The KSRTC (Kerala State Road Transport Corporation) Project, officially approved by KSRTC Chairman Shri P.S. Pramoj Shanker, marks a landmark initiative by the 15-member Quality Circle Team at IEDC RCMAS. Developed over a span of 1.5 years, the project was led by Adnan Shaji, Research Lead and Student of B.Com Model 2 Marketing, under the mentorship of Nodal Officer Ardhra C Michael. The team’s mission was to devise sustainable, innovative strategies to modernize KSRTC operations, enhance efficiency, and uplift Kerala’s public transportation standards—all while taking into account the financial constraints of KSRTC.

Key Recommendations and Project Highlights

1. AI-Driven Assistance for Fuel Efficiency: By implementing AI-based driving assistance, KSRTC drivers can optimize fuel usage across the fleet. This initiative could lead to annual savings of up to ₹160 crore, significantly reducing operational costs and promoting sustainable practices
2. Leasing of Upper Spaces for E-Commerce Logistics: KSRTC can lease upper terminal spaces to e-commerce companies, facilitating low-cost, same-day delivery services statewide. This could generate an estimated ₹36.5 crore annually without requiring upfront investments, providing KSRTC with a new revenue stream.
3. K-Wallet Integration: The proposed K-Wallet, an NFC-enabled mobile wallet, would allow for seamless ticket purchases and offline payments. Transitioning to a subscription-based model via K-Wallet could generate up to ₹400 crore in working capital, empowering KSRTC to fund improvements and operational upgrades.
4. Premium Ordinary Buses: Introducing premium, conductor-free buses with international-quality amenities, managed through lease agreements, would enable KSRTC to offer enhanced services without capital expenditure. These premium buses would appeal to higher-paying segments while alleviating demand on ordinary services.
5. Depot Naming Rights: Selling or leasing naming rights of KSRTC depots would create funds for infrastructure enhancements. This approach provides a way to upgrade depot facilities at no additional cost to KSRTC, while also involving community and business stakeholders.

Other Recommendations Include

1. Switching from a Time-based to a Frequency-based System: Adjusting bus routes from fixed time schedules to frequency-based planning ensures that buses operate based on passenger demand, reducing wait times and enhancing service efficiency.
2. Measures to Increase Employee Satisfaction: Introducing programs focused on employee well-being, fair compensation, and career development to foster a positive work environment, which is essential for operational success and service quality.
3. Climate Goals and Sustainability Policies: Developing policies to reduce KSRTC’s carbon footprint, such as transitioning to hybrid or electric vehicles and optimizing energy use, aligns the corporation with Kerala’s climate objectives.
4. Public Awareness Campaigns for Increased Ridership: Implementing a strategic marketing campaign to educate the public on the benefits of public transport, aiming to increase usage and reduce traffic congestion.
5. Introduction of Premium Buses: Offering premium services on select routes with improved amenities for a slightly higher fare appeals to diverse passenger needs and raises revenue without significant investment.
6. Enhanced Marketing Strategy and Brand Promotion: Developing a cohesive marketing strategy to strengthen KSRTC’s brand as a reliable and efficient public transport service, targeting various passenger demographics and promoting the benefits of public transportation.

Vision for the Future
The KSRTC Project demonstrates IEDC RCMAS’s commitment to creating meaningful, research-based solutions for societal challenges. The Quality Circle Team’s recommendations, backed by real-world data, have the potential to make a lasting impact on Kerala’s public transportation landscape. By equipping students with practical skills and fostering innovation, IEDC RCMAS aims to cultivate the next generation of leaders capable of driving transformative change in public and private sectors alike.