Latest news with #TMS
Time of India
5 days ago
- Automotive
- Time of India
Hydrogen for long haul, EVs for short: CJ Darcl on India's logistics fuel future
India's logistics sector is going through a major transformation, with alternative fuels and digitisation at the forefront. In an interaction with ET Digital, Nikhil Agarwal, President of CJ Darcl Logistics , discusses the promise and limitations of liquefied natural gas ( LNG ), electric vehicles (EVs), and hydrogen in logistics. He also elaborates on how the company is supporting small fleet operators and reveals the intended deployment of its newly infused $30 million investments. Edited excerpts: The Economic Times (ET): What's your current view on alternative fuels in logistics, particularly LNG, EVs, and CNG? Where does CJ Darcl stand in terms of adoption? Nikhil Agarwal (NA): Honestly, we are still in the exploration phase. These technologies are emerging, and a lot of pilots are happening across the sector. If we break the logistics industry into two: local/intracity and long-haul freight; LNG is better suited for long-haul while EVs are more promising for short-haul, intracity use. Original equipment manufacturers (OEMs) have just started launching 55-tonne LNG trucks. Some are still testing. Also, LNG fuel infrastructure, like pump networks, is just now being rolled out across the country. Over the last three to four months, we've been talking extensively with fuel suppliers and OEMs. So, the space is exciting, but everyone is still figuring it out. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Villas For Sale in Dubai Might Surprise You Villas in Dubai | Search Ads Get Info Undo ET: What kind of timeline do you see for mainstream deployment of these alternative fuel vehicles? NA: For LNG, I think we'll start seeing meaningful numbers within six months to a year. If the ecosystem comes together—fuel, infrastructure, OEM readiness—it can scale over the next 5-6 years. EVs, on the other hand, will likely remain limited to short-haul applications, unless the battery prices drop significantly. Right now, LNG vehicles cost nearly twice as much as diesel ones, and EVs can cost up to four times more. That pricing mismatch makes long-haul EV deployment tough. Heavy EVs today have a range of just 150-200 km, which isn't practical for large-scale freight. Live Events ET: And hydrogen? Which segments do you think will adopt it first? NA: Hydrogen will make more sense in long-haul heavy applications; port-based or short-distance movement can be handled well by EVs. Hydrogen doesn't make sense there, both economically and operationally. As for the transport of hydrogen itself—yes, it's flammable and expensive to move. But we believe that comes much later in the journey. First, the product and fuel ecosystem need to mature. Once there's traction, we'll step in as operators to move the fuel safely. ET: Are carbon emissions being actively tracked in the logistics sector? How does CJ Darcl approach this? NA: Honestly, it's still a very niche area. But we've been tracking carbon emissions via our TMS (Transport Management System) for over two years because if we don't measure, we can't reduce. We saw this coming… Clients will increasingly ask for data on emissions. So, we integrated it early on, and now we have a system in place that's both functional and forward-looking. ET: These emerging fuels are capital-intensive. Are you doing anything to help downstream partners or smaller vendors adopt them? NA: Yes, and this is important. Most of our vendor partners, especially small fleet owners, don't have the resources to risk investment in unproven technology. Whenever a new technology enters the space, we take on the role of the flagbearer. We invest, we test, we run the product with OEMs, and we identify the problem areas—whether it's fuelling delays or route suitability. ET: Given India's highly fragmented logistics sector, how are you working with small fleet owners (SFOs) to modernise and integrate them? NA: Almost 85-90% of our business is powered by SFOs. For years, we've helped them with fair freights, timely loads, and fast payments. Now, we're working on a platform to bring them better access to finance, insurance, tires, lubricants, and more. It's still in the works, but the idea is to create a digital stack that supports lakhs of vendor partners in our network. ET: What are your thoughts on India's multimodal infrastructure? Are you investing in coastal or rail freight as part of your expansion? NA: India's long-haul movement is still dominated by roads, then rail, and then coastal. Despite our vast coastline, coastal freight hasn't scaled the way it should have. But infrastructure is gradually catching up. We started rail operations around 2006-07, and today about 15% of our revenue comes from it. In 2016-17, we launched a coastal leg from Haldia to Bangladesh to tackle road bottlenecks. We are also exploring South-to-East coastal movements and assessing fitment and competitiveness. Wherever we find viable use cases, we'll expand. ET: How do you view government initiatives like Sagarmala or inland waterways? Are they on the right track? NA: I think the government has done a great job laying out the policy framework and guidelines. It's now up to operators and departments to adapt and implement. Some projects take off faster due to existing investment and aligned departments. Others take longer. Eventually, all of it will fall into place; it's a matter of pace and prioritisation. ET: Any global best practices you would like to see India adopt in logistics policy or execution? NA: One is trailer interoperability. Globally, trailers can easily switch carriers or modes, which adds massive efficiency. Second is battery swapping, especially in EV logistics. We are already in talks around some pilot projects that could bring such systems here, but it's early days. ET: CJ Darcl recently received $30 million in funding. How do you plan to deploy it? NA: The funds will go into four core areas: first, investment in alternative fuel vehicles and pilots; second, strengthening our multimodal mix—rail and coastal; third, expanding our warehousing and distribution network; and finally, enhancing our tech capabilities. These pillars are central to building a more resilient, tech-led, and sustainable logistics company.
