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June 2016
Top seven emerging markets for logistics
Success
Click and Collect How retailers can drive customer loyalty and share the benefits
Cybershoring has arrived and is set to transform the supply chain in 2016
Learn More
EDITOR’S COMMENT
HELLO AND WELCOME TO
the June
issue of Supply Chain Digital. This month, Neil Kinson, VP EMEA, Redwood Software, looks at how enterprise robotic process automation is driving a new era of ‘Cybershoring’. This issue also uses data collected in The Agility Emerging Markets Logistics Index to explore the top seven emerging logistics markets in the world. Last but not least, Niklas Hedin, CEO of Centiro examines how retailers can provide the best possible click and collect service for their customers.
Enjoy the read,
Nye Longman EDITOR Nye.Longman@bizclikmedia.com
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8 F E AT U R E S
Delivering click and collect success
14
The arrival of cybershoring
TOP 8 Emerging logistics markets
20
Company profiles Nando’s
44
28
G4S
64
Zinnovate
International Container Terminal Services, Inc
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Company profiles
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Rocha Terminais PortuĂĄrios e LogĂstica
Following some interesting revelations brought traditional Christmas buying rush, Niklas Hedin, can maximise their operations to provide the be
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June 2016
PROFILE
DELIVERING CLICK & COLLECT SUCCESS
Delivering
Writ ten by: N I KLAS H EDI N, CEO OF CENTI RO
Success
Click and Collect
t up in several recent studies after the CEO of Centiro explores how retailers est possible click and collect service
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PROFILE CLICK & COLLECT has become more popular in recent years as retailers have looked to reduce the cost of online deliveries. Furthermore, according to research from Planet Retail, half of global shoppers are now influenced by a retailer’s ability to offer convenient collection points for online purchases. Last Christmas more online shoppers chose Click & Collect as an option to collect items than ever before. However, according to YouGov research conducted over the Christmas period, over one third of online Christmas Click & Collect shoppers experienced problems with their orders. As the popularity of Click & Collect has increased, evidently so have customers’ expectations. But, if retailers get it right they can drive loyalty and share the benefits to all parts of the business. Engage the online customer through stores The in-store experience is still very important to many customers to enhance their relationship with a retailer’s brand. For example, a customer ordering a pair of shoes online for collection from a boutique 10
June 2016
gets a better quality brand experience when they collect their item in store than when dealing with a courier at the doorstep in their pyjamas. Click & Collect is a great way to drive revenue from online retail without significantly increasing fulfilment costs. Retailers already need to deliver items to store for replenishment anyway, by integrating Click & Collect orders they can make more efficient use of existing vehicles and reduce transportation costs. Click & Collect also allows retailers to better engage with consumers prioritising convenience over speed of delivery, allowing them to collect items at a time that suits them. Critical to success is ensuring goods are delivered in a timely and efficient manner, to the customers’ desired collection point. An important point is that if a retailer wants to fulfil customer orders from an external collection point as well as from in store, it needs to have the right infrastructure in place to support this, but many retailers still haven’t got this today. Optimise networks A great Click & Collect experience also requires retailers to have a clear view
DELIVERING CLICK & COLLECT SUCCESS
‘If retailers get Click & Collect right, they can improve efficiency of logistics networks and drive long-term customer loyalty’
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PROFILE
Niklas Hedin, CEO of Centiro Niklas Hedin is CEO of Centiro. In his executive leadership position he is charged with keeping pace with the fast moving international e-commerce market. Niklas is also a regular speaker at retail and supply chain events globally. At the RSM Entrepreneur of the Year awards in May 2015, Centiro and Niklas Hedin was named Ruban D’Honneur recipient, awarded in recognition of the top 10 Entrepreneurs in Europe 2014/2015.
About Centrio Founded in 1998, Centiro is a leading innovator in cloud-based transportation, logistics and delivery management solutions. Centiro’s products empower companies and finer supply chains in over 105 countries. The company has won several awards and accolades over the years and is ranked as one of the best places to work in Europe by Great Place to Work®. For further information, please visit: www.centiro.com
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‘According to research from Planet Retail, half of global shoppers are now influenced by a retailer’s ability to offer convenient collection points for online purchases’ of their carrier networks. Retailers are now required to ship goods to stores and different collection points as well as direct to customers. By having greater visibility into their carrier networks, retailer scan ensure that they meet customers’ Click & Collect order promises in an efficient manner. Delivery networks need to evolve Click & Collect will evolve in the years ahead as customers demand greater levels of flexibility, convenience and personalisation. One of the biggest
DELIVERING CLICK & COLLECT SUCCESS
things to change will be Click & Collect seamlessly integrating with online and physical channels, rather than being an option in itself. As customers become increasingly able to receive items at a time and place that suits them, the fixed channels of home delivery, Click & Collect and in store shopping will become more fluid. We have already seen this with ‘click & not collect’ from River Island, allowing customers to change orders on the go. As the market becomes more competitive, there will be more
and more Click & Collect offerings competing to provide better levels of service, with the expectations of customers’ continuing to rise. Click & Collect can become an important customer touchpoint, but is also a good example of why logistics need to be fluid from online to in store and throughout the supply chain. However, if retailers get Click & Collect right, they can improve efficiency of logistics networks and drive long-term customer loyalty.
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TECHNOLOGY
THE ARRIVAL OF
Neil Kinson, VP EMEA, Redwood Software, lo robotic process automation is driving a new
CYBERSHORING
ooks at how enterprise w era of ‘Cybershoring’ Writ ten by: NYE LONGMAN
Visit the website:
TECHNOLOGY TODAY’S BUSINESS LEADERS can no longer afford to ignore the impact of digital transformation. Although the supply chain has historically remained ‘behind the scenes’, this process is now in the spotlight as one of the key areas that stands to benefit from smart robotics process automation and new efficiencies. Over 200 years ago, the Industrial Revolution transformed manufacturing from a labour-intensive process to a streamlined, automated assembly line – simply by applying robotics to otherwise manual tasks. This same principle applies to the changes that we are seeing in today’s supply chains, to connect and automate every step of the journey, across a complex range of different systems. Enterprise robotic process automation is the key to allowing businesses to plan, implement and control the efficient flow of money, people, resources and goods from end to end. These ‘robots’ are not mechanical robots as we might think of them, but smart robots’ that have the capability to reimagine, rather than replicate human activity to create speed and accuracy across critical business processes. This is not just a 16
June 2016
There is no hiding from the fact that global supply chains are becoming increasingly complex, bringing in ever more supporting applications and third party systems” cost-saving tool, but a route to crucial consistency and quality and improved business process visibility, freeing up the team’s attention to move away from a reactive mindset and focus on the bigger, more strategic picture. Standardise, automate, improve The supply chain has the potential to undergo a complete transformation. Redundant manual tasks, centred on manually gluing all the component pieces of a supply chain together can – and should – be left behind to ensure productive, seamless
THE ARRIVAL OF CYBERSHORING
and coordinated operations. When we ask supply chain executives about these repetitive tasks, the answer is generally, “it’s rule based”. Clearly, there is a degree of discretion required, to determine the control points where human intervention may be required for governance and control, or simply when a human is required for front facing customerservice related tasks. However, we consistently see opportunities for robotisation and process improvement in back office tasks.
