The new facility is strategically designed to support both B2C and B2B segments, enabling Cravicious Foods to cater to a broader customer base while expanding its product portfolio. As consumer preferences continue to shift toward convenient, ready-to-cook and ready-to-eat options, the company is positioning itself to capture a larger share of this fast-evolving market.

A key focus of the expansion is the HoReCa (Hotels, Restaurants, and Catering) segment, where the brand aims to deepen its presence by ensuring consistent quality and reliable supply. The move complements its existing manufacturing capabilities, with its first facility already operating at a capacity of 300 metric tonnes per month.

Headquartered in Greater Noida, Cravicious Foods combines food science, process innovation, and supply chain efficiency to deliver high-quality products. Through its consumer brands, Meaty Story and Veggie Story, along with institutional offerings, the company continues to build a diversified and future-ready frozen foods business.

The new facility is equipped with advanced freezing technology and designed to meet stringent hygiene and quality standards, supported by over 50 quality checks across sourcing, processing, packaging, and dispatch. This expansion is expected to further strengthen the company’s ability to deliver consistent, safe, and high-quality frozen food products across channels including quick commerce, D2C, and HORECA.

Commenting on the development, Ekansh Garg, Co-founder & CEO of Cravicious Foods said, “We are actively working on expanding our range to keep pace with how consumers are eating today while staying true to our clean label and quality benchmarks. The pipeline includes new formats across both non-vegetarian and vegetarian categories, with a strong focus on products that work for everyday snacking as well as complete meal solutions for home and foodservice use. A lot of this development is happening alongside the commissioning of our next manufacturing unit, which is scheduled to go live shortly and will immediately strengthen our production and quality capabilities with a 15 to 20 per cent increase in manpower.”

Garg further elaborated, “All potential launches go through rigorous trials at our facility to test freeze stability, texture and cooking performance in real-world conditions. While specific products are still under wraps, the intent is to introduce offerings that add depth to our portfolio and serve both B2C and B2B demand more effectively.”

With this expansion, Cravicious Foods continues to build a process-led, scalable manufacturing ecosystem, positioning itself to meet evolving consumer needs while strengthening its presence in India’s growing frozen food market.

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Designed as a model warehouse for North India, the new hub combines high-spec infrastructure with Prozo’s proprietary technology stack to create one of the region’s most advanced fulfillment environments. The facility is engineered to handle complex and high-volume operations for enterprise, retail, and D2C brands, delivering precision at scale. It is designed to support omnichannel fulfilment, enabling seamless integration across multiple sales channels while ensuring accuracy and speed.

The site features next-generation conveyor systems, chutes, and automated material-handling infrastructure to accelerate inventory movement, enhance accuracy, and deliver consistently high throughput. This enterprise-grade facility is designed as a state-of-the-art hub with automated processes and infrastructure, running on Prozo’s enterprise-grade standards supported by advanced warehouse management systems, real-time visibility tools, multi-channel order orchestration, and robust safety and compliance frameworks.

Commenting on the launch, Dr. Ashvini Jakhar, Founder & CEO, Prozo, said, “This facility marks a new chapter in how we design and scale fulfillment infrastructure. We now work with some of the largest and globally known brands, and they expect networks that deliver speed, accuracy, and predictability at all times. This site gives us stronger control over large and varied order flows, enabling us to perform at a standard that reflects the scale and complexity of the customers we serve. It also allows our teams to engineer sharper processes and deepen the tech-led design of our national network as we prepare for the next phase of growth.”

Strategically located within a key industrial and logistics corridor, the Horizon Industrial Park hub strengthens Prozo’s broader capacity expansion programme and improves connectivity to key consumption centres. It enhances network resilience, supports service continuity, and reduces operational bottlenecks for fast-growing, multi-channel brands.

Over the past year, Prozo has accelerated investments in SLA intelligence, automated reporting, and integrated multi-channel order management across its network. The new facility integrates seamlessly with these capabilities and advances Prozo’s mission of delivering precision-led logistics at a nationwide scale.

