A Study on Cargo Handling Process in Shipping and Logistics with Special Reference to Manidra Logistics Pvt. Ltd, Chennai

Abstract

In recent years, many businesses have become more globalized due to advancements in technology and computer networks. As a result, many of these globalization efforts have been enabled by the use of computers and have created opportunities for companies to work together in partnerships that allow them to create efficiencies by utilizing each other\'s strengths for the purpose of providing a higher level of service and meeting rising customer retention rates. To identify best practices for the cargo handling process, I examined how logistics companies can provide their customers with a competitive advantage through different handling practices. To achieve this goal, I assessed customer satisfaction levels for those who utilized Mahindra Logistics (an Indian third-party logistics service provider). My analysis included the relationship of Mahindra to each of its customers from five different sectors (automotive, pharmaceutical, consumer goods, food and beverage), and also included a survey of 185 customers to determine how well Mahindra Logistics met customer service expectations. The value of this research lies in the fact that the research developed herein consisted of operational data as well as information from emerging digital marketing research, and will continue to enable new forms of partnerships to form in both logistics and transportation. Descriptive and correlational analyses (i.e., Chi-square tests, Pearson correlations) were performed to produce the findings. Although there are several areas where Mahindra Logistics meets customer service requirements, there are still major areas where the organization has not achieved target levels of service (i.e., agility/response time, special requests, and punctuality). Findings were also based on recent empirical studies of digital marketing practices related to the field of freight forwarding. Findings indicate that Digital Marketing Practices (DMP) is an excellent predictor of Customer Awareness (R2 = 0.690, p < 0.001), and DMP’s and Communication Practices (CP) are the most significant drivers of Business Impact (both direct and indirect) for businesses. Therefore, in order for logistics companies (like Mahindra Logistics) to create sustainable competitive advantages, they need to combine digital visibility efforts with dependable service delivery systems.

Introduction

The study focuses on how digital transformation and marketing strategies are reshaping the freight forwarding and logistics industry in India, with a specific case study of Mahindra Logistics in Chennai.

It explains that logistics has become a strategic business function, but India still faces high logistics costs (13–14% of GDP) due to infrastructure and regulatory challenges. Within logistics, freight forwarding relies heavily on technology and digital systems such as TMS, EDI, and real-time tracking. However, modern competition now depends strongly on digital presence, including websites, SEO, social media, and CRM systems, which influence customer awareness and trust.

The research identifies a key problem: although companies like Mahindra Logistics adopt technology, customers still report issues in service accessibility, responsiveness, and handling of special cargo (including HAZMAT). It highlights a research gap in understanding how digital marketing and communication impact brand trust, customer awareness, and actual business performance in Indian freight forwarding firms.

The study aims to evaluate cargo handling processes, service quality, delivery timeliness, special cargo handling, and the relationship between digital marketing variables and customer satisfaction. It also develops a conceptual framework where digital marketing and communication influence customer awareness and brand trust, which in turn affect business outcomes.

The literature review shows that digital technologies improve supply chain visibility, efficiency, and customer engagement. It emphasizes that SEO, content marketing, and digital communication strengthen brand visibility and trust, while relationship marketing improves retention. However, most existing research focuses on operations rather than marketing impact in logistics SMEs.

The methodology uses a mixed-method approach with questionnaires, Likert-scale responses, and statistical tools like SPSS, AMOS, regression, and structural equation modeling. Data from logistics professionals is analyzed to test hypotheses linking digital marketing, communication, awareness, trust, and business performance.

Conclusion

Study 2 identified five variables which exhibit direct and indirect interactions: Digital Marketing Practice (DMP), Consumer Participation (CP), Consumer Attachments (CA), Brand Trust (BT), and Brand Image ( BI ). DMP was a significant predictor for CA (?=1.016). DMP and CP also had statistically significant direct effects on BI. In addition, CP had an indirect effect on BI through CA (i.e. Indirect Effect = 0.230; p = 0.047.)). During the course of this study, it was determined that BT was not associated with any form of Digital Marketing Practice within B2B Freight Forwarders. There were no statistically significant relationships identified between BT and either DMP or CP or CA. Thus, from a B2B Freight Forwarding perspective, BT is primarily attributed to consistently providing quality service, transparency in operations, and continuous relationship development and not as a result of digital visibility. The findings of this study disproves the theory that simply investing into Digital Marketing will result in an automatic establishment of BT. The most strategically relevant discovery is that, in this context, all digital marketing variables are structurally independent of brand trust. There was no significant connections demonstrated between CA, CP, DMP, and Brand Trust. Therefore, it is suggested that brand trust for B2B freight forwarders is primarily established based on the delivery of service consistency, operational transparency and long-term relationship building; not by way of digital presence. The study challenges the notion that investment in digital marketing is universally tied to the development of brand trust.

References

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Copyright

Copyright © 2026 Veeraselvan. V, Dr. M. Kotteeswaran. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.