Ajit Jangle

Managing Director

Pharma companies today operate under a tight equation. Demand volatility rises, product portfolios diversify, compliance expectations harden, and distribution footprints widen. At the same time, internal teams face pressure to shorten lead times, reduce inventory risk, and maintain audit readiness across every node of the network. Logistics therefore, no longer sits downstream of manufacturing decisions. It influences cost-to-serve, market responsiveness, and regulatory confidence in equal measure. Treating logistics as a structural capability rather than an outsourced afterthought, FM Logistic India’s work in pharma warehousing and inventory management reflects this reframing.

FM Logistic India designs and operates large-scale, technology-enabled warehousing and supply chain operations. Drawing on experience across consumer, retail, and healthcare supply chains worldwide, the company applies its most exacting operating standards in pharma, where fragmented execution and weak visibility carry disproportionate risk. “Many organisations still work with multiple partners for warehousing, transport, and visibility, which creates inefficiencies and risk, particularly in regulated sectors like pharma”, says Ajit Jangle, Managing Director at FM Logistic India. “Our approach brings these elements together under one integrated framework”, Ajit adds.

From Fragmented Execution to Integrated Control

The company combines multi-client facilities, standardized processes, and technology platforms designed for scale, changing the economics and reliability of pharma warehousing. Instead of building dedicated infrastructure that locks capital and limits flexibility, customers access shared facilities that maintain high compliance standards while adapting to volume swings and product mix changes.

The firm also extends its role upstream into network design and cost-to-serve analysis. By working with customers to redesign storage and distribution footprints, the company helps align inventory placement with demand patterns, service expectations, and regulatory constraints. This advisory layer sharpens execution, ensuring that operational decisions reinforce commercial outcomes rather than undermine them.

"FM Logistic India combines multi-client facilities, standardized processes, and technology platforms designed for scale, changing the economics and reliability of pharma warehousing"

Temperature, Compliance, and Discipline

FM Logistic India’s facilities use validated HVAC systems, continuous temperature and humidity monitoring, automated alerts, and redundancies built into critical controls. These elements create the physical conditions required for product integrity; however, the company treats them as necessary but insufficient.

In addition, recognizing that people sustain outcomes, it invests heavily in training its team to ensure that they understand why deviations matter, how regulations interpret intent, and what corrective action looks like in practice. Inbound inspection, controlled storage, FEFO management, deviation handling, and CAPA processes function as a single quality loop rather than isolated tasks. Regular audits and refreshers reinforce consistency across sites, reducing dependence on individual vigilance alone.

This approach reframes quality from compliance theatre into operational muscle memory. Products leave the facility having been handled with the same discipline expected by the manufacturer, not because a checklist demands it, but because the system and its people align around that expectation.

Visibility as a Risk Management Tool

FM Logistic India’s technology ecosystem focuses on delivering control rather than dashboards for their own sake. A robust warehouse management system integrates with IoT-enabled temperature and humidity sensors, barcode and RFID-based tracking, and a central visibility platform that consolidates data across locations. Customers gain real-time access to inventory levels, batch details, storage conditions, and order status through a single source of truth.

Analytics extend this visibility into decision support. Forecasting, replenishment planning, and inventory intelligence tools help customers avoid over-buffering, reduce expiry risk, and align stock levels with actual demand signals. The result is a quieter supply chain, where exceptions surface early and corrective action remains measured rather than reactive.

The Economics of Shared Infrastructure

FM Logistic India’s multi-client facility model balances precision and cost control. Shared infrastructure spreads fixed costs across customers while preserving compliance rigor, making advanced warehousing accessible without the burden of ownership. Within these facilities, space efficiency receives analytical attention. Slotting analysis, racking optimization, and selective automation improve throughput and utilization without introducing unnecessary complexity. Automation enters only where it adds clear operational value, supporting accuracy and speed rather than replacing judgment wholesale. Inventory intelligence further sharpens this efficiency by guiding stock placement and movement decisions based on real usage patterns. For customers, this combination translates into lower storage costs, higher service consistency, and the ability to scale volumes without redesigning the network each time demand shifts.

FM Logistic India’s direction remains anchored in building supply chains that support India’s healthcare ecosystem with reliability and discipline. Expansion of the multi-client facility network, deeper pharma-compliant capabilities, continued investment in automation, and sustained focus on people form a coherent trajectory. In a sector where failure rarely announces itself loudly, the value of logistics lies in what does not happen. The company’s work can make those non-events repeatable: no excursions, no visibility gaps, no surprises at audit time.