Rinku and Rajesh Commercial Carrier PVT. LTD.
In 1962, an 18-year-old Prahladrai Madangopal Agrawal faced a daunting challenge—his 10th board exams. Feeling unprepared and uncertain about his academic success, he approached his father, Madangopal Devichand Agrawal, expressing his willingness to work hard in any field rather than pursue studies. His elder brother, Ramniwas Madangopal Agrawal, was employed in the transport business under their uncle in Anand, Gujarat. Hoping to explore his options, Prahladji joined his brother for a few weeks to assess if he could thrive in the industry.
In early 1963, Prahladji received a call from his uncle, summoning him to Indore to gain a deeper understanding of the transport business. Seizing the opportunity without hesitation, he set off on an overnight truck journey, filled with a mix of excitement and gratitude. Indore proved to be a testing ground for his resilience. The days were long and grueling, spent loading, unloading, and booking trucks, with little time for rest. By the time he finally lay down to sleep, it was often past midnight. His uncle ran a strict operation, demanding that everyone be up and start getting ready for work by 6 AM —a routine that soon took its toll on the young Prahladji.
For six months, he endured the relentless pace, pushing himself to meet expectations. But the strain eventually led to a disagreement with his uncle, and by the end of 1963, he decided to return to Anand. However, his hard work had not gone unnoticed. His uncle, despite their differences, recognized his dedication and, upon his return, rewarded him with a senior management role in the Anand office—a testament to the effort he had put in.
For nearly a decade, the two brothers worked tirelessly at the Anand office of Gujarat Transport, gaining invaluable experience in the industry. But by 1970, they knew it was time to step out of their uncle’s shadow and build something of their own. With a bold leap of faith, they parted ways and set out on an independent journey.
Ramniwasji, the elder of the two, established himself in Baroda, while Prahladji remained in Anand. Ramniwasji’s natural charisma and years of dedicated service had earned him a network of strong, trustworthy connections—relationships that would prove instrumental in their new venture. They started with just a single truck, but through sheer determination and Ramniwasji’s reputation, they were able to secure several more on hire.
This was the true beginning of their journey—two brothers, one vision, and the unwavering resolve to carve out their place in the world of transport.
Over the years, the nature of Ramniwasji and Prahladji’s work evolved significantly. In the early days, while working under their uncle, they took on any job that came their way—transporting all kinds of goods just to make ends meet. When they finally branched out on their own, they stuck to what they knew best. Ramniwasji, operating from Baroda, focused on general goods booking, while Prahladji, based in Anand, specialized in transporting tobacco goods.
Their business took a significant step forward in 1972 when they secured a contract with Elecon Industrial Machinery in Anand. This marked their entry into the transportation of heavy industrial equipment—cranes, conveyor belts, steel beams, and more. It was a new challenge, but one that pushed them toward greater expertise and expansion.
In 1974, a valuable connection opened the door to a remarkable opportunity for the two brothers. They secured a contract with the National Dairy Development Board (NDDB) to transport cattle feed machinery from Gujarat to as far as Karnataka. It was a prestigious deal, one that promised stability and growth for their budding transport business.
However, just as they were preparing to begin operations, an unexpected crisis arose. When they signed the contract, diesel was priced at 52 paisa per liter—but by the time work commenced a month later, the cost had nearly doubled to 1.02 rupees. This sudden spike in fuel prices threatened to turn their promising contract into a financial loss.
Faced with this challenge, Prahladji turned to the NDDB officials, explaining the situation in detail. As a government organization, NDDB required a formal written request before taking action, but they assured him they would review the matter. To the brothers’ great relief, the officials were understanding and agreed to revise the contract terms, ensuring that the work remained viable.
With this hurdle overcome, their business continued to grow. By 1976, the two brothers had expanded their fleet to eight trucks, a testament to their perseverance and ability to navigate even the toughest obstacles.
In 1977, an unexpected meeting at a badminton tournament led to a game-changing opportunity for Prahladji. While attending the event, he struck up a conversation with Kiran Desai, a well-known tractor dealer in Anand. Their shared love for card games sparked an instant connection, and as they chatted about their respective businesses, an idea took shape.
Kiran Desai realized that Prahladji’s trucks, which traveled to Chennai to deliver industrial machinery, often returned empty. This presented a golden opportunity—what if those empty trucks could be used to transport tractors from Chennai’s manufacturing hub back to Anand? It was a perfect win-win situation. Kiran Desai would get a reliable and cost-effective transport solution, while Prahladji could maximize the efficiency of his fleet by eliminating empty return trips.
This chance encounter would prove to be another stepping stone in the brothers’ journey, reinforcing the importance of building connections and spotting opportunities where others saw none.
The workers involved in this exchange quickly realized how profitable it was. Unfortunately for the two brothers, some of them decided to take matters into their own hands. Over time, several workers branched out independently, just as Prahladji and Ramniwasji had once done with their uncle.
Tensions eventually came to a head when one of the tractor carriages meant for Kiranji sustained severe damage. Furious, Kiranji confronted Prahladji, questioning whether this was how he ran his business. The incident highlighted a fundamental truth—whenever people see an opportunity or find themselves backed into a corner, they will find a way out of their circumstances.
What had once been an opportunity for Prahladji and Ramniwasji had now become one for their workers. Over the years, many followed in their footsteps, setting out on their own and forging their own paths, just as the brothers had once done.
In 1978, the brothers expanded their transportation business by partnering with a plastic pellets factory, delivering goods across India. Through this work, Prahladji experienced a milestone—his first-ever plane journey.
While at the airport, he noticed a car being loaded onto a plane. The sight sparked an idea: if a car could be transported by air—an expensive method—it could certainly be loaded onto his trucks at a much lower cost. The challenge was making it feasible. He considered two options: increasing the truck’s height to create a double-decker system or expanding its width, as seen in the image to the right. Ultimately, he chose width, as it would allow him to transport tractors more efficiently on the return trip.
With this new approach, his trucks would be loaded with cars on the outbound journey and return with tractors, maximizing efficiency. To bring his idea to life, Prahladji built a relationship with a Fiat dealer and pitched his concept to upper management. He explained his vision, secured their interest, and arranged a trial demonstration.
In 1984, an unfortunate incident tested the resilience of the business. RCCL had taken on a consignment of 16 tractors, agreeing to deliver them on good faith. However, the dealership that received the tractors sold them and disappeared with the money. Since the goods were last in RCCL’s possession before the fraud occurred, the manufacturer held them responsible for the loss.
At the time, the financial hit was significant—₹11 lakh, which would be worth approximately ₹2.2 crore today. Prahladji took this incident to heart, often questioning why he had relied on good faith alone.
Fortunately, after extensive discussions with both the manufacturer and the bank, a resolution was reached. RCCL would take on additional transportation work and repay the outstanding amount over time. This arrangement worked smoothly until the debt was fully settled. However, once the repayment was complete, the tractor manufacturer abruptly ended their collaboration, stating they no longer had work for RCCL.
Momentarily at a crossroads, Prahladji sought advice from Ramniwasji. Instead of relying on a single manufacturer, they decided to expand their reach—offering their transportation services to all tractor manufacturers. Their expertise, reliability, and competitive pricing quickly attracted new business, and soon, work began pouring in again.