We must move also away from the scenario whereby there is a dependency on one ‘power user’. This can not only lead to ‘locking in’ some unusual processes, driven by that one individual. In fact, rather than a user centric view of processes organisations need to take a more holistic end-to-end process centric view. Otherwise organisation may miss out on the benefit of applying robotics across the interdependencies between people and systems across a supply chain process. Without this level of integration for example, how do you 17
TECHNOLOGY know that the guy in credit collections hasn’t sat on information for three days, without kicking off the next step? Robotic automation allows rules to be pre-defined, standardised, held to an SLA, and scaled across daily processes, allowing supply chain executives to handle a complex inventory of tasks, rapidly on-board new partners, and maintain an accurate catalogue of content and pricing for example. Although there is a tendency to use automation technology to augment and accelerate a manual process as performed by an individual, the real value lies in the opportunity to entirely reconfigure the process. This more strategic approach delivers increased information and intelligence across the process as a whole and brings the potential for continuous and organic improvement of the process. Enter ‘cybershoring’ It goes without saying that finding the next low-cost offshoring destination before everyone else is an outdated way of working. Robotic Process Automation completely alters the business case dynamics of outsourcing. When looking at cost saving measures such as outsourcing, 18
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companies typically overestimate the cost savings and underestimate the negative impact on quality, consistency and competiveness. Cybershoring takes away the need to make this compromise. In short, it takes the focus away from where the work is done, to focus on the how – from location to logistics. In addition to reducing labour costs, it offers an improved service delivery model, eliminating room for manual errors or fraudulent activity, and giving businesses complete control over their processes to ensure the highest degree of quality and accuracy. In a supply chain context, this could include exporting product availability and invoice data back to the supplier, while co-ordinating with in-house inventory control and outside suppliers. This instantly eliminates many common outsourcing problems, such as the hidden ‘black box’ of activities and human communication issues. To remain competitive – and sustainable – outsourcers and shared service centres need to adjust their business model in line with this Industrial Revolution in the back office. There is no hiding from the fact that global supply chains are becoming
THE ARRIVAL OF CYBERSHORING
Enterprise robotic process automation is the key to allowing businesses to plan, implement and control the efficient flow of money, people, resources and goods from end to end� increasingly complex, bringing in ever more supporting applications and third party systems. Despite this, the push to do more with less will remain constant, as part of the ongoing quest to drive down costs and release capacity for high-value full time employees to focus on higher-level tasks. To drive real change, there must be stronger links between business process outsourcing providers and shared services global process owners. Although we are
currently seeing increasing automation in each camp, bringing greater efficiencies, this is often diluted in the nebulous world of SLAs. With each end optimised, we must turn to focus on the exchange between the two. Smart robotics is here to stay. The supply chain winners will be those that refuse to be constrained by what has always been done, and can see the potential that this intelligent process re-imagination can bring. 19
TT OOPP1 08
TOP
Emerging logis
Research undertaken for the Agility Emerg notable changes in the global rankings.
Written by: Ny 20
June 2016
P8
istics markets
ging Markets Logistics Index records some Supply Chain Digital takes a closer look
ye Longman 21
TTOOPP 180
Ranking 45 emerging markets based on size and growth attractiveness, compatibility, and connectedness, the Agility Emerging Markets Logistics Index (AEMLI) uses data from a number of globally influential sources. These include the International Monetary Fund, World Bank, UN, World Economic Forum, and International Air Transport Association, as well as a variety of government agencies across the world. The report says: “The upheaval caused by the global forces that have shaped much of the emerging market landscape over the last 12 months is illustrated within the high degree of fluctuation seen in this year’s ranking.” And that it is “Those best positioned to manage macroeconomic turbulence” that have managed to retain or advance their position in the rankings. 22
June 2016
Mexico
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Change in ranking: +1 Mexico’s oil reserves, while substantial, have not had the best luck on the markets. The private sector was invited to participate two years ago, but the industry was immediately hit (and continues to suffer from) the fall in global prices. Mexico not only boasts close proximity to the USA which has ensured that the country has developed trade and infrastructure links with the world’s largest economy, but also low labour costs which has contributed to its rise.
EMERGING LOGISTICS MARKETS
Indonesia Change in ranking: -3 Close geographical proximity to an economic powerhouse has not been able to save Indonesia from falling three places in the rankings. The government has responded to the fall in commodity prices by attempting to bolster the country’s business environment but, especially from a logistics point of view, the country’s outlook is not as positive as it once was. Coupled with fiscal tightening in the fallout from the commodities slump, Indonesia’s entire infrastructure network remains marred by corruption, poor procedures and underdevelopment.
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TTOOPP 180
Saudi Arabia
Brazil
6
Change in ranking: -3 Yet another casualty of the fall in oil prices, Brazil has placed outside the top 3 positions for the first time. While the country’s middle class has grown in the past two decades, this has not been enough to prevent job losses in the wake of the commodities slump. This has also compounded the fact that the country’s infrastructure network needs to be upgraded while, at the same time, new frameworks need to be developed to eliminate corruption and save time.
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Change in ranking: -3 It is perhaps unsurprising to see that Saudi Arabia has slipped down in the rankings given its dependence on oil, but the importance of its economic planning should not be understated. Taking into account its strategic position in the Gulf, the Kingdom is taking measures to exploit this while making concerted efforts to diversify its economy for a post-hydrocarbon future.
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EMERGING LOGISTICS MARKETS
India
Change in ranking: +2
Malaysia
4
Change in ranking: +4 One of the highest growers out of the 45, Malaysia has been undergoing a strong shift towards a diversified economy following years of commodity trade dependence. The country has developed a robust manufacturing base mainly consisting of parts and assembly, as well as a growing palm oil industry.
