;a bright spot in a global economy still recovering from the pandemic\u0026mdash;presents many opportunities in Asia. How can stakeholders make the most of them?"},"standardImage":{"src":"/~/media/mckinsey/featured insights/asia pacific/asia the highway of value for global logistics/standard-asia-the-highway.jpg","alt":"Asia: The highway of value for global logistics"},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Unlocking the omnichannel opportunity in contract logistics"},"url":{"path":"/industries/logistics/our-insights/unlocking-the-omnichannel-opportunity-in-contract-logistics"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"As e-commerce volumes surge, contract-logistics companies face increasing complexity. How can they capture more value in a $600 billion opportunity?"},"standardImage":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/unlocking the omnichannel opportunity in contract logistics/unlocking-the-omnichannel-opportunity-in-contract-logistics-1536x1536.jpg","alt":"Unlocking the omnichannel opportunity in contract logistics"},"heroImage":null,"thumbnailImage":null}]},"useEnhancedAuthors":{"boolValue":false},"acknowledgements":{"value":""},"showSocialShareFooter":{"boolValue":false},"template":{"id":"683910db-02ba-40ba-92e7-726c880160a9"},"hideFromSearchEngines":{"boolValue":false},"backgroundColor":{"targetItem":null},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"hideStickySubscriptionBar":{"value":false},"enableRegWall":{"boolValue":false},"timer":{"value":"8"},"regWallHeading":{"value":""},"showGoToHomeLink":{"boolValue":false},"regWallDescription":{"value":""},"isInsightsStorePage":{"boolValue":false},"enableRatingsForArticleBody":{"boolValue":true},"enableRatingsForMostPopular":{"boolValue":true},"showAskMcKinseyChatbot":{"boolValue":false},"selectedModalSubscriptions":{"targetItems":[]},"link1":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link2":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link3":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link4":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"link5":{"queryString":"","className":"","anchor":"","linkType":"internal","url":"","text":"","targetItem":null},"fullReportPDF":{"name":"Full Report PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"fullReportPDFDisplayName":{"value":""},"appendixPDF":{"name":"Appendix PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"appendixPDFDisplayName":{"value":""},"articlePDF":{"name":"Article PDF","src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/indias postpandemic logistics sector the need for technological change/indias-postpandemic-logistics-sector-the-need-for-technological-change_finalfinal.pdf","displayName":"Indias-postpandemic-logistics-sector-The-need-for-technological-change_FinalFinal","title":"India’s postpandemic logistics sector: The need for technological change","keywords":"","description":"","extension":"pdf","mimeType":"application/pdf","size":303526,"pageCount":"10","thumbnailImageSrc":""},"briefingNotePDF":{"name":"Briefing Note PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"discussionPapersPDF":{"name":"Discussion Papers PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"executiveSummaryPDF":{"name":"Executive Summary PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"executiveSummaryPDFDisplayName":{"value":""},"researchPreviewPDF":{"name":"Research Preview PDF","src":null,"displayName":null,"title":null,"keywords":null,"description":null,"extension":null,"mimeType":null,"size":null,"pageCount":null,"thumbnailImageSrc":""},"heroImage":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/indias postpandemic logistics sector the need for technological change/cover_image_color_1_hero_1536x864.jpg","alt":"Image of freight truck"},"standardImage":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/indias postpandemic logistics sector the need for technological change/cover_image_color_1_thumb_1536x1536.jpg","alt":"Image of freight truck"},"heroImageTopOffset":{"value":""},"headerOverlayOpacity":{"targetItem":null},"heroType":{"targetItem":{"displayName":"Existing"}},"photoOverlayOpacity":{"targetItem":null},"hideHero":{"boolValue":false},"renderStackedHeroLayoutForMobile":{"boolValue":false},"articleHeroVideoId":{"value":""},"podcastHeroOmnyAudioID":{"value":""},"heroBespokeInteractiveID":{"value":""},"bespokeHeroRenderMode":{"targetItem":null},"audio":{"results":[{"id":"9E74DB95834F438297BCED68ECC4A490","omnyPlayerAudioURL":{"value":""},"iTunesURL":{"value":""},"soundcloudAudioFile":{"value":"1178780218"},"displayNumber":{"value":""},"headline":{"jsonValue":{"value":""}},"mediaEyebrow":{"jsonValue":{"value":""}},"description":{"jsonValue":{"value":""}},"libraryAudioFile":{"src":null},"renderMode":{"targetItem":{"key":{"value":"Center"},"value":{"value":"small-span-center"}}},"hideMediaEyebrow":{"boolValue":true},"mediaID":{"value":"1"},"template":{"name":"Audio"}}]},"disruptor1up":{"results":[{"mediaID":{"value":"cop"},"title":{"value":"Explore COP29 with McKinsey"},"description":{"value":"Join our series of dynamic virtual events during COP29. Discover new research, practical strategies, and collaborations across sectors to move climate action beyond why to how."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/cop/cop29/cop_29_thumb.jpg","alt":"McKinsey at COP29"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Register","Title":"","Url":"https://mckinsey.cventevents.com/Q2MVE1?rt=RrQJ1iBSfEiqSK7N9VAGCw\u0026RefId=cop"}]}}},{"mediaID":{"value":"attheedge"},"title":{"value":"Subscribe to the \u003cem\u003eAt the Edge\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/at-the-edge/id1612870236"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3SnUcezwM20nKnzqvUl6iF"}]}}},{"mediaID":{"value":"authortalks"},"title":{"value":"Visit \u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-books/author-talks\"\u003eAuthor Talks\u003c/a\u003e\u003c/em\u003e to see the full series."},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/author talks/authortalks_1536x1536_v1.png","alt":"Author Talks"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/author-talks"}]}}},{"mediaID":{"value":"COVID"},"title":{"value":"Explore McKinsey’s ongoing coverage of the pandemic"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/risk/our insights/covid 19 implications for business/implications-briefing-note-4-standard-1536x1536.jpg","alt":"COVID-19: Implications for business"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more about the business impact of coronavirus and how organizations can respond","Title":"","Url":"/featured-insights/coronavirus-leading-through-the-crisis"}]}}},{"mediaID":{"value":"CE"},"title":{"value":"Customer experience"},"description":{"value":"More insight into creating competitive advantage by putting customers first and managing their journeys."