Time of India
5 days ago
- Health
- Time of India
Relief for patients as pvt hosps withhold suspension of cashless treatment under RGHS
Jaipur: The Rajasthan Alliance of Hospital Associations (RAHA)'s advisory committee, formed for ongoing policy dialogue with the state govt on the Rajasthan Government Health Scheme (RGHS), withheld the suspension of cashless treatment to RGHS beneficiaries after a meeting with senior health department officials Monday. Earlier, RAHA called for stopping cashless treatment from July 15 under RGHS, protesting non-payment of bills for seven months along with other demands related to RGHS. "We will continue to provide cashless treatment to the RGHS beneficiaries as we were doing earlier. We have taken this decision after cordial discussions with the health department officials today (Monday)," Major General Dr SC Pareek, convenor of the eight-member advisory committee of RAHA, told TOI. He said, "We had some issues related to pending payments, closure of the transaction management system (TMS) of hospitals, and treatment protocols. We also demanded our participation in the formulation of the future standard operating procedures regarding RGHS implementation. They (govt) have agreed to it. It was a cordial discussion for a sustainable solution benefiting patients and hospitals." A senior health department official said, "The meeting was held on a positive note to ensure patients continue getting cashless treatment under the RGHS scheme." by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Đây có thể là thời điểm tốt nhất để giao dịch vàng trong 5 năm qua IC Markets Tìm hiểu thêm Undo One of the demands of the RAHA was the unblocking of TMS portals, by immediate reinstatement of TMS access for claims closed on minor technical grounds, allowing hospitals to resubmit or amend such cases. On this demand, the health department assured the RAHA committee to unblock the TMS access, and proceedings will be expedited following due process as mentioned in the scheme guidelines. Regarding the demand for pending bills, the health department said that a major portion of outstanding approved claims was released. RGHS will expedite further payments and try to clear remaining outstanding claims by March 31, 2025, by July 31, 2025. On the demand for timely payment of hospital bills against cashless treatment of patients under RGHS, the health department pointed out that RGHS strives to maintain a 45 to 60-day payment cycle subject to budget constraints, and efforts are being made to align the timeline with the standard settlement process. On the demand for the participation of RAHA in the formulation of SOPs, the health department said that the minimum document protocol (MDP) for various components is in the process of formulation. The various stakeholders, including the advisory committee (RAHA), will be consulted and will try to finalise within three months, adding that RGHS acknowledges the role of consultation and will have regular dialogue with the identified representatives of various stakeholders, including the empanelled private hospitals and pharmacies.
New Indian Express
5 days ago
- Health
- New Indian Express
Cashless treatment under RGHS to halt from July 15 as private hospitals protest over unpaid dues
JAIPUR: Private hospitals across Rajasthan are set to suspend cashless treatment under the Rajasthan Government Health Scheme (RGHS) from Tuesday, affecting lakhs of government employees, pensioners, and their families. The decision comes after months of non-payment from the state government, with dues totalling approximately Rs 980 crore. Hospital administrators claim they can no longer sustain operations without receiving pending reimbursements, despite repeated appeals and warnings to the government. On Sunday, the Indian Medical Association (IMA) convened a meeting in which representatives from private, corporate, and charitable hospitals discussed the financial crisis and challenges they face under RGHS. The Rajasthan Alliance of Hospital Associations submitted a memorandum to the state government proposing urgent reforms to save the scheme. These included immediate payment of dues, a 45-day fixed payment cycle, simpler documentation, reactivation of the TMS portal, formal recognition of an advisory committee, and long-term structural improvements. Dr. Vijay Kapoor, president of the Private Hospitals Association, said nearly 1,000 private hospitals have not been paid under the scheme for over seven months. He stated that while the hospitals never intended to enter into conflict with the government, the lack of dialogue and delay in payments have left them with no choice but to halt cashless services starting Tuesday. The RGHS was originally launched in June 2018 during the Vasundhara Raje government and was revived in 2021 by the Ashok Gehlot-led administration.