India has shifted up two places in the rankings and for good reason; it is the seventh largest economy in the world and is continuously expanding its manufacturing capabilities, most notably through the ‘Make in India’ initiative. The AMELI highlights perhaps the greatest challenge: “India’s current tax regime effectively creates 29 sub-national markets within the continent-sized nation and requires checkpoints on major transportation lanes that create queues of trucks and delays in transit, while eroding value and efficiency, and adding significant complexity.”
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TTOOPP 180
UAE Change in ranking: +2 Coupled with its prime geographic location and substantial capital, the United Arab Emirates is well-positioned to transform itself into a regional hub connecting other oil-rich countries with the rest of the world. The country also has a number of well-known initiatives in place to encourage businesses to set up shop, which adds a further incentive.
h
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June 2016
EMERGING LOGISTICS MARKETS
China
1
Change in ranking: no change China has benefitted from years of substantial economic growth, backing up its endlessly expanding manufacturing sector with suitable investments in airports, roads, railways, and ports. Losing $5 trillion from its stock markets last year has helped to highlight the fact that much still needs to be done to make the logistics environment more robust, particularly through improving the rural/urban divide and by tackling corruption. 27
From street food to high street Written by: Nell Walker Produced by: Charlotte Clarke
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NANDO’S
Nando’s Supply Chain Director, Linda Reddy, describes the challenges facing the company within its South Africa base, and how these complexities have been overcome with aplomb
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June 2016
AFRICA
T
he world’s most popular chicken restaurant began life in 1987, in a decidedly unfashionable suburb of Johannesburg, South Africa. It was born from the dream of two young men, allowing people to enjoy the most delicious chicken in the world: fresh, flame-grilled, and prepared in a PERiPERi marinade. It was Mozambican street food, inspired by the colonial influences of Portuguese cooking. Nando’s PERi-PERi chicken was an immediate hit. It was a massive, global taste sensation that the world couldn’t – and still can’t – get enough of. Today, Nando’s continues to offer the world delicious chicken in 1,200 restaurants across 30 countries.
Nando’s is especially popular in the UK, Canada, and Australia and it remains South Africa’s favourite way of eating chicken. Linda Reddy, Supply Chain Director at Nando’s South Africa says the business’s success can be attributed to a number of things: first and foremost, it’s the incomparable chicken. It’s also the warm, welcoming, and hospitable culture of the business; the ambience of the restaurants, the great value that Nando’s offers, and the entrepreneurial culture instilled by its founders 29 years ago. “It’s a business about making money and having fun,” she says. “Our values say it’s okay to make mistakes and try different things. The company has a long history
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NANDO’S
33k+ Number of employees working for Nando’s globally
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of things that haven’t worked out and things that have worked out successfully. So it’s built on a strong foundation of those values and it’s really made the business what it is today.” Starting a company The poultry production industry in South Africa is enormous, but sourcing chicken was not always simple for Nando’s. The company approached one of the largest national suppliers when it began, but was turned away: “They said ‘thank you very much, your products are really good and you’re going in
AFRICA
the right direction, but we cannot supply you’. So it was the smaller chicken producers and abattoirs in this country which helped the founders over time. More family-run businesses came to the fore and said ‘we’ll supply you’, and would deliver right to the door. Ever since, we’ve only ever used fresh chicken.” Using fresh products, however, creates complexities within the supply chain, particularly with regards to managing the balance of a short shelf life and consumer demand. As the company has grown, logistics have become a great deal more sophisticated; fresh chicken can last up to seven days thanks to cold chain management, and distribution is completely outsourced.
“In an unpredictable economic environment it’s key to have a professional supply chain team in place to support Nando’s business and to manage risk. Linda has brought an exceptional team together who are doing a great job for Nando’s and having fun doing it” – Geoff Whyte, Nando’s CEO Southern Africa
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Proud to be affiliated to Nando’s as a Spice supplier for over 14 years
Africa Spice (Pty) Ltd Tel: 011 623 1322 | Fax: 011 6232188 Email: emil@africaspice.co.za Website: www.africaspice.co.za
AFRICA
Each country now has its own local supplier for Nando’s globally renowned sauces and bastings. “Up until eight years ago, we made our own bastings in our central kitchen here in South Africa,” Reddy explains. “That’s where we use our African Bird’s Eye chilli. It’s one of the key components that goes into the spice pack of our sauces. We made that and we controlled every element of it, from equipment to staff. We sent
out sauces from South Africa to the UK, Australia, Canada, and the US. It’s at the heart of our IP. “We still manage the African Birds Eye chili and spice pack supply relationships, ensuring they’re properly managed to create the sauces that are eventually used in the restaurant, and also to marinade the chicken in the processing plant. Fresh chicken arrives pre-marinated which gives the chilies the chance to settle into
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NANDO’S
the meat. This enhances tenderness and gives a delicious flavour.” Building a team Finding staff to implement this now-extensive supply chain has not always been simple. “For me, coming into the business was really about how we could take the supply chain
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business we already had to the next level: how to be commercially astute, and create an integrated function for the broader business whilst still giving customers the best-tasting chicken in the world.” Reddy’s immediate priority was to take the Nando’s supply chain to a world class
AFRICA
“Coming into the business was really about how we could take the supply chain business we already had to the next level: how to be commercially astute, and create an integrated function“ – Linda Reddy, Nando’s Supply Chain Director
standard by being more proactive, and managing supplier relationships into committed partnerships. She latched onto her previous experience in business banking, innovation, food industry, and supply chain expertise to reinvent her business area. The company manages supply chain as a business within a business – and beyond a traditional support function. “We have a road map of where we want to go. There were things we needed to put in place to get us into the journey. We’ve developed
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Our Passion... Your Pleasure
Amaro Foods, passionately supplying baked goods since 1968. Based in Cape Town South Africa, we proudly produce a variety of flatbreads for both local and international markets. Our commitment to deliver premium quality product, relevant to our customers’ needs, is evident in the fact that we have been privileged enough to supply some of South Africa’s most favourite retail and restaurant chains. We do baking better. Tel: +27 21 507 7500 | Fax: +27 21 507 7501 | Email: tony@tonys.co.za
the road map over two years, and in the process, supply chain has evolved to become a focussed, customer-centric, specialised division of the business. The team has grown from four people to 17. Members of the team earned their place on it for their deep commodity skills and experience and having a great attitude, which is consistent with the vibrant Nando’s culture. “My vision was to bring together people with strong experience and skill in strategic sourcing and
logistics, who wanted to be part of an exciting journey to build our supply chain. We deliberately seek people who reflect our values of passion, courage, integrity, pride and family. We invest a lot of time and effort making Nando’s a great place to work and believe that our people are the reason for our success. As Robbie Brozin, one of our founders, has been saying since 1987: ’it’s the people that make the chicken’.” Up until three years ago, the
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NANDO’S
Proud partner to Nando’s
Toll Free: 0860 Vulcan / 885226
www.vulcan.co.za
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AFRICA
supply chain team would plan just three months in advance; now, the timeframe is six to 18 months, in line with marketing, innovation, and new restaurants plans. The team also holds a long-term roadmap that assists the large suppliers: how they are expected to develop in terms of capability and capacity in order to meet quality and demand.
