FORWARDER magazine issue 75

Cory Brothers...intro Pall-Ex...p9

CDN Consular...p19

TYMO Transportation...p25

Haulable...p31 Metoni...p32

Coyote Logistics...p35

A Plessas Transport ...p37

Routescanner...p69 BCF...p77

UCH Logistics...p83

DDC FPO Logistics...p85

Institute of Export ...p89

Yusen Logistics...p95

Warehouse Space...p97

Headford Group...p129, back cover

Freight Mergers...p134

Freight Solutions...p137

DCS Summit...p141

FreightApp.design...p142

FreightWebsite.design...p144

FORWARDER directory...p146

Transaid...p151

FORWARDER events...p162

Ocean and air cargo rates have declined steadily for several months as supply chains and logistics operations continue to recover from two years of extreme disruption, leading to pressure for carriers to adjust long-term contract rates. But industrial action by port and rail workers in Europe and North America, plus renewed Covid shutdowns in China, have added further disruption and uncertainty

Ocean freight and air freight markets appear to be heading towards more normal post-Covid market conditions as congestion and capacity constraints gradually work their way out of the system and prices drop to more sustainable levels for customers – although strikes and threats of further industrial action by port and rail workers in Europe and North America, plus renewed Covid shutdowns in China, have contributed to some further recent disruption and uncertainty.

After two years of highly disrupted and congested supply chains, sometimes volatile demand patterns and exceptionally high freight rates, ocean and air freight spot prices have dropped substantially in the last few months, as delays and disruptions have eased. And industry experts expect this gradual normalisation to continue, as demand levels stabilise and capacity – in part reduced by congestion – returns to the market, even if localised shutdowns delay or complicate this recovery.

In a briefing in early September for the Baltic Exchange, ocean freight commentator Lars Jensen, CEO of Vespucci Maritime, noted that August, typically an element of the strongest part of peak season in 2022 did not have any material peak season. As a consequence, the slide in spot rates not only continued, but the pace of the decline also increased.

He said the available data in the market shows that fundamental support for very high freight rates has now fully disappeared and further weakening going forward is to be anticipated.

Lowered vessel utilisation

Jensen’s view is based partly on analysis of vessel utilisation rates on the major trades compared with the utilisation threshold levels that typically trigger big spikes in pricing.

For the Transpacific, this threshold is in the range of 91%-95%. The latest data now shows that trade has been at 90% or below for three consecutive months. For Asia-Europe, the threshold is approximately 85%, but the utilisation has been at 81% or below for five consecutive months. This means that there is no structural support for the pricing dynamic where insufficient demand leads customers to overbid on pricing to ensure available space on the vessels.

Recovery of capacity

To some extent this is due to a softening in demand and the absence of a noticeable third-quarter peak season this year, but it also reflects a progressive recovery and stabilisation of capacity, chiefly due to congestion-related constraints easing.

The worst was seen in January 2022 where 13.8% of the global fleet capacity was unavailable due to delays, Jensen highlighted.

The newest data from July 2022 shows that delays have gradually improved since January. We are now at a point where 9.3% of the global fleet is effectively unavailable. Under normal market conditions 2% of the global fleet is unavailable due to delays. This has the effect of releasing additional capacity into the global market, in turn increasing capacity at the same time where global container demand is declining slightly. All in all, the underlying structural data in the market clearly support the notion that there is no longer a global physical shortage of vessel capacity, and as such there is no support for the historically high rates. Even though small bumps in the road in the form of a sudden short demand spike – or unexpected bottlenecks – could cause temporary upwards rate movement, the overall rate development will continue downwards towards more normal market levels.

Declining spot rates

Highlighting the continuing slide in ocean freight spot rates for much of this year, the composite index of Drewry’s World Container Index (WCI) recorded its 28th consecutive weekly decrease in the first week of September. Standing at $5,379 per 40-foot container, it had dropped by 47% when compared with the same week last year and by 48% below the peak of $10,377 in September 2021 – although it remains 46% higher than the 5-year average of $3,679.

Jensen said data from the Shanghai Containerised Freight Index (SCFI) re-confirm the WCI data showing that the pace of the decline is accelerating – at a time where the peak season under normal circumstances ought to be strong in the final lead-up to Golden Week in China. We are faced with a trifecta of events impacting the strength of the market: Continued injection of more vessel capacity due to diminishing bottleneck effects, weakening sales prospects in North America and Europe where inflation and potential recession looms – causing importers to worry about an inventory overshoot – and continued wide-scale shutdown of production in China caused both by Covid as well as power issues related to low water in the Yangtze river. All indications are, therefore, pointing to a continued downwards trend.

Spot rates continue their decline Figures (overleaf) from digital freight market specialist Freightos confirm that transpacific and Asia-Europe ocean freight spot rates continued their decline in the first two weeks of September.

At $3,896/FEU, Asia to US West Coast rates have fallen by nearly 75% since the start of the year and are at their lowest level since May of 2020. Judah Levine, head of research at Freightos, said the significant shift of volumes – and congestion – to the East Coast has kept Asia-US East Coast prices from falling as dramatically, with rates ‘only’ down by half compared with their level at the start of the year, 'and even with prices in May 2021.'

Asia to North Europe rates also fell sharply in the first week of September, and at $7,845/FEU were around 25% lower than the level held from May to early August.

But despite these decreases, transpacific ocean prices in early September were still about triple their level in September 2019, and Asia to north Europe prices are five times as high, Levine highlighted. So even with falling demand, other factors like congestion, still-strong (relative to 2019) projected transpacific volumes, and unresolved labour disputes in the US and UK – not to mention potential zero-covid, weather, and energy disruptions – could keep the slide gradual.

FREIGHT MARKETS HEAD TOWARDS MORE NORMAL CONDITIONS

Levine noted that in response to easing demand and falling rates, carriers are cancelling some transpacific sailings through October. And as spot rates are now well below most contract rates, there are reports that many importers are trying to renegotiate ocean contracts with carriers.

US box import demand falling

Data from the US National Retail Federation indicate that monthly US containerised import volumes have declined each month since May and estimate that the gradual slide will continue through the end of the year, representing a 2% to 5% decrease compared to last year for each of these remaining months.

But even with these decreases, projected volumes for each month from September to December are at least 12% higher than in 2019, and total import volumes for 2022 would surpass 2021 by 1.2% and set a new annual record. Which is to say that despite these declines, volumes are still quite strong – and rates are still quite high –compared to 2019.

Levine said another 'indication of an ocean market in flux is the recent rate decrease on the transatlantic.' This lane had been anomalous –climbing early this year as Asia – Europe rates fell, and staying elevated this summer as transpacific prices sagged. But since the start of the month, Europe-North America rates have fallen nearly 20%.

This dip could reflect the impact of the broader market forces that are pushing down demand on other lanes finally reaching this lane too. But, with transatlantic spot rates now significantly higher than Asia-US West Coast prices ($6,800/FEU vs. $3,900/FEU), and a surplus of West Coast capacity as demand drops and congestion eases there, some of this month’s transatlantic decrease could be due to carriers shifting some capacity to this more lucrative lane. From a global perspective, bottlenecks are easing; they are still bad, but nowhere near where they were at the beginning of the year. This results in a de-facto significant increase in the available capacity and drives the downwards pressure. Add to that the weakening demand. That will not impact all trades at the same time – some will feel it more than others and it takes time for vessels to be shifted between trades, hence not a smooth transition where some trades will fall ‘too quickly’ whilst others will hold out a bit longer. Eventually it will level out.

Contract rates steady

Despite the softening spot rates, uneven demand and ongoing supply chain issues, long-term ocean freight contract rates climbed yet again in August, edging up 4.1%, month on month, to stand 121% higher than this time last year, according to global data at the end of August from digital freight rates specialist Xeneta for its Xeneta Shipping Index (XSI).

Xeneta’s figures indicate that new long-term contracted rates are starting to drop on some key trading corridors, following on the heels of declining spot prices. However, due to the fact they’re replacing expiring agreements with considerably lower rates, the average paid by all shippers is still climbing, Xeneta noted.

With long-term contract rates in many cases now higher than spot rates, pressure is growing from some cargo owners for carriers to adjust contracts to reflect the more competitive spot market.

Jensen says whether shippers can simply switch to booking more shipments via the spot market depends on their situation and perspective – for example, if they have a contract that requires them to renegotiate the contract with the carrier, or a willingness to not live up to the agreed contract and instead of delivering the agreed volumes simply just book with someone else on spot – assuming you can do this without incurring a penalty, or that the penalty is smaller than the saving.

Risk assessments

He continues: Also, as always, it is a risk assessment. If suddenly we get a major strike on the US West Coast, the market could quickly reverse back to capacity shortages – in which case customers who broke their contracts are the most likely to see their cargo stranded.

And with concerns mounting about a major rail strike in the US, and a second wave of industrial action at the UK’s port of Felixstowe, Jensen added: Freight rates are rapidly declining as the market is on a path towards normality. However, ‘path towards normality’ most certainly is not the same as having normality just yet.

But Bjorn Vang Jensen, VP for global supply chain advisory services at consultancy Sea-Intelligence, believes the dynamics in the market are now profoundly shifting in favour of cargo owners, many of whom believe they were treated poorly by lines at various times in the last two years, when capacity was so hard to access.

Bjorn Vang Jensen commented: The softened market and space situation may well cause a flurry of suits and FMC complaints to be filed, and clearly some who have already filed, like MCS Industries, are emboldened to hold on. The collective, pent-up anger and PTSD in the BCO community at large now wants out, and rate reductions won't cut it for some.

He continued: I predict the return of much lower rates over a much longer period, albeit with the occasional blip. I also see a departure from the often draconian clauses carriers have managed to insert into many contracts when shippers had no choice. There are many of those, and giving them away will not be an easy pill to swallow for carriers.

NVO services from carriers

Bjorn Vang Jensen believes the NVO services offered by many carriers will also now come under review, adding: This is when we will see whether building end-to-end supply chain capabilities was a good strategy. For that to be proven, the services will now have to stand on their own as attractive options for the shippers among the many choices out there, and not just a product they were forced to buy in order to get space. And all this is happening now; there is hardly a day without past, current or potential new clients asking whether we can help them in this endeavour. He insists this is not a sales pitch, “but rather a real-life report to counter the (increasingly strained) assertions by carriers that things are just peachy with contracts, and BCOs are super loyal. Neither is true.