Yahoo
10-07-2025
- Business
- Yahoo
Building a Load Intake Process That Keeps You Organized
If your load intake process looks like scribbled notes, missed emails, and 'I'll remember it later' — you've already lost. Not to the load board, not to rates — but to disorganization. And disorganization is the silent killer in this industry. It's what clogs your cash flow, confuses your drivers, and burns you out before your business ever hits stride. You can't scale chaos. You can't delegate what's stuck in your head. And you damn sure can't grow a fleet of guesswork. That's why today we're going to lock in on one of the most overlooked systems in a trucking operation — the load intake process. Let's walk through what that actually looks like when it's done right — step-by-step — so you can run a cleaner, tighter, and more profitable operation. When freight hits your phone or inbox, that's the starting line of your service. And what happens next determines whether the rest of your operation flows smoothly or becomes a dumpster fire of last-minute calls and missed details. Here's what a poor intake process causes: Missed appointment windows Confused dispatching Incorrect billing Routing mistakes Lack of visibility for your team Stress you don't need All of this could've been avoided if the load was properly captured, stored, and communicated up front. Your intake process is how you protect your business from rework, costly mistakes, and unnecessary stress. Get this right, and your dispatching, accounting, driver communication, and customer service all level up automatically. You cannot build a system that depends on you remembering everything. So the first thing you need to do is centralize how loads come in. One intake channel. One process. One location. Whether it's email, phone calls, or a load board, you need a consistent method for documenting and storing each load before it ever touches a driver. Use a load intake form or TMS system where every load gets entered the same way every time — by you, your dispatcher, or whoever's on intake duty. Here's what should be captured immediately: Load ID or PO number Broker/shipper contact name and phone number Pickup and delivery address (with ZIP codes) Appointment times (not just dates) Commodity and weight Equipment requirements Rate and terms (including detention, TONU, etc.) Any special instructions If it's not captured here, it will be missed later. Guaranteed. Pro tip: Use a shared Google Form or TMS with required fields so nobody can skip a step. Don't assume people will remember to ask for everything. Too many carriers run with verbal confirmation or 'the rate con's coming later.' That's how you end up running loads you can't bill for — or worse, getting ghosted on payment. Every load should have a rate confirmation in writing before wheels turn. Not only do you need the rate con, but you also need a checklist to verify: Is the rate con signed Do the pickup and delivery windows match what was agreed Are detention, layover, and accessorial terms clearly listed Are lumper instructions or reimbursements defined Train your team to push back. If a broker sends a half-complete rate con, don't move until it's fixed. Your process has to protect your money. Once a load is confirmed, it's time to hand it off cleanly. That means: Dispatch gets every detail without chasing you down Driver gets a clear briefing with no missing info You're not retyping or relaying the same info three times If you're using a TMS like TruckingOffice, PCS, or Ascend, the info should flow straight into dispatch. If not, use a standardized driver dispatch sheet. Here's what should be on it: Load number Pickup and delivery info Appointment times Commodity details Special notes or delivery instructions Contact names and phone numbers Deadhead and loaded miles Rate Make this part templated. Your drivers should know exactly what to expect when a load comes through — no guesswork, no confusion. After the load is dispatched, you need to track its status — not just from the driver's mouth, but in your system. You should be able to answer these questions without digging: Has the driver been dispatched Did they arrive on time Was there a detention Any OS&D (Overages, Shortages, or Damages) Have we invoiced the broker yet Are the PODs uploaded and stored This is where many carriers fall apart. They stop tracking the load after it leaves the dock — and then scramble when something goes wrong or payment is delayed. Even if you're small, build your habit like a big carrier. Track every load to the finish line. Use color-coded statuses, tags, or simple spreadsheets if you don't have TMS software yet. This is the step that separates organized operators from those who just 'hope it all works out.' Every week, you should be reviewing: Which loads were entered and run What's been invoiced What's been paid Any exceptions (missed appointments, claims, etc.) Any breakdowns in your intake process This is how you refine. If a dispatcher keeps forgetting to log accessorials, fix the process. If a broker always sends late rate cons, flag them. This is how you protect your profits and tighten your back office. Let's paint the picture. A load comes in. It's entered into your system within five minutes. All load info is there — addresses, contacts, times, special instructions. A rate con is signed, saved, and attached. Your dispatcher sees it without asking. The driver gets a clean, formatted dispatch sheet on time. Delivery happens, POD gets uploaded, invoice goes out the same day. You follow up on payment without chasing paper. That's what it looks like when your operation is organized. That's what allows you to scale without losing your mind. That's how you build a business — not just run a truck. Every single load that comes into your business is an opportunity — or a liability. The difference is in the process. Don't just 'get the load covered.' Build a system that captures, stores, and communicates every piece of that freight from intake to invoice. You don't need a 10-truck fleet to run tight. You need discipline. You need repeatable steps. And you need a process that doesn't rely on memory or last-minute scrambles. Fix your intake, and the rest of your business gets easier. Let's get to work. The post Building a Load Intake Process That Keeps You Organized appeared first on FreightWaves.
New Indian Express
10-07-2025
- Entertainment
- New Indian Express
The Doctor Says Little
According to actor Mohammed Zeeshan Ayyub, playing a silent character is tougher than being chatty on screen. 'In such times, you communicate with your eyes. You can't overact, especially when there's little to say,' the actor says. And Dr Raj Nagpal (played by Ayyub) is literally a man of few words, with little dialogue in the show. Dr Nagpal, is also a complex man; he is one of the prominent characters of the OTT series streaming on JioHotstar, Criminal Justice Season 4: A Family Matter. The drama follows lawyer Madhav Mishra (Pankaj Tripathi) as he takes on the case of Dr Nagpal, accused of killing his daughter's caretaker, Roshni (Asha Negi). The series centers on love, suspicion, justice and a raw family conflict. Ayyub, known for his performances in films like Article 15 and Scoop, was drawn to this role after reading the script. 'Sameer Nair (producer of the series) and I were already talking about working together. When this came to me, I read the script and liked it. I said yes,' the actor tells TMS.
