3PL Warehousing Company in New Delhi: The Two Belts, the City Split and the Handover (2026 Guide)

A 3PL warehousing company in New Delhi stores your stock inside the city boundary, receives it against your documents, records where every line sits, picks against your orders and puts it on a vehicle at your dispatch time — for a monthly fee instead of a lease. Delhi is a consumption market, so the work is inbound receiving, storage and last-mile dispatch rather than long-haul staging, and the two belts that carry most of it are Dwarka beside IGI Airport and Ghevra on the Rohtak Road corridor. Space starts at ₹21 per sq ft per month on our pricing page.

• A Delhi 3PL is judged on orders per day, not pallets per month: the city buys more than it makes, so stock arrives from the manufacturing belts and leaves in small drops to Delhi pin codes.
• Where the unit sits decides the vehicle that can serve it. Dwarka and Dhulsiras suit air-freight importers, aerospace and electronics; Ghevra and Mundka suit wholesale and FMCG distribution into north and west Delhi.
• Heavy vehicle movement is restricted in parts of Delhi during the working day, so dispatch timing is a planning constraint before it is a rate question — and a 3PL that already runs a night dock beats one that promises to start.
• Most Delhi businesses end up with two addresses: customer-facing stock inside the city and patient stock on the Haryana belt. Both are bookable monthly, and neither needs a three-year lease.

Most enquiries that reach a Delhi 3PL desk are one paragraph long: a product, a pin code, a monthly volume and a request for a rate. What comes back is usually a rate without a building, or a building without an operating plan. This guide is the middle document — what the operator does inside the city, which belt suits which stock, what changes when the warehouse sits inside Delhi rather than in a Haryana park, and how the handover runs. The activity-by-activity split of a 3PL contract is in the 3PL warehousing in Delhi NCR guide; the service itself is 3PL warehousing in Delhi.

What a 3PL warehousing company in New Delhi does that a godown does not

A 3PL inside Delhi runs four things a rented godown leaves with you: receipt against your documents, a recorded position for every SKU, a pick-and-pack operation tied to your dispatch schedule, and a paper trail that survives a GST review or a marketplace claim. The building is the smallest part of the difference; what you buy is a shift of people doing the same work for several clients, and a record system that can answer a question about one carton a month later.

The five things that actually transfer

First, the building and its running cost — rent, power, housekeeping, security, pest control, racking maintenance. Second, the shift labour: receivers, put-away staff, pickers, packers, a dispatch clerk. Third, the location record, which clients underestimate and later cannot live without. Fourth, the paperwork that travels with an order: packing list, e-way bill reference, proof of dispatch, returns authorisation. Fifth, the reconciliation between your ledger and the physical count, conducted by somebody who is not you.

What does not transfer is ownership, the buy decision, your selling price, the customer relationship and the invoice raised on your buyer. A 3PL is a custodian and an operator, not a distributor — a provider that buys your stock and sells it on is a different business with a different risk profile, and the third-party logistics service described here is not it.

Why a godown stops working at a certain order volume

A godown works while one person holds the stock position in their head. It stops working when two people pick from the same rack, or when a buyer asks for a batch, a serial number or the date a carton came in. From there the failures are predictable: stock in the ledger and not on the rack, dispatches held for an e-way bill raised against the wrong invoice, and a month-end count that takes three days because nothing was written at put-away.

The answer is not a bigger shed. It is a location register written at receipt, a pick face arranged by movement rather than arrival, and a dispatch desk that closes its paperwork the same evening — which is why two quotes for the same square footage can differ by more than the rent.

Why a Delhi warehouse brief is written around orders, not pallets

Delhi buys far more than it makes, so almost every carton in a Delhi warehouse arrived from somewhere else — a plant on the Haryana belt, a unit in Punjab or Gujarat, a container cleared at a port or at the dry port in south Delhi. The consequence for a 3PL brief is immediate: the question is not how much stock you hold but how often it arrives, how finely it is split and how fast it leaves. A factory brief and a city-distributor brief are different documents, and Delhi is the second kind.