Prozo’s clientele includes leading brands such as Reliance, TMRW (Aditya Birla), Tira, Traya, Minimalist, Beardo, Neemans, Comet Shoes, Bata, Relaxo, and VIP (Caprese), along with several other large enterprises, retail, and D2C brands across FMCG, consumer electronics, healthcare, beauty, fashion, and lifestyle categories.

With this addition, Prozo continues to reinforce its position as one of India’s most dependable and technology-forward fulfilment partners, offering brands a future-ready ecosystem built on scale, visibility, and engineering-led reliability.

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The outlook captures India’s logistics story beyond tonnes and kilometers, spotlighting the moments that mattered: vaccines that travelled colder than Antarctica, critical documents that couldn’t wait, shipments that doubled overnight, and parcels connecting families, businesses and economies at a scale few ever witness.

From life-saving supplies racing across states to packages moving faster than most people can finish an episode online, 2025 paints a picture of a nation constantly in motion and a logistics network working around the clock to keep pace. These insights lift the curtain on India’s delivery engine room, decoding network behaviour through five lenses: scale, speed, terrain, temperature, and security.

Record peak days, demand surges, and delivery routes cutting across metros, mountains, and remote interiors reflect a simple truth: logistics has moved from a silent enabler to mission-critical infrastructure powering India’s growth story.

A sneak peek at the highlights:

• A single day that made even Mondays sweat
• Road journeys long enough to lap the planet (again and again)
• Millions of parcels landing securely at millions of doors
• Shipments colder than Antarctica
• Deliveries at altitudes where even Wi-Fi gets dizzy
• Business accounts going live faster than the hook in your favorite song

With cold-chain shipments rising sharply, digital onboarding happening in minutes, and new demand corridors emerging across Tier-2 India, India on the Move 2025 reads less like a retrospective narrative and more like a preview of where India is headed next.

These trends illuminate shifting delivery behaviour – reshaping customer expectations, informing inventory planning, and raising the bar on how fast businesses must move to remain competitive. Logistics is no longer the “after” button once someone hits Buy Now; it is shaping the tempo of consumption, commerce, and nationwide connectivity.

The findings reflect Blue Dart’s continued commitment to building a logistics network that prioritizes reliability, precision, and reach at a national scale. With sustained investments in operational resilience and infrastructure, Blue Dart remains focused on enabling India’s economic momentum while connecting businesses and communities in the country’s most distant regions. The company continues to scale intelligently, deliver securely, and reinforce trust across every kilometer of its network, keeping India connected and delivering forward.

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Top Grocery Supply Chain Trends & Challenges in 2026:

1. Legacy Systems Slowing Progress: Grocery supply chains continue to grapple with outdated, siloed legacy systems that limit visibility, slow decision-making, and hinder the adoption of modern AI-based capabilities. This technology debt is becoming one of the biggest obstacles to agility. As a result, grocers will prioritize end-to-end integrated planning platforms that unify SNOP, category planning, and supply chain execution to enable faster, more informed responses.

2. AI Becomes Core to Grocery Planning: Generative AI and machine learning forecasting are emerging as foundational tools across grocery operations. With demand volatility and fresh complexity rising, grocers are turning to AI to improve forecast accuracy, reduce spoilage, enhance in-stock levels, and automate purchasing and labour planning. AI agents are also helping democratize insights, enabling teams to surface and resolve bottlenecks quickly.

3. Cost-to-Serve Pressures & Omnichannel Profitability Challenges: As omnichannel becomes permanent but remains margin-dilutive, retailers are feeling intensified cost-to-serve pressures, especially in logistics and fresh categories. In 2026, grocers will focus heavily on precision commerce: optimizing assortment, sharpening pricing effectiveness, improving fresh leadership, and developing more profitable omnichannel operating models to protect margins.

4. Consumer Volatility Driving the Need for Agility: Rapidly shifting consumer preferences from plant-based to global flavours and the inefficiencies of manual forecasting are pushing grocers to adopt more agile, scenario-driven planning processes. Automated, real-time planning capabilities will become a competitive advantage, enabling retailers to react faster to demand shifts and model multiple decision pathways before execution.