within the Nando’s supply chain that counteract such issues, and methods to ensure sustainability of supply. Electricity, water, infrastructure, and labour all pose challenges in our Southern African business climate. There was recently a drought that put a strain on production not only of chicken, but also of sauce, basting, and marinade ingredients. Challenges Moreover, the Running a company drought significantly – however large increased the cost – in South Africa of maize, which is The year Nando’s can be challenging. the main component Resources are of chicken feed. It was founded constrained, as are also had a knock-on manufacturers, and it puts effect on key products such as businesses at risk. Reddy potatoes and greens, which are and her team has started to needed for the Nando’s side dishes. implement contingency plans Despite these challenges, Reddy
1987
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NANDO’S
is enormously confident in the company’s plans for expansion. Nando’s has recalibrated its business model to include more restaurant relocations, the team having decided that some restaurants are not optimally placed. Nando’s has also introduced drive thru restaurants in South Africa, something that has proven a popular concept. Takeaway food is a huge business in South Africa, and Reddy expects the drive thru format to expand to the UK and Australia. As for the restaurants themselves, Nando’s plans to remodel many restaurants to be more reflective of the fast casual dining style model, which will require a huge overhaul and volume of Capex. Reddy feels that the way Nando’s handles the
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AFRICA
complexities of conducting business in South Africa sets the company apart: “When you are in this environment and you have been in it for so many years, you learn to work with it and make it happen,” she concludes. “We deal with so many challenges, but still achieve transformation within the diverse consumer and business landscape. South Africa is on a big drive to create opportunities for diverse people of all cultures and Nando’s is fully aligned with that goal. All of that outweighs the risks.”
“We deal with so many challenges but still achieve transformation within the diverse consumer and business landscape“ – L inda Reddy, Nando’s Supply Chain Director
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Realising
the value of procurement Written by Nye Longman Produced by Richard Durrant
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G4S
Following the introduction of its Group Procurement Team in 2014, G4S has been able to make savings and drive efficiencies across its operations
W
hen he joined the company in 2014, Group Procurement Director Shaun Carroll faced a seemingly insurmountable challenge: nothing less than developing a group-wide transformation of the company’s procurement operations. Over the past two years, Carroll has brought about a sea-change in the ways that the business handles its procurement at all levels, which includes the adoption of new processes and technologies, as well as a plan to ensure that, in future, G4S has procurement at the centre of its thinking.
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Operations G4S is well-known for its role as one of the world’s leading integrated security companies. Specialising in providing a range of security products, solutions, and services to a variety of sectors, the company operates in 100 countries and employs over 610,000 people. The procurement arm of G4S fulfils two key functions within the business, which involves operational support, alongside more strategic responsibilities. Operational support is delivered by working closely with a range of different departments which include warehousing,
EUROPE
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EUROPE
logistics and supply management, as well as supplier expediting. The company also aims to improve its commercial arrangements with its third-party suppliers; it combines strategic sourcing and procurement in order to achieve this. “We also look at risk management and supplier relationship management. All of the areas around supplier collaboration and innovation, as well as ethically engaging our suppliers. Bearing in mind, from a procurement perspective, we’re like a start-up company here in procurement at G4S – it’s just a very, very big start-up,” adds Carroll. Alongside its range of specialist outsourced services, G4S provides cash management and security solutions,
as well as services for both the care and justice sectors. Furthermore, the company also deploys the latest technological solutions across its security systems.
Supply chain management Carroll gives an insight into the size and complexity of the company’s supporting supply chain, saying: “We’ve got about a £1.6 billion spend. There are 65,000 suppliers in our supply chain and of that 65,000, the top 250 make up 50 percent of our supply spend. So we have a very long tail of small spend suppliers and that’s necessary because of the type of our business and how spread out we are. The top four percent of suppliers cover 80 percent of our spend.”
Annual revenue
£6.98 billion
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G4S
Having several high-spend suppliers places G4S in a position to form close working relationships – an advantage that has delivered real-world benefits to the business, in this case working with Telefonica (TEF) UK. Carroll explains: “One of our early successful category programs has been on Telco provision which was first implemented by the Global Category leader in the UK, we open market tested the relationship with Telefonica for the first time in over five years. This process came at a particularly hectic time in the relationship as various new agreements were being implemented across a number of regions forging whole new relationships. The UK process was complex and entailed consolidating several smaller relationships and also reviewing the current supply from Telefonica. “Through clear commercial
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discussions and value engineering the specification with highly competent internal stakeholders, the Procurement team delivered considerable savings on the UK spend in Telco, improved the resilience and facilitated our move to a cloud based infrastructure. The model for the process has now been rolled out in North America, Europe, Africa and LATAM with Asia following this year. Telefonica has secured several of the contracts around the world.” Operating across so many countries is complex and challenging, which is why the Procurement team is going to invest a substantial amount of time and effort rolling out a new Enterprise Resource Planning (ERP) system. Not only will this enable the G4S to simplify a great number of individual systems but will bring about a ripple-effect of benefits.
G 4GS4 S
“We’ve got about a £1. spend. There are 65,00 in our supply chain and 65,000, the top 250 ma percent of our supply s
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EUROPE
Carroll explains: “There are several improvement projects that come out of implementing a single ERP process. We won’t need to engage a third party for our spend visibility programme which we do at the moment. To be able to do that without an ERP, I - Shaun Carroll put in place a spend visibility programme with Spend360 where we went round and gathered the AP data from around 60 finance systems to pull in the data to know what we spend and who we spend it with. “This was essential to prioritising the workload very early on and our partner Spend360 greatly helped with this programme. So the ERP will give us as close to single element of data truth as we can.” “Procurement is not just about the price of goods and services delivered – it is also about the total cost of ownership. We have introduced several policies around the business to help us control demand. These cover property, travel, professional services and temporary labour – we are working with several global partners to help deliver the demand management programme, an important one being IQ Navigator who is helping us manage our temporary labour requirements and processes.”