What city demand does to the shape of the operation

Many SKUs, shallow depth. A distributor selling into Delhi retail carries a long catalogue and a thin slice of each line, because the buyer is a shop or a marketplace listing rather than a plant. Racking earns its money here: the same floor holds two or three times the SKUs when it goes vertical.

Order profiles that change by channel. A wholesale indent, a marketplace order for one unit and a modern-trade purchase order for a pallet are three jobs in the same building, each needing its own pick method, packing and paperwork. Returns land there too: graded, matched to an order, restocked or held — a bench and a register rather than a policy, which is what the reverse logistics service formalises.

Eight numbers to put in the brief before you ask for a rate

1. Active SKUs, and how many of them move in a week. The second number decides the pick face; the first decides the rack.
2. Stock in pallets, cartons or units, with a typical pallet's dimensions and height. A rate per square foot means nothing until the height is fixed.
3. Orders per day by channel, and the busiest day of the month rather than the average.
4. Lines per order, because a 20-line order is a different cost from twenty one-line orders.
5. Cut-off time — the hour by which a picked order must be at the dock for the courier or the route vehicle.
6. Inbound frequency and vehicle type, including the largest vehicle that will ever arrive — gate width and turning circle are set by that one.
7. Return rate, and what happens to returned stock: restock, refurbish, hold or scrap.
8. Pin-code spread of your deliveries. A book concentrated in west Delhi and one spread across the whole NCT point to different belts.

Those answers turn a rate request into a scope, and they make two quotes comparable — the same square footage quoted with and without handling is not the same service. Where the numbers are still forming, an supply chain consultancy engagement is cheaper than signing for space and discovering the operation's shape afterwards.

The two belts: Dwarka and Dhulsiras in the south-west, Ghevra and Mundka in the north-west

Delhi's warehouse geography is decided by two things a shed cannot change: where the cargo lands and where the buyers are. That gives the city two working belts, and almost every Delhi 3PL decision is a choice between them or a split across both. The New Delhi location page lists what is live in each.

Dwarka Sector 26 and Dhulsiras: the airport belt

The south-west belt runs along the edge of the city beside Indira Gandhi International Airport, through Dwarka's sectors and out to Dhulsiras, and its reason for existing is air cargo. Goods arriving by air are cleared and then need to be close — not because a Haryana park is unreachable, but because an air-freight consignment is high value, low weight, time-critical and often split across several buyers, and every hour between the cargo terminal and a rack is an hour of exposure.

Four kinds of business settle here. Air-freight importers holding stock between clearance and dispatch, whose operation is a race between a shipping document and a customer order. Aerospace and aviation support businesses, where a part is small, expensive, serialised and needed at a specific hour. Electronics and consumer-durables sellers, whose stock is theft-attractive and better behind a controlled entrance. And D2C brands selling into south and west Delhi, for whom the belt is simply the closest covered space to their customers.

What that stock demands is not floor area but control: one manned entry, camera cover on the aisle and the dock, a location record keyed to serial or batch where the product needs it, and packing benches for a small, fragile despatch. The electronics and consumer durables page covers the handling side.

Lozy's head office sits in Sector 19B Dwarka, on the same side of the city as the belt, and the network has units at Dwarka Sector 26 and at Dhulsiras beside the airport road — which means the desk knows which dock a 32-ft container can reach before a driver finds out.

Ghevra and Mundka: the Rohtak Road corridor

The north-west belt runs along Rohtak Road — NH-10 — through Mundka and out past Ghevra, with the Bawana and Narela industrial areas behind it. This is Delhi's wholesale side: FMCG and packaged food moving into the trade, building material, hardware, packaging, electrical goods and the general cargo that fills the capital's wholesale markets. Stock here is heavier, bulkier and worth less per kilo than on the airport side, and it moves in cartons, sacks and full pallets rather than single units.

The economics follow the stock. Rent is lower than on the airport side, so a bulk requirement pencils out here in a way it does not in Dwarka; the trade-off is that a unit on this corridor serves north and west Delhi well and the south-east less so. For a distributor whose buyers sit in the north-west wholesale trade, a Ghevra unit is closer to both the stock and the customer than anything on the Haryana belt — worth checking before assuming a sizeable requirement has to leave the city. The corridor units are on the Ghevra and Mundka warehouse page, and the trade under B2B wholesale and distribution.

