Universal Shipping Company was established on 25th of April, 2002; specializing in the Freight Forwarding Business (Non Vessel Operating Common Carrier); with an ambition to be global leaders and offer excellent service to customers. Since inception, Universal by virtue of dedicated, professional performance is on constant growth in LCL consolidations and freight forwarding domain. With committed service levels, worldwide coverage of services, pioneering online services, and through trusted alliances, Universal is poised to lead the industry, rendering comprehensive shipping services to varied clientele across the globe.
Being a Neutral NVOCC, Universal established strong cordial relations with co-loaders and freight forwarders through a synergetic partnership model. The company strives for path defining excellence with sound technological support, rigorous organization system and insightful management techniques. Flexibility and co-operation prevail, besides well-defined responsibilities among various departments. A close coordination and bubbling team spirit ensures efficiency and service excellence to clientele.
Universal specializes in LCL (Less Than Container load) consolidation and logistics solutions. Through an expansive range of services, we strive to offer an unparalleled experience to our customers. Equipped with qualified, experienced professionals and sophisticated technology in managing any type of shipment, Universal is in a unique position to serve the customers’ multifarious needs. Universal’s presence either directly or indirectly spans across the globe that enables ease of access to our customers and speedy Turn around Time.
Universal practices continuous process improvement, there-by ensuring continued improvement in an organization’s performance. Continuous Process Improvement ensures that all organizational factors such as organizational structure, roles and responsibilities, people and technology are not only integrated but are in-sync to deliver specific organizational goals and objectives.
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