The notion that a shipper would happily (or even unhappily) continue to ship at $9,000, while watching its competitors pay $3,500 and do nothing about it, is absurd, said Bjorn Vang Jensen. Any CPO or VP logistics who doesn’t act on this, while senior management reads all about it in the press, will soon be ‘pursuing other opportunities’. It will continue for months. Then it will be tender season.

Will Waters, contributing editor, FORWARDER magazine

JETTAINER WINS ULD MANAGEMENT CONTRACT FROM NORSE ATLANTIC AIRWAYS

Norse Atlantic Airways, a brand-new Norwegian airline, has been taking to the skies since June, connecting Oslo with several North American destinations. Now the network is being ramped up with regular connections from Berlin to New York and Los Angeles. From the very first flight, Jettainer, the global leader in unit load device (ULD) management, has provided the airline with a customized and dedicated fleet of containers and pallets. In addition to providing highly efficient ULD management services, Jettainer will also take care of the repair and maintenance of all units. This full-service support has enabled the airline to start and now to expand operations on schedule despite the current shortage of ULDs. The long-term partnership will run for five years to safeguard the ULD needs of this growing airline.

The launch of Norse Atlantic Airways' new routes from Berlin complements connections from Oslo to New York (JFK), Fort Lauderdale, Orlando and Los Angeles, all operated by a modern fleet of 15 Boeing 787 Dreamliners. Paris (CDG) and London (LGW) will also serve as hubs in the future and further destinations are already in the pipeline. Jettainer provides a fleet of more than 1,000 containers and pallets for flight operations, which will be available no matter where and when the airline needs them.

Norse Atlantic is offering affordable direct transatlantic flights, allowing everyone to explore new destinations. As we are committed to a modern and environmentally friendly fleet, we have also chosen the most cost-efficient and sustainable solution for our ULDs. As the market leader, Jettainer offers us the highest level of reliability, transparency and flexibility for our operations.

Bjørn Tore Larsen, Chief Executive Officer, Norse Atlantic Airways

Jettainer operates the world's most efficient fleet of ULDs. With our expertise, advanced management technology and global network we support established airlines in outsourcing ULD management services and new emerging carriers like Norse Atlantic in ramping up their operations. We are looking forward to long-term success and mutual growth.

Thomas Sonntag, Managing Director, Jettainer

AIR BELGIUM PARTNERS WITH WFS FOR LAUNCH OF SOUTH AFRICA SERVICES

Air Belgium is partnering with Worldwide Flight Services (WFS) in Johannesburg and Cape Town for the launch of its first services to South Africa.

The airline has awarded a three-year contract to WFS to provide cargo handling for the 1,600 tonnes per annum forecast to be carried onboard its twice-weekly Airbus A330-Neo flights connecting the two prime South African cities with Brussels.

Flights, which commenced on 14 September, will operate on a BrusselsJohannesburg-Cape Town-Johannesburg-Brussels routing, with high volumes of pharma traffic expected into South Africa. Air Belgium will also help to meet demand for cargo capacity for the important perishables market between South Africa and Europe.

It is an honour for WFS to be selected to partner with Air Belgium for their entry into the South African market. We recognise that the competition in our environment is strong, so to be chosen is a significant achievement. It reflects the quality of our operations in Johannesburg and Cape Town, our specialist pharma handling capabilities, and investments to further improve our operations as well as the high service levels delivered by our people. We look forward to welcoming Air Belgium’s first flight. Malcolm Tonkin, Managing Director South Africa, WFS

The new contract comes as WFS commences its latest round of infrastructure investments in South Africa. This will see one of its warehouse operations in Johannesburg extended by a further 1,500m² and an increase in WFS’ cold-room and pharma handling capabilities at the airport. WFS operates Good Distribution Practice (GDP) compliant temperature-controlled pharma facilities in both Johannesburg and Cape Town for CRT, COL and ERT shipments.

WFS, which has also signed extended handling agreements in South Africa with United Airlines and Airlink in the last 12 months, handles more than 68,000 tonnes of cargo a year in Johannesburg for 10 airline customers. In Cape Town, WFS’ provides cargo handling for six airlines and 16,500 tonnes per annum.

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AUGUST AIR CARGO DATA COULD SIGNAL A BETTER-THAN-EXPECTED PEAK SEASON

Global air cargo market performance data for August offered a glimmer of hope for volumes in the upcoming peak season as the decline in demand seen over the previous four months slowed and general air cargo rates between Europe and North America stabilized, according to the latest weekly analysis from CLIVE Data Services, part of Xeneta.

After -8% and -9% year-on-year falls in demand in June and July 2022, August volumes were a more modest -5% adrift of the August 2021 level, and -4% compared to the pre-pandemic 2019.

Despite continuing transportation and supply chain chaos resulting from staff shortages in airports and airlines, global air cargo capacity in August recovered 7% from the same period last year, thanks to the surge of international summer travels in the northern hemisphere. It also continued to narrow its recovery back to the market capacity level seen in 2019, now just 9% away.

CLIVE’s ‘dynamic loadfactor’ industry benchmark – which measures both the volume and weight perspectives of cargo flown and available capacity to produce the best indicator of airline performance - dropped 7% pts and 2% pts, compared to 2021 and 2019 respectively, to 58%, which is at a similar level as for the past three months.

In part benefitting from the cut in jet fuel prices from the historical peak in June, general air freight spot rates averaged USD3.61 per kg in August, the lowest since September last year. This was still +4% versus August 2021 and +113% above the 2019 level, although this latter percentage compared to +156% at the start of 2022, reconfirming the continuing, gradual transition of air freight rates back to the level of three years ago.

August 2022 market data, however, could be an early signal of volumes and rates starting to pick up again, said Niall van de Wouw, Chief Airfreight Officer at Xeneta.

In many respects, this latest data is quite remarkable relative to the two previous months because volumes in August – traditionally the quietest summer month due to the holiday season – levelled out and out-performed June and July when compared to last year’s volumes. The strong dollar and its parity with the euro clearly boosted demand from Europe to North America, with westbound load factor remaining above average for the month at 61% and rates stabilizing on these lanes.

Expectations of a muted Q4 peak season remain due to continued supply chain disruptions but Van de Wouw says the unexpected deviation from previous months seen in August could signal a better-than-expected end to the year for the air cargo market.

Heading into summer, we saw a 15% increase in transatlantic capacity. Now, with a slowdown in global economies expected in the near term, airlines are reporting reductions in their winter schedules, and we are likely to see continued capacity constraints on popular air cargo trade lanes, such as outbound Asia to Europe and North America, and Europe to North America. If the fall in demand is easing, however, as August indicates, that capacity shift could see us return to a seller’s market again and load factors return to the mid 70% to 80% range. It is fair to assume volumes will be higher in November than in August.

The air cargo market, however, remains chaotic and difficult to predict. Ongoing disruptions due to a lack of people resources, the war in Ukraine, industrial action, natural disasters, reports of record inventory levels in the US, high inflation, and more Covid-related lockdowns in cities in China – the ‘factory of the world’ for so many products – promise more air cargo market volatility over the rest of the year, he said.

Turkish Cargo, the global air cargo brand of Turkish Airlines, has entered into a commercial agreement with YTO Cargo Airlines, the air freight affiliate of China’s express and logistics business YTO Express, to strengthen air cargo connections and build additional capacity between China, Central Asia and Türkiye.

As part of the agreement, four flights are being operated on a weekly basis between Xi’an and Tashkent by YTO Cargo Airlines. The departure and arrival cargo capacity of such flights are being utilized entirely by Turkish Cargo and being offered to its customers.

According to this cooperation, cargo departing from China is being connected to Turkish Airlines’ Tashkent-Istanbul flights within the same day, following their transfer from Xi’an to Tashkent. At their arrival to Turkish Cargo’s mega hub at İstanbul Airport, cargo is being transported to consignees through Turkish Cargo’s large flight network worldwide.

Considering today’s global trade network, China ranks among the most critical players with its production capacity and economy. Accordingly, the cooperation we have entered into with YTO Cargo Airlines is of strategic importance in terms of strengthening the transnational connection and sustainability of the supply chain. Thanks to this new cooperation, Turkish Cargo continues to generate cargo solutions from and to China for its customers all across the globe.

Turhan Özen, Chief Cargo Officer, Turkish Airlines

We, as the YTO Express family, are pleased to have built good relations and a robust cooperation with Turkish Cargo. By means of this collaborative venture, we are providing our customers in China and the rest of the world with expeditious, uninterrupted and practical solutions. We wish that our cooperation will continue by expanding during the upcoming period.

Jian Sun, Chief Executive Officer, YTO International

Turkish Airlines and Turkish Cargo operate a fleet of 382 aircraft, 20 of which are dedicated freighters.

YTO Cargo Airlines Hangzhou Air Freight Co., Ltd is a wholly-owned subsidiary of YTO Express focusing on the domestic and international air freight via the scheduled and charter flights of its 19 all-cargo aircraft. The international cargo routes operated by YTO Airlines ranked first among Chinese cargo airlines.

YTO Express has become a large express logistics enterprise group involving express, logistics, aviation, ecommerce, finance, science and other business.

TURKISH CARGO AGREES STRATEGIC CO-OPERATION WITH CHINA’S YTO CARGO AIRLINES

SPECIAL REPORT AIR FREIGHT QUALITY

Some major air cargo handlers are seeking to expand their involvement in third-party handling on behalf of freight forwarding companies – encouraged by an increasing appetite and openness to cross-industry collaboration and forwarders’ greater involvement in developing their own-controlled freighter capacity. But some of the major forwarders also say want to tighten their control of air cargo handling, wherever possible – at least at major airports – reports Will Waters

Several major air cargo handlers are looking to expand their involvement in what they call ‘forwarder handling’, performing third-party handling on behalf of freight forwarding companies at airside or second-line warehousing, seeing it as a natural progression from the greater industry collaboration since the start of the Covid pandemic and an opportunity to potentially further streamline air logistics processes – and to build their businesses.

Handlers believe it partly also reflects the role of freight forwarders evolving, with some of the larger logistics firms increasingly chartering their own-controlled freighter capacity and in some cases operating or seeking airside facilities, something that has also developed further in the last two years.

But for some of the major global freight forwarders, the wish to have greater control of their air freight capacity comes along with a desire to tighten their control of air cargo handling, where possible, not hand that over to a third party – except in certain situations where that may make sense.