},"image":{"src":"/~/media/mckinsey/industries/public and social sector/our insights/customer experience/customer-experience_22934010_1536x864.jpg","alt":"Customer experience"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"driversofdisruption"},"title":{"value":"Want to subscribe to \u003ca href=\"/features/mckinsey-center-for-future-mobility/our-insights/drivers-of-disruption\"\u003e\u003cem\u003eDrivers of Disruption\u003c/em\u003e\u003c/a\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/drivers-of-disruption/id1687257324"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5fWXzWmVKacc5I7u9CQsah?si=KQ-wUOSyQlqcnfexExiH9Q\u0026nd=1"}]}}},{"mediaID":{"value":"JOL"},"title":{"value":"The Journey of Leadership"},"description":{"value":"\u003cstrong\u003eHow CEOs Learn to Lead from the Inside Out\u003c/strong\u003e\u003cbr /\u003e\nBy \u003ca href=\"/our-people/dana-maor\"\u003eDana Maor\u003c/a\u003e, \u003ca href=\"https://www.linkedin.com/in/hanswernerkaas\"\u003eHans-Werner Kaas\u003c/a\u003e, \u003ca href=\"/our-people/kurt-strovink\"\u003eKurt Strovink\u003c/a\u003e, and \u003ca href=\"/our-people/ramesh-srinivasan\"\u003eRamesh Srinivasan\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/journey of leadership/journey-of-leadership-book-cover-1536x1536.jpg","alt":"The Journey of Leadership book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/journey-of-leadership"}]}}},{"mediaID":{"value":"surveys"},"title":{"value":"McKinsey\u0026rsquo;s original survey research"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey global surveys/mck-global-survey-landing-1284442931-thumb-1536x1536.jpg","alt":"McKinsey Global Surveys"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more","Title":"","Url":"/featured-insights/mckinsey-global-surveys"}]}}},{"mediaID":{"value":"healthcarepodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eMcKinsey on Healthcare\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-healthcare/id1469979748"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3y1AgAilV4E5Jz0x4wD9O2?si=mLCTUQ2ORTS_LC5gW_htlA\u0026dl_branch=1"}]}}},{"mediaID":{"value":"myleadershipjourney"},"title":{"value":"My Leadership Journey"},"description":{"value":"A series of conversations with leaders about the people and experiences that shaped them"},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/my leadership journey/my leadership journey collection page_131575496_thumb_1536x1536.jpg","alt":"My Leadership Journey"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/my-leadership-journey"}]}}},{"mediaID":{"value":"lessonsfromleaders"},"title":{"value":"State of Organizations: Lessons from leaders"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/state of org lessons from leaders/soo-chapter-2-872507320-standard-1536x1536.jpg","alt":"\"\""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore more interviews","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/lessons-from-leaders"}]}}},{"mediaID":{"value":"stateoforg"},"title":{"value":"The State of Organizations 2023"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Report overview","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/the-state-of-organizations-2023"}]}}},{"mediaID":{"value":"titaniumeconomy"},"title":{"value":"The Titanium Economy"},"description":{"value":"How Industrial Technology Can Create a Better, Faster, Stronger America\u003cbr /\u003e\nBy \u003ca href=\"/our-people/asutosh-padhi\"\u003eAsutosh Padhi\u003c/a\u003e, Gaurav Batra, and \u003ca href=\"https://fernweh.com/nick-santhanam/\"\u003eNick Santhanam\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/the titanium economy/titanium_3d-1536x1536-hero-trans.png","alt":"The Titanium Economy Book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/the-titanium-economy"}]}}},{"mediaID":{"value":"GII"},"title":{"value":"Global Infrastructure Initiative"},"description":{"value":"Convening global leaders in infrastructure and capital projects in pursuit of new solutions"},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the global infrastructure initiative/jpg-cpi-improving-construction-productivity-1536x864.jpg","alt":"Improving construction productivity"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Learn more","Title":"","Url":"http://www.globalinfrastructureinitiative.com/"}]}}},{"mediaID":{"value":"FOApodcast"},"title":{"value":"Subscribe to \u003ca href=\"/featured-insights/future-of-asia/future-of-asia-podcasts\"\u003e\u003cem\u003eFuture of Asia Podcasts\u003c/em\u003e\u003c/a\u003e"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-asia/id1480316959"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/2CZX4AR2DT4hQCFKJG0cCv?si=B20tkrOmQYymuCUhKCQOwA"}]}}},{"mediaID":{"value":"logisticsdisruptors"},"title":{"value":"Logistics Disruptors"},"description":{"value":"Meet the companies shaping how goods will move tomorrow."},"image":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/logistics disruptors/tli-logistics-disruptors-1536x1536.jpeg","alt":"illustration autonomous truck driving off into the future"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/logistics/our-insights/logistics-disruptors"}]}}},{"mediaID":{"value":"mckinseyexplainers"},"title":{"value":"Looking for direct answers to other complex questions?"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey explainers/mckinseyexplainers-flat-thumb-1536x1536.jpg","alt":"Circular, white maze filled with white semicircles."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore the full McKinsey Explainers series","Title":"","Url":"/featured-insights/mckinsey-explainers"}]}}},{"mediaID":{"value":"livesandlegacies"},"title":{"value":"\u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-lives-and-legacies\"\u003eMcKinsey on Lives \u0026amp; Legacies\u003c/a\u003e\u003c/em\u003e"},"description":{"value":"Highlighting the lasting impact of leaders and executives"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey on lives and legacies/lives-and-legacies-landing-page-thumb-1536x1536.jpg","alt":"McKinsey on Lives \u0026 Legacies"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore previous obituaries","Title":"","Url":"/featured-insights/mckinsey-on-lives-and-legacies"}]}}},{"mediaID":{"value":"Strategy"},"title":{"value":"Strategy in a digital age"},"description":{"value":"Our series on developing corporate and business-unit strategies in a digitally disrupted world."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/our insights/strategy in a digital age/digital-strategy_1536x864_flexpromoimage.jpg","alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/featured-insights/strategy-in-a-digital-age"}]}}},{"mediaID":{"value":"great"},"title":{"value":"The great re-make: Manufacturing for modern times"},"description":{"value":"This 21-article compendium gives practical insights for manufacturing leaders looking to keep a step ahead of today\u0026rsquo;s disruptions."},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the great remake manufacturing for modern times/jpg-ops-dm-compendium-cover-1536x864.jpg","alt":"The great re-make: Manufacturing for modern times"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/capabilities/operations/our-insights/the-great-re-make-manufacturing-for-modern-times-compendium"}]}}},{"mediaID":{"value":"futureofamerica"},"title":{"value":"Subscribe to the \u003cem\u003eFuture of America\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-america/id1616517376"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/0FpeyjojJTKf2hVtQ3otah"}]}}},{"mediaID":{"value":"governmentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Government\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-government/id1573645359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/61XsO4B2ersroMft8t3KSq"}]}}},{"mediaID":{"value":"podcast"},"title":{"value":"Want to subscribe to the McKinsey Podcast?