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Tanisha Saxena IMAWS | cbedit@imaws.org
In the sweltering summer months, when the craving for a scoop of creamy kulfi or a vibrant fruit popsicle strikes, Indian consumers no longer head to a nearby grocery store. Instead, they reach for their phones. Within minutes, thanks to quick commerce platforms, that frozen treat arrives at their doorstep. But behind this convenience lies a complex transformation—one that is reshaping how ice cream is manufactured, stored, and delivered across the country.
Quick commerce—or “q-commerce”—has become the new frontier for India’s frozen food industry, particularly ice cream. While Tier 1 cities like Delhi, Mumbai, and Bengaluru are already witnessing a surge in q-commerce-driven consumption, Tier 2 and Tier 3 regions are adopting a hybrid model that blends traditional distribution systems with rapid delivery mechanisms.
“Quick commerce is now dominating urban markets. But smaller cities still rely on legacy systems while slowly incorporating new-age distribution models,” said Sudhir Shah, President of the Indian Ice Cream Manufacturers’ Association (IICMA), during a recent interview with Kitchen Herald.
This evolution is forcing manufacturers to rethink their supply chains. In order to stay relevant, many are now creating micro-distribution hubs and collaborating with dark stores—low-visibility warehouses that serve only online customers—and q-commerce aggregators. The goal? To meet the escalating demand for real-time convenience without compromising the integrity of a perishable product like ice cream.
For the layperson, this shift might seem seamless. But for ice cream makers, it represents a logistical and financial puzzle. “The industry is undergoing a fundamental transformation,” Shah explained. “Manufacturers are investing in compact, energy-efficient freezers, battery-operated insulated carriers, and advanced route algorithms to ensure the product remains frozen during delivery.”
Still, not all players are equal. Large, national brands with access to capital and infrastructure can pivot quickly. Small and medium-sized manufacturers, particularly regional ones, face an uphill battle. Infrastructure costs—especially those tied to maintaining a consistent cold chain—remain prohibitive. “It’s a double-edged sword,” Shah noted. “Quick commerce offers visibility in high-value urban markets without the need for a retail footprint. But the cost of maintaining quality and meeting delivery timelines is immense.”
Some see hope in collaborative models. Shared cold storage and pooled logistics resources could democratize access, lowering barriers for smaller manufacturers. A few are even experimenting with owning their own dark stores, which offer greater control over inventory, quality, and margins.
The question, however, remains: is quick commerce a viable long-term strategy, or merely a channel for brand visibility?
“There’s still confusion about whether q-commerce is growing the industry or just keeping brands in the spotlight,” Shah said. “The costs are real. But so are the opportunities.” Indeed, unit economics remains a challenge. Ice cream manufacturers, once reliant on distributor networks with clearly defined margins, are now navigating an ecosystem that demands agility and relentless innovation. Multi-packs, single-serve sundaes, tamper-proof containers, bar-coded packaging, and longer shelf-life formulas have become the new norm. “We’re designing SKUs specifically for fast delivery and high insulation,” said Shah. “It’s not just about taste anymore—it’s about survival.”
Packaging, once a design and branding function, is now deeply entwined with logistics. “Quick commerce has changed the very definition of how a product is made and delivered,” he added. “Everything—from the packaging material to the carton size—is being reengineered.”
Despite the investments, manufacturers are concerned that the benefits of q-commerce are lopsided. “Quick commerce platforms have made some investment in cold storage and logistics,” Shah admitted. “But the bulk of the burden still falls on the manufacturers. If a product melts during transit, it’s the brand—not the delivery partner—that faces the consumer’s wrath.”
“Stronger collaboration is essential. Without mutual accountability and clear cold chain compliance standards, the future of frozen food in the quick commerce era may remain precarious,” Shah adds. As India’s ice cream industry races to meet the instant gratification of the digital consumer, its manufacturers are discovering that speed, while seductive, comes at a cost. Whether that cost becomes sustainable—or simply too high—will define the future of frozen indulgence in the subcontinent.
The numbers reflect this transformation: India’s ice cream market, currently valued at $3.46 billion, is projected to quadruple by 2034. Meanwhile, the quick commerce sector is poised to hit $5 billion in GMV by 2025, growing at nearly 85% year over year.
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