.6 billion 00 suppliers d of that ake up 50 spend”
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G4S
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EUROPE
The value of procurement Carroll explains that the G4S working culture – especially where its procurement operations are concerned – was one of collaboration and mutual respect. It is little wonder, then, that the company has worked hard to ensure that this effective way of working is disseminated as far as possible in the form of its Supplier Code of Conduct. Carroll says: “Our basic focus is keeping as much of the world as secure and as safe as possible and that brings us into conflict with some pretty difficult individuals. Therefore, our supplier base also gets pulled into those issues. It’s important that we get the message out that respect for the
people that we’re dealing with when they’re in our custody or in our care. Making sure that we do everything with integrity in terms of handling customers’ money, looking after our customers’ premises, transporting our customers’ goods around the world is extremely important to us.” In order to ensure that these values are ingrained into the procurement ethos – and that operations in this regard are continuously improving – Carroll focused on three core initiatives during his initial months with the company. These consisted of rolling out procurement excellence, implementing a global category focus, led by worldleading industry experts, and by appointing regional procurement leaders.
Number of employees
610,000
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G4S
Shaun Carroll Group Procurement Director Shaun Carroll is Group Procurement Director (CPO) for G4S the global Outsourcing and Security Company, responsible for the company’s global supply chain; he is based in London, United Kingdom. Carroll was appointed to the post in June 2014 and tasked with transforming and leading a department that had functioned primarily as a support to local operations in the 100 plus countries G4S operates. Since starting, the team has changed significantly and has been recognised as adding value internally and externally. He is also responsible for Group Property where he has implemented a successful property consolidation program releasing cash and improving costs. Prior to this appointment Carroll held several roles in Johnson Controls Real Estate and FM business – Global Workplace Solutions primarily delivering
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global Supply Chain Solutions to external customers and fulfilling complex contractual obligations using suppliers to deliver value. Prior to JCI Carroll held a variety of positions in construction, water and consultancy organisations focusing on the EPC (engineer, procure, construct) lifecycle of projects. During his 30 years in industry Carroll has developed a pragmatic enthusiasm for transformation and change that builds on his engineering roots and cost leadership in supply chain management. Carroll holds a Bachelor of Engineering Degree in Civil Engineering from Portsmouth, a Masters in Business Administration from London City University, he is a Chartered Engineer and Fellow of the Chartered institute of Purchasing and Supply. He also a non-executive director of English shoemaker RE Tricker Ltd.
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Carroll explains: “I implemented a small, two person central procurement excellence team. I recruited them from the external marketplace and the value delivered by these roles is to have a consistent backbone of policies and processes around the world. They all have the same look and feel but there are variations depending on the operating environment in different regions. “Initially, my view was to have true category management led by global experts rolled out into each of the regions to leverage our spend in some key global categories. I recruited a mix of people into five global category roles and they covered our big spend areas. “We changed our direction in response to the fact that our business struggles to globally consolidate around a single supplier
in any category due to the amount of change that that would need, and there are few suppliers that have our geographical spread. “Where we have managed to consolidate on a single supplier is in our global fuel category, where we have partnered with Shell in all of the regions in which they operate. We took more of a supplierled reengagement/negotiations/ competition programme based around groups of categories.” “The Regional Procurement teams have developed their integration with local businesses to the point where they are helping business development and sales teams to win new business. Not only are they working on new bids but they are also working with the sales teams to help them understand what procurement folks in their customers want and how those procurement teams think.”
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People at the centre of the transformation When appointing the G4S procurement leaders, Carroll looked at industries that have a recognised reputation for excellence in procurement: “The security services industry is generally not recognised as a forerunner in procurement thought leadership – but manufacturing is, airlines are, and some of the more technologyfocused telco organisations are.
“I looked at the business challenges that we have and I looked at the type of industry that has resolved that issue and recruited from that area. Putting good people at the centre of the strategy is vital as they are essential for success.” Coming from the Post Office in early 2015, Robert Copeland was appointed UK Procurement Director. His skills are based in manufacturing but his operational experience is in this service-led industry which has a similar geographical footprint and service lines as the UK Procurement business. One of Copeland’s first priorities was to build confidence in the new procurement team to allow the market testing of key contracts. Two of Copeland’s key projects have been the re-procurement of UK fleet where Hitachi Capital were the successful supplier, making a multi-million pound saving over the four year contract.
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Early on in his tenure, he renegotiated the BT Fleet contract for the company’s cash in transit fleet maintenance, delivering further multimillion pound savings. Another example of diverse leadership is James Ratcliff, who was appointed from Kimberly Clark. Ratcliff has held several global and pan-regional procurement leadership roles and brought thought leadership in the process and systems area.
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Carroll adds: “He was instrumental in developing the policies that the company has rolled out globally and has now taken on additional responsibility in managing the Europe region. “This demands a clear focus and direction from a procurement perspective because it is highly federated and geographically dispersed. This region has a great deal of opportunity for G4S in terms of
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“Changing focus or adding a new layer of complexity to a business’ operations can be extremely difficult to implement. Given the scale, scope and size of G4S – not to mention the critical security role it plays on a daily basis – this achievement is particularly noteworthy” supplier consolidation and savings. “The global team in G4S procurement has come together really well from its beginnings in late 2014 to now, we have a team with diverse, extensive and valuable experience delivering real value locally.”
Seven key principles Carroll and his team are in the second year of their mid-term plan: “We have seven key principles that we’re working on in our three to five year plan. The first one is around leadership and organisation and
interaction with business leadership. We’ve got our procurement and sourcing strategies where we are developing and executing consistent policies and strategies at a global, local and regional level. “We have our people strategy which is around attracting, developing and retaining the right talent base. We have got our savings and consolidation process, delivering traceable savings to the P&L. Last year we delivered multi-million-pound savings that were signed off and audited by internal audit.
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“The next principle is around process and systems which is why we’re rolling out the ERP; another two concern vendor management which is all about the SRM and corporate social responsibility programme. The final principle is based around performance measurement and management; making sure that we measure what we do and report it and that we have a clear set of KPIs to report on.” Changing focus or adding a new
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layer of complexity to a business’ operations can be extremely difficult to implement. Given the scale, scope and size of G4S – not to mention the critical security role it plays on a daily basis – this achievement is particularly noteworthy. While security companies are generally not recognised for their procurement achievements, G4S is certainly one to watch.