\n"},"description":{"value":"\u003cdiv class=\"cta-container -align-horizontal\"\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eGoogle Play\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eiTunes\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eStitcher\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn mck-rss-icon\"\u003eRSS\u003c/a\u003e\n\u003c/div\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[]}}},{"mediaID":{"value":"operationspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Operations\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-operations/id1598128813"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/7LYQS2fxAoBmC3LgFNJbi8"}]}}},{"mediaID":{"value":"energyinsights"},"title":{"value":"Speak to an expert about our upstream capabilities"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/industries/oil and gas/how we help clients/energy insights/newsletter-signup-promo-bar-1536x768.jpg","alt":"EI newsletter sign up"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"buildingproductspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Building Products\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-building-product/id1735607317"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/79pncGJtBtzz7pFoR6OiH8"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/how-we-help-clients/mckinsey-academy/product-academy/mckinsey-on-building-product"}]}}},{"mediaID":{"value":"talentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Talent\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-talent/id1491112396"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5sW4eHEFMbOvAFJjMfN9a6"}]}}},{"mediaID":{"value":"outlook"},"title":{"value":"A longer, more comprehensive version of our Global Oil Supply \u0026 Demand Outlook is available for purchase upon request.\n"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"talentpodcast2"},"title":{"value":"\u003cem\u003eMcKinsey Talks Talent\u003c/em\u003e Podcast"},"description":{"value":"Bryan Hancock, Brooke Weddle, and other talent experts help you navigate a fast-changing landscape and prepare for the future of work by making talent a competitive advantage."},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/mckinsey talks talent/mck-mtt-disruptor-full-1536x864-smoke-may-2021.jpg","alt":"McKinsey Talks Talent"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"See more episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast"}]}}},{"mediaID":{"value":"investing"},"title":{"value":"Subscribe to McKinsey on Investing"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/private-capital/our-insights/mckinsey-on-investing-issue-1/contact"}]}}},{"mediaID":{"value":"women matter"},"title":{"value":"Subscribe to McKinsey \u003cem\u003eWomen Matter Canada\u003c/em\u003e"},"description":{"value":"Please subscribe if your organization is interested in learning about participating in future research."},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"customs"},"title":{"value":"This article was written as part of a larger research effort to identify opportunities for improvement and innovation at customs agencies globally."},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/public-sector/our-insights/contact"}]}}},{"mediaID":{"value":"tech"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eCreating value beyond the hype\u003c/span\u003e"},"description":{"value":"Let\u0026rsquo;s deliver on the promise of technology from strategy to scale."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/how we help clients/2024/never-just-tech_thumb_1536x1536.jpg","alt":"Never just tech"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/mckinsey-digital/how-we-help-clients?cid=njt-ste-crk-mbm-mbm--2403-promo01-njt-bam-web"}]}}},{"mediaID":{"value":"sust"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eMove from plans to progress.\u003c/span\u003e"},"description":{"value":"Sustainability matters. Together we’ll make it real."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/sustainability-campaign_promo-thumb_1536x1536.jpg","alt":"Move from plans to progress."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/sustainability/how-we-help-clients/?cid=susti24-ste-crk-mbm-m01-other-glb-web"}]}}},{"mediaID":{"value":"nwowpodcast"},"title":{"value":"Subscribe to the New World of Work podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-new-world-of-work/id1319502839?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI"}]}}},{"mediaID":{"value":"globalpodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eThe McKinsey Podcast\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-mckinsey-podcast/id285260960?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4dyjRTP9xzEUPgleo6XjXI"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"YouTube","Title":"","Url":"https://www.youtube.com/@McKinsey/podcasts"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/featured-insights/mckinsey-podcast"}]}}},{"mediaID":{"value":"Qaudio"},"title":{"value":"Discover and subscribe to McKinsey Quarterly Audio"},"description":{"value":"\u003cstrong\u003eFive ways to subscribe:\u003c/strong\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/mckinsey-quarterly-audio/id1437925222?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5mb2zYJnrPcRrML8gx5doD"}]}}},{"mediaID":{"value":"shortlist"},"title":{"value":"Subscribe to the Shortlist"},"description":{"value":"McKinsey\u0026rsquo;s new weekly newsletter, featuring must-read content on a range of topics, every Friday"},"image":{"src":"/~/media/mckinsey/email/shortlist/template/shortlist_promo-interrupter-849120982_1536x1536.jpg","alt":"the Shortlist"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Get the Shortlist in your inbox","Title":"","Url":"/user-registration/manage-account/edit-subscriptions"}]}}},{"mediaID":{"value":"retailpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Consumer and Retail\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-consumer-and-retail/id1526250428"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/41D4bro8PPDOGhEgOEJyHB?si=7l3SeYCZQD-7v3toqd9fHQ"}]}}},{"mediaID":{"value":"insurancepodcast"},"title":{"value":"Want to subscribe to the \u003cem\u003eMcKinsey on Insurance\u003c/em\u003e podcast?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-insurance/id1533196359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5gZ6YKF7n7C9zWaER4mFZ5"}]}}},{"mediaID":{"value":"strategypodcast"},"title":{"value":"Subscribe to the \u003cem\u003eInside the Strategy Room\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/inside-the-strategy-room/id1422814215?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4TcFfiQ0e6OYuc5kRDLxqj"}]}}},{"mediaID":{"value":"mgipodcast"},"title":{"value":"Subscribe to the \u003cem\u003eForward Thinking\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/forward-thinking/id1319502839"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI?si=0zvPmiCsQ7SBAPanfpY4aA\u0026nd=1"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/mgi/forward-thinking"}]}}}]},"globalDisruptors":{"disruptor1up":{"results":[{"mediaID":{"value":"cop"},"title":{"value":"Explore COP29 with McKinsey"},"description":{"value":"Join our series of dynamic virtual events during COP29. Discover new research, practical strategies, and collaborations across sectors to move climate action beyond why to how."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/cop/cop29/cop_29_thumb.jpg","alt":"McKinsey at COP29"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Register","Title":"","Url":"https://mckinsey.cventevents.com/Q2MVE1?rt=RrQJ1iBSfEiqSK7N9VAGCw\u0026RefId=cop"}]}}},{"mediaID":{"value":"attheedge"},"title":{"value":"Subscribe to the \u003cem\u003eAt the Edge\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/at-the-edge/id1612870236"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3SnUcezwM20nKnzqvUl6iF"}]}}},{"mediaID":{"value":"authortalks"},"title":{"value":"Visit \u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-books/author-talks\"\u003eAuthor Talks\u003c/a\u003e\u003c/em\u003e to see the full series."