What the belt choice actually decides

It decides three things. The vehicle that can reach the dock — the corridor dictates the largest trailer that can turn into it, and a 20-ft vehicle is no substitute for a 32-ft one when a container has to be unloaded in a shift. The hour you can dispatch — the right side of the city saves an hour before the first drop, every day. The handling method and its cost — pallet-in, pallet-out bulk on the north-west corridor, unit-level pick and pack on the airport side, where the same orders cost more because every line is a single unit rather than a carton.

Two other pockets come up. Okhla, the city's oldest industrial estate, has the address but not the floorplates. And the container dry port at Tughlakabad, in the south, clears much of Delhi's containerised import cargo — stock cleared there can be in a west Delhi unit the same day, which is why importers keep their space on the western side.

Inside the city or on the Haryana belt: what actually changes

Inside Delhi you pay more per square foot and get less of it, in exchange for being where the buyers are. On the Haryana belt you pay less and get a large floorplate, in exchange for a highway run and a state boundary between your stock and your customer. Everything else in the comparison follows from those two sentences — and the honest answer for most Delhi businesses is that they need a little of each rather than a winner.

Distance, and what distance actually costs

The cost of distance is not fuel. It is the number of drops a vehicle completes in a shift, the hour of the first drop, and the stock you carry to cover the gap. A unit inside the city can run two delivery rounds a day where an out-of-city unit runs one, and the difference shows up as more vehicles or a longer promise to the customer — a comparison worth doing with your own delivery data rather than a rate card.

What the belt does better is patient stock: a container untouched for six weeks, a seasonal buy, a year of slow spares. All of them belong on the cheapest covered square foot available, which is almost never inside the boundary. Our Haryana locations and the Gurgaon warehousing guide cover that side.

Approvals, and why an inside-Delhi address needs one more question

Storing goods inside Delhi is a land-use question before it is a rent question. Land use is set by the Master Plan and administered by the Delhi Development Authority, and buildings fall under the Municipal Corporation of Delhi's bye-laws, which classify warehouses and freight depots as storage buildings with their own approval route (source: MCD). A shed standing on the ground is not automatically a shed you may fill.

So the extra question is a document question: is storage a permitted use on this plot, and is the building sanctioned for it? An organised facility answers with a file; a landlord who changes the subject is transferring the risk to your stock.

Air cargo, and the clearance side of the airport belt

The airport belt is not only about road distance. An air-freight importer works to a cycle of document, clearance, arrival and dispatch, and the warehouse sits in the middle of it: stock has to be received quickly, recorded precisely — serial number, batch, country of origin — and released against an order that may be one unit. Where goods are imported, the duty-deferred route is a separate licence, handled through Lozy's customs and bonded warehousing in Delhi; a shared commercial warehouse is not a bonded store and is never described as one.

Which is why aerospace and electronics cluster there: high-value, low-weight, serialised and impatient, wanting a controlled entrance and a location record that can name a shelf for one part number — not a bulk shed where the stock is one of a thousand identical pallets.

Why Delhi businesses keep two addresses

The pattern that repeats is a city unit for the stock that turns and a belt unit for the stock that waits. The city unit carries the fast lines and the pick face; the belt carries the container, the seasonal buy and the slow spares. Transfers between them are planned — a pallet pulled from the belt when the city position runs low, a replenishment decision rather than a storage one.

That is only practical when both addresses are on monthly terms. A three-year lease on each side turns a flexible two-tier model into a fixed cost fed through the quiet months, which is the strongest argument for a 3PL over a private lease in this city — and why the live warehouse listing is worth checking before assuming space has to be built around you.

The working day inside a Delhi 3PL, activity by activity

A Delhi 3PL runs six activities on a daily cycle — receive, put away, hold, pick, pack, dispatch — with returns alongside and a reconciliation closing the month. Each has a measurable output and each is where a provider's real capability shows. The table below is the version to score a facility against; the right-hand column is what to ask for rather than what to be told.

