LOGISTICS SECTOR
Compiled by Prashanthi Cooray
BUIL DING RESILIENT NETWORKS
Sanjay Samarasinghe delves into the future of Sri Lanka’s supply chains
Q: How has the logistics sector evolved in the last few years – and where do you see it heading?
A: The logistics landscape in Sri Lanka has undergone a dramatic transformation in recent years. E-commerce has exploded, and fuelled demand for efficient and reliable delivery solutions.
At the same time, Sri Lanka’s growing trade relations have increased the complexity of supply chains. We’ve seen a significant shift towards technology driven solutions. Real-time tracking, automated warehousing and data analytics are no longer optional but essential to gain competitive advantages.
By recognising these trends early and investing in technology, companies can enhance visibility and efficiency across their networks – and offer cutting-edge solutions to customers.
Looking ahead, I believe the industry will continue to embrace digitalisation. Integrated platforms connecting all stakeholders, sustainable logistics practices and personalised solutions will be key differentiators.
Sri Lanka’s strategic location also presents a unique opportunity to become a regional logistics hub, particularly for cross border e-commerce. This will require further investments in infrastructure, technology and skilled talent.
Q: What are the main operational inefficiencies you’ve encountered in the logistics sector? And how do you address them?
A: One of the biggest challenges facing Sri Lanka’s logistics sector is the state of our infrastructure. Congestion, limited connectivity and outdated facilities greatly impact transit times, and drive up costs.
Addressing this requires a multifaceted approach including public-private partnerships (PPPs) to develop modern infrastructure and optimise existing routes.
Another major hurdle is the lack of streamlined processes within government agencies. Customs procedures for instance, are cumbersome and time-consuming; they often lead to delays and higher expenses. The lack of a standardised regulated framework for the courier, express and parcel (CEP) sector exacerbates these issues.
Digitalisation of government processes and greater inter-agency coordination are crucial for improving efficiency and transparency.
While corruption remains a concern, fostering ethical practices and close collaboration with authorities are essential for building a sustainable and reliable logistics ecosystem.
Q: Given the disruptions caused by global events, what advice would you offer companies looking to build resilient logistics strategies for the future?
A: Recent global events have exposed the fragility of traditional supply chains. Companies must adopt a more resilient approach, and prioritise flexibility and adaptability. This starts with enhanced supply chain visibility.
Real-time tracking and data analytics provide crucial insights into potential disruptions, enabling proactive mitigation strategies. By learning valuable lessons from these disruptions, organisations can strengthen their own resilience and help customers navigate uncertain times.
Logistics companies play a key role in this by providing local expertise and support to businesses seeking to build more robust supply chains.
Diversification is another key element. Over-reliance on single suppliers or regions creates vulnerabilities. Building relationships with multiple suppliers, exploring regional sourcing options and establishing alternative transportation routes can greatly enhance resilience.
Investing in technology that enables predictive analytics and scenario planning can help companies anticipate and respond effectively to unforeseen challenges. Globalised networks enable companies to offer diversified solutions and access to a wide range of resources, which is crucial for building resilient logistics strategies.
Q: What traits do you look for when building high performing teams in logistics?
A: The logistics sector demands individuals who can thrive in a dynamic and challenging environment. When building high performing teams, I look for several key traits.
First and foremost is a strong work ethic and commitment to delivering exceptional service. Problem solving skills are critical, as logistics professionals constantly face unexpected obstacles and must find creative solutions. Adaptability is also crucial, as the industry is constantly evolving.
Beyond these core skills, I value individuals with a customer centric mindset and passion for continuous improvement.
Fostering a culture of open communication, empowerment and recognition is essential for motivating and retaining top talent. Investing in training and development programmes ensures that team members have the skills and knowledge to excel in their roles, and contribute to a company’s success.
Q: As an advocate for change and social justice, how do you integrate these principles into the business world?
A: I firmly believe that businesses have a responsibility to contribute to a more just and equitable society. This commitment should be reflected in every aspect of operations from ethical labour practices and fair compensation, to environmental sustainability and community engagement.
Minimising environmental impacts is a top priority. This can be achieved through initiatives such as adopting eco-friendly packaging, optimising delivery routes to reduce fuel consumption and investing in renewable energy sources.
Supporting local communities through social responsibility programmes is another important aspect of integrating social justice principles. This can involve partnering with local organisations, providing educational opportunities or contributing to initiatives that address social needs.
Creating a safe and inclusive work environment where all employees feel valued and respected is also fundamental to upholding social justice in the business world.