},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/author talks/authortalks_1536x1536_v1.png","alt":"Author Talks"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/author-talks"}]}}},{"mediaID":{"value":"COVID"},"title":{"value":"Explore McKinsey’s ongoing coverage of the pandemic"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/risk/our insights/covid 19 implications for business/implications-briefing-note-4-standard-1536x1536.jpg","alt":"COVID-19: Implications for business"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more about the business impact of coronavirus and how organizations can respond","Title":"","Url":"/featured-insights/coronavirus-leading-through-the-crisis"}]}}},{"mediaID":{"value":"CE"},"title":{"value":"Customer experience"},"description":{"value":"More insight into creating competitive advantage by putting customers first and managing their journeys."},"image":{"src":"/~/media/mckinsey/industries/public and social sector/our insights/customer experience/customer-experience_22934010_1536x864.jpg","alt":"Customer experience"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"driversofdisruption"},"title":{"value":"Want to subscribe to \u003ca href=\"/features/mckinsey-center-for-future-mobility/our-insights/drivers-of-disruption\"\u003e\u003cem\u003eDrivers of Disruption\u003c/em\u003e\u003c/a\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/drivers-of-disruption/id1687257324"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5fWXzWmVKacc5I7u9CQsah?si=KQ-wUOSyQlqcnfexExiH9Q\u0026nd=1"}]}}},{"mediaID":{"value":"JOL"},"title":{"value":"The Journey of Leadership"},"description":{"value":"\u003cstrong\u003eHow CEOs Learn to Lead from the Inside Out\u003c/strong\u003e\u003cbr /\u003e\nBy \u003ca href=\"/our-people/dana-maor\"\u003eDana Maor\u003c/a\u003e, \u003ca href=\"https://www.linkedin.com/in/hanswernerkaas\"\u003eHans-Werner Kaas\u003c/a\u003e, \u003ca href=\"/our-people/kurt-strovink\"\u003eKurt Strovink\u003c/a\u003e, and \u003ca href=\"/our-people/ramesh-srinivasan\"\u003eRamesh Srinivasan\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/journey of leadership/journey-of-leadership-book-cover-1536x1536.jpg","alt":"The Journey of Leadership book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/journey-of-leadership"}]}}},{"mediaID":{"value":"surveys"},"title":{"value":"McKinsey\u0026rsquo;s original survey research"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey global surveys/mck-global-survey-landing-1284442931-thumb-1536x1536.jpg","alt":"McKinsey Global Surveys"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Read more","Title":"","Url":"/featured-insights/mckinsey-global-surveys"}]}}},{"mediaID":{"value":"healthcarepodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eMcKinsey on Healthcare\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-healthcare/id1469979748"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3y1AgAilV4E5Jz0x4wD9O2?si=mLCTUQ2ORTS_LC5gW_htlA\u0026dl_branch=1"}]}}},{"mediaID":{"value":"myleadershipjourney"},"title":{"value":"My Leadership Journey"},"description":{"value":"A series of conversations with leaders about the people and experiences that shaped them"},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/my leadership journey/my leadership journey collection page_131575496_thumb_1536x1536.jpg","alt":"My Leadership Journey"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/my-leadership-journey"}]}}},{"mediaID":{"value":"lessonsfromleaders"},"title":{"value":"State of Organizations: Lessons from leaders"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/our insights/state of org lessons from leaders/soo-chapter-2-872507320-standard-1536x1536.jpg","alt":"\"\""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore more interviews","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/lessons-from-leaders"}]}}},{"mediaID":{"value":"stateoforg"},"title":{"value":"The State of Organizations 2023"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Report overview","Title":"","Url":"/capabilities/people-and-organizational-performance/our-insights/the-state-of-organizations-2023"}]}}},{"mediaID":{"value":"titaniumeconomy"},"title":{"value":"The Titanium Economy"},"description":{"value":"How Industrial Technology Can Create a Better, Faster, Stronger America\u003cbr /\u003e\nBy \u003ca href=\"/our-people/asutosh-padhi\"\u003eAsutosh Padhi\u003c/a\u003e, Gaurav Batra, and \u003ca href=\"https://fernweh.com/nick-santhanam/\"\u003eNick Santhanam\u003c/a\u003e"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey books/the titanium economy/titanium_3d-1536x1536-hero-trans.png","alt":"The Titanium Economy Book cover"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/featured-insights/mckinsey-on-books/the-titanium-economy"}]}}},{"mediaID":{"value":"GII"},"title":{"value":"Global Infrastructure Initiative"},"description":{"value":"Convening global leaders in infrastructure and capital projects in pursuit of new solutions"},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the global infrastructure initiative/jpg-cpi-improving-construction-productivity-1536x864.jpg","alt":"Improving construction productivity"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Learn more","Title":"","Url":"http://www.globalinfrastructureinitiative.com/"}]}}},{"mediaID":{"value":"FOApodcast"},"title":{"value":"Subscribe to \u003ca href=\"/featured-insights/future-of-asia/future-of-asia-podcasts\"\u003e\u003cem\u003eFuture of Asia Podcasts\u003c/em\u003e\u003c/a\u003e"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-asia/id1480316959"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/2CZX4AR2DT4hQCFKJG0cCv?si=B20tkrOmQYymuCUhKCQOwA"}]}}},{"mediaID":{"value":"logisticsdisruptors"},"title":{"value":"Logistics Disruptors"},"description":{"value":"Meet the companies shaping how goods will move tomorrow."},"image":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/logistics disruptors/tli-logistics-disruptors-1536x1536.jpeg","alt":"illustration autonomous truck driving off into the future"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/logistics/our-insights/logistics-disruptors"}]}}},{"mediaID":{"value":"mckinseyexplainers"},"title":{"value":"Looking for direct answers to other complex questions?"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey explainers/mckinseyexplainers-flat-thumb-1536x1536.jpg","alt":"Circular, white maze filled with white semicircles."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore the full McKinsey Explainers series","Title":"","Url":"/featured-insights/mckinsey-explainers"}]}}},{"mediaID":{"value":"livesandlegacies"},"title":{"value":"\u003cem\u003e\u003ca href=\"/featured-insights/mckinsey-on-lives-and-legacies\"\u003eMcKinsey on Lives \u0026amp; Legacies\u003c/a\u003e\u003c/em\u003e"},"description":{"value":"Highlighting the lasting impact of leaders and executives"},"image":{"src":"/~/media/mckinsey/featured insights/mckinsey on lives and legacies/lives-and-legacies-landing-page-thumb-1536x1536.jpg","alt":"McKinsey on Lives \u0026 Legacies"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Explore previous obituaries","Title":"","Url":"/featured-insights/mckinsey-on-lives-and-legacies"}]}}},{"mediaID":{"value":"Strategy"},"title":{"value":"Strategy in a digital age"},"description":{"value":"Our series on developing corporate and business-unit strategies in a digitally disrupted world."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/our insights/strategy in a digital age/digital-strategy_1536x864_flexpromoimage.jpg","alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/featured-insights/strategy-in-a-digital-age"}]}}},{"mediaID":{"value":"great"},"title":{"value":"The great re-make: Manufacturing for modern times"},"description":{"value":"This 21-article compendium gives practical insights for manufacturing leaders looking to keep a step ahead of today\u0026rsquo;s disruptions."