5. Market Turbulence Reshaping Assortment & Private Label Strategy: Tariffs, trade disruptions, and ongoing CPG price hikes are forcing grocers to rethink assortment strategies. Many are expanding private label and value-tier offerings to mitigate price shocks while still catering to premium shoppers. While food waste reduction remains a priority due to its direct impact on margins, broader sustainability conversations remain muted amid economic uncertainty.

Top challenges and SCM trends in Retail industry for 2026:

1.   Flexibility as the Defining Priority Amid Extreme Volatility: Retail leaders are entering 2026 with an    unpredictable macro environment, shaky consumer confidence, tariff fluctuations, geopolitical tensions, and widening demand variability. This volatility is pushing flexibility to the top of every supply chain agenda. However, heavy tech debt and legacy or manual systems continue to slow transformation, making even basic reporting a multi-hour exercise. To stay ahead, companies need to think in three- to five-year horizons and ground their decisions in fast, accurate data, otherwise they risk falling back into the same non-strategic “rinse and repeat” cycle that has held them back.

2. Efficiency and Revenue Growth Through Smarter Inventory and Omnichannel Operations: Inventory optimization stands out as one of the largest value levers for 2026, particularly as buy-online-pick-up-in-store becomes more dominant. Retailers need to place inventory closer to the true demand signal and streamline omnichannel fulfillment across increasingly complex marketplace models. The questions around who owns inventory and who fulfills orders are now complicating operations. Companies will realise that the biggest opportunities lie in doing more with trimming excess stock, improving logistics decisions, and using integrated dashboards to replace the fragmented, hours-long process of creating executive-level reports.

3. AI and Predictive Technologies Moving from Curiosity to Real Deployment: Emerging technologies like Agentic AI and predictive analytics are shifting from broad interest to practical, measurable use cases. Early adopters already enjoy a clear competitive advantage.

For many retailers, 2026 will be the year of strengthening data quality so AI can deliver accurate insights. Companies will need to integrate specific applications such as automated reporting, root-cause diagnostics, exception-based planning, and rapid scenario modelling. As teams grow familiar with tools like ChatGPT and Gemini, comfort levels are increasing, which will boost the adoption of more advanced AI-powered planning systems.

4. Evolving Consumer Behaviour and a Deepening Polarization Across Retail: Consumer behaviour is changing rapidly across categories. In food and beverage, customers are trading down and buying more private label, while apparel and footwear shoppers continue to demand speed, personalization, and instant fulfilment. AI-powered chatbots are being adopted widely for product discovery and transactions as consumers expect faster answers and frictionless experiences. The retail landscape is becoming increasingly polarized, with value-focused and bulk-oriented formats seeing stronger momentum while many mid-market retailers experience softer traffic. With tariff and interest rate volatility expected to continue, retailers will need more agile planning and diversified sourcing strategies to “read and react” quickly to shifting conditions.

5. ESG, Sustainability, and the Shift in Ethical Sourcing Priorities: Sustainability continues to have an uneven presence across regions. While ESG remains highly visible in AMIA, it is far less of a market differentiator in North America, often folded into broader corporate responsibility or DEI frameworks. Still, some companies maintain programs like recycling initiatives or the use of recycled materials. Tariff shifts and trade agreement uncertainty heavily influence sourcing decisions. These cost pressures filter down from CPG manufacturers to retailers, who must then revisit assortment choices, balancing premium lines, value-driven categories, and private label options depending on consumer response.

6. Sector Vulnerabilities, Tech Prioritization, and the Strategic Reset for 2026: Luxury department stores and mid-market retailers are among the most vulnerable heading into 2026. Middle-income consumers are cutting back, waiting for discounts, or delaying purchases altogether, which may trigger more aggressive promotions. Discretionary grocery segments could also feel pressure as private-label adoption climbs. On the technology side, retailers understand the need to move away from spreadsheets and legacy tools, but severe tech debt forces them to prioritize core customer-facing systems before investing in supply chain planning technology. The overarching lesson from 2025 is that companies must think long-term. Breaking silos, strengthening cross-team collaboration, and building system capabilities that model tariff impacts quickly are becoming essential to future-proof the enterprise.

