We have invested into marketing, and are targeting Southeast Asian and Middle Eastern manufacturers looking to expand into the USA. It is critical to create a working environment where everyone in the team speaks up and voices their opinion, says Yuvika Sharma Rineberg, MD, A&M Global Logistics.
CT Bureau
What inspired you to join the logistics business. How has the journey been?
One of my favourite stories is how I got into pharma and supply chain. This was when I was finishing my MBA in finance from La Salle University. I had a job interview with a couple of finance companies lined up and was waiting for my turn to interview with Vanguard in the lobby. It was then I saw two people from Johnson & Johnson sitting there and I just had to approach them. I walked right up and asked, “What’s wrong with my resume, that no one from J&J has even acknowledged my resume?” One thing led to another and before I knew it, I was working in a pharma supply chain and managing one of their highest selling drugs, raw materials to finished goods, calculating demand and supply to ensuring logistics to over 100 countries. I stayed in the pharmaceutical supply chain until I founded A&M Global Logistics (AMG). It was the purely the unadulterated love of trade, economics, and being a part of the world relationships in this realm that has kept me going and motivated even today.
How crucial is gender diversity in today’s times?
In a male-dominated industry, it is time for women get a foothold as the new leaders. Cargo logistics is a great place to be in these tumultuous times. I encourage more women to step up and become decision-makers instead of following the male lead.
Women aspirants should not be afraid of making mistakes. If you are not making mistakes, then you are not trying, and it would be difficult to go up the ladder.
Times have changed. Now we have become supportive of women in the workforce. This has played a huge part in my life and growth my company will see in the future. I must accept help whenever I can; I cannot do this without the support of my husband, brother and mom.
Tell us about the genesis of your business operations at A&M Global Logistics?
A & M stands for Asher and Meyer, my two sons. It was in March 2024 that I established AMG, which is has now grown into a full-fledged NVOCC/FF company doing business in India and the USA. We also work in other part of Southeast Asia, China and the Middle East. We hope to triple our volumes by the end of this year.
What mode of transportation do you integrate into your multimodal logistics solutions, and how do you determine the best?
My company deals in air, ocean and land transportation, including customs clearance, and FDA approval. I am involved in the decision-making and handling of every shipment. Having been born and brought up in Delhi and then having moved to the USA for the past two decades, has given me the advantage to understand both markets. The best combination for any shipment is what helps our customer’s bottom line. And the bottom line includes service i.e. delivery of goods in the same condition as it was handed over to us at his/her door and costs. We are in the business of serving, and that comes down to how each shipment’s solutions are designed and curated specific to that shipment, whether it is air, ocean, trucking, or warehousing and distribution.
How do you ensure seamless coordination between modes of transportation in your logistics ops?
The keys are communication and transparency. Even if things are in a complete mess, we must own up and communicate it on time so that it can be addressed before it becomes a bigger issue. For example, if the packing list is incorrect it can lead to the shipment being stuck in customs for days and cause demurrage. However, with all the different agencies we work within the logistics framework, there are enough checks and balances in place to know beforehand if documentation is in accurate. It is critical to create a working environment where everyone in the team speaks up and voices their opinion.
How do you look at India as trade and investment destination?
At AMG our largest volumes move in the India-USA trade lane. Firstly, my father’s company NSM was in the same trade lane working with major vendors such as JCREW, Adrianna Pappell and other designers in the USA. Today, we are seeing an economic shift on the world stage. Ever since USA President Trump joined office, Mexico was slapped with tariffs at 25 per cent—Mexico is the biggest exporter to the USA. Tariffs on Canada increased by 25 per cent and China at 10 cent in addition to what previously existed. Last week, PM Narendra Modi and Trump’s meeting concluded with reciprocal tariffs as well. The Indian government is taking steps to lower these export tariffs to make India accessible for trade and investments. India is a growing economy and there is huge growth potential despite the shift in the nature of the business.
What kind of cargo is moved to and from the USA and India?
I believe it is diamonds that comes up as the biggest mover. AMG is currently in automotive, pharmaceuticals and garments. We are looking at food too as possible source of expansion and defence. One thing is for sure, that with President Trump in office, defence sector will see high growth in terms of exports from the USA and imports into India. Also, oil and gas are the next two products that will see the maximum growth in trade between these two nations.
What are the challenges you face when handling time-sensitive shipments and how do you address them?
Instead of looking at them as challenges, we prefer to see them as opportunities. We are in the business of providing the best customer experience, which is one step up from customer service. Anyone can provide service. There are a couple of examples that come to mind, where I took the time out of base business needs to personally oversee my clients’ needs. One of my partners in Delhi needed a delivery for a pharma client in the USA, and it was then that a category 5 hurricane hit Florida. No one was willing to courier the lab goods due to the dire possible repercussions. But despite the storm, I personally offered to fly it down to Florida to hand over the products. That is the level of service we believe in providing. Another instance that comes to mind, is where I spent two consecutive days in the warehouse in Memphis to ensure the re-palletisation was done accurately and updated the client with pictures and videos of myself in real-time.
What investments and advancements have been done in tech to improve operational efficiency?
AI is here to stay, and we should see it as an assistant as opposed to something that is here to replace any jobs. AI can help streamline demand vs supply projections to production scheduling for our customers. This tapestry of AI technology and supply chain operations is a huge advancement in our industry. Again, it cannot and should not replace human experience, where the emails and telephones are still answered by people—nothing can replace that real live interaction with a human brain as opposed to algorithms.
What are your ongoing projects or those in pipeline? Any expansion plans?
We have a several expansion plans. As you know, we are year old into this profession and growth and expansion are top priority. We are looking to at least triple our trade volume this year and have invested heavily into marketing, and not just any marketing we are directly targeting Southeast Asian and Middle Eastern manufacturers looking to expand into the USA. I believe I can be that bridge for these parts of the world, having grown up and built a company in the USA.