},"image":{"src":"/~/media/mckinsey/business functions/operations/our insights/the great remake manufacturing for modern times/jpg-ops-dm-compendium-cover-1536x864.jpg","alt":"The great re-make: Manufacturing for modern times"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"View the collection","Title":"","Url":"/capabilities/operations/our-insights/the-great-re-make-manufacturing-for-modern-times-compendium"}]}}},{"mediaID":{"value":"futureofamerica"},"title":{"value":"Subscribe to the \u003cem\u003eFuture of America\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/future-of-america/id1616517376"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/0FpeyjojJTKf2hVtQ3otah"}]}}},{"mediaID":{"value":"governmentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Government\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-government/id1573645359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/61XsO4B2ersroMft8t3KSq"}]}}},{"mediaID":{"value":"podcast"},"title":{"value":"Want to subscribe to the McKinsey Podcast?\n"},"description":{"value":"\u003cdiv class=\"cta-container -align-horizontal\"\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eGoogle Play\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eiTunes\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn btn-fill\"\u003eStitcher\u003c/a\u003e\n \u003ca href=\"#\" class=\"btn mck-rss-icon\"\u003eRSS\u003c/a\u003e\n\u003c/div\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[]}}},{"mediaID":{"value":"operationspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Operations\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-operations/id1598128813"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/7LYQS2fxAoBmC3LgFNJbi8"}]}}},{"mediaID":{"value":"energyinsights"},"title":{"value":"Speak to an expert about our upstream capabilities"},"description":{"value":""},"image":{"src":"/~/media/mckinsey/industries/oil and gas/how we help clients/energy insights/newsletter-signup-promo-bar-1536x768.jpg","alt":"EI newsletter sign up"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"buildingproductspodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Building Products\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-building-product/id1735607317"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/79pncGJtBtzz7pFoR6OiH8"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/how-we-help-clients/mckinsey-academy/product-academy/mckinsey-on-building-product"}]}}},{"mediaID":{"value":"talentpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey Talks Talent\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-talks-talent/id1491112396"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5sW4eHEFMbOvAFJjMfN9a6"}]}}},{"mediaID":{"value":"outlook"},"title":{"value":"A longer, more comprehensive version of our Global Oil Supply \u0026 Demand Outlook is available for purchase upon request.\n"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Contact us","Title":"","Url":"/industries/oil-and-gas/how-we-help-clients/energy-solutions/contact-us"}]}}},{"mediaID":{"value":"talentpodcast2"},"title":{"value":"\u003cem\u003eMcKinsey Talks Talent\u003c/em\u003e Podcast"},"description":{"value":"Bryan Hancock, Brooke Weddle, and other talent experts help you navigate a fast-changing landscape and prepare for the future of work by making talent a competitive advantage."},"image":{"src":"/~/media/mckinsey/business functions/people and organizational performance/mckinsey talks talent/mck-mtt-disruptor-full-1536x864-smoke-may-2021.jpg","alt":"McKinsey Talks Talent"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"See more episodes","Title":"","Url":"/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast"}]}}},{"mediaID":{"value":"investing"},"title":{"value":"Subscribe to McKinsey on Investing"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/private-capital/our-insights/mckinsey-on-investing-issue-1/contact"}]}}},{"mediaID":{"value":"women matter"},"title":{"value":"Subscribe to McKinsey \u003cem\u003eWomen Matter Canada\u003c/em\u003e"},"description":{"value":"Please subscribe if your organization is interested in learning about participating in future research."},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":""}]}}},{"mediaID":{"value":"customs"},"title":{"value":"This article was written as part of a larger research effort to identify opportunities for improvement and innovation at customs agencies globally."},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"internal","Target":"","Text":"Learn more","Title":"","Url":"/industries/public-sector/our-insights/contact"}]}}},{"mediaID":{"value":"tech"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eCreating value beyond the hype\u003c/span\u003e"},"description":{"value":"Let\u0026rsquo;s deliver on the promise of technology from strategy to scale."},"image":{"src":"/~/media/mckinsey/business functions/mckinsey digital/how we help clients/2024/never-just-tech_thumb_1536x1536.jpg","alt":"Never just tech"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/mckinsey-digital/how-we-help-clients?cid=njt-ste-crk-mbm-mbm--2403-promo01-njt-bam-web"}]}}},{"mediaID":{"value":"sust"},"title":{"value":"\u003cspan class=\"disrupt-ab\"\u003eMove from plans to progress.\u003c/span\u003e"},"description":{"value":"Sustainability matters. Together we’ll make it real."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/sustainability-campaign_promo-thumb_1536x1536.jpg","alt":"Move from plans to progress."},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Get started","Title":"","Url":"https://www.mckinsey.com/capabilities/sustainability/how-we-help-clients/?cid=susti24-ste-crk-mbm-m01-other-glb-web"}]}}},{"mediaID":{"value":"nwowpodcast"},"title":{"value":"Subscribe to the New World of Work podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-new-world-of-work/id1319502839?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI"}]}}},{"mediaID":{"value":"globalpodcast"},"title":{"value":"Want to subscribe to \u003cem\u003eThe McKinsey Podcast\u003c/em\u003e?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/the-mckinsey-podcast/id285260960?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4dyjRTP9xzEUPgleo6XjXI"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"YouTube","Title":"","Url":"https://www.youtube.com/@McKinsey/podcasts"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/featured-insights/mckinsey-podcast"}]}}},{"mediaID":{"value":"Qaudio"},"title":{"value":"Discover and subscribe to McKinsey Quarterly Audio"},"description":{"value":"\u003cstrong\u003eFive ways to subscribe:\u003c/strong\u003e"},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/mckinsey-quarterly-audio/id1437925222?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5mb2zYJnrPcRrML8gx5doD"}]}}},{"mediaID":{"value":"shortlist"},"title":{"value":"Subscribe to the Shortlist"},"description":{"value":"McKinsey\u0026rsquo;s new weekly newsletter, featuring must-read content on a range of topics, every Friday"},"image":{"src":"/~/media/mckinsey/email/shortlist/template/shortlist_promo-interrupter-849120982_1536x1536.jpg","alt":"the Shortlist"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"internal","Target":"","Text":"Get the Shortlist in your inbox","Title":"","Url":"/user-registration/manage-account/edit-subscriptions"}]}}},{"mediaID":{"value":"retailpodcast"},"title":{"value":"Subscribe to the \u003cem\u003eMcKinsey on Consumer and Retail\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-consumer-and-retail/id1526250428"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/41D4bro8PPDOGhEgOEJyHB?si=7l3SeYCZQD-7v3toqd9fHQ"}]}}},{"mediaID":{"value":"insurancepodcast"},"title":{"value":"Want to subscribe to the \u003cem\u003eMcKinsey on Insurance\u003c/em\u003e podcast?"