Receiving: the hour that decides the month

Receiving is where the record is created, so it is the activity to watch on a site visit. A good intake checks the vehicle against the invoice, counts, photographs damage, captures batch or serial where the product carries them, and writes a location before the carton moves. A weak intake signs the gate register and puts the pallet wherever there is room — and every later problem starts there.

The test is to watch one vehicle unload: ask what happens to a carton with a crushed outer, follow the answer to a place, then read what was written at put-away.

Storage: a position, not a pile

Storage in a shared Delhi facility is a set of positions: a rack bay, a floor block, a cage for high-value lines, a marked area for stock on hold. The record that matters is the location register — SKU to position, with quantity and the date it was written. Without it a pick becomes a search, and a search becomes a promise that cannot be kept.

Two storage decisions are yours: how much stock sits at the pick face against reserve, and whether your lines are pallet, carton or unit picks. Both change the space and the handling you pay for, and both are easier to settle before racking is fixed.

Pick, pack and the dispatch bench

Picking runs against an order list, sequenced by aisle rather than by the order the orders arrived. Packing follows the channel: a marketplace parcel, a wholesale carton and a modern-trade pallet need different material, labelling and documents. The bench is where a Delhi operation keeps its cut-off or misses it, and an hour lost there is a delivery promise broken the next day.

Value-added work sits on the same bench: kitting, re-labelling, repacking, inserting marketing material, applying a marketplace barcode. It is charged as a task rather than as space and belongs in the quote as a named line — the value added services page sets out what is normally asked for.

What you get, and how each part is measured

Start with the intake. If you would rather see the cycle than read about it, ask for an observed receiving shift at the unit nearest your pin codes and watch one vehicle go from gate to rack. It is the fastest way to tell a 3PL from a godown with a website.

Dispatch timing, the heavy-vehicle window and the last kilometre

Delhi restricts the movement of goods vehicles inside the city during much of the working day, and the schedule is published by the Delhi Transport Department. That fact reorganises a warehouse day: inbound trunks arrive at night or early morning, picking and packing run through the day, and the last-mile fleet leaves in the evening on vehicles allowed to move. A 3PL that has not planned around the window will keep your stock and miss your cut-off.

What the window does to a plan

A dispatch plan is really a dock schedule. If the trunk vehicle can only enter in a fixed window, receiving, put-away and the dock are committed to it, and a late arrival pushes the whole day. Units that handle this well have booked gate slots, a marshalling area for early vehicles, and a receiver on shift at the hour the vehicle actually comes.

The same window shapes the outbound side: a last-mile round that leaves before it gets a clear run, one that leaves after it meets the city's traffic. Since a delivery promise is usually stated in days rather than hours, the dispatch hour is the lever the operator controls — write it into the agreement.

The last kilometre, checked with the biggest vehicle you will send

Inside Delhi the constraint is rarely the highway. It is the lane, the gate and the lift. Older commercial lanes take a large trailer badly, basement storage has a height limit no rate card mentions, and an upper floor without a goods lift turns a two-person job into a six-person one. Walk the route with the largest vehicle you will ever send and check gate width, turning circle, dock height and lift capacity.

Three questions settle most of it: can a 32-ft vehicle turn into this gate, is the dock at vehicle-floor height or does it need a ramp, and what happens to a vehicle arriving outside its slot?

The paperwork that has to leave with the vehicle

The dispatch document set is part of the timing problem. A consignment moving between states needs an e-way bill raised before it moves, and its validity is tied to the distance and the vehicle, so a dispatch that slips a day can mean a document that has to be regenerated. A warehouse that closes its paperwork the same evening, with invoice, packing list and bill reference filed against the order, avoids the commonest cause of a vehicle held at a check post.

GST invoicing is the other half: storage rent is a taxable supply, and an invoice without GST in your entity's name leaves no input credit, which quietly makes a cheap godown the expensive option. The rules sit on the GST portal.

What 3PL warehousing in New Delhi costs, and what moves the figure

Space inside Delhi starts at ₹21 per sq ft per month — the published floor on our pricing page for Delhi NCR — with handling, packing and returns billed on their own lines. That rate is a basis rather than a quote: what a business pays depends on the belt, the height the space is racked to, the term and how much work each order needs.