For example, Geodis and Worldwide Flight Services (WFS) in January expanded their cargo handling partnership in France, with WFS supplying a dedicated team of 28 cargo handling professionals to operate Geodis’ new 4,000sqm cargo facility at Paris Charles de Gaulle Airport (CDG), which is expected to handle up to 20,000 tonnes of air cargo annually. WFS already supports Geodis with similar services at its locations in Paris Orly, Lyon, Marseille, Montpellier, Toulouse, Bordeaux, Nantes and Strasbourg and says 'more forwarders are looking to work closer with WFS to benefit from its expertise', including WFS’ 'ability to set up efficient warehouse operations and to optimise ULD and pallet capacity', as well as its locations across France and connecting trucking network.

And Swissport, which has been performing forwarder handling for some time at Vienna Airport (VIE) at a smaller off-airport facility, this year opened a new 8,000 sqm second-line facility at VIE with a particular focus on forwarder handling. Located in the DLH SkyLog Park close to the airport’s airside cargo terminals, it is also conveniently located immediately adjacent to DHL Global Forwarding (DGF)’s VIE warehouse, with Swissport partnering with DGF to provide export cargo handling on its behalf. But Swissport is also piloting forwarder handling at other locations including Frankfurt (FRA), Liege (LGG) and Graz (GRZ), says Dirk Goovaerts, head of Middle East & Africa and global cargo chair at Swissport International.

Collaboration across stakeholders

Goovaerts says these developments need to be seen in a wider context – in which Covid highlighted the importance of air cargo and 'there was much more focus to professionalise the whole value chain by all the stakeholders', to respond to the crisis and deliver materials and vaccines. 'That also triggered the need to collaborate and cooperate with different stakeholders,' he notes.

I think this is not going to go away. If anything, this collaboration has to increase for the better of the industry. So, we see these (forwarder handling partnerships) as a pillar to be developed. Warehouse capacity is scarce; human resources are scarce; time is scarce. It’s about breaking down the silos; creating efficiency in the value chain – if you put the right processes in place between the different partners; utilise the right systems; create transparency. It’s also in the context where airports with well-established air cargo communities are growing faster than airports without established cargo communities. It’s the same principle: linking up the different stakeholders.

Specific forwarder partners

These initiatives at VIE, FRA, LGG and GRZ are partnerships with specific forwarder partners rather than community initiatives, although the idea of forwarder handling is already quite well established at some airports and airport cargo communities – such as VIE and Tel Aviv (TLV). Goovaerts estimates that at VIE, about 80% of the market is handled in that integrated way. And in Tel Aviv, we have also a very well-established collaboration with general sales agents, and forwarders. But in Tel Aviv it is also driven by the view of the airport community, because it has been set up like an integrated cargo village.

SPECIAL REPORT AIR FREIGHT QUALITY

Goovaerts adds: In general, when you integrate the processes of the different stakeholders, automatically, it creates efficiencies – processing time is faster; the total cost is optimised.

WHEN YOU INTEGRATE THE PROCESSES OF THE DIFFERENT STAKEHOLDERS, IT CREATES EFFICIENCIES –PROCESSING TIME IS FASTER; THE TOTAL COST IS OPTIMISED

Dirk Goovaerts

Although he describes the initiatives at FRA, LGG and GRZS as ‘pilots’, Goovaerts expects these will turn relatively quickly into something sustainable, 'if the right services are delivered at the right cost.'

Significant potential Whether forwarder handling partnerships develop 'depends on the locations and the cost rates of the locations. And where there is limited availability of warehouses, it’s in the interest of both parties to work together,' he notes.

But where forwarders already have their warehouses, 'if they can’t utilise that floor space for something else, they will continue to operate the way they operate today', he notes. 'So, these initiatives are driven by practical constraints. But if we can prove these initiatives are bringing added value, it will become more mainstream.'

Goovaerts says a forwarder-handler partnership can take place inside the cargo handler’s facility or by providing staff in the forwarder’s warehouse. That may depend on the practical constraints at the airports. Take the example of Vienna: there, DHL is wall-to-wall to us, so, it’s very simply connected. And the pilots we are doing in the other stations, we are providing the service for certain forwarders in our warehouse.

Operational

improvements for all Goovaerts sees potential operational improvements for all parties.

The traditional way is import cargo, for example, goes into a warehouse, is broken down and made available for the forwarder; then the forwarder picks it up, brings it to his warehouse and then does additional transactions – maybe to distribute it onto different trucks for final delivery. If you integrate this into the first warehouse, you cut out 40% of the process; you will optimise that process. And that is what we see. For example, in Tel Aviv, we have now introduced a sorter for our ecommerce. In the past, that ecommerce was distributed in a separate, warehouse. So, whatever you can do at the first point of arrival is more effective.

Other benefits

Other potential benefits include synergies of warehousing space and human resources, and reduced need to physically handle and transport cargo, potentially helping to reduce congestion, the risk of lost or damaged cargo, and error introduction. Goovaerts also believes forwarder handling and collaboration can help alleviate wider handling issues at airports, where problems come mainly because of capacity constraints. 'So, for me it’s a no brainer to collaborate,' he notes.

Forwarders seeking control

However, Thomas Mack, EVP and head of global air freight at DHL Global Forwarding (DGF), says bigger freight forwarders like DGF are seeking to have greater control of the cargo handling process wherever possible and practical – and that means performed by their own staff – rather than seeking to outsource more, at least in the major hubs. That would ideally include forwarders operating first-line or even ramp ground handling, although he acknowledges that 'the competition would not necessarily appreciate that' – which is one reason that has largely remained a neutral party’s responsibility.

Controlling hub operations

'But on the (forwarder’s own air freight warehouse) hub operation, at all our major gateways we basically do our own handling, wherever it is legally possible,' Mack says. 'And if we have one that is not yet with our own staff, we will most likely convert it to our own staff in the next year.'

Advertising: +44 (0)1454 628 795 tony@ FORWARDER magazine.com

AT OUR MAJOR GATEWAYS, WE DO OUR OWN HANDLING –WHEREVER IT IS LEGALLY POSSIBLE

One reason forwarders seek greater control is because of inadequate or inconsistent cargo handling quality at some airports, often due to inefficient cargo infrastructure or insufficient investment, Mack says. He notes that cargo handling is also not the best rewarded, which means handlers may struggle to recruit adequate or sufficient staff.

And so DGF and other forwarders have discussions with third-party cargo handlers 'on what we can do in order to optimise the process', even if it’s the carrier that usually signs the contract with the ground handler. However, we pay for that, because that is included in air freight rate, Mack notes. But it is still, of course, a bottleneck. That service was already a problem before Corona, and it is now continuing.

Inconsistent quality

He continues: It’s up and down, and depending on infrastructure. If you look at, for example, Los Angeles, Chicago, these are airports where you’re basically exceeding the limits that you can handle. And that is why we look for alternative airports. At the majority of the big airports, you have infrastructure problems. And that is understandable, since many of the major metropolitan airports were built 50 years ago and are subject to growth restrictions due to being surrounded by residential area.

As of right now, you have a problem that is more related to staff, related to the impact of Covid. But prior to Corona, we had the problem already with the infrastructure.

Through-ULD efficiencies

He continues: So, to overcome that, we consolidate cargo in our major hubs; we build our own ULDs; we move our own ULDs; and we pick up our own ULDs. And that speeds up the handling dramatically. If it’s a through ULD for a forwarder, they can pick up the whole intact ULD. The building of the ULD, the consolidation and also the

deconsolidation, that is in general done by DHL staff, wherever legally possible. And we will continue to do that.

In contrast, the partnership at Vienna, where 'we have a Swissport in our facility', is an exceptional example that DHL would only consider at a smaller airport. 'We use Vienna as a consolidation point for Eastern Europe. But it is a relatively small operation, and they (Swissport) are operating the air freight export gateway,' Mack says.

But that is not a copy-and-paste for other airports. It is a unique situation. I don’t think we will use that in one of our bigger gateways.

Size matters

Mack says DGF is instead working on other ways of improving air freight processes: For example, we have a pilot now in Chicago, and we will roll it out during the course of the year in four of our major hubs, where all cargo handled by DHL will have a passive RFID label. The idea is that we still build our pallets, we hand over the pallet to the airline, and on the receiving side, instead of scanning each piece, we simply scan the whole ULD. And thanks to the RFID technology, everyone knows exactly what is on that ULD. The advantage here is that 99.5% of our cargo we label with our own staff, so we control that process.

Commitment to customers

For Mack, the intention remains to only use third parties for handling in exceptional situations, 'because we want control over our processes. This is what we sell to our customers. And if you want that, you need your own staff. DHL Express basically does the same: at all of the major hubs, they operate with DHL staff – because they sell an integrated service to their customers.'

Thomas Mack

If I work with a ground handler and hand over my second line, and they do the consolidation and everything, that would mean I no longer have control over the process. So, for me that would not be an option.

Thomas Mack

WE WANT CONTROL OVER OUR PROCESSES. THIS IS WHAT WE SELL TO OUR CUSTOMERS. AND IF YOU WANT THAT, YOU NEED YOUR OWN STAFF

SPECIAL REPORT AIR FREIGHT QUALITY

From what he hears from customers, Mack believes this is the direction most of the biggest freight forwarding agents are also going: 'Taking control over their processes and selling that as an integrated product.'

Although CEVA is 'walways ready to be agile and adapt to market conditions', Penseel does not anticipate any significant changes to 'our strategy in maintaining control over the handling within our network' at the current time.

Forwarders operating aircraft

But the lines become more blurred and the potential for forwarder handling partnerships increase where forwarders are also operating their own cargo charter networks – something that has increased significantly during the pandemic. In those situations, Goovaerts believes that 'from an efficiency point of view, collaboration with the forwarders becomes more natural; that handling and forwarding get a bit more integrated.'

Mack acknowledges those situations are somewhat different, but says the desire among the major freight forwarders is still to become more involved in the handling, where possible, not less.

Other forwarders

Our strategic approach is to manage the air cargo handling in our own network. Our commitment to our customers drives this decision to maintain control over the quality and service of the major gateways within our network. In a small number of cases, we use third-party handlers. These tend to be in locations with specific local constraints or fluctuating tonnages that make outsourcing a reasonable option. In these instances, we work closely with the third-party handlers to ensure our quality and service standards are maintained.

Peter Penseel, Chief Operating Officer for air freight, CEVA Logistics

Cost versus control

He says the pros and cons centre around cost and control, noting: With direct control comes the benefit of close, clear oversight of things like quality and service. Being able to monitor and provide consistent services and processes to the customer across the network is our preferred approach. Variable costs and fluctuating tonnages also play into the decision for certain locations. There are certainly very capable third-party handlers, so in some cases, we choose to balance the pros and cons in a different way, while always ensuring our standards are met.