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/mckinsey-on-insurance/id1533196359"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/5gZ6YKF7n7C9zWaER4mFZ5"}]}}},{"mediaID":{"value":"strategypodcast"},"title":{"value":"Subscribe to the \u003cem\u003eInside the Strategy Room\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://itunes.apple.com/us/podcast/inside-the-strategy-room/id1422814215?mt=2"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/4TcFfiQ0e6OYuc5kRDLxqj"}]}}},{"mediaID":{"value":"mgipodcast"},"title":{"value":"Subscribe to the \u003cem\u003eForward Thinking\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/forward-thinking/id1319502839"},{"CssClass":"btn btn-fill","LinkType":"external","Target":"_blank","Text":"Spotify","Title":"","Url":"https://open.spotify.com/show/3S6fHLW6mcbDJDp1wkArKI?si=0zvPmiCsQ7SBAPanfpY4aA\u0026nd=1"},{"CssClass":"","LinkType":"internal","Target":"","Text":"Listen to previous episodes","Title":"","Url":"/mgi/forward-thinking"}]}}}]},"disruptorsignup":{"results":[{"mediaID":{"value":"full-width"},"renderMode":{"targetItem":{"key":{"value":"fullwidth"},"value":{"value":"Full Width"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}},{"mediaID":{"value":"left"},"renderMode":{"targetItem":{"key":{"value":"left"},"value":{"value":"Left"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}}]}},"ceros":{"results":[]},"exhibit":{"results":[{"id":"B3703B8CAE8546A5997DF73914DB979F","displayName":"Exhibit 1","mediaID":{"value":"1"},"includeTheAccessibilityDisclaimerText":{"boolValue":true},"headline":{"jsonValue":{"value":""}},"hideBottomBorder":{"boolValue":false},"hideEyebrow":{"boolValue":false},"eyebrow":{"jsonValue":{"value":""}},"displayNumber":{"value":"1"},"description":{"jsonValue":{"value":""}},"desktopImage":{"alt":"What was the extent of your company's Industry 4.0 implementation before the COVID-19 pandemic.","src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/indias postpandemic logistics sector the need for technological change/svgz-indialogistics-v4-ex1.svgz","description":""},"mobileImage":{"alt":"","src":null},"renderMode":{"targetItem":{"key":{"value":"Medium content column width"},"value":{"value":"medium"}}},"flourishDataVisualizationID":{"value":""},"pNGImage":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/indias postpandemic logistics sector the need for technological change/png-indialogistics-v4-ex1.png","alt":"What was the extent of your company's Industry 4.0 implementation before the COVID-19 pandemic."},"height":{"value":"810"},"width":{"value":"1536"},"mobileSVGImage":{"src":null,"alt":""},"mobilePNGImage":{"src":null,"alt":""}},{"id":"623E43A9EA594C0CB2EC1E90773FF22A","displayName":"Exhibit 2","mediaID":{"value":"2"},"includeTheAccessibilityDisclaimerText":{"boolValue":true},"headline":{"jsonValue":{"value":""}},"hideBottomBorder":{"boolValue":false},"hideEyebrow":{"boolValue":false},"eyebrow":{"jsonValue":{"value":""}},"displayNumber":{"value":"2"},"description":{"jsonValue":{"value":""}},"desktopImage":{"alt":"Has your view of value from Industry 4.0 solutions changed due to the implications of the COVID-19?","src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/indias postpandemic logistics sector the need for technological change/svgz-indialogistics-v4-ex2.svgz","description":""},"mobileImage":{"alt":"","src":null},"renderMode":{"targetItem":{"key":{"value":"Medium content column width"},"value":{"value":"medium"}}},"flourishDataVisualizationID":{"value":""},"pNGImage":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/indias postpandemic logistics sector the need for technological change/png-indialogistics-v4-ex2.png","alt":"Has your view of value from Industry 4.0 solutions changed due to the implications of the COVID-19?"},"height":{"value":"734"},"width":{"value":"1536"},"mobileSVGImage":{"src":null,"alt":""},"mobilePNGImage":{"src":null,"alt":""}},{"id":"6A5FC7460E544165BBF770361505A8CB","displayName":"Exhibit 3","mediaID":{"value":"3"},"includeTheAccessibilityDisclaimerText":{"boolValue":true},"headline":{"jsonValue":{"value":""}},"hideBottomBorder":{"boolValue":false},"hideEyebrow":{"boolValue":false},"eyebrow":{"jsonValue":{"value":""}},"displayNumber":{"value":"3"},"description":{"jsonValue":{"value":""}},"desktopImage":{"alt":"Digital tools add value at each stage of the logistics journey.","src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/indias postpandemic logistics sector the need for technological change/svgz-indialogistics-v4-ex3.svgz","description":""},"mobileImage":{"alt":"","src":null},"renderMode":{"targetItem":{"key":{"value":"Medium content column width"},"value":{"value":"medium"}}},"flourishDataVisualizationID":{"value":""},"pNGImage":{"src":"/~/media/mckinsey/industries/travel logistics and infrastructure/our insights/indias postpandemic logistics sector the need for technological change/png-indialogistics-v4-ex3.png","alt":"Digital tools add value at each stage of the logistics journey."},"height":{"value":"1123"},"width":{"value":"1536"},"mobileSVGImage":{"src":null,"alt":""},"mobilePNGImage":{"src":null,"alt":""}}]},"image":{"results":[]},"exhibitcarousel":{"results":[]},"pullquote":{"results":[]},"disruptorsignup":{"results":[{"mediaID":{"value":"full-width"},"renderMode":{"targetItem":{"key":{"value":"fullwidth"},"value":{"value":"Full Width"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}},{"mediaID":{"value":"left"},"renderMode":{"targetItem":{"key":{"value":"left"},"value":{"value":"Left"}}},"callToAction":{"url":"/user-registration/register-mvc","text":"Subscribe"},"title":{"jsonValue":{"value":"Stay current on your favorite topics"}}}]},"articlesidebar":{"results":[{"mediaID":{"value":"2"},"description":{"jsonValue":{"value":"\u003cp\u003e\u003cstrong\u003eBest practices and greater collaboration\u003c/strong\u003e could not only improve the way the logistics sector\u0026rsquo;s warehousing and transportation functions serve their customers but also increase the bottom line.\u003c/p\u003e\n\u003ch3\u003eWarehousing\u003c/h3\u003e\n\u003cp\u003eIn the COVID-19 era and beyond, as we have seen, it is more important than ever to determine the appropriate mix of regional and central warehouses. To get it right, companies must take into account factors such as delivery lead times, the importance and frequency of demand, the material value of products, and the impact of warehouse configurations on capital and operating expenditures and on the customer experience. (Fewer regional warehouses could increase the frequency of milk runs and therefore costs, for example, but more warehouses could increase delivery lead times.) The other crucial best practice for the warehouse function is to estimate warehousing and packaging costs by tracking suitable KPIs, such as warehousing overhead per ton, daily handling costs per full-time employee, and packaging costs per product price.\u003c/p\u003e\n\u003cp\u003eWarehousing can benefit from closer collaboration with materials management by taking advantage of its access to service-level agreements with customer-service units. These agreements can help warehousing determine the relative importance of demand in specific regions or zones\u0026mdash;which is now, of course, more problematic than ever. Transport functions can help warehousing to map central and regional warehouses by providing access to agreements with logistics service providers.