Top Sustainability and ESG Priorities for 2026:

1. Top Priorities for companies in 2026: Companies will sharpen their focus on risk, resilience, and regulatory compliance, driven largely by new European regulations. Frameworks such as the EUDR, which targets deforestation and due diligence in sourcing, and CBAM (the carbon border adjustment mechanism), are prompting organizations to reassess exposure across global supply chains. At the same time, sustainability teams are under increasing pressure to demonstrate clear business value and ROI for their initiatives, a demand intensified by ongoing macroeconomic uncertainty.

2. Standardization and AI in Sustainability: A major theme in 2026 will be the push toward standardization, supported by stronger collaboration across industry bodies. Efforts such as the alignment of the GHG Protocol and ISO to standardize product-level carbon emissions calculations reflect this shift. Alongside these initiatives, AI will become a central enabler of sustainability objectives. Companies are exploring how AI can help reduce data-center decarbonization loads, democratize sustainability information across teams, and strengthen management of Scope 3 emissions and supplier relationships that sit outside direct operational control.

3. Ongoing Challenges in ESG: Despite growing momentum, organizations continue to face substantial challenges in meeting ESG expectations. Many struggle to secure adequate budgets due to inconsistent measurement frameworks and the difficulty of articulating a clear commercial rationale for sustainability work. AI introduces its own set of hurdles, including the risk of poor-quality data compromising outputs and the limitations of its “black box” nature, which complicates verification and may introduce bias. Rising energy consumption from AI systems and limited visibility into Tier 2 and Tier 3 suppliers further hinder compliance with evolving regulations such as CSRD and CSDDD.

4. The Action–Priority Gap: A significant disconnect remains between stated sustainability ambitions and actual progress. Even though a large share of companies reports that their ESG priorities have stayed the same or increased, many have yet to embed these commitments into day-to-day operations or accelerate the work needed to meet their targets. The consequences of inaction are becoming more apparent, often outweighing the costs associated with proactive investment in sustainability.

5. Opportunities Shaping ESG in 2026: Many of the challenges ahead also open pathways for progress. AI stands out as one of the most impactful enablers, with the potential to enhance productivity, improve data reliability, and simplify reporting. Cross-industry collaboration is gaining momentum as well, with Scope 3 peer groups exploring new approaches to supplier engagement, procurement models, and financial incentives or co-investment frameworks to improve visibility and performance. While “green hushing” has become more common, internal ESG programs continue to advance as companies recognize their longer-term strategic importance.

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The fragmented framework raises cost and risk

India’s logistics system is built from many parts. Road transport carries most freight while rail and waterways play smaller roles. Warehouses sit in thousands of locations, and many operators run small-scale operations without digital records. This fragmentation makes it hard to know where goods are and when they will arrive. It also increases the chance of damage and delays, which in turn push up inventory levels across the chain. Policy steps and new multimodal hubs are improving the network in some regions, but the basic challenge of integrating scattered actors remains. This is where technology can step in and change the game. Initiatives like the National Logistics Policy also recognise its transformational potential. The policy has leveraged digital technology to create the Unified Logistics Interface Platform (ULIP) and Logistics Data Bank to ensure a flow of information as seamless as the movement of goods themselves. Building this layer of visibility is what can turn a fragmented system into a connected network.

Visibility tools and the power of data

Sensors and trackers are giving organisations a clear view of goods in motion. Internet of Things devices share details on temperature and location as items move along the chain. Analytics help anticipate demand and suggest the best time to move stock. Cloud systems pull together procurement, warehousing, and transport information so teams can act from one place. When suppliers and carriers share accurate data, fewer manual handovers are needed and issues get resolved faster. This clarity cuts down emergency shipments and reduces the need for extra buffer stock, freeing up working capital. Smaller providers can also plug into these platforms, joining the flow. Over time, visibility does more than show where goods are. It helps the chain respond quickly, plan efficiently, and recover smoothly when disruptions occur.