But he says there are limited facilities available with access to the tarmac, and it’s often not economically viable for forwarders to lease such space. If the forwarder can only handle its own flights, 'it’s not enough business to start ground handling. For every forwarder, that is the smallest part of their business. The biggest chunk of their business is part charters, where they have 10, 20, or 5 maindecks on a flight. And that is when, of course, other cargo is in the aircraft; the carrier makes the decision on the ground handler.'

DSV’s long charter experience

DSV has been running an own-controlled scheduled charter network for more than 30 years – thanks largely to the Panalpina business it acquired in 2019 – and says ground handling 'is an integrated part of this service.

The viewpoint is that adding capacity is one part of the equation, but the difference is made on the ground. As such, DSV is involved in ground handling – be it with the direct execution at the airport or through a third-party with DSV staff present to supervise.

Stefan Krikken, US senior manager for Air & Sea, DSV

ADDING CAPACITY IS ONE PART OF THE EQUATION, BUT THE DIFFERENCE IS MADE ON THE GROUND

Stefan Krikken

On the pros and cons of 'direct execution', he says 'direct leased airside facilities and dedicated airside staff come at a cost and these can result in higher pricing towards our customer. The advantages it brings is a more controlled environment where DSV can decide what has priority or can provide the white glove service the shipments require. For example, aircraft engines which require special break/build conditions; pharma and other commodities that need to move under a temperaturecontrolled environment; and urgent shipments that can be prioritised for same-day delivery upon arrival.'

He sees a positive future for this kind of '3PL-influenced' close handling partnership, noting: 'Airports are becoming more congested and constrained due to the increased number of passenger flight movements and slot restrictions driven by labour shortages and achieving environmental goals. Therefore, cargo is expected to move to second-tier airports with a higher form of 3PL-influenced ground handling.' Examples include Chicago Rockford (RFD), Huntsville (HSV), Rickenbacker (LCK), Liege (LGG), Luxembourg (LUX), Maastricht (MST) and Zhengzhou (CGO).

Covid highlights handling element

This trend is expected to continue, as during Covid the importance of ground handling and proper infrastructure to support it became evident.

Krikken says DSV will continue to have a form of own-controlled cargo network, but it will move in accordance to the demand and capacity serviced in the commercial market. It will be scalable on frequencies and equipment (aircraft types) to support where commercial capacity is underserved or airport infrastructure not meeting our service expectations. Markets where DSV believes there is room for dedicated capacity and controlled ground handling will continue to be developed.

With commercial scheduled capacity returning to the market as the effects of Covid recede, Krikken says any new services will focus on specific areas where we believe capacity and controlled ground handling will bring additional value for DSV customers – be it from a geographical view or industry verticals which require dedicated freighter capacity.

On an industry level, he expects that certain capacity will shrink back as ocean markets recover and PAX capacity returns. With the Covid pandemic and other supply chain disruption (expected) to continue, we believe there will be a shipper base willing to continue paying a premium for a more integrated, end-to-end service by the 3PL.

WE BELIEVE THERE WILL BE A SHIPPER BASE WILLING TO CONTINUE PAYING A PREMIUM FOR A MORE INTEGRATED, END-TO-END SERVICE BY THE 3PL

Goovaerts is unconcerned that these forwarder-controlled chartered freighter networks may shrink back, noting: Aviation logistics will grow, and I think it’s a matter of engaging to the future instead of trying to be defensive of what was the past.

Being part of the change

There are more and more IT tools every day. It’s clear we need to make the jump forward and be part of the change instead of undergoing change.

For Goovaerts, it’s about 'making the pie bigger. First of all, get everybody aligned behind the cargo community vision, attract more volume into the airport, and it will create more economical added value employments because you will add to the distribution centre production centres.'

With new technologies and this greater appetite for collaboration, Goovaerts sees some significant new prospects of the overall air freight air cargo system becoming better integrated.

We have to engage on innovation. If we are not going to do that, as industry leaders or as industry players, somebody else will do it. So, it’s a matter of continuing to invest in innovation in systems, in transparency, in making the whole air cargo chain more effective.

WE HAVE TO ENGAGE ON INNOVATION. IF

ARE NOT GOING TO, SOMEBODY ELSE WILL

Dirk Goovaerts

Stefan Krikken

WE

RHENUS OBTAINS CEIV PHARMA CERTIFICATION FOR ITS ISTANBUL AIRPORT BRANCH

Rhenus successfully obtained the Center of Excellence for Independent Validators in Pharmaceutical Logistics (CEIV Pharma) certification from the International Air Transport Association (IATA) for its Istanbul Airport branch, becoming a leading logistics service provider in the Turkish market for Life Sciences & Healthcare.

The CEIV certification ensures that Rhenus meets the compliance requirements for the handling of pharmaceutical products, such as Good Distribution Practices (GDP) by the European Union, World Health Organization Pharmacopeia standards and IATA temperature control regulations. Rhenus also benchmarks the activities in Turkey towards domestic, international and IATA conditions while mitigating the impact and the risks, with technological improvements such as customised IoT solutions, real-time tracking and monitoring.

The IATA CEIV certification is a big milestone in serving the Turkish Life Sciences & Healthcare community and also acting as a regional hub with comprehensive industry solutions.At Rhenus, we are building a global Life Sciences & Healthcare network that fully meets the regulatory requirements of the pharmaceutical Industry, setting highest standards in terms of service, quality, product integrity and patient safety.

Stephan Dülk, Global Head of Life Sciences and Healthcare, Rhenus Air & Ocean

Rhenus obtained the certification in only 16 months, with rigorous preparations across pharmaceutical product handling and transportation, staff competency, procedures, risk assessment and infrastructure, directly involving a team of experts among the Air Freight and Road Freight, Sales, Quality, HR and IT Departments.

Our goal is to ensure service excellence for pharmaceuticals. This is also a source of motivation for us, because we fulfill our human responsibility towards society.

Mert Gedikçi, Director, Rhenus Turkey

Thanks to this achievement and its global presence, Rhenus expects to increase its shipping volumes in Turkey by 25 percent, with a 24/7 service offered at Istanbul Airport and a strategical position that connects the Far East and Europe.

Rhenus in Turkey counts 190 experts located in eleven branches throughout the country, covering logistics and freight forwarding solutions for Air, Ocean and Road Freight, Project Cargo and Warehousing, while offering comprehensive end-to-end logistics services with full transparency and customised solutions.

FIRST DIRECT CHINA–SCOTLAND SERVICE ARRIVES AT GREENOCK

OCEAN TERMINAL

The first-ever direct container service connecting China and Scotland has berthed at Greenock Ocean Terminal after its maiden voyage – as it gets set to transport over one million bottles of whisky to the Far East.

The new east and west bound freight route from Ningbo, China, arrived for the first time at Scotland’s deepest container terminal on Saturday morning at 9.35am.

The service – a partnership between KC Liner Agencies, DKT Allseas and China Xpress – transported imports including textiles, furniture, and toys for the Scottish market.

The vessel’s containers will today be loaded with tens of thousands of cases of whisky in a boost for the export market, before it gets set to depart the terminal this evening on its route back to China.

It’s great to finally welcome this vital service to Greenock Ocean Terminal. Our terminal is the perfect fit for such a global trade connection, and this is again shown by the significant volumes we will be helping ship back to China. We believe this partnership will prove to be a hugely positive development for businesses and customers, as well as boosting the wider supply chain, and we look forward to continuing to work with our partners on this service in the coming months.

Jim McSporran, Clydeport Director, Peel Ports

We knew China Xpress was a service needed by many sectors, but still, we’ve been amazed at the level of immediate interest. It's been a phenomenal success for KC Group Shipping, but this is just the first of many journeys and we need the support of Scottish importers and exporters to safeguard the long-term future of this new service. Our direct trading link to China cuts through frustrating transhipment delays

which is a massive boost for Scottish businesses, and can only help consumers in these difficult times. We'll be toasting the success of over 1 million bottles of Scotch whisky being traded from the first vessel alone, and we'll raise a glass to all the other businesses which will also benefit. I described this as a game changer for Scotland, and the uptake in the service is certainly proving that case, for Scotland’s furniture, pharmaceuticals, packaging and spirits sectors.

David Milne, Managing Director, KC Group Shipping

The freight side of Greenock Ocean Terminal can often be overshadowed and sometimes forgotten about because of the busy cruise ship schedule. But the container shipping side of the terminal has also grown substantially in recent years and the new Glasgow City Region cruise ship visitor centre development, including the dedicated cruise ship pontoon, has created more capacity for both container and passenger vessels to aid the continued growth of both markets and further boost the economy locally, regionally and nationally. The decision by KC Shipping to establish this direct link from Greenock to China – the first in Scotland – combined with the visitor centre development and ambitious Clyde Green Freeport bid is a ringing endorsement of Greenock and Inverclyde as an important location for exports, imports and visitors and long may that continue.

Councillor Stephen McCabe, leader of Inverclyde Council

The direct sailings will significantly reduce transit times, compared to feeder services via continental Europe or other southern UK ports. Three sailings will take place per month in each direction, calling at Ningbo, and the Chinese city of Shenzhen, before arriving in Greenock via its 'sister' container terminal at the Port of Liverpool.

The route will be operated by six ships of about 1,600TEUs [twenty foot equivalent units].

ROHLIG SUUS LOGISTICS FOCUSES ON DIVERSIFICATION & BOOSTS REVENUES

Business diversification, development of digital tools for customers and investments into modern technological solutions are just a few components of the Rohlig Suus Logistics' development strategy that are drivers of the company's growth. In the last financial year, Poland's largest logistics operator boosted its revenues by 71 per cent, reaching the highest ever level of almost PLN 2 billion.

For years now, at Rohlig Suus Logistics we have focused on building operational security through diversification – both in terms of geography, industries served, products offered, and even balancing of our commitment to imports and exports. Another key element is the comprehensive nature of our services. We offer our customers a full range of options - from auditing supply chains, to remodelling them and implementing dedicated solutions. The last challenging years have shown that this strategy has not only allowed us to operate in a sustainable manner, but also to generate good financial performance.

Piotr Chmielewski, a member of the Management Board of Rohlig Suus Logistics

Rohlig Suus Logistics a market leader in maritime transport

Regardless of external circumstances, each year the Polish logistics operator enhances the scale of its operations. In 2021, the Company generated revenues of PLN 1.978 billion. Maritime transport accounted for the largest share of Rohlig Suus Logistics' record growth. In the lessthan-truckload (LCL) transport segment, volumes growth exceeded 30 per cent year-on-year, while in in full container load (FCL) segment by more than 15 per cent year-on-year.

