The J M Baxi Group is a trade and logistics conglomerate with a legacy of more than 100 years. Expanding its scope within marine services, the company now successfully spans the entire logistics value chain. President/CSO, J M Baxi Group, Tamal Roy explained more.
From multi-cargo port terminals, container freight stations, depots and container trains, to niche logistics services for project and bulk cargo, offshore installations, marine services and logistics technologies, the J M Baxi Group has established a broad portfolio. Central to the group’s success, however, is its unwavering client focus.
“Our strategy is to place the client at the core of our strategy,” said Tamal Roy, President/ CSO. “We’ve built trust over the years, and now if a client has a logistics need, we try to fulfil that need to the largest extent.
“Initially, our operations were confined to ports. Now, we extend our services to the
customer’s door, by managing the trains and trucks that move cargo from ports to inland locations, sometimes many kilometres away. Our goal is to be deeply embedded in a client’s distribution chain and to create maximised value from their logistics spend.”
Growing strategic integration
While the J M Baxi Group began in 1916, the company has evolved significantly over the years, with strategic transformations shaping its current form. Today’s J M Baxi Group, as it stands, is a product of continuous development over the past 10-12 years. What began as a custom house agency and stevedoring company, has grown to a full-service logistics
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provider with 3PL services, infrastructure and transportation based on a technical backbone. ‘The group has gained in both depth and breadth.
“We developed what we call ‘first mile, last mile’ services,” Roy explained. “As India privatised and logistic distances increased, we took advantage of these changes to grow our reach. Anticipating government policies has been key to maintaining our competitive edge. For instance, when the Indian Railways began privatising, we invested in trains for our clients.”
The company’s growth reflects the evolution of India’s infrastructure landscape and policy changes. Fifteen years ago, J M Baxi was a representative and service provider in a country withing ageing, government-run ports. When privatisation policies were introduced,
the group seized the opportunity to invest in state of art infrastructure.
“Fifteen years ago, we operated just one terminal. Today, we own and manage 16 terminals nationwide, with a capacity exceeding 100 million tonnes annually,” Roy shared. “However, we continue to service the same loyal clients across the entire spectrum of their logistics needs.”
As India’s industrial footprint expanded, so did the demand for inland transportation of oversized, prefabricated structures. J M Baxi responded by specialising in moving heavy cargoes, some weighing over 300 tonnes.
“We have specialised equipment and, more importantly, highly qualified personnel to transport these massive structures safely, from the sea to inland destinations, often deep in the mountains,” Roy continued. “This
segment is now our leading business area, and following two recent acquisitions, we hold 85 per cent market share in the movement of cargo within the country.”
At the forefront of digital transformation, Baxi Technologies’ company, Portall is revolutionising maritime logistics with pioneering solutions like India’s first single-window platform, NLP-M and a cutting-edge Port Community System for Mawani Ports in Saudi Arabia. By integrating advanced analytics, stakeholder collaboration and standardised processes, Portall’s platforms are setting new benchmarks for operational efficiency. Its world-first low-code platform also enables smaller economies to build affordable, customisable PCS systems, accelerating digital transformation and making scalable port solutions accessible globally.
Adapting to changing times
The group has a solid Project management track record of completing projects on time and within budget, a reputation that proved invaluable during the pandemic. The company undertook a large greenfield project to build a berth and container yard adjacent to an existing terminal. Funded by the IFC, this project required adherence to stringent labour standards.
Instead of reducing its workforce amid the global pandemic crisis, the J M Baxi Group established systems for labour protection. Labour camps ensured continuity.
“We had medical systems in place, we maintained isolation and hygiene, and barring a few minor outbreaks managed to prevent any major outbreaks,” Roy explained. “When operations resumed, we were fully prepared.
Unlike other projects which suffered from labour shortages and slow remobilisation our labour force remained intact and committed to completing the project. We met the project timelines even in such challenging times.”
Sustainability is a key focus of J M Baxi’s evolving strategy. The company is implementing green initiatives across its ports, such as replacing cement with fly ash where feasible, minimising plastic use, maximising
water treatment and ensuring zero brown water runoff into the sea. The company is invested heavily in renewable energy. Currently, 55% of the company’s power comes from renewable energy, either directly generated or sourced from the grid.
“We track emissions and our carbon footprint under our ESG programme, not only during operations but also during project implementation stage,” Roy noted. “Our green efforts are something we take great pride in.”
Social sustainability is also high on the company’s agenda. Currently, 40% of the workforce at the group’s newest terminal at Tuticorin, comprise of women, many of whom come from local villages.
“These are not white-collar positions,” Roy said. “These are blue-collar jobs filled by first-
time workers. We invest in technical training months before our terminals begin operations. Our target is to increase this to 60% in the near future. Ultimately, our vision is for an all-female-operated workforce.”
Collaborative Success
Strong partnerships have been a key factor in the J M Baxi Group’s operations, with many vendor and supplier relationships spanning multiple generations. “Our vendors and suppliers are more than business partners; they’re our allies,” said Roy. “Many of our vendors started as first-time opportunity-seekers and have grown alongside us over the years. This shared growth is critical to how we think as an organisation.”
The J M Baxi Group is clearly driven by relationship-management and thrives thanks
to this strong company culture. The culture is demonstrated across all its customers, its employees and its vendors. As a result, the company is more than prepared for the challenges of the market.
Equally significant is the company’s emphasis on employee retention and growth. Many employees at the J M Baxi Group have enjoyed careers spanning several decades, with double-digit tenure being the norm rather than the exception. This deep-rooted commitment to the company’s culture has created a workforce that is more than ready to meet the market’s challenges.
“That’s the most rewarding aspect of our work,” Roy said. “The challenges keep coming, but so does the excitement of growth. We take pride in being our own architects and builders, creating something new every day.” n