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“The UK and Group team have been recognised internally with an award for improved productivity for placing procurement at the heart of the business�
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Custo the fu
Written by Nell Walker Pro
omising uture
oduced by James Pepper
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Z I N N O VAT E
Zinnovate’s CEO Håkan Nilsson describes how a tiny IT services company has become so enormously successful and well-trusted in its industry
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ince 2013, Zinnovate has provided management, consultancy and IT services with a particular focus on the global transport and logistics industry, allowing businesses to fulfil the potential of their IT portfolios. The company’s Founder, Owner and CEO Håkan Nilsson has utilised his 23 years of experience as a CIO in the global forwarding industry to become a trusted strategic advisor to a number of other companies in the business. “Particularly I’m involved when companies are going through some sort of change,” Nilsson explains. “Or rather when the
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change is of such a magnitude that it’s not simply called change – it’s called transformation, and it cuts across systems, processes and organisations. Many global transport and logistics companies go through changes that weren’t intended to be transformations, but it turns out to be the vehicle for changing their systems and processes for the better.” Zinnovate has the competence to support such large transformations in a technology-focussed way, it is able to deal with infrastructure and systems applications, software elements, core structures, and more. It also concentrates intensely
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on integration and business intelligence, believing that even if companies are buying the best standard package available, they require a level of customisation in these two areas especially. “Whatever the system, it’s not an island – it needs to interact with other systems either in the company’s internal landscape or externally with customers, vendors, carriers, and legal authorities. That’s where
we can help with building those interfaces in the area,” Nilsson says. Zinnovate prides itself on its level of customisation and, as Nilsson explains, it is a vastly important fraction of the bigger picture: “Customisation is such a small part of the total application. It might amount to five percent on top of a standard system, but the value of that five percent has the potential to be quite dramatic.
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It needs to be structured in that business intelligence layer.” accordance with the needs Zinnovate knows that customers of the customer. have their own preferences and “Our customers are so important should have perfect visibility to us. If you are a logistics provider of their processes. Whether and you have a system in place, producing status event messages, that system is there to freight documents, deliver value to your orders, or invoices, customers. Sizeable customisation is customers will important. Nilsson have some says that the pretty strong small but valuable customisation degree of system requirements. customisation Annual So even if you Zinnovate provides revenue have a system that raises customer is producing a lot of appreciation by 100 reports, for instance, if percent, and has led the you don’t customise that report, company to achieve some very the customer will be unhappy. forward-thinking customers: That’s one thing we do, meaning “We start by giving advice,” we can help the logistics provider he says. “We conduct customer give a much better information meetings, they pick my brain, service to its customer by creating and it’s a fantastic opportunity
4 Million euros
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€€
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Z IZ NINNONVAT N O VAT E E
Hükan Nilsson - CEO Nilsson’s unique IT expertise stems from more than three decades of IT focus with senior management roles in three different industries: Manufacturing, Finance and for the last 26 years, Transport & Logistics. He is devoted to building and delivering Customer Value and Shareholder Value through Innovation and Optimization of processes and system solutions. Nilsson is instrumental in creating a world-leading global operator in the freight forwarding industry through mergers and acquisitions, and by delivering cutting edge IT solutions and processes. He introduced and led the global deployment of an industry-changing global freight forwarding system based on single-file concept and end-to-end network process. This has resulted in impressive productivity improvements whilst replacing a myriad of legacy systems. Nilsson is a renowned and sought-after speaker at international conferences on the subjects of IT, Processes, Change and Logistics.
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Julia Dunder - PA to CEO and Sales Manager Dunder is results-orientated with a can-do attitude. She is service-minded with a willingness to go the extra mile when supporting customers.
for me to do the same to them. “Recently I was in Amsterdam where 45 of the top IT managers from all over the world were gathered, and I was the only external guy there as a speaker. I was there to share my views on the future and for them to ask me questions, but of course I learned a lot from them too. Things like this are our biggest force for ensuring we stay ahead. “We look at the opportunities technology provides, but if you
don’t have a solid understanding of the underlying business, you’ll waste your time on technologies that are great, but not specific for your company or industry. That’s an area on which we pride ourselves. We have very good technical people who have a solid background in the transport and logistics industry, and that combination is important.” Nilsson says that the entire reason the company began was due to his annoyance regarding the IT services available at the time. He decided that being irritated was not productive, and chose to
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do something about the situation. “If you believe you can do better, do it yourself,” he says. “Many other companies aren’t so flexible or customer-centric, but we’re able to be flexible thanks in part to our small team. We only have four members of staff and some very closelyconnected subcontractors and partners. A big factor in this is building layers of partnerships in a win-win way. “I’ve developed a lot of contacts in 23 years, and I approached the ones I thought to be the best, which are now my partners in Zinnovate. WiseTech Global in Australia is a successful provider of software, and partnering with it allows me to tap into a big global customer base. They have an extreme focus on product development, but how could customers make use of it? That’s where we can come in and close that gap with a level of customisation and support that actually makes best use
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Raffael Dessi - System development consultant Dessi is a highly resourceful, innovative and competent senior consultant with over a decade’s experience from the IT field in a number of different roles spanning from programmer, system architect, technical project leader, team leader and BI developer. He possesses excellent technical skills in .NET, database technology, business intelligence and system integration, coupled with in-depth global forwarding know-how.
of the system from WiseTech Global.” All of Zinnovate’s growth is thanks to its reputation. The company only accepts projects where it believes it can make an impressive difference for customers, and where it will have a successful outcome. It makes choices strategically, and expects customers to do the same. Zinnovate’s highly personalised brand of conducting business has allowed it to develop at an astonishing rate for its size, and Nilsson insists
that his company does not simply offer IT and business transformations for the sake of throwing out an old system: “It is usually a major change from local optimisation to global optimisation,” he concludes. “We’re selling an end-to-end service so we need to address all elements of a system process, people, and organisation. The industry is slowly changing, but people are still not looking holistically at transformations. That’s where we can help.”
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FIRST PORT OF CALL Written by: Nye Longman Produced by: Dennis Morales
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International Container Terminal Services is a mid-sized port and terminal operator but its strong track record, demonstrated over the past three decades, suggests the work of something far greater
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MIDDLE EAST
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nternational Container Terminal Services, Inc. (ICTSI) has been acquiring, developing, managing and operating container ports and terminals across the world since 1987. Following its successful development of the Manila International Container Terminal in the Philippines, the company has established a global footprint
and remains at the forefront of a number of key port developments, utilising its nearly three decades of experience to grow operations in some of the most challenging environments in the world. Operations ICTSI is a publicly listed company; across its eventful history it has
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8,016 Number of jobs to be supported by ICTSI
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delivered for governments across the globe. Alongside overseeing day-to-day operations and providing experienced management oversight, the company focuses on investing and developing its terminals to not only deliver value for investors and stakeholders, but also to build rewarding careers and opportunities for its staff. ICTSI’s Hans Ole Madsen has spent his life working in the shipping and terminals industry; before he took on his Vice Presidency at the company he served in similar VP positions in the AP Moller Maersk Group and APM Terminals.