\u003c/p\u003e\n\u003ch3\u003eTransportation\u003c/h3\u003e\n\u003cp\u003eBest-practice transport functions use rail for inbound shipments of high-volume products with low variable consumption and for outbound shipments of high-volume products with low variable demand. A simple product segmentation based on volumes and volatility can help to identify appropriate products. Another best practice\u0026mdash;that has been particularly helpful during the pandemic and will likely continue to be\u0026mdash;is to optimize logistics flows by simulating network configurations with varying ports of call, last-mile-connectivity options, and the like. Controlling costs by identifying and tracking suitable KPIs (such as road, rail, and sea freight per ton per kilometer, as well as the percentage of volume and weight that each transport mode uses) has significant value as well.\u003c/p\u003e\n\u003cp\u003eGreater collaboration among logistics functions will be required to enable the sophisticated strategies that will be essential to optimize logistics flows. Such strategies, for example, require estimates of inventory levels and warehouse-space constraints. Materials management can give the transport function that kind of data. Still more important in the long run, transport teams must design the digital logistics networks of the future in close collaboration with warehousing.\u003c/p\u003e"}},"aboutTheAuthors":{"jsonValue":{"value":""}},"headline":{"jsonValue":{"value":"Warehousing and transportation: How to remove the pain points"}},"footnotes":{"value":""},"showShareTools":{"boolValue":true},"backgroundColor":{"targetItem":{"key":{"value":"Lightest Grey"},"value":{"value":"lightest-grey"}}},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"renderMode":{"targetItem":{"key":{"value":"Collapsible"},"value":{"value":"default"}}},"isAboutAuthor":{"boolValue":false},"background":{"targetItem":null},"image":{"src":null,"alt":""}},{"mediaID":{"value":"3"},"description":{"jsonValue":{"value":"\u003cp\u003e\u003cstrong\u003eMany technologies \u003c/strong\u003eare transforming logistics, and most of them are already in use around the world and fairly mature. The following technologies represent the most potential opportunity for the logistics sector:\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eIntegrated logistics platforms\u003c/strong\u003e are online marketplaces where companies buy and sell logistics services.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTelematics\u003c/strong\u003e helps companies monitor vehicles and cargo digitally, in real time.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDigital logistics control towers\u003c/strong\u003e serve as nerve centers for supply-chain operations by capturing data at all levels, providing end-to-end visibility, and facilitating strategic decision making.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eBlockchain \u003c/strong\u003ehelps companies develop systems to verify and rate the transactions that truckers and shippers complete, so manufacturers can generate smart contracts that automatically pay vendors when shipments reach their destinations.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eCognitive logistics process automation\u003c/strong\u003e uses artificial intelligence to automate responses to changes in logistics networks by processing a range of data on the status, health, and performance of supply chains and by giving stakeholders real-time recommendations.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eReal-time replanning\u003c/strong\u003e makes supply chains visible from end to end and fully integrates them into IT systems.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAugmented-reality devices\u003c/strong\u003e superimpose computerized data on the user\u0026rsquo;s field of vision, helping to improve pickup rates and reduce picking errors.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eExoskeletons\u003c/strong\u003e\u0026mdash;robotic clothes\u0026mdash;increase the physical capacity of their users and can reduce the number of injuries and raise productivity.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAutonomous mobile robots (AMRs) \u003c/strong\u003enavigate through warehouses and move racks to pickers, pick and move items from baskets, deliver shipments to packers, and the like. AMRs can reroute themselves dynamically when they meet obstacles; the more common automated guided vehicles (AGVs) cannot.\u003c/p\u003e"}},"aboutTheAuthors":{"jsonValue":{"value":""}},"headline":{"jsonValue":{"value":"Digital logistics"}},"footnotes":{"value":""},"showShareTools":{"boolValue":true},"backgroundColor":{"targetItem":{"key":{"value":"Lightest Grey"},"value":{"value":"lightest-grey"}}},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"renderMode":{"targetItem":{"key":{"value":"Collapsible"},"value":{"value":"default"}}},"isAboutAuthor":{"boolValue":false},"background":{"targetItem":null},"image":{"src":null,"alt":""}},{"mediaID":{"value":"1"},"description":{"jsonValue":{"value":"This article is a collaborative effort by \u003ca href=\"/our-people/knut-alicke\"\u003eKnut Alicke\u003c/a\u003e, Sumit Dutta, K Ganesh, Ramanath KB, and Hanish Yadav, representing views from McKinsey\u0026rsquo;s Operations Practice."}},"aboutTheAuthors":{"jsonValue":{"value":""}},"headline":{"jsonValue":{"value":"About the authors"}},"footnotes":{"value":""},"showShareTools":{"boolValue":true},"backgroundColor":{"targetItem":{"key":{"value":"Lightest Grey"},"value":{"value":"lightest-grey"}}},"gradientDirection":{"targetItem":{"key":{"value":"Bottom Right"},"value":{"value":"bottom-right"}}},"renderMode":{"targetItem":{"key":{"value":"Collapsible"},"value":{"value":"default"}}},"isAboutAuthor":{"boolValue":false},"background":{"targetItem":null},"image":{"src":null,"alt":""}}]},"boxout":{"results":[]},"globalsidebar":{"results":[]},"video":{"results":[]},"scrollycontainer":{"results":[]},"bespokeinteractive":{"results":[]},"storycontainer":{"results":[]},"interactive":{"results":[]},"sectionheader":{"results":[]},"statementdisruptor":{"results":[]},"fullbleedphoto":{"results":[]},"tocitem":{"results":[]},"quizcontainer":{"results":[]},"generalup":{"results":[]},"twoupmedium":{"results":[]},"accordion":{"results":[]},"factoid":{"results":[]},"promobarwithquote":{"results":[]},"oneupmedium":{"results":[]},"oneupmediumquote":{"results":[]},"gridwall":{"results":[]},"twoupsmall":{"results":[]},"oneclicksubscribe":{"results":[]},"promobar":{"results":[]},"promobanner":{"results":[]},"sectionhero":{"results":[]},"threeuplinklist":{"results":[]},"table":{"results":[]},"explainertooltip":{"results":[]},"isFiveFiftyHorizontalArticle":{"boolValue":false},"fiveFifty":{"results":[]}},"contextItem":{"ancestors":[{"breadCrumbUrl":{"path":"/industries/logistics/our-insights"},"breadCrumbTitle":{"value":"Our Insights"},"isMiniSite":{"boolValue":false},"displayName":"Insights on Logistics","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}},{"breadCrumbUrl":{"path":"/industries/logistics/how-we-help-clients"},"breadCrumbTitle":null,"isMiniSite":{"boolValue":true},"displayName":"Logistics","template":{"id":"414C6C64AD35440E9668CF39D8A18CCF"}},{"breadCrumbUrl":{"path":"/industries"},"breadCrumbTitle":{"value":"Industries"},"isMiniSite":{"boolValue":false},"displayName":"Industries","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}},{"breadCrumbUrl":{"path":"/"},"breadCrumbTitle":{"value":""},"isMiniSite":{"boolValue":false},"displayName":"Home","template":{"id":"85FF05307883480F9A4C82123F72FFD8"}}]}}},"placeholders":{"main-area":[],"sidebar-area":[]}}]}},"itemId":"792f2003-5d54-4498-82b5-f15e0aaca183","pageEditing":false,"site":{"name":"website"},"pageState":"normal","language":"en","pageMetaData":{"alternateLanguages":[{"languageCode":"en","displayName":"English","url":"/industries/logistics/our-insights/indias-postpandemic-logistics-sector-the-need-for-technological-change"}],"currentLanguage":"en","navigationLink":"industries","activeItemId":"{A95AE915-1A77-4B66-A03E-E5D0EA51163B}","miniSiteId":"{B2234264-9621-478E-981E-CB433846FED6}","officeCode":"","officeDisplayName":"","subscriptionPracticeData":null,"isAlaisedPage":false,"originalHostName":"www.mckinsey.com","updatedDate":"2025-02-12T22:35:03Z","createdDate":"2021-12-07T18:12:46Z","practice":{"isDefaultPractice":true,"name":"Monthly