Technology fuelling resilience, efficiency, and growth

Digitised supply chains demonstrate faster recovery when disruptions arrive. Real-time tracking helps reroute shipments and free up stranded inventory. Predictive analytics reduces stockouts and avoids surplus accumulation. Cloud ERP systems tie planning, execution, and finance together, which makes margin erosion visible and reversible. Savings are not only about shipping and storage. They show up in fewer returns, lower obsolescence, and better supplier terms. More efficient chains also shorten lead time and enable businesses to respond to demand shifts with less waste. For manufacturing and export ambitions, this efficiency becomes a competitive advantage on the world stage. The real challenge is no longer proof of impact but how to extend these benefits across a diverse and uneven logistics landscape.

Building a practical path to scale

Technology alone cannot fix all problems. Standardised data, interoperable systems, and training remain critical. Public infrastructure initiatives like PM Gati Shakti – National Master Plan and  NLP need to be complemented by private initiatives that promote shared platforms and simple onboarding for small partners. Finance models that spread upfront cost over outcomes will help operators adopt tools without risking cash flow. Cloud ERP offers one practical route because it removes the heavy on-site installation and provides continuous updates and support. As more firms adopt such platforms and as data standards mature, the system will deliver faster deliveries and lower cost per unit. The conclusion ties the argument to the future.

Conclusion

India’s supply chain is a complex network that becomes far more efficient once its connections are made visible and manageable. Technology is not a quick fix, but it is the most practical tool to reduce waste and improve reliability. When sensors and analytics meet standardised data and accessible cloud ERP platforms, the industry moves from firefighting to planning. That transition will require patient policy support, investment in skills, and partnership models that include small operators. If those pieces fall into place, the current puzzle will shift from disorder to a functioning system that supports growth and reduces cost. The task ahead is to ensure that technology spreads in a way that benefits every link in the chain.

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This marks Fambo’s second fundraise in 2025, following a Rs. 21 crore round in January led by EV2 Ventures and a clutch of ultra-high-net-worth individuals.

Commenting on the fundraise, Akshay Kumar Tripathi, Co-Founder & CEO, Fambo, said, “We are delighted to welcome AgriSURE Fund as partners on our journey. Their confidence in Fambo not only validates our model but also gives us access to strategic insights and a strong agri-tech network. At Fambo, we are deeply committed to solving the food accessibility challenge. With this funding, we aim to scale our operations nationwide, strengthen our technology stack, and build a talented team that will help us successfully scale our operations.”

Vikas Bhatt, Managing Director, NABVENTURES Limited, said, “We are delighted to partner with Fambo as our maiden investment from the AgriSURE Fund. This investment strongly resonates with the AgriSURE Fund’s vision, an initiative anchored by MOA&FW and NABARD to support technology-led, scalable solutions that create sustainable market linkages for farmers and drive efficiencies across agri value chains. Fambo is playing a pivotal role in strengthening the B2B agri supply chain by working closely with farmers and FPOs, enabling seamless access to reliable, quality produce for the rapidly expanding QSR and HoReCa ecosystem.

Fambo’s farm-to-fork integration, product innovation, and tech-enabled supply chain are exactly the kind of interventions needed to modernize India’s food service infrastructure and unlock value for both producers and consumers. As demand for standardized, value-added ingredients continues to accelerate, we believe Fambo is well-positioned to emerge as a category defining player in this space.”

Karan Mittal, Managing Partner, Ev2 Ventures / Caret Capital, added, “We believe that resilient supply chains are the backbone of a thriving HORECA industry. Fambo’s tech-driven platform and automated cutting & processing for value-added products is redefining how QSRs, hotels, and chain restaurants source essentials – bringing efficiency, reliability, and transparency to a sector long plagued by fragmentation. We continue to support this exceptional team as they strengthen India’s Agri Supply Chain ecosystem for the future.”

