SANGAM REDDY
LOGISTICS
before operational standards ensure that best-practice planning can be replicated without reinventing the wheel at every site.
“ Some terminals in our network have exceeded their original design expectations simply by applying unified planning rules, without new infrastructure,” adds Sangam.
The London Gateway terminal is his most cited proof point. Standardised planning tools enabled throughput to reach 125 % of the terminal’ s original design capacity – with no additional equipment. The gains came from eliminating clashes, reducing workarounds and introducing clearer workflows are a result that reframes what infrastructure investment actually means.
“ Standardisation is not an IT exercise,” he says“ it involves infrastructure too. It is the backbone of smarter, faster and more sustainable trade.”
The KPIs Sangam watches are evolving in kind. Traditional throughput metrics still matter, but he argues that variance reduction( how stable performance is across shifts and vessel types) often tells a more meaningful story.
“ Predictability often matters more to customers than peak speed,” he explains.“ Energy per move is also a strong indicator – standardised yard logic reduces unnecessary repositioning and equipment cycles, lowering the energy footprint of every container handled.”
Forecast accuracy is emerging as another critical measure. When terminals share data structures, anticipating yard pressure or berthing windows becomes possible in a way that siloed systems simply cannot support.
SANGAM REDDY
TITLE: GROUP EXECUTIVE VICE PRESIDENT OF PORT & TERMINAL SYSTEMS
COMPANY: DP WORLD INDUSTRY: LOGISTICS
Sangam drives DP World’ s global standards by dismantling industry silos. He implements a scalable foundation across the network to ensure consistent excellence and efficient, sustainable maritime trade worldwide.
Sangam adds:“ The KPI mix is changing. Smarter trade is defined by predictability, energy efficiency and the ability to anticipate rather than react.”
Logistics built for patient impact In pharmaceuticals, the stakes of logistics failure are clinical. Medicines that don’ t arrive on time cause problems beyond just the commercial element of the business; they impact public health. Matt leads one of the largest fully integrated biopharmaceutical supply networks in the world,“ reach [ ing ] more than 150 million patients every single day” and is frank about the pressures reshaping it.
“ The COVID pandemic changed expectations around medicine availability, exposing weak spots in global supply chains and putting resilience front and centre,” Matt says.
84 March 2026