Three bases, and why mixing them up costs money

Per square foot per month. The basis for space, floor or racked, and it only means something with a height attached: 1,000 sq ft at two pallets high and 1,000 at four are not the same capacity.

Per pallet position per month. The basis for racked storage and the one that makes two facilities comparable, because it prices the cube rather than the slab. The conversion is worked through in the cost per pallet guide.

Per order or per unit handled. The basis for the work: receiving, put-away, pick, pack, dispatch, return. A business with many small orders pays mostly here, which is why a low rate per square foot with an expensive per-order line is the commonest way a 3PL quote misleads.

Lozy publishes the space bases as floors and the plans as starting points: an inventory-led plan from ₹4,499 a month where stock is tracked as a ledger, a seasonal plan from ₹1,299, a long-term plan from ₹1,199, and short-term plans from ₹999 and ₹699 a month. Each is billed monthly with a GST invoice and no long lock-in, and each is a starting point rather than a price for your requirement. The warehouse for rent and business warehousing pages carry the same ₹21 floor on the space basis.

Six things that move a Delhi bill

• The belt. Airport-side space carries a higher rate than the Rohtak Road corridor, because the land does. If the stock does not need the airport, the cheaper belt is the answer.
• Height and racking. The same floor area holds more when it goes vertical, so racked space usually costs less per position than floor space — provided your cartons can be handled at height.
• Order profile. Lines per order, units per line and the number of channels decide the handling line more than volume does: twenty orders of one unit each is a different job from one order of twenty.
• Handling intensity. Serial capture, batch checking, fragile packing, kitting and labelling add time per unit. They belong in the quote as named tasks, not absorbed into a rate.
• Returns. Every return needs receipt, grading and a decision. Ask how returns are charged before the first one arrives, because the first one always arrives.
• Seasonality. A monthly basis prices flexibility in; a long lease prices it out, which is cheap in a flat year and expensive in a peak.

A worked example, on published numbers

Take a distributor holding 1,000 sq ft of fast-moving stock inside the city and 400 sq ft of seasonal build-up for ten weeks. At the published floor of ₹21 per sq ft per month, the permanent space works out at about ₹21,000 a month and the seasonal block at about ₹8,400 while it lasts, so the flexible arrangement runs near ₹29,400 during the season and ₹21,000 after it. The alternative — a lease sized for the peak — charges for the peak all year, and charges for it whether or not the season comes.

The arithmetic is deliberately simple, and it is the reason to fix the basis before the rate: a per-order line that is unbounded, or one that assumes a pick face you do not have, will not survive a busy month. Ask for a sample invoice with your own volumes in it and read the handling lines.

Who else operates here: reading the provider landscape

Delhi's 3PL market has five recognisable shapes of provider, and which fits depends on the commitment you can make, not on a ranking. Large integrated logistics campuses, of which Varuna Group is an example, suit businesses that can commit to a long lease and a large block of space. Warehousing operators with their own parks, such as Warehousing Express, work the same way from a property base. Multi-client 3PL operators, SD Global Logistics among them, run outsourced operations across several facilities. E-commerce fulfilment networks, Shiprocket Fulfillment for instance, are built around catalogue sellers who want a plug-in dispatch operation. Tech-led 3PLs, Prozo among them, lead with software and analytics. Dedicated built-to-suit space is efficient at scale and inflexible at the edges; shared, managed space on monthly terms costs more per square foot and can be added or released as volume moves. Lozy's model is the second kind: shared, managed space with published prices.

The test is not which type is better but which commitment your volume can carry. A stable, large, long-dated requirement suits a dedicated building; one that moves with seasons or channels suits space it can resize. A provider that cannot say which of the two it sells is not worth a second meeting.

Handover: how space and stock change hands in the first thirty days

Handover runs in eight steps over roughly a month: scope, layout, documents, a trial intake, the stock transfer, the first dispatch, a count and a review. Skipping the layout drawing or the trial intake turns a straightforward move into a month of adjustments, and those are the two steps buyers most often leave to the provider.