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“It’s been very exciting,” he says. “I have spent most of my life in shipping and working in Asia. I like the management style and the way people do business – it works very well. ICTSI has a very lean operation in terms of business administration; we have independent business units and we try not to make things too complicated – the decision process is very fast.” The company’s presence consists of 13 sites in the AsiaPacific region, three in Africa, three in Europe, eight in the Americas, and three in the Middle East. “The company has been on a 30-year
investment journey, which has seen it develop 20 terminals and projects around the world – the majority of which we own and operate 100 percent, but we also have some joint ventures,” Madsen explains. “We focus on a combination of cost efficiency and keeping our clients happy. We don’t just focus on the ships, we also take the time to focus on the land-based importers and exporters ensuring efficient and smooth receipt and delivery of containers and other cargo. When you achieve that you build a good reputation in the local market because
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the end-clients are happy.” Local communities and stakeholders are also factored into the company’s business plan, he explains: “Wherever possible, within a three-five year period, we try to localise all positions in the host country up to and including senior management level. It can be challenging and is not always achievable but we still have it as a goal and we keep pushing for it.”
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Against the odds Perhaps the best example of how ICTSI has been able to leverage its agile and locally-considerate business model is its ongoing work at the Port of Umm Qasr in Iraq. In early 2014, ICTSI signed an agreement with the General Company for Ports of Iraq which gave the company responsibility for container and general cargo operations at this crucial port, which also included the remit to
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expand on current operations with the construction of a new container and general cargo terminal. Madsen explains: “The development process entailed finding a combination of international designers and local construction companies – this has worked out very well for us. Umm Qasr itself has a yearly capacity for 800,000 TEUs which are serviced by four quay cranes together with two mobile harbour cranes. Situated in the South East of the country, the Port provides a vital supply line with the outside world, servicing ships coming from the Persian Gulf delivering cargo for onward transport
‘The company’s presence consists of 13 sites in the AsiaPacific region, three in Africa, three in Europe, eight in the Americas, and three in the Middle East’
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$1.056 bn The amount of revenue in USD created by ICTSI
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to the country’s interior. “The media and newspapers make people think that there’s a war going on everywhere but the southern part of Iraq has been peaceful for quite some time. It’s challenging but the Iraqi government is very happy that we are here. We believe in the country and $130 million has been invested in Phase 1 alone.” Madsen adds. Phase 1 will add an additional 350,000 TEU capacity to the port. Another example of where ICTSI is developing brand new terminal facilities in a challenging environment is in the Democratic Republic of the Congo (DRC). The port at Matadi, on the Congo River, will be the first in the country to be developed via a Public-Private Partnership (PPP) port in the DRC. “It’s completely greenfield and is a very challenging place to construct in. We basically had to move mountains to make space for container storage. Construction will be fully completed by the end of the year, and by 1st June this year
we will have the first quay, which is important because there are a lot of ships waiting,” Madsen notes. Once completed the port will have an annual capacity of 120,000 TEUs and 350,000 tonnes of cargo. It will provide a significant stimulus to the DRC’s ailing logistics industry since much of the country’s products are currently exported via other countries. Competitive strategy Madsen explains that the structure of ICTSI has been fundamental to its success in challenging environments like Iraq and the DRC. “When you work in a challenging environment, having a lean and mean organisation and being able to make quick decisions is very important. You may be forced to make decisions on the spot – there is no time for bureaucracy; a decentralised organisation and short decision-making process really helps us,” he underlines. Madsen and his colleagues also recognise that while the
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“When you work in a challenging environment, having a lean and mean organisation and being able toW make quick decision is very important” – Hans Ole Madsen, Vice President
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Middle East is a relatively mature market backed up by significant ongoing infrastructure investments, there are still many opportunities to take advantage of given the region’s high growth profile. While the bulk of container terminals in the region exist as government monopolies, the company still seeks areas where it can assist countries by improving core operations and adding value. In terms of competition, Madsen notes: “Many competitors are affiliated to a single shipping company - we are a 100 per cent independent operator – we treat all of our clients equally. We use state-of-the-art software at all of our
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terminals – even the smaller ones. In Australia we are completing the development, this year, of the country’s first fully-automated container terminal. We hope to learn a lot from this project and to deploy this technology to other ports.” Having gained a solid reputation for delivering high performing terminals in often very difficult environments, Madsen is confident that ICTSI is more than capable of competing with the largest players in the industry. The company was recently recognised
for having the best corporate bond at the Asset Triple A Country Awards. “We are a medium-sized player in the industry and there are larger ones that compete with us, so it means a lot when we are internationally recognised. In terms of how we compete, we believe that we have many strong and good competitors, so being a little bit more nimble, we can do things smarter and more simply than the bigger players,” he concludes.
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AGILITY IN OPERATIONS With investments around 142 million dollars, the company focuses on projects in the Port of Paranaguรก to increase export capacity, storage and loading systems. Written by: Flรกvia Brancato | Produced by: Nayara Ferreira
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ROCHA TERMINAIS PORTUÁRIOS E LOGÍSTICA S/A
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ecognised as one of the oldest companies in the country, Rocha Terminais Portuários e Logística S/A has operated for over 152 years in Brazilian ports in two completely different sectors: bulk (solid and liquid) and industrialised materials. Present in the São Francisco do Sul-SC Paranaguá-PR and GuarujáSP ports, and through advances in Rio Grande- RS and Itaqui- MA, the company is represented by a team specialised in analysis and management logistics, as well as an administration based on solid principles of governance, capable of completing each operation in an individual and customised way. “In bulk we have a strong presence in the port operation and customs bonded storage and not bonded fertilisers and other imported bulk materials,” says Jorge Henrique Sampaio, President of Rocha Terminais Portuários e Logística S/A. The company has two specific and dedicated business units of Import Bulk and Industrialised Products that currently centralise 88
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Floor Operation (AZ-03) S3-M axis
all services offered by the company, in addition to having partner participation in four other companies that are also in the service-providing business of logistics and port operations.