The Company also recorded a significant growth exceeding 40 per cent in air transport, 20 per cent in rail transport and 9 per cent in road transport - Undoubtedly, an important leg of our business is maritime transport, where we increase our market share every year. After years of developing a maritime product for Asia and North America, we have increasingly been targeting South American markets. Our customers are increasingly looking in that direction.

Andrzej Kozlowski, a member of the Management Board of Rohlig Suus Logistics

Polish company with global coverage

In 2021, Rohlig Suus Logistics continued to expand its international business, strengthening its position in Asia as well as in the United States and Canada. In the last financial year, the company developed, among other things, multi-modal transport services from Asia, which involves a combination of air freight with rail or road freight, and expanded its transport service offer to South America.

Rohlig Suus Logistics already operates from more than 30 branch offices, and in cooperation with Röhlig's German offices and its own branch offices in Europe, it has a global reach.

The Polish operator delivers customers' goods to 6 continents, by sea, air, rail, road and intermodal transport.

Operator of the future offering comprehensive services

Last financial year, the Polish logistics operator focused on developing its offer in the consulting area, launching, among other things, a special SUUS Advisory unit dedicated to supporting customers in supply chain management, network and distribution centre design, as well as comprehensive supply management and coordination of all partners involved under the Control Tower formula. Customers can also take advantage of the Logistics Solution Design team, dedicated to developing specialized solutions tailored to the current needs of businesses, as well as optimizing the vendor managed inventory (VMI) process.

Rohlig Suus Logistics is also developing an offering in the 4PL area, which involves outsourcing the management of the entire supply chain and logistics to a single logistics operator.

Rohlig Suus Logistics is also investing in the development of tools provided to its own personnel and customers. A new module, Visibility, was put into their hands less than a month ago. The new feature enables real-time shipment management by linking the Customer Portal to the drivers' applications. The customer has access to a list of all orders and can quickly and easily view their details, and when there are unusual events during the shipment, app alerts and email notifications allow for instant response. More solutions will soon be added to the Portal, including but not limited to tracking of shipments forwarded by maritime, air and rail transport, preview of the vehicle's location in the FTL service and an option for the recipient to order additional services.

CONTAINERSHIP SCHEDULE RELIABILITY CONTINUES TO IMPROVE

July was the second time since the start of the pandemic that ocean freight vessel schedule reliability improved, Y/Y, with the average delay for late vessel arrivals also dropping sharply this year, Sea-Intelligence reports

Global container shipping schedule reliability continues to trend upwards, increasing by 0.5 percentage points, month on month (M/M) in July 2022 to 40.5%, according to the latest Global Liner Performance (GLP) report from Sea-Intelligence.

This is now the second time since the start of the pandemic that schedule reliability improved, year on year (Y/Y), Sea-Intelligence CEO Alan Murphy highlights, noting that the average delay for late vessel arrivals have been dropping sharply so far this year, tapering off a little in the past few months. In July 2022, average delay improved by -0.09 days M/M, which means that the delay figure is now firmly below the 7-day mark, and an improvement over the respective 2021 figure.

With schedule reliability of 48.0%, Maersk was the most reliable carrier in July 2022, followed by Evergreen with 44.3%, according to issue 132 of the GLP report. CMA CGM also recorded schedule reliability of over 40%. There were 9 carriers with schedule reliability of 30%-40% and only two with schedule reliability of 20%-30%, the report notes.

In July 2022, once again a lot of the carriers were very close to each other in terms of schedule reliability, with 10 carriers within 10 percentage points of each other, Murphy noted. ZIM had the lowest schedule reliability in July 2022 of 26.6%.

On a Y/Y level, 11 of the top-14 carriers recorded an improvement in schedule reliability in July 2022, with 7 carriers recording double-digit improvements, the report pointed out. Sea-Intelligence’s Global Liner Performance report covers schedule reliability across 34 different trade lanes and 60+ carriers.

Waters, contributing editor, FORWARDER magazine

Will

AURELIA’S 100% HYDROGEN POWERED DESIGN

Aurelia Green Ship Concept Design has unveiled a new design with 100% hydrogen propulsion, which challenges the future of the green design business. The Certificate of Approval in Principle has been issued by RINA based on the newly published RINA Rules for Hydrogen Fuelled Ships and the RINA Guide for the Approval in Principle of Novel Technologies.

The new design concept is the ACD01 1000, a RORO vessel for transporting ro-ro cargo, with electric propulsion using highly compressed H2 as fuel. Beyond the green design, the difference is marked by the ship's hydrogen-based engine system, which can be applied to other ship designs.

The fuel used to operate the vessel is 100% compressed hydrogen which generates no environmentally harmful emissions with a design which can be considered as zero emission not only in port, but also during navigation. The hybrid propulsion is based on battery and fuel cell power modules and it is not supported by internal combustion engines supplied by petroleum-based conventional fuels. The batteries are used as an energy storage source to supply power for the hotel load too.

The world of zero emissions is a pioneering world open to new opportunities, which to some extent reminds me of the first operations in the heavy lift sector, where there was also no experience yet. In this sense, the cooperation with RINA is a strong signal that the maritime world is ready to work together for clean shipping.

Ton Bos, partner, and co-founder of Aurelia

AWARDED RINA APPROVAL

This cooperation gives us the opportunity to tune the recently published rules for Hydrogen, to focus on new technical challenges as well to verify the technology readiness level of the components and systems used for the storage, supply and bunkering of hydrogen. The commitment of the persons involved is high and this will bring realistic achievements. Patrizio Di Francesco, EMEA Special Projects Manager, RINA

Furthermore, this new design complies well beyond the limits settled by EEDI Phase 3 according to MEPC.203(62), the ballast water treatment plant is in accordance with the latest amendments of the International Ballast Water Management Convention and the hull is designed to ensure excellent hydrodynamic and maximum propeller efficiency.

This new design for a compressed hydrogen RORO is part of a longterm cooperation between Aurelia and RINA in which we will develop liquefied hydrogen propulsion system that could be used for heavy lift, cruise and Ro-Pax vessels. This cooperation with RINA will ensure that the design of renewable ships becomes a reality and does not remain a distant dream. From Aurelia we are synergising with RINA to achieve this out of the box design concept, we think big, we think about the future, we think about safety and our planet.

Raffaele Frontera , founding partner, Aurelia Green Concept Design

CONTAINER PRICES & RATES DECLINE IN CHINA

AMIDST PEAK SEASON SHIPPING

Average container prices and leasing rates decline in China amidst peak season shipping

Average container prices halved from August 2021; leasing rates decline by 17% from June to July this year

China to Canada one-way leasing rates decline at the highest rate by 49 per cent as compared to China to any other country

Average container prices have declined by more than half from the last year in August as China picks up containerised trade volumes more recently, according to an analysis published today by Container xChange, a technology marketplace and operating platform for container logistic companies. The analysis is a part of the monthly container logistics report published by Container xChange titled ‘Where Are All The Containers’.

The decline in average container prices and leasing rates offer good opportunities for shippers and freight forwarding companies to plan cargo as the supply chain braces for the peak season, typically from July to September.

Trade in China was impacted in the first half of the year, but the containerised trade seems to have picked up since July (2022) according to the analysis put together by Container xChange.

Shippers are once again hoping that the exports will restore in full swing as the industry prepares for the peak season. Amidst this, there are more reasons for shippers to rejoice as the average container prices and one-way leasing rates Ex China shows a downward trend at a time when shipping is historically at its peak in the country. The average

container prices are more than halved as compared to the last year, in August. Clearly, this brings cheers to the shippers and forwarders hoping to ship cargo containers out of China.

Christian Roeloffs, Co-founder & CEO, Container xChange

Shanghai Container Availability index (CAx) indicates that the CAx is 0.58 in week 33 as compared to 0.52 in 2021, 0.32 in 2020 and 2019 (prepandemic). This could potentially mean that there are more containers in China with reduced prices, making it easier for shippers and freight forwarders to plan trips from China.

This is the peak shipping season, and the industry expects heavy outflow of containers from China to fulfil orders from demand centres. This year, we haven't witnessed two key trends that are a norm during this time in previous years – a rise in leasing rates and container prices in China and a decline in CAx values, added Roeloffs.

17% decline in one-way leasing pick-up rates of containers from China to the US from June to July One-way leasing rates for standard containers, were in the range of $100-$300 before June 2021(see graph above). The rates picked up from July 2021 skyrocketing at $1470 in the month of July 2021 and peaking by September to reach $2792. The leasing rates then started to decline. This year in May, the leasing rates stood at $1277, plummeting to $1095 in June and further to $906 in the month of July.

On the China to Germany stretch, these one-way pick-up rates for leasing containers plummeted from $3394 in January 2022, further to $2428 in April and now to $1995 in the month of July.

China to Canada one-way leasing rates decline at the highest rate at 49 percent as compared to China to any other country

The data shows a significant drop in the average per unit rates for 40HCs from China to Europe and North American countries. Canada is leading the fall with a 49.4% drop in the leasing rates between June and July. Right behind Canada is the US with a 32.5% drop in the average pick-up or PU (Pick Up) rates. For countries in Europe, the average oneway PU charges from China dropped by 16% in the UK, 13% in Germany, 18.4% in France, and 17.3% in Belgium. In Qingdao and Shanghai, CAx remained over 0.5, in July, and continued increasing. The continued high CAx scores align with the decreased container rental fees and indicate a comparatively slowed-down movement of boxes at these ports. Ningbo’s CAx scores were lower than 0.5 in July indicating that

more containers are leaving the port. And, that there’s probably more demand for export containers than full imports at the port and a likely delays cargo acceptance.

Average Trading prices in China halved year on year in August this year

From around $5500 for a cargo-worthy standard container size in September 2021, and further declining from there to reach $3494 in May 2022, the current average trading price has plummeted to $2679 so far in August 2022. Last year in August, this average trading price was $5470. More than halved from last year same month.

Download the full report at www.container-xchange.com/reports/ monthly-container-logistics-update/

CHOOSES PALLETFORCE LLOYDS TRANSPORT TO RESTART NETWORK OPERATIONS

EV Cargo’s Palletforce has continued its commitment to offer the highest quality service in every UK postcode with the ongoing recruitment of some of the UK’s most respected and established freight transport operators.