Founded in 2022, Fambo has quickly emerged as a pioneer in food solutions for the HoReCa (Hotels, Restaurants, Cafés) industry, supplying fresh farm produce and semi-processed food products that enable restaurants to deliver consistent quality across outlets in a cost-effective way. Today, the company serves over 1,000 restaurants and cloud kitchens across North and Central India, counting Burger King, McDonald’s, California Burrito, Burger Singh, Nomad Pizza, and Barbeque Nation among its 50+ marquee clients.

Fambo’s edge lies in its deep farm networks – spanning more than 75 acres of GAP-certified farms – where it partners with farmers right from crop planning to ensure traceability and premium quality produce. The company has also invested heavily in a temperature-controlled supply chain for chilled and frozen food delivery, supported by AI-powered logistics planning that optimizes fulfilment and reduces costs.

At its state-of-the-art micro-processing centre in Noida, equipped with advanced automation and global certifications, Fambo produces high-quality food ingredients. With a team of in-house chefs and food experts, the company also collaborates with clients to co-develop new menu items.

Fambo reported Rs. 20.3 crore in revenue in FY25 and is on track to reach an ARR of Rs. 50 crore in Q2 FY26, while maintaining profitability.

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Strategically located 50 km from New Delhi airport, the Pataudi hub offers seamless multimodal connectivity with Delhi-NCR and key national expressways. Its location enables Centre of Gravity optimization, reducing vehicle movement by 30% and improving throughput speed by 10%, making it a critical logistics hub for North India.

Spanning 50,558 sqm, the facility integrates e-commerce, domestic express, and ground shipments under one consolidated operation. With an auto sorter capacity of 200,000 shipments per day and the ability to handle 2,283 tons daily, the Pataudi hub is future-ready till 2033, built with advanced automation, motorized conveyors, and streamlined load handovers that cut dwell time and boost throughput by 10–15%.

Commenting on the launch, Balfour Manuel, Managing Director, Blue Dart, said, “The North Integrated Ground Hub is a symbol of sustainability, automation, and scalability, we are enabling faster, more reliable deliveries for our customers while supporting India’s economic and environmental goals. As we continue to expand our network with such state-of-the-art facilities, Blue Dart remains committed to being the Provider of Choice for businesses and communities across the country. This milestone strengthens our role as a trade facilitator, advancing our promise of speed, resilience, and sustainable growth.”

The hub has been designed with GoGreen initiatives at its core, including a 600 KVA rooftop solar plant, onsite EV charging, and natural skylights to reduce energy consumption. By consolidating operations and reducing vehicle trips, the facility significantly lowers fuel use and emissions, reinforcing Blue Dart’s commitment to its 2050 net-zero target.

With over 250 ground network routes, eight dedicated freighters, and nationwide reach to over 19,000 pin codes, Blue Dart continues to expand its infrastructure to support India’s growing logistics demand. The launch of the Pataudi facility reaffirms Blue Dart’s leadership in sustainable, technology-enabled, and reliable express logistics solutions for the country.

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This move into dairy products is part of Kisanserv’s broader vision to become a one-stop destination for fresh daily essentials. By adding dairy to its offering, Kisanserv is taking a major step toward achieving its goal of scaling up to 250 stores and hitting ₹500 crore in revenue over the next four years.

Niranjan Sharma, CEO of Kisanserv, said, “Our customers have long demand of dairy products alongside fresh fruits and vegetables. With a strong customer base, introducing dairy is a natural step that will enhance convenience and boost both revenue and profit margins.” This strategic partnership with Milky Mist is a crucial step in Kisanserv’s journey toward becoming the go-to destination for fresh daily essentials.

Commenting on the partnership, Sharma further added, “Our association with Milky Mist aligns perfectly with our vision, creating a strong synergy between the two companies. Milky Mist’s revenue reached INR 2,000 crore last year, and both companies have aggressive growth plans for the coming years. Milky Mist’s ambitions in India, along with Kisanserv’s focus on expansion in Western India, will mutually benefit both businesses.”

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