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s between 09 and 13
PORT OF PARANAGUÁ PARANÁ Especially for the operations in the Port of Paranaguá, principally with the importation of solid bulks, the president explains the importance
of investments in the projects to amplify the capacity of exportation from the Paraná port. “Warehouses are under construction for the storage and increase of grains, linked to the export corridor of w w w. ro c h a l o g . c o m . b r
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APPA. As a result, we are starting our activities in storage and port operations of grain export, offering a static capacity of 146 thousand tons in phase one of the project.” According to the announcement (at the end of last year) of the Director-President of the Administration of Ports of Paranaguá and Antonina, Luiz Henrique Dividino, in contrast with the national economic scenarios,
the private initiative should invest around 312 million dollars in the Port of Paranaguá in 2016. “In just one of the foreseen projects of Rocha Terminais, there are about 85 million dollars being invested,” he said at the time. At the end of phases one and two, the project includes the construction of four horizontal silos for the movement of agricultural grains, with a total static capacity of
Applying asphalt overlay - Tunnel 01 (TC-204) AZ-03
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“OUR PHILOSOPHY IS THE FOCUS ON THE CUSTOMER AND OUR PLEASURE IN SERVING THEM.” – Jorge Henrique Sampaio, President of Rocha Terminais Portuários e Logística
Floor columns at AZ-04
ROCHA TERMINAIS PORTUÁRIOS E LOGÍSTICA S/A
trucks and another with a capacity for 6 freight cars, characterizing a high capacity for daily receiving.
Construction of tunnel 01 (TC-204) S3-A axis between 02 and 05
approximately 300 thousand tons, and that will be connected through conveyor belts from the Export Corridor of the Port of Paranaguá. Sampaio adds: “The potential is to move more than 8 million tons of grain per year according to the investments that are being made by APPA. A perfect public-private partnership.” Beyond this, the complex will have a daily reception system of loads for approximately 471 B-train trucks, 210 freight cars, one container vessel with four dump 92
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STRUCTURE AND OPERATIONS Through four conveyor belts with a nominal capacity of 2,000 tons/ hour, it will be possible to attend to two ships simultaneously and operate with two types of different products. To deal with the flow of trucks that will arrive at the complex to deliver loads, the structure will have support of a screening patio and parking in the company’s own area, with 22 thousand square meters, along with an APPA courtyard. Among the new investment differentials of Rocha Terminais, it can be determined that the elevated capacity of rail reception and storage cited above, along with the velocity of shipment, the company also offers more alternatives to exporters, in addition to more work stations for the city. “Our project, focused on storage and increase in bulk exportation, total investments around 142 million dollars,” says Julian M. dell’Agnolo, administrative
LOGÍSTICA PORTUÁRIA
Overlaying the Moéga Ferroviária ditch
and financial director of Rocha Terminais Portuários e Logística S/A. The prediction is that the operations will start in the first half of 2017. SERVICE RANGE Relying on expertise in load movement and “door to door”
operations, Rocha Terminais offers a complete line of services: Logistics: Solutions of integrated logistics, with an ample management system capable of accompanying the entire process from the request to the effective delivery of the goods. Certified as Operator of Multimodal Transports w w w. ro c h a l o g . c o m . b r
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Helix poles in the scale flow
(OTM) by the National Agency of Land Transports (ANTT), it operates in rail transport in the South and Southwest regions, besides being enabled by the Federal Revenue of Brazil for the national transport 94
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of goods and containers in the Customs Transit System (DTA). Dry Port: With an area completely paved of 120 thousand square meters, with two storage structures of 10 thousand tons each, including
a crane on one of them and 90 thousand square meters of uncovered area, the service has the advantage of cost reduction, simplification, and expediting the procedures of customs
transactions, in addition to security gains. Customs Port Installation: Also known as AZ9A, the structure consists of a warehouse with 4,000 square meters of covered w w w. ro c h a l o g . c o m . b r
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“WE ARE STARTING OUR ACTIVITIES IN STORAGE AND PORT OPERATIONS OF GRAIN EXPORT, OFFERING A STATIC CAPACITY OF 146 THOUSAND TONS IN PHASE ONE OF THE PROJECT.” – Jorge Henrique Sampaio, President of Rocha Terminais Portuários e Logística S/A
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area, performs consolidation and deconsolidation operations of cargo in containers, as well as movement and storage of project cargo, plus a patio of one thousand square meters with a moving capacity of up to one thousand containers per month. DEPOT: The Terminals for Empty Containers have qualified teams and modern equipment for the receiving, delivery, handling, storage, and repair of empty containers. The service is offered in the Guarujá
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(SP) and SĂŁo Francisco do Sul (SC) ports. Transport: Rocha is specialized in transport of containers, coils/ sheets of steel and general cargo and is able to operate nationally. Commissioner of Customs Clearance (LTD): With an exclusive team of highly qualified professionals, customers rely on early support for shipments, from the documents conference, passing by the emission of Licenses and Certificates according to the need
of each product, through Imported goods releases and/or to the Export in air, sea, and land modes. Port Operations: One of their principle businesses is the provision of unloading and loading services of the cargo ships, offering complementary transport and storage. Except for GuarujĂĄ-SP, in the other ports the company has a strong presence in the segment of bulk importation, highlighting the movement of fertilisers, along with other import bulks such as salt,
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Producing precast for curtains
wheat, barley and malt. Project Cargo Operations: The company has experience in unloading all types of material, having large cranes that move on wheels, among other industrial parts, general cargo that comes dismounted as break bulk on board vessels and steel. Port operations of this type of cargo are complemented by the structure of the customs warehouse AZ9A. Customs Bulk Storage: The 98
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complex of importation has fulfilled 100 percent of incoming shipments via conveyor belt- even though they have a structure for receiving cargo by truck. It has 253,000 cubic meters of storage capacity and shipment capacity of 12,000 tons per day. Container Spawning: With the objective of attending to the logistic demands involved in the importation of fertilisers, Rocha also executes spawning operations of containers
BRAZIL
Company Information INDUSTRY
Port Logistics HEADQUARTERS
Paranaguá, Paraná - Brazil EMPLOYEES
1,864 PRODUCTS / SERVICES
Port Operations, Customs Bulk Storage, Customs
siders (AZ-04)
Warehousing (Dry Port/ AZ9A) Cargo and Container Terminals, Logistics
with fertilisers, big bags, steel products, containerized cargo LCL and FCL, and general cargo, among others. With high expectations for the future, the principle objective of Rocha Terminais Portuários e Logística is to always maintain growth with quality, efficiency, and respect to its customers, collaborators, providers, public institutions and also to the environment, complementing the public investments in what falls under the private sector. “Our philosophy is the focus on the customer and our pleasure in serving them.”
ANNUAL REVENUE
US$ 71 million (2015)
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