The eight steps

1. Scope, in writing. The eight numbers, the channels, the cut-off times, the pin codes and the report format you expect. Two pages is enough; a verbal scope is not.
2. Belt and unit selection. Which belt suits the stock, which unit can take your largest vehicle, and the rate for that unit. Get the unit named in the quote — a rate for a belt is not a rate for a building.
3. The document file. Occupancy, fire NOC for that address, land-use confirmation inside Delhi, insurance, GST registration of the invoicing entity and the power connection. Read three fields on each: entity, address, expiry.
4. The layout drawing. Pick face, reserve, hold area, returns bench, packing bench, inbound and dispatch lanes, agreed on paper before racking is touched. This is what decides whether the first month runs or stumbles.
5. One trial intake. A single vehicle, several SKUs, one carton damaged and one short-shipped. Watch where the damaged carton goes and compare the receiving sheet against the format you agreed.
6. The stock transfer. Your count and the facility's count reconciled line by line before the first order is picked. Stock that arrives without a count can never be reconciled later.
7. The first dispatch week. One channel at a time, with the supervisor and your team on the same call. That week gives you the real pick rate, the real packing time and where the cut-off falls.
8. A count and a review at day thirty. Location accuracy, order fill, dispatch on time, returns ageing and the invoice matched against the agreed basis. Then decide, while the arrangement is still monthly and easy to change.

Moving the stock itself

The transfer is the riskiest day in the arrangement and the one most often left vague. Three things make it safe: a written count at both ends, a vehicle plan that matches the volume to the number of trips, and a rule for stock that arrives damaged or short. From a godown inside the city it is a day's work; from a plant or a port it is a project, and belongs on a calendar rather than a phone call.

For a first consignment that lands over a weekend or a festival, send the packing list and the layout on WhatsApp before the vehicle is booked, and the desk will mark up what the unit can and cannot take on that intake. It takes a few minutes and it prevents the commonest first-week problem, which is a vehicle arriving at a dock that was never told what was on it.

What to measure monthly, and the clauses that decide how you leave

A 3PL relationship is judged on five numbers, reported on a fixed date in a format you chose: order fill, dispatch on time against the cut-off, location accuracy, inventory variance and returns ageing. Utilisation, cost per order and damage rate are context around those five. A provider reporting stock value and nothing else is reporting the easy part.

The five numbers, and what a bad reading looks like

• Order fill. Share of order lines dispatched complete. A drop without a stock-out usually means the location record has drifted from the rack.
• Dispatch on time. Measured against the cut-off you agreed, not the hour the vehicle left — a provider measuring its own departure is measuring the wrong thing.
• Location accuracy. A spot check of a sample of SKUs against the register. This is the leading indicator: everything else fails a month after it does.
• Inventory variance. The gap between ledger and count, in units and value, by SKU family — one aggregate number hides the two SKUs that are actually wrong.
• Returns ageing. How long returned stock waits for a decision. Returns that sit are stock you have paid to store twice.

Ask for a redacted report pack from an existing client's month: it shows whether the numbers come from a system or are assembled by hand the week you ask.

The clauses that matter in a Delhi 3PL agreement

1. The unit, the space and the basis. Named building, measured area or position count, rate, and how space is measured mid-month.
2. The scope, activity by activity. Receiving, put-away, storage, picking, packing, dispatch, returns, reports. The activities left out arrive as an extra invoice in month two.
3. Handling charges, itemised. Per pallet in, per pallet out, per order picked, per line, per return processed, per kitting task. "Inclusive" is not a number.
4. Cut-off and dispatch responsibility. The hour, the dock schedule, who books the courier, and who owns a delay from a late vehicle.
5. Liability and insurance. Whose policy covers your stock — the facility's covers the building, not your material — the basis on which a loss is valued, the excess, and how a concealed shortage is treated.
6. Access and audit rights. Your right to enter, to count, to audit on notice and unannounced, and to bring your accountant or your buyer's auditor with you.
7. Records: ownership, format, retention and exit. Yours, in your format, handed over as a usable export rather than a PDF of a screen.
8. Term, notice and release. Monthly or fixed, the notice period, the days allowed to clear stock, and who provides equipment for loading out. This clause decides how expensive leaving is.
9. GST and invoicing. The entity that invoices, its GSTIN and the place of supply. A rent receipt where a tax invoice belongs quietly costs you the input credit.
10. What will not be accepted. Hazardous material, restricted goods, anything needing a controlled-climate or bonded store, and stock outside your own licences. Written exclusions protect both sides.