Lloyds Transport, one of the most highly valued logistics firms in the Midlands, has become the fourth high-profile new member in four months to join the Palletforce network. The company selected Palletforce to make its return to network operations, meet customer demand and help deliver its growth strategy.

Based in Tamworth, Lloyds Transport is a family-run road transport and warehousing specialist that works with some of the world’s largest brands and manufacturers.

With an 80-strong fleet and a staff of over 130, Lloyds has recently opened a second depot in Halesowen and the move to Palletforce is part of a further growth strategy as it seeks to expand its customer base in one of the busiest and most competitive areas of the country.

The company is returning to pallet network operations after 15 years and says Palletforce’s sector-leading innovations in technology, coupled with the quality of its existing membership, were crucial factors in its decision.

Our customers have been increasingly asking us if we are able to transport single pallet loads, and by partnering with Palletforce we can now provide them with a service which is reliable, offers unbeatable freight visibility and is flexible enough to meet their requirements. Palletforce has been at the cutting edge of the industry for many years now, and we are delighted to be part of the network.

Martin Lloyd, Managing Director,

Palletforce

Lloyds Transport will cover DY postcodes including Tipton, Kidderminster and Stourbridge, and serve to further strengthen Palletforce’s operations and customer service in the Midlands.

Our focus this year has been on recruiting quality members with an unrivalled depth of local expertise to ensure we, collectively as a network, deliver sector-leading service excellence. Lloyds Transport is a hugely respected operator with a first-class reputation for service. We are delighted they have chosen Palletforce to restart their network operations, and with more than 30 years’ experience they will prove a valuable addition to our operations in the Midlands.

David

Breeze, Network Development Director, Palletforce

DANGEROUS GOODS SUPPLY CHAINS TO FACE ADDITIONAL SAFETY CHECK

Every other year the European Agreement Concerning the International Carriage of Dangerous Goods by Road (ADR for short) is updated. As new products, technologies and innovations emerge regulations change to ensure the safe transport of materials by road. The latest edition of the ADR regulations is due from January 2023 becoming effective from 1st July 2023 following a six-month transition.

Every two years, ahead of the ADR update, the dangerous goods community studies the changes to the regulations in order to understand how any amendments will impact logistics and supply chains. Understandably, some years we see significantly more changes than others. Many of the new additions are relevant to specific goods, for example, in recent years there have been numerous amendments and additions to the rules for the transport of lithium batteries as their usage and size have increased. If the changes are not effectively understood, they can create challenges and disrupt supply chains.

One significant change from 1st January 2023 is the ending of a derogation exempting a consignor (the person sending a shipment), from appointing a Dangerous Goods Safety Adviser, adding a new element of supply chain control and oversight for many. From 2023, many more consignors of dangerous goods who have made use of this derogation will need to appoint a DGSA.

There are of course some exemptions based on the type, quantity or packaging of dangerous goods. However, for those now impacted, failing to comply could leave them in breach of regulation and in turn harming safety.

DGSAs can be appointed internally, after completing an intense course and passing an exam, or as external contractors. At Peter East Associates, we run DGSA training courses, in addition to supplying DGSA support to around 20 organisations, and have already seen higher than normal demand for both services in recent months as businesses prepare for the change.

Where does the regulation apply?

For those not familiar with ADR, where it gets complicated is in its interpretation. The signatories across Europe and North Africa of the ADR convention interpret the scope and application of the requirements differently.

In the UK, for example, DGSA legislation only applies to the movement of dangerous goods by road, rail and inland waterway. In other countries, the movement of dangerous goods by air and sea are also in scope of the DGSA legislation. That said, for any shippers of dangerous goods in the 51 signatory countries, the coming updates to ADR will have some level of impact.

Under the current rules, an organisation can ship lower risk dangerous goods (those that pose a smaller danger) by road within the UK without needing to appoint a DGSA. However, with the end of the derogation, if these are larger quantities of materials that require UN packaging (typically more dangerous materials), organisations might need to appoint a DGSA to guarantee the compliant transit of the goods.

While the change will create another layer of oversight for some supply chains, anything designed to improve safety should be welcomed. DGSAs play a key role in ensuring the safety of anyone that comes into contact with the transport of dangerous materials. Ensuring access to expertise will also give anyone involved with dangerous goods logistics the confidence that everyone is adopting safe practice, and provide a sounding board to check concerns with carriage.

The broad recognition of the change has been positive to see. The British Association of Dangerous Goods Professionals currently has a useful countdown timer on its website, tracking when the derogation ends and the change comes into effect.

Mohr, Managing Director Peter East Associates

Nicholas

Bob Thomas, who has died at the age of 83, was a pioneer in the UK freight and logistics industry. Leaving school at 16, he was employed by United Carriers and a year later in 1956, he joined Lep Transport, international freight forwarders to work in their Scandinavian, Far East and North American export division. His career progress rapidly, and in 1965 he led a Management Buy-Out and assumed the role of Managing Director of Vulcan Freight Holdings, who were granted the exclusive right by H.M. Customs and Excise to operate the bonded warehouse at London’s Heathrow Airport. Over the next four years, Vulcan Freight became one of the most successful London based freight forwarders and Customs House brokers, specialising in the computer, fine art, film and television industries. In late 1970, following a take-over of Vulcan by Alltransport Group, he resigned and a result of a non-competition clause in his contract, was unable to continue as an international freight forwarder for three years.

In 1971 I got to know him when he purchased City Link, a delivery company founded in 1969 where I was employed. The company had accumulated losses approaching £20,000 on an annual turnover of approximately £100,000. He purchased 75% of the company for the sum of £75, designed new operational and accounting systems and turned City Link into the first UK express parcels carrier. It soon became known as The Courier’s Courier. Clients included the Post Office, FedEx, UPS, Airborne, DHL, TNT, British Airways and British Rail. He introduced innovations such as same-day deliveries throughout the UK; specific and timed deliveries; and same-day deliveries from the UK to New York (via Concorde); all covered by City Link’s unique ‘Double Your Money Back Guarantee.’

Within the UK business community, he was best known for having introduced franchising to the UK express parcels industry in 1971; nine years before the concept was established in the USA. Bob retired as

Chairman and Managing Director in 1991, by which time sales had grown from £100,000 with one depot and five employees to £32 million per year with a network of 36 UK depots and 600+ employees. In 2011, operating the same hub and spoke distribution system devised during his tenure, City Link enjoyed sales of £306.9 million and became the second largest privately owned parcel company in the UK with over 5,000 employees.

Bob was an active member of Variety Club – the largest children’s charity in the world and assiduously served on the Sunshine Coach Committee. During his time on the committee Bob sponsored many specially adapted coaches to help sick, disabled and disadvantaged children.

Following his retirement in 1991, he continued with his passion of breeding and racing thoroughbred racehorses. In 2001 Bob and his wife Pam (who predeceased him) decided to move to the United States. They sold their UK home, racehorses and a brood mare to become full-time residents of Heritage Springs, Florida in 2002.

Bob was an avid family man. Supportive, quiet and sometimes shy. He was an avid epicure and always generously invited others to join him. Never mincing his words, he seldom lost his temper – alluding to his famous motto 'Don’t get mad, get even.' He rarely used a calculator and his grasp of and speed with mental arithmetic amazed those who worked with him.

Bob’s family said in tribute: He will be missed hugely by us and many friends, and remembered as a kind-hearted, generous and compassionate man, and father whose legacy has touched the lives of so many over the years.

He is survived by his two sons Darren and Richard.

BELGIUM OPERATION TAKES ON EUROPA BRAND

Growing logistics operator Europa Worldwide Group has announced that its Oostende based business Continental Cargo Carriers is becoming part of Europa Road.

Europa Road is the growing roadfreight Division of Europa Worldwide Group providing import and export services.

This comes at a time of record investment in Belgium by UK firms, post Brexit, as well as increasing imports and exports. In the last 12 months to February exports from Belgium grew by nearly 18 per cent and imports by 126 per cent.

The unaccompanied trailer operation Continental Cargo Carriers was founded in 1983 and was acquired by Europa in 2018, under whose ownership the business has gone from strength to strength. On 1st September Continental Cargo Carriers officially becomes Europa Road and the start of the next phase of expansion for the business.

The newly renamed Europa Road in Belgium firm operates an expanding fleet of 300 trailers, has a 4000 m2 warehouse and makes around 100 channel crossings per day with a team of 47 in Belgium and the UK.

The Belgium operation will continue to be headed up by Carlo Turner who has been with Europa for 20 years and recently joined its main Board with a promotion to the new position of Non-Network and Continent Director. The enhanced Belgium operation provides a comprehensive service of groupage, part-load and full load for customers wanting to optimise the flow of goods between Belgium and the UK post Brexit. Goods are collected daily from across Belgium into a single hub, for onwards distribution with its fleet of accompanied trailers ships to Europa’s state-of-the-art groupage hub in Dartford, which in turn connects out to 16 UK distribution platforms.

Carlo Turner said: This is a really exciting next step for our Belgium team and provides a great opportunity for us to strengthen our name and position in the market. There is huge growth potential and with our well-established infrastructure in Belgium we have the perfect opportunity to maximise this market expansion. We’re already looking to identify further opportunities for expansion and determine how equipment can be optimised to develop Europa’s own continental fleet.

Continental Cargo Carriers will operate unchanged but with will have the broader support of the Europa name – its team have been integrated into Europa for some time, including a CCC team based at Europa’s Dartford headquarters since 2018.

Europa’s Chief Executive, Andrew Baxter, wants to ensure all aspects of the Group benefit from the growing Europa brand influence as well as strengthening its services to a growing customers base in the UK and beyond. In June the Europa board set out the Groups long term ambitions under the banner 'bigger, bolder, better' at its the 'EuropaCom' conference. Already this year Europa Worldwide Group has expanding into Shanghai and Dubai with its Air & Sea services.

Becoming firmly embedded within the Europa family and taking on the Europa Road brand is a natural next step as we look to expand and reach new markets and grow our presence. We’re delighted to formally welcome our CCC team to Europa.

Europa Worldwide Group has three divisions – Road, Air & Sea, and Warehouse – and an ever-expanding global footprint. Already this year in the UK, three new Road Network branches have already opened, bringing the total up to 16, whilst overseas, the Group has branched out in the Middle East and Asia. The company employs over 1,300 staff with sites in the UK, Hong Kong, Shanghai, Dubai, and Belgium.

