Section 1 — Profile
Who we are
iLogBC was founded on a single conviction: that the shipping and logistics industry is poorly served by generalist consulting. The sector's most consequential decisions — how a port concession is structured, whether a logistics acquisition is priced correctly, how a supply chain should be redesigned for the DFC era, whether an international company's India entry plan is built on realistic assumptions — require advisors who have spent their careers inside this industry, not advisors who arrive with a framework and leave before the outcomes are visible.
We work exclusively in shipping, logistics, supply chain, infrastructure, and the technology platforms that serve these sectors. That focus is not a positioning statement — it is a constraint we impose on ourselves because it is the only way to maintain the depth that our clients' decisions require. We do not take engagements outside this sector. We do not offer commodity services that do not require genuine sector intelligence to execute.
Our engagement model
How an engagement actually runs
The same four-stage discipline governs every engagement, whether it is a two-week diagnostic or a year-long transaction mandate. Order matters here — we do not design before we diagnose, and we do not deliver before the client has tested the design against their own operating reality.
Listen
Structured conversations with operators, not just the mandate document, so the brief reflects what is actually happening on the ground.
Diagnose
Data and network analysis against sector benchmarks we hold from direct operating experience — not generic industry averages.
Design
Recommendations built to survive contact with your P&L, your regulatory environment, and your existing commercial commitments.
Deliver
Senior involvement through implementation — we stay accountable for the outcome, not just the recommendation.
Section 2 — Expertise areas
Five areas of deep sector expertise
Our five expertise areas cover the full value chain of the sectors we serve. Click any area to read what we bring to engagements in that domain.
2.1 Multimodal logistics
The Western DFC, commissioned March 2026, has permanently changed modal economics on India's busiest freight lanes. Rail now averages 60 km/h against 25 km/h on the legacy network. Coastal shipping offers competitive economics on India's 7,500 km coastline. Air freight capacity at major airports is growing with pharmaceutical exports and e-commerce cross-border volumes. We bring deep experience in designing and optimising multimodal logistics networks for Indian and international businesses — understanding not just the theoretical mode economics but the operational reality of how freight actually moves across India's infrastructure at scale.
2.2 EXIM & trade
India's merchandise exports exceeded $437 billion in FY2024-25 and the $2 trillion by 2030 target requires export supply chain efficiency that most manufacturers and exporters have not yet achieved. We have worked across every segment of the Indian EXIM supply chain — freight forwarders, customs brokers, shipping lines, NVOCCs, and inland transport operators — and understand the specific operational, regulatory, and commercial challenges that businesses encounter when moving goods across India's borders at scale.
2.3 Infrastructure & terminals
Logistics infrastructure is the longest-horizon investment in the sector — and the least forgiving of errors made at the evaluation stage. A terminal concession with poorly negotiated throughput guarantees and an ICD positioned in the wrong freight corridor will underperform regardless of how well-managed the operation is. We bring the combination of freight market intelligence and transaction experience that infrastructure investment in the logistics sector requires.
2.4 M&A and due diligence
The value of a logistics business is embedded in variables that standard financial analysis does not reach — the transferability of customer relationships, the licence dependencies that carry change-of-control risk, the network density that creates switching costs, the management depth that allows the business to operate without its founders. We conduct M&A advisory and due diligence with the specific goal of making these variables visible to buyers, sellers, and investors.
2.5 Digital & transformation
Digital transformation in logistics is one of the most overpromised and underdelivered areas of investment in the sector. Indian logistics SaaS companies raised $164 million in the first eleven months of 2025. But the businesses that capture value from technology investment are those that chose the right tools for their operational reality, implemented them with change management discipline, and measured outcomes against the operational problems they were solving — not the features demonstrated in a product tour.
Leadership philosophy
How we think — and why it matters
Every consulting firm has a methodology. What differentiates the advice you receive is the underlying philosophy that determines which questions get asked, which trade-offs get named, and what success is measured against.
We would rather be the right advisor for one sector than a plausible advisor for fifteen.
— Firm operating principle, iLogBC
Our team
The people behind the practice
Our team brings direct experience from across the sectors we advise — former logistics operators, port executives, freight forwarding professionals, investment advisors, and supply chain leaders who have made the decisions our clients now face. This is what makes our advice credible: not that we have studied these businesses, but that we have run them.
Team profiles will be added before the site goes live. Each profile will include the consultant's name, photograph, sector background, and the specific expertise areas they lead.
Work with a team that knows this sector
Speak with us about your business objectives in shipping, logistics, infrastructure, or supply chain.
No obligation · All conversations confidential