Agility amid crisis: Serving customers in a world of uncertainty

From fronting face to face negotiations with Global reefer customers in Copenhagen to delivering best in class customer experience whilst driving improvements in process efficiency in India’s Global Service Centres (GSC), Prithwijit’s journey offers a window into how Maersk is reimagining customer service to stay resilient and responsive in turbulent times.

A strategic seat in Copenhagen

Prithwijit’s global influence began in Copenhagen, where he headed the Far East Middle East trades. He was responsible for mapping services and deploying the network for these trades. This role required him to negotiate directly with key global customers across industries such as automotive and technology. His next role in Copenhagen was ‘Global Product Head for Reefers”. From this vantage point, he oversaw pricing strategies for verticals such as reefer cargo, with responsibility stretching across fish, poultry, and perishable goods moving from any global origin to any destination. Sitting in Copenhagen, his desk was not just about numbers but about decisions that shaped trade routes and customer confidence. It meant greater consistency, faster responsiveness, and a global view that enabled optimised decisions. Prithwijit, with his global mandate, could see the full picture and balance commercial viability with strategic continuity. This broad vision enabled the development of tailored solutions for every corridor, regardless of its immediate profit potential.

GSC’s transformation: From transactional to strategic

Following his international tenure, Prithwijit returned to India, joining the Global Service Centres also known as GSC. At the Chennai and Mumbai centres, his role expanded significantly—he now led teams servicing Europe, Middle East, Africa, and India.

“The GSC is no longer a transactional hub. It is a strategic engine that supports the entire commercial lifecycle,” he says.

For example, when a customer disputes an invoice—say, claiming the rate was $1,200 instead of $1,300—the GSC steps in. Teams coordinate with sales, stakeholders validate the rate filings, investigate discrepancies, and resolve the issue—all while keeping the customer informed. “It’s not just about settling a bill; it’s about preserving relationships and trust,” he adds.

The GSC, far from being a simple back-office setup, had evolved into a strategic operations engine. Prithwijit oversees a team of over 900 well trained professionals. From filing contractual rates, resolving freight disputes to tracking surcharges and penalties, his team handles complex, sensitive issues with precision. A customer disputing a $100 freight variance could trigger a chain of verifications, internal fact finding and reconciliations—all managed seamlessly by the GSC team.

One of the most pressing challenges Prithwijit contends with is the impact of geopolitical disruptions on shipping contracts and customer trust. From the pandemic-era chaos to the Red Sea crisis, and now the tariff wars and route recalibrations, the operating environment has grown increasingly unpredictable.

Yet for Maersk, these crises are not just hurdles—they’re opportunities to demonstrate reliability and agility to its customers.

“When disruption strikes, we don’t just reroute ships—we activate cross-functional task forces,” Prithwijit explains. His team plays a key role in preparing data, enabling surcharge communication, and advising customers in real-time on rerouting options, service schedules, and contingency plans.

Sometimes, a new surcharge or routing needs to be implemented overnight. “That’s where our ability to operate around the clock across time zones adds value,” he adds. The GSCs act as the rapid response unit, coordinating seamlessly with commercial and operations teams to deliver on customer commitments.

The Rise of the knowledgeable customer

One of the biggest shifts Prithwijit has observed is the evolution of the customer. “Today’s customer is more informed, more demanding—and rightfully so,” he says. In the past, clients signed annual freight contracts and moved on. Now, they ask for real-time intelligence, dynamic pricing models, and end-to-end supply chain visibility.

Prithwijit notes that modern shipping executives must act as consultants, guides, and solution architects—not just logistics providers. They need to advise clients on optimal routes, contract structures, inventory planning, and even alternate sourcing geographies. The customer’s problems are no longer just logistical—they are strategic and existential.

Contracting trends: The new short-term norm

With rates swinging and disruptions rampant, customers are cautious about committing to long-term deals. “We now see more quarterly or half-yearly contracts, especially in volatile corridors like Asia to Europe or Asia to US,” notes Prithwijit.

Maersk adapts by offering flexible contracts that balance risk and reward, helping customers hedge against uncertainty while locking in service continuity. The focus is on long-term relationships with short-term flexibility.

Driving the future of global service centres

In his current role, Prithwijit is not just managing operations but driving continuous improvements. From initiating process automation projects to reducing manual interventions and accelerating decision cycles, he is championing a tech-enabled future for the GSCs. From AI-enabled invoice processing to smart rate validations, the aim is to reduce errors, accelerate cycles, and free up teams to focus on customer-centric innovation.

“The days of back offices just issuing invoices are gone,” says Prithwijit. “We have transformed into Capability Centres— delivering not just efficiency, but also intelligence and foresight.”

As organisations centralise more functions for cost and efficiency gains, leaders like Prithwijit are critical in ensuring these centres evolve into innovation hubs, capable of supporting volatile global supply chains and rising customer expectations. They do this diligently by constantly improving processes, eliminating inefficiencies and ensuring reliable execution thereby creating the foundation for delivering seamless and scalable customer experience.

In an industry where volatility is the new normal, professionals like him don’t just keep the wheels turning— they redefine how the industry moves forward.

Prithwijit’s experience—spanning boardrooms in Copenhagen and Global Service Centres in India—reflects how Maersk is building resilience with empathy, agility with intelligence, and operational scale with strategic precision. As the global shipping industry continues to evolve, Maersk’s ability to listen, adapt, and thereby being Customer Centric is what will continue to win customer trust worldwide.