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When you move a box of T-shirts late, it’s a service failure. When you move a box of vaccines or critical drugs late, or at the wrong temperature, it’s a health risk. MOVIN, the JV between InterGlobe Enterprises and UPS, is betting that this difference is big enough to demand a dedicated healthcare logistics vertical for India.
The new business, MOVIN Healthcare, is built around four realities of India’s healthcare supply chain:
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Tight temperature bands. Shipments need to stay at 2–8°C, 15–25°C, or deep frozen (–80 to –20°C) end-to-end, including on tarmacs, in hubs, and at handovers.
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High value and high liability. Pharma, MedTech, diagnostics and clinical trial cargo carry both high monetary value and regulatory/brand risk.
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Time sensitivity. Many movements are either time-critical (Next Flight Out for emergencies) or sequence-critical (scheduled surgeries, lab turnarounds).
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Fragmented ecosystem. Today’s healthcare supply chain in India is split across generalist 3PLs, hospital teams, and fragmented local carriers with varying standards.
MOVIN’s answer is to treat healthcare as a vertical, not just a segment. The setup described in the article has:
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Dedicated healthcare operations with trained staff, SOPs, and specialised handling at every touchpoint.
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End-to-end temperature-controlled capabilities across the three key bands, including packaging, storage, and linehaul.
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24×7 control tower monitoring, real-time tracking, and proactive exception handling.
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Comprehensive carrier insurance and risk protocols tuned specifically for healthcare cargo.
The flagship product is Next Flight Out (NFO), a critical service for time-sensitive medical loads that combines priority uplift, special handling, and continuous tracking. What’s interesting is that MOVIN is not positioning this as a “premium niche”, but as the baseline for how serious healthcare logistics should operate in a market that’s expected to grow aggressively over the next decade.
The rollout strategy is staged: Phase 1 covers around 50 key healthcare markets with plans to expand pan-India. Rather than chase every lane, MOVIN is building depth where healthcare activity is dense, metros and major medical clusters, and using that to standardise processes and quality.
For supply chain and operations leaders in healthcare, three lessons stand out:
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Vertical specialisation matters. Trying to run pharma and e-commerce on the exact same processes and KPIs is a false economy.
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Control towers aren’t just dashboards. In this context, they are governance engines, who gets notified, what decisions are triggered, and how quickly contingencies are executed.
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Trust is the real product. The combination of compliance, temperature control, insurance and visibility is ultimately about one thing: giving hospitals and pharma companies the confidence to delegate logistics without fear.
As India’s healthcare system scales, MOVIN Healthcare is positioning itself as a reference architecture for what “good” looks like in critical logistics, and by doing so, raising the bar for the entire sector.
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