Highlights","code":"N02","stickyTitle":"Sign up for our Monthly Highlights newsletter","stickySubtitle":"Don't miss this roundup of our newest and most distinctive insights","previewLink":"\u003clink linktype=\"media\" target=\"\" id=\"{2D062D82-2D8C-4299-BA25-6721782E3702}\" /\u003e","previewLinkLabel":null,"description":null,"descriptionText":null,"frequency":null,"regFormTitle":null},"url":"/industries/logistics/our-insights/indias-postpandemic-logistics-sector-the-need-for-technological-change","isCareersPage":false,"officePath":"","hideAppPromo":false,"isAlumniURL":false,"isAlumniItemAccessable":false,"accessRoles":["sitecore\\GlobalOfficeEditor","Insights\\ClientLink","sitecore\\McKinseyAllAccess","Insights\\InsightsMedia","Offices\\Everyone","Insights\\InsightsAllAccess","extranet\\Everyone","Offices\\AngolaAllAccess","Offices\\SwitzerlandAllAccess","Offices\\KoreaAllAccess","Offices\\PortugalAllAccess","Offices\\DenmarkAllAccess","Offices\\FranceAllAccess","Offices\\UKIrelandAllAccess","Offices\\SouthAfricaAllAccess","Offices\\RussiaAllAccess","Offices\\SpainAllAccess","Offices\\JapanAllAccess","Offices\\NigeriaAllAccess","Offices\\FinlandAllAccess","sitecore\\AboutUsAuthor","sitecore\\ClientLinkAccess","sitecore\\Temp role","Offices\\JPOAuthor"],"accessUsers":["AlumniCenter\\Alumni","extranet\\Anonymous","AlumniCenter\\FirmmemberAdmin","GSAAuthenticated\\Anonymous","extranet\\authenticated","AlumniCenter\\Firmmember","AlumniCenter\\CorporateRecruiter","sitecore\\MelanieColton","sitecore\\david_gomes","sitecore\\jeffrey_acevedo","sitecore\\justtestuser","Insights\\Amy_Swan","sitecore\\Mohammed_Irshad_K","sitecore\\sujatha_victor","sitecore\\Preethi_Bandi","sitecore\\Santoshini_Allamsetty","Insights\\Vasudha_Gupta","sitecore\\dalexander","sitecore\\lauren_meling","sitecore\\Elissa_Bandler"],"itemInfo":{"id":"792f2003-5d54-4498-82b5-f15e0aaca183","fullPath":"/sitecore/content/McKinsey/Home/Industries/Logistics/Our Insights/Indias postpandemic logistics sector The need for technological change","templateName":"ArticleJSS","templateID":"683910db-02ba-40ba-92e7-726c880160a9"}},"defaultSettings":{"McKinsey Quarterly":"\u003cem\u003eMcKinsey Quarterly\u003c/em\u003e","FacebookCID":"soc-web","LinkedInCID":"soc-web","TwitterCID":"soc-web","Home Page SEO Details":{"Description":"McKinsey \u0026 Company is the trusted advisor and counselor to many of the world's most influential businesses and institutions.","Image_Url":"/~/media/images/global/seoimageplaceholder.jpg","Image_Alt":""}},"alumniDatalayerChunk":"static/chunks/alumnidatalayer.bea6461bc1a93bf6.js"},"componentProps":{},"notFound":false},"__N_PREVIEW":true,"__N_SSP":true},"page":"/[[...path]]","query":{"timestamp":"1739542976684","path":["jp","our-insights","indias-postpandemic-logistics-sector-the-need-for-technological-change"]},"buildId":"HAWIP_-4P2XCs-cXbjj_H","runtimeConfig":{"CONFIG_ENV":"production","CURRENT_ENV":"production","PUBLIC_URL":"https://www.mckinsey.com","PUBLIC_CMS_URL":"https://cms-prod.mckinsey.com","RECAPTCHA_V3_KEY":"6LdC5twSAAAAAF0dePIbY_ckeF05mKdYYJXn7uTg","INVISIBLE_RECAPTCHA_KEY":"6LcWCs0UAAAAAEik2NaGkfGH8mGHo1ThxIt-qUoE","USER_SERVICE_API_HOST":"https://prd-api.mckinsey.com","MOBILE_SERVICES_HOST":"https://mobileservices.mckinsey.com","SEARCH_SERVICE_API_HOST":"https://mckapi.mckinsey.com","OT_DATA_DOMAIN_SCRIPT_COM":"915b5091-0d7e-44d2-a8c4-cf08267e52fe","OT_DATA_DOMAIN_SCRIPT_DE":"13f50396-9d33-4d95-ba3e-1f108fa91009","OT_DATA_DOMAIN_SCRIPT_BR":"679eae24-1d5c-4f33-8aae-b35aa8269966","OT_DATA_DOMAIN_SCRIPT_DOT_ORG":"01948ca8-9875-787b-9448-727b93c03255","ADOBE_LAUNCH":"a400cfbb2fd3","BCOV_POLICY":"BCpkADawqM3Kw-9uDslNJRKDKV902YBckQibdHvtCe7_E1CZUK-yA5lMOb0bP1Jmd13AXAimBAu9t6P25EhnE825MQxq4h4gzCSC4KvcIHFy2o5ay1FC1x7wzMAIhOee5bfcN5IJQx6CACEfqD6MjNGOa4Mh5LH3vPUAJm5oqesmj6CCd1LHOIyuDfTagR09agAhz4Ip_rz_4ksu4nquPxb2t4ZAzriRvCuZcBcGstib_ZFC8TZnALZ4lQDqnXvywA0mvcIcBN5UFD0mi9hLUMuP8-Q6YypPmnQA0WghaliiEvdty3YPyFYgUpQ-JqI7FX5e_lXDFKUsw7NhT6GYeYVdfIvXw_Wzz2bon3xTO_qSpFXjje5vbz7RbLHzLEZV_oaR74diNRT_SSTZbS2LkfGEBAYwNdRdLn5p1FhryNkg5ykrzRa9VhKcPPNuAj0w9Oj5j1Zd84f5_exyF4QM4_5VBu5NQyiUuWzWVPANIDpeFLxzP5psM-76ObRo9FgSmMi85MRqiSJYxfDCNxZCVJVSvlVR-smfLkuAD4Za9B4e57pzXgLwEBNYTIu-hl8C4xkTtIl1H_DxC4-X0iKmqPhFc0-z4UALqgntgcNbp6iutLU-Ue7z0Mr175s7GmZ9rRrqcolGT-4iwlAPcfm_E3ky-PdJZP6peSf_9WY9A0nhxgavAgYCvuFGqh1xUTRmYDNHOfb5xxW8nkFIRU2R9jk6zuRIVIFkOpX2Fp1427ipkVFchRcFu90FwvPYKtByEf7SynOSOrMHgJjkqWUHYvHzTYBmVvExyOlAYAlfovJUueYEjV3WKPsvmMxKHIL4wfxsEjVq5rAkY-qoiG_aA-p-0X2jd6x0nR7Fajn9No0EMN0OPXs3yjdpxC_a37eMC8dS4gIJjYJK5_xz8y5Q2uJUz9dmkqAMGc4CH9eJNDE5rP5kwAmLnHtnA36_kxbHsy6WVBllf4_jE9kQ3L-TfuZLBJtAZOqObTMtpUJYiOIYYkGnQgaiik8wyMvAsfGI3bRVEhkSJ7315aHLMp_K0WuHWW53v-lS4T4J0t8FmPHFCAsUC5LEHB9_cib12s055WPADQ8Q9VIMgzXJu04Eqi-zQHb7H1mmckN7gDXz0IqHAWF35mSwjs20HKG-p10f4Cj68Y_sV7Tdnx05lqmMJTumEPTfYiEwKNKWnUvH6Di2-XDUHZkgT1xUUIVxBIkmQsHRcdnNcxEdh_HTFljfGcdw-34bnVCJlUBklw","sitecoreApiHost":"https://prod.mckinsey.com","FB_APP_ID":"1382278882079245","ARTICLE_API_HOST":"https://prd-api.mckinsey.com","SITECORE_FORMS_SERVICES_API_HOST":"https://prd-api.mckinsey.com","FEATURE_TOGGLES":"{\"stack_adapt_pixel\": false, \"article_seo_schema\":true, \"remember_me\": true, \"gql_promo_banner\": true, \"gql_highlight_bar\": true, \"gql_ceros_placeholder\": true, \"gql_two_up_medium\": true, \"gql_hero_with_partnership_mark\": true, \"gql_brightcove_gallery\": true, \"gql_one_up_medium\": true, \"gql_promo_bar_with_quote\": true, \"gql_fifty_fifty_hero\": true, \"gql_enhanched_hero\": true, \"gql_two_up_small\": true, \"gql_general_up\": true, \"gql_full_bleed_hero\": true, \"passwordless_login_enabled\": true, \"sso_enabled\": true, \"article_id\": \"\", \"personalisation_enabled\":true, \"hide_student_sticky_footer\":true, \"email_domain_validation_enabled\":true, \"enable_cid_cookie_qp\": true, \"otp_verification_enabled\": true, \"article_ratings_enabled\": true, \"article_ratings_enabled_mobile\": true, \"disable_profile_for_alumni\": true, \"firm_sso_enabled\": true}","HEADER_SCRIPT_HASH":"abcd1234","OKTA_AUTH_CLIENT_ID":"0oa8ppb3ypQ8uOI8y697","OKTA_AUTH_ISSUER":"https://dotcomidp.mckinsey.com/oauth2/aus2byav0jTElyFDD697/","AUTO_REDIRECTION_DURATION":"5","LINKEDIN_IDP":"0oaecyj1byxnfrfFk697","APPLE_IDP":"0oaeg2lxy6mq4PX5F697","GOOGLE_IDP":"0oaeczfkb03XL3E4O697","FIRM_SSO_IDP":"0oannwofycK193SNs697","ALUMNI_BASE_API_URL":"https://gateway.mckinsey.com/:apiKey/v1","ALUMNI_AUTHENTICATE_API_URL":"https://ac3-okta-auth.mckinsey.com/authenticate","ALUMNI_OKTA_URL":"https://mckinsey.okta.com/app/mckinsey_ac3_1/exk1slverqoqR80wm2p7/sso/saml","ALUMNI_OKTA_ENABLED":"false","GOOGLE_MAP_API_KEY":"AIzaSyDqrGDNMDjy9pXHkMf-_Ut33LoC725GSe4","AWS_GATEWAY":"https://gateway.mckinsey.com","AWS_API_GATEWAY_ID":"283ao0jjs3","AWS_PERSONALIZATION_TRACKING_ID":"0e6bebf6-33df-48c3-a0ab-31dc0a18f583","AWS_PERSONALIZATION_CID":"recommendations-onw-onw-mck-mck-art-2410-v1-user-ext-web","EVENTS_MODULE_CARDS_COUNT":"8","RECOMMENDATIONS_OFFER_ACTIVITY":"Article Recommendations"},"isFallback":false,"dynamicIds":[70281,73769,76731,42354,35278,68578,98391],"gssp":true,"locale":"en","locales":["en","da-DK"],"defaultLocale":"en","isPreview":true,"scriptLoader":[]}</script><script type="text/javascript" src="/WT0M/oqRU/7oA/KD1/Kl_g/i9piXDmbbJDfuV/Yy41AxIr/dmB/4eB1XalcB"></script></body></html>