Transaction Advisory.
Every significant transaction in shipping and logistics whether an acquisition, a joint venture, or a commercial partnership carries a specific risk profile that only sector experience can decode.
Explore Capabilities →Merger & Acquisition
Shipping and logistics M&A requires a level of sector literacy that most generalist advisors cannot provide. The value of a container terminal is embedded in its concession terms, berth productivity benchmarks and hinterland connectivity — not its balance sheet alone. The value of a freight forwarder lies in its customer relationships, NVOCC licences and agent network. We bring the operational depth to read these businesses correctly and the transaction experience to advise clients on both sides of the table with equal rigour.
What We Offer
Buy-side Advisory
Acquisition strategy, target identification, assessment, valuation, negotiation support and closing management for strategic and financial buyers.
Sell-side Advisory
Business preparation, equity story development, information memorandum, buyer identification, process management and term negotiation.
Sector-specific Due Diligence
Commercial, operational and regulatory assessment covering concessions, licences, customer concentration, network dependency, technology and workforce compliance.
Valuation & Financial Modelling
Logistics-calibrated DCF, EV/EBITDA and asset-based valuations adjusted for fleet cycles, concession tenure, cargo volatility and freight-rate sensitivity.
Cross-border Transaction Support
FDI regulations, FEMA compliance, CCI merger notifications and structuring considerations for inbound and outbound transactions involving Indian entities.
Post-merger Integration
Integration planning, day-one readiness, network rationalisation, systems consolidation and synergy realisation for combined logistics operations.
What this means for you
Clients execute transactions with confidence from advisors who understand the operational reality behind the numbers — capturing value that generalist advisors miss and avoiding risks that sector-naive deal teams may identify too late.
JV Structuring
Joint ventures in shipping and logistics are formed to combine complementary assets, share infrastructure costs, access a new geography or meet local ownership requirements. Yet many logistics JVs underperform because the structure was not engineered to manage profit-sharing disputes, management deadlocks, unequal business contribution and misaligned exit expectations. We structure JVs that are commercially balanced, operationally practical and built to endure.
JV Rationale & Partner Alignment
Articulating the commercial logic, testing partner expectations against future scenarios and identifying structural tensions before they become disputes.
Equity & Governance Structure
Advising on equity split, board composition, reserved matters, management rights, casting votes and decision-making frameworks.
Commercial & Operational Framework
Defining revenue, cost, capex and working-capital sharing, customer attribution and performance measurement across the combined entity.
Contribution & Valuation of Inputs
Assessing the value of assets, networks, licences and relationships contributed by each partner and reflecting them fairly in the equity structure.
Exit Mechanism Design
Structuring put and call options, tag-along and drag-along rights, pre-emption provisions and valuation methodology for orderly separation.
Regulatory Compliance
Advising on FDI approvals, FEMA compliance, RBI filings and sector-specific permissions required to form and operate a logistics JV in India.
What this means for you
The JV is commercially structured before legal drafting begins, with governance, contribution, profit-sharing and exit mechanisms agreed in advance to reduce the disputes that derail partnerships.
Strategic Partnership
Not every strategic relationship requires equity. In logistics, some of the most valuable arrangements are commercial alliances rather than ownership structures. Slot-sharing agreements, co-loading arrangements, interline agreements, preferred-vendor arrangements and technology-integration partnerships can create competitive advantage without the governance complexity of a JV or acquisition. They still require careful structuring around exclusivity, performance, IP ownership, data rights and exit provisions.
Partnership Identification & Screening
Mapping strategic partners whose capabilities, geographies, customers or technology complement your own and assessing fit before engagement.
Commercial Framework Design
Defining exclusivity, revenue or volume sharing, service obligations, performance thresholds, IP and data ownership and brand usage rights.
Shipping-sector Alliances
Slot-sharing, vessel-sharing and consortium agreements, interline arrangements and co-loading or block-space agreements.
Technology & SaaS Partnerships
White-label agreements, API integrations, reseller arrangements and co-development structures for logistics technology companies.
Negotiation Support
Advising on commercial terms, representing your interests and ensuring the final agreement reflects the value you contribute.
Governance & Performance
Establishing review mechanisms, escalation procedures and dashboards that keep the partnership accountable and identify deterioration early.
What this means for you
Strategic partnerships are formalised with the right commercial architecture from the outset so they deliver their intended competitive advantage and exit cleanly when they no longer serve both parties.