Red flags, in Delhi specifically

A rate well below its pocket with no explanation. An owner who changes the subject on land use. Cash rent with no tax invoice. A unit that needs a smaller vehicle than your normal dispatch. No fire NOC for that address. Vague answers on liability, with no insurance document to point at. And a provider who quotes per square foot without asking what you store — because the handling line in that quote is being guessed, and guessed in their favour.

Where Lozy fits, and where we do not

Lozy runs 77+ warehouse locations and more than a million square feet of live space across owned, leased and partner facilities, from a head office in Sector 19B Dwarka, New Delhi. In Delhi that means units on both working belts — Dwarka Sector 26 and Dhulsiras beside the airport road, and the Ghevra Metro units on the Rohtak Road corridor — available as shared, managed space on monthly terms, with space from ₹21 per sq ft per month on the published bases.

Operationally that means receiving against your documents, a location record written at put-away, cycle counts, pick and pack to your cut-off, dispatch documents with the e-way bill reference, returns handled on instruction, and a monthly reconciliation in your format. The services around that core are on the 3PL warehouse services page — fulfilment warehousing, distribution and transportation, order management, warehouse management system, CFA and C&F agent services and commodities storage — and the FMCG and consumer goods page shows how a facility is configured for that trade.

What we are not is as important. Lozy does not run a cold chain: there is no cold room, no temperature-mapped chamber and no frozen capacity in this network, so a product that needs a controlled climate belongs with a specialist facility. A shared commercial warehouse is not a bonded store; duty-deferred storage is a separate licence, handled through the customs side of the business. We do not badge facilities with certifications this network does not hold, do not accept hazardous or restricted goods, and do not offer a dedicated built-to-suit building — that requirement is better served by a campus or park operator. Where a requirement is a large, long-dated, single-client block, we will say so on the first call rather than at the third meeting.

Where the requirement is shared, managed space inside Delhi with published rates and a monthly exit, all of it is inside what this network does: traders and distributors moving wholesale stock on the north-west corridor, D2C and marketplace sellers keeping stock near their buyers, FMCG brands running a Delhi stock point, electronics and spare-parts importers on the airport side, and seasonal build-ups that need to step down again. Photos of working facilities are on the locations pages, and the questions buyers ask most are answered on the FAQ page.

The next step, and what to send

If the requirement sits on the right side of that line, email the brief to care@lozy.in with the eight numbers, the largest vehicle you will send and the belt you think you want. You will get the units that fit, the rate for each and the handling lines, usually within a working day. To talk it through, the contact page reaches a person who works these two belts.

Related guides

• warehousing in New Delhi: demand, compliance and storage
• warehouse space in Delhi, pocket by pocket
• contract logistics: the contracting side
• the warehouse inspection checklist
• shared and multi-client warehousing
• 3PL warehousing company in Gurgaon
• 3PL warehousing company in Noida
• 3PL warehousing company in Faridabad
• 3PL warehousing company in Manesar

Sources. Prices, plan starting points and network numbers are Lozy's published information, checked 26 October 2026. Heavy-vehicle movement and plying restrictions inside Delhi follow the Delhi Transport Department; land use follows the Delhi Development Authority's Master Plan material, and building classification and approval the Municipal Corporation of Delhi's bye-laws; GST invoicing and registration from the GST portal and the e-way bill from the e-way bill portal. Belt and facility descriptions are Lozy's own. Nothing here is a statement of approval, certification or regulatory clearance for any facility, and rates are starting bases rather than quotes.

Last updated: 26 October 2026. Something the FAQs below do not cover? Call +91 93547 12345 or email care@lozy.in.