ALMOST HALF OF UK FLEETS ARE FAILING TO PLAN FOR A NET-ZERO FUTURE

Only 53% of commercial fleets have a ‘robust’ strategy for net zero transport, research from Bridgestone Mobility Solutions reveals

Almost half of UK commercial vehicle fleets are failing to plan for a net zero future, according to the latest research from Bridgestone Mobility Solutions, with only 53% of commercial fleets having a ‘robust’ strategy in place.

According to the Keener to be Greener study, conducted among 300 UK fleet decision-makers, more than a third (34%) also believe their current technology systems are insufficient to help them manage the environmental impact of their vehicles.

The findings come despite more than half (57%) acknowledging that the reputational benefits of having a sustainable fleet would lead to increased business for their company.

Transport electrification is gathering pace but establishing a management strategy for fleet decarbonisation is viewed by many as a challenging undertaking. Not only must businesses plan for transitioning to electric vehicles, but also for optimising their operations – from maximising electric miles to ensuring effective charging, maintenance and service delivery. Data insights generated by dedicated software solutions are a critical ingredient to helping simplify this process, enabling fleets to make the right decisions at the right times.

Andrea Manenti, Vice President North Region, Bridgestone EMIA

A lack of specialist EVs for different business uses was cited by 47% of fleets as the number one barrier to EV adoption, closely followed by a lack of rapid charging infrastructure (41%).

The study also found that more than half (56 per cent) believe transport decarbonisation risks being held back by competing business interests, while 61% claim a cultural shift is needed within their company for it to be embraced by all business stakeholders.

While some fleet and transport managers are under pressure from board level execs to develop electrification strategies apace, others are struggling to champion the cause and make their voices heard. Establishing a strong business case that brings all influential stakeholders on board – from sustainability and utility managers to heads of finance, HR, procurement and marcomms – can be crucial for fleets looking to make the electric transition. Calculating projected Total Cost of Ownership (TCO) savings, using telematics data to compare conventional internal combustion fleet running costs with EV alternatives, can be a persuasive starting point. Wider justifications can include supporting ESG, CSR, reputational benefits and meeting the environmental expectations of customers. Electric passenger cars may have been the motor industry’s headline-makers to date, but commercial EV adoption is now set to enter a phase of exponential growth as progressive fleets look to stay ahead of the curve and retain their competitive advantage.

Beverley Wise, Regional Director, Webfleet, UK & Ireland

About the research

The research was conducted among 300 UK fleet decision-makers (150 responsible for van fleets; 150 responsible for HGV fleets) in March 2022 through online and mobile polling by research consultancy OnePoll. The percentage figures detailed in this report represent those survey respondents who gave a definitive answer (e.g. yes/no or agree/disagree).

Will Waters, contributing editor, FORWARDER magazine

Transport

A. Plessas Transport is a family business that was formed in 2017 with a strong team that has a wealth of experience within the haulage industry.

Customers

We are proud of our high customer service levels that we achieve through not only our good communication but a genuine care in what we do.

Growth

We have had an exciting, steady growth and we attribute this to our excellent customer service, modern fleet and our highly trained drivers.

STRONG PARTNERSHIP BREWS BETWEEN EUROPA & BEERWULF

Specialist 3pl logistics provider Europa Warehouse is helping ecommerce brand Beerwulf buck the trend that has seen overall beer sales across the UK market drop by 14.2 per cent in 2021.

Europa Warehouse - part of Europa Worldwide Group - provides a range of value-added capabilities at its award-winning, integrated sites in Dartford, Birmingham, and Corby, with a combined 1,072,000 sq. ft of dedicated warehouse and logistics space.

The online beer retailer, which is owned by Heineken and specialises in home bar taps, kegs, and beer cases, has partnered with Europa Warehouse since 2020. This came just as demand for its products soared during lockdown and Beerwulf smashed its sales forecasts by 150 per cent.

During this time, people were looking for more creative ways to make their pad the pub as national restrictions prevented socialising in the more traditional ways. Beerwulf was quick to respond to this trend, putting plans in place with Europa to accelerate the distribution of goods so drinkers remained connected with their favourite brewers and beers.

With the help of a dedicated team at Europa’s state-of-the-art warehouse facility in Birmingham, the firm supported Beerwulf with its inventory challenges, so it had clear visibility of current stock levels. This meant it could better plan to meet growing consumer demand.

At this point, Europa also stepped up to deliver greater innovations from an order fulfilment perspective, ensuring its pick, pack and delivery processes were as agile, dependable, and affordable as possible for Beerwulf.

This involved a complete process transition at the warehouse, where bottled stock was phased out and replaced by prepacked beer compositions to boost volume and increase capacity. Some categories that were in the portfolio of Beerwulf’s previous UK 3pl logistics provider also had to be integrated across into existing stock levels at the Birmingham facility.With bulky, heavy products and low margins, the cost of doing business has always been one of the biggest challenges for Beerwulf. Europa offered the right balance of sector experience and a focused, hands-on approach, responding flexibly to the needs of an expanding enterprise.

It was clear from the outset that Europa was the perfect fit for our business, offering us a collaboration that we could trust and grow together, because of our shared values and ethos. We’ve really lent on Europa’s e-commerce expertise to help us navigate through a rapidly changing marketplace during one of the most critical times in our history. The team provided a highly personalised and responsive service, expediting operational capabilities at the warehouses when it was most needed so we could satisfy consumer expectations. Our partnership has always been about Beerwulf and Europa working together to find the right solutions. Although it has not always been an easy journey, we have no doubt the team will continue to meet our evolving needs, and it’s great to have them on board.

Jacques Muller, Group Head of Operations, Beerwulf

Once the initial Covid demand had stabilised, Europa and Beerwulf began to plan for maximum capacity. During the course of 2021, the focus was on building up the right space and tailoring the processes in Birmingham to ensure this objective could be met.

This culminated in the Black Friday sales peak last November, when the average daily capacity of goods moving through the facility rocketed by over 3,000%, from 2,500 kegs to a total keg volume in excess of 40,000 on one particular day.

Despite the immense demand for Beerwulf’s products having exceeded all previous fulfilment records, Europa was still able to deliver optimal quality and scalable services in line with these significant fluctuations.

Since then, Europa and Beerwulf have sought to achieve a more sustainable maximum capacity throughout the warehouse. With the built-in flexibility of the team and a stable base we are now much better equipped to deal with the volatile volume development.

It has been quite a journey in our relationship with Beerwulf, and our teams have worked incredibly hard to deliver for our client on a day-to-day basis but also at peak times. We are always looking for ways to improve our service and believe this is best achieved when there is a genuine partnership in place, built on mutual respect, flexibility, and an in-depth understanding of a client’s commercial goals. Beerwulf is a fantastic operation, with a great reputation, and we are very proud to be their logistics partner of choice. Our team will continue to go the extra mile to exceed their expectations as they enter the next phase of their business development strategy.

Sally Watson, Head of Sales & Customer Service, Europa Warehouse

Most recently, as Beerwulf has moved from start-up to scale-up as it strives to achieve sustained exponential growth, Europa has set about implementing an entirely new operational interface at the Birmingham warehouse. This embraces the very latest technology to keep production flowing and optimise pick rates to achieve maximum outputs. It has just gone live and is already allowing for more proactive planning to happen all year round. This is due to improved automated stock take capabilities, greater product segmentation and clarity around discounted lines.

There are also plans afoot to support Beerwulf with the introduction of an enhanced delivery management solution. This will enable customers to choose the final mile supplier once dispatched from Europa’s facilities.

Europa Warehouse in Birmingham, at Prologis Park in Minworth, is situated within a 180,000 sq. ft facility, which employs a team of 100 in total and is also home to Europa Road, the firm’s European road freight service.

At Midlands Logistics Park in Corby, Europa Warehouse is a £60m, 750,000 square foot, 3pl site and is Europa’s largest and most high-tech facility. Construction was completed at the height of the pandemic and opened in June 2020. It boasts a 300-strong team, including in-house engineering specialists, who look after the site’s impressive £11m automation system.

In Dartford on Shield Road, Europa Warehouse has a 25,000 pallet-storage capacity and is the operational hub. It has direct input to the domestic and European network, and proximity to key UK ports.

All three sites are Her Majesty’s Revenue and Customs (HMRC) approved with system integration and bespoke IT solutions. Each provides a range of services, including e-commerce fulfilment, production services, inventory management, packing, labelling, special deliveries, final assembly, quality control and critical parts management.

Europa is one of the most advanced logistics firms, with a team of over 1,300 and 15 sites operating across the UK today. It aims to set the pace in the market at a time of immense change and when there is greater recognition of the vital role that transport, logistics and warehouses plays in the economy.

Beerwulf is based in Amsterdam and recently celebrated its fifth birthday. The ecommerce platform offers consumers a onestop-shop to bring the bar home, with a range of unique home bar taps, kegs, and accessories, as well as curated beer cases. Beerwulf has a presence across ten European markets.

RAIL FREIGHT

RAIL FREIGHT STAKEHOLDERS LAUNCH COMPANY TO IMPROVE INTERMODAL DATA EXCHANGE

DXI emerged from a 4-year European research project ‘Digitalisation of intermodal supply chains’, which created a cross-system data platform for combined transport

Several key European rail freight and intermodal transport stakeholders have combined to launch a new service provider to facilitate data exchange in combined transport.

The company, DX Intermodal (DXI GmbH), was founded at the end of June and has emerged from the 4-year research project ‘Digitalisation of intermodal supply chains- KV4.0’, which created a cross-system data platform for combined transport in the period 2017-2021.

The shareholders are the combined transport operators Hupac and Kombiverkehr, the transport companies Hoyer and Paneuropa, the railway undertaking Lokomotion as well as Kombiterminal Ludwigshafen. They say the new company will allow the use of a data hub, which for the first time connects all players in combined transport in terms of data technology.

DXI GmbH is now aiming to further develop the system and enable all players in the intermodal transport chain to access the data hub, with the aim of creating greater reliability and productivity through data transparency, the parties said. Future customers include transport companies and intermodal operators, terminals and railway undertakings.

A one-time technical connection to the data hub enables the exchange of data with the participating intermodal companies. For example, timetable data, tracking data or bookings from one's own IT application will be made visible to other participants in future.

The managing directors are Christoph Büchner, Head of IT at Kombiverkehr, and Aldo Puglisi, Head of Digitalisation at Hupac.

With the help of the DXI hub, transport operators can exchange all data of their intermodal units between the combined transport operators and their own system, including railway undertakings and terminal data, explained Aldo Puglisi.

The system is based on the #EDIGES data exchange standard and allows access to timetables, bookings, terminal status and train journeys as well as pre- and post-carriage on the road. The data exchange is real-time and barrier-free, but always within an authorised distribution circle, Puglisi said.

Christoph Büchner said the open-data approach 'brings benefits for all the players involved', adding that timely knowledge of the expected volume of consignments improves the planning of terminal slots.

Railway undertakings can schedule locomotives and drivers more flexibly if they know about delays, the DXI directors said. Truck movements to and from the terminals can be optimised by providing information ahead of time. Ultimately, data transparency leads to higher reliability and productivity and thus also to higher customer satisfaction.

Will Waters, contributing editor, FORWARDER magazine

NEW RAIL CONNECTIONS BETWEEN BALTIC & BOSPORUS

Hamburger Hafen und Logistik AG’s (HHLA) subsidiary

Metrans is offering new rail connections between the Baltic Sea, Central Europe and Turkey. As another terminal in the northern hemisphere, Gdansk is now served by Metrans trains. In addition, in the far southeast, already a few kilometres into Asia, the Halkali Terminal close to Istanbul was connected with the Metrans Network. Therefore, the complete rail network is now stretching from Gdansk, Hamburg, Bremerhaven, Wilhelmshaven and Rotterdam in northern Europe to Koper, Trieste, Piraeus and Istanbul in the south.

The new relations fit well into the philosophy of our dynamic group. We are connecting an increasing number of ports with our strategically positioned hub terminals for the transhipment of containers across Europe. More relations mean a more attractive service for our customers, operationally as well as in terms of costs.

Peter Kiss, CEO, Metrans-Group

The new connection with Turkey was made possible by a cooperation with the Turkish logistic provider Omsan Logistics. The first train with containers left the Metrans Hub Terminal Dunajska Streda (Slovakia) on the 3rd of September in direction to Istanbul terminal Halkali. In the beginning, two round trip weekly train connections are planned.

More than other rail services, the connection with Turkey with its long rail distance contributes to the reduction of road traffic and underlines HHLA’s commitment to sustainability. Together with Omsan Logistics, it is a chance to reduce the carbon footprint on this important relation. The company has a strong background on the Turkish market. As an inhouse logistics provider of OYAK group, they will support Metrans with their deep market knowledge.

In Poland, Metrans is closing a missing link on its European network map with a connection to the Baltic Sea. From 5th of September 2022, regular trains between the Czech Metrans terminal Ostrava and DCT container terminal in Gdansk are starting on a promising relation. Now the boxes of Metrans customers can cross Poland from the south to the north three times every week in each direction, with a stopover in Dabrowa Gornicza near Katowice.

We enable our customers in Central and Eastern Europe to get regular connections to the port of Gdansk. This is a welcomed, long awaited connection, which brings new opportunities to the customers and the market. As you would expect from Metrans, we are presenting a sustainable innovation: The block trains between Gdansk and Ostrava are optimised in length which can reach up to 750 meters. That is increasing capacity of a single train to 112 standard containers and helps to consume less energy per box.

Long-term lease to operate rail freight terminal east of Birmingham in England’s West Midlands marks the latest phase in Maritime Transport’s intermodal network expansion

Leading UK ports group Associated British Ports (ABP) has awarded a long-term lease to Maritime Transport to operate its Hams Hall rail freight terminal near Birmingham in England’s West Midlands, in the latest phase of Maritime Transport’s ambitious UK intermodal network expansion.

One of the UK’s busiest rail freight terminals, Hams Hall plays a central role in the nation’s logistics network, and its expert team and strategic location have made it an important part of ABP’s portfolio for almost 25 years, ABP said.

Maritime Transport, an ABP customer at the terminal, has been pursuing a wider strategy to transport more cargo by rail. Over the last three years, they have established and grown a very successful Intermodal sector, and the purpose-built site at Hams Hall offers the opportunity for them to expand further this important and growing part of their business. ABP and Maritime Transport have agreed that operations in Hams Hall will transfer to Maritime Transport as of 3rd July 2022, ABP noted.

Alastair Welch, ABP’s Regional Director for Southampton, said: We have enjoyed a successful partnership with Maritime Transport as a customer of ours at Hams Hall, and we know they are well placed to develop Hams Hall further, incorporating it into their offer for sustainable supply chain solutions to their customers. We look forward to working with them on a smooth transition and wish them and the team at Hams Hall all the very best.

John Williams, Executive Chairman of Maritime Transport, said: We have long viewed the Rail Freight Terminal at Hams Hall as a critical location in our plans to move more cargo by rail and we are delighted to have been able to work closely with ABP to agree a longterm solution for Maritime to operate the rail terminal. We are fully focused on offering the best, secure and sustainable solutions to our customers reducing the environment impact of their supply chains.

Intermodal expansion by Maritime Transport

In the last few years, Maritime Transport has rapidly expanded its UK intermodal activities, including taking on the operating lease of several other intermodal rail freight terminals in the UK, notably from DB Cargo UK. Last year, Maritime Transport took on the lease of DB Cargo UK’s Mossend EuroTerminal rail freight facility in Lanarkshire, central Scotland, in a further outsourcing of DB Cargo UK’s intermodal business. And two years previously, Maritime Transport’s Maritime Intermodal division took over the lease of DB’s intermodal rail freight facilities in Wakefield, West Yorkshire and Trafford Park in Manchester, as part of a wider 10-year partnership that the two companies claimed will increase capacity and competition in the UK intermodal market.

In 2019, Maritime Transport signed a 25-year lease with property developer SEGRO to operate its new intermodal rail freight terminal in the East Midlands when it opens later this year – the Strategic Rail Freight Interchange (SRFI) at SEGRO Logistics Park East Midlands Gateway (SLP-EMG).

Meanwhile, Maritime Transport has added several further intermodal services and expanded its depot activities at several UK ports and interchanges.

ABP HANDS HAMS HALL INTERMODAL TERMINAL OPERATIONS TO MARITIME TRANSPORT

SHIPPERS RELIEVED AS US RAIL STRIKE AVERTED

Representatives have welcomed a last-minute agreement to stop industrial action that looked set to significantly impact US and international freight movements and supply chains, following intervention by senior US government officials — including President Biden

Shipper representatives have welcomed a last-minute agreement to avert a strike among US rail workers that looked set to significantly impact US and international freight movements and supply chains, following intervention by senior US government officials — including the US President.

The National Retail Federation (NRF) expressed relief following the White House’s overnight announcement “that a tentative agreement has been reached between freight railroads and rail labor organisations, avoiding a shutdown of the freight rail system”.

We are relieved and cautiously optimistic that this devastating nationwide rail strike has been averted. We appreciate the Biden administration’s intervention on behalf of the businesses and consumers who would have been impacted at a time when high inflation and economic uncertainty are challenging consumer budgets and putting business resiliency at risk. We hope railway workers will accept the new terms of the proposed contract and the railway system can continue to operate on behalf of the millions of hardworking Americans who rely on it for their jobs and the economic security of our country.

Matthew Shay, President & CEO, NRF

Tentative agreements

The Association of American Railroads (AAR) commented:

The nation’s freight railroads are pleased to announce that tentative agreements have been reached with the Brotherhood of Locomotive Engineers and Trainmen Division of the International Brotherhood of Teamsters, the International Association of Sheet Metal, Air, Rail and

Transportation Workers – Transportation Division, and the Brotherhood of Railroad Signalmen. Collectively representing approximately 60,000 employees, the tentative agreements reached with these unions avert a potential strike in advance of Friday’s deadline. Thanks to the dedication of all members involved in the collective bargaining process, these new contracts provide rail employees a 24 percent wage increase during the five-year period from 2020 through 2024, including an immediate payout on average of $11,000 upon ratification, following the recommendations of Presidential Emergency Board (PEB) No. 250. All tentative agreements are subject to ratification by the unions’ membership. The industry would like to thank all unions involved in negotiations for their efforts and dedication to reaching agreements throughout this process. In addition, the industry thanks the Biden Administration, especially Secretary of Labor Marty Walsh, Secretary of Transportation Pete Buttigieg, Secretary of Agriculture Tom Vilsack, and the members and staff at the National Mediation Board, for their leadership and assistance in reaching these settlements.

Reuters reported that major US railroads and unions had secured the tentative deal after 20 hours of intense talks brokered by the Biden administration to avert a rail shutdown that could have hit food and fuel supplies across the country and beyond.

According to a recent report from the American Association of Railroads, a nationwide rail shutdown could halt nearly 7,000 freight trains and cost more than $2 billion a day. The AAR report stressed that America’s freight railroads serve nearly every agricultural, industrial, wholesale, retail and resource-based sector of our economy. Operating over a nearly 140,000-mile network in 49 states, they give their customers competitive access to global markets and greatly improve our standard of living.

Rail freight network ‘indispensable’

Describing freight railroads as 'indispensable to our economy', the AAR said a freight rail shutdown idling more than 7,000 long-distance Class I trains per day, in addition to short line, passenger and commuter trains, would be devastating. Today, tens of thousands of rail customer locations — from sprawling auto plants to mom-and-pop retailers — depend on railroads to deliver raw materials and finished products. If these and other rail shipments were halted, the loss in economic output would likely be at least $2 billion per day.

It highlighted that in the first half of 2022, more than 75,000 carloads and intermodal containers and truck trailers began their rail journey each day. For most rail customers, a switch in the short term to trucks or barges to replace rail service would be costly and disruptive.

AAR estimated that about 467,000 additional long-haul trucks per day would be needed to handle the freight. Currently, neither the trucks nor the truck drivers necessary to meet this demand are available. In addition to freight impacts, a freight rail shutdown would halt most passenger and commuter rail services.

Prior to the tentative agreement to avert the strike, NRF CEO Matthew Shay highlighted that freight rail is critical to the retail supply chain, and retailers of every size rely on it to move cargo every day. Retailers are deeply concerned about the situation and the impact that a disruption would have on business operations and American consumers throughout the country.

He also expressed concern that the timing of the potential strike coincides directly with peak shipping season for the winter holidays, and a strike would have devastating consequences for retailers’ supply chains and could cripple the US economy.

According to a person familiar with the negotiations, the tentative deal now goes to the unions to be voted on. And even if those votes fail, a rail shutdown that could have happened as soon as midnight Friday has been averted for several weeks due to the standard language included in such a deal, Reuters reported.

PROJECT

HEAVY TRANSPORT & LIFTING EXPERTS WITH

GROUP

The Hermes Group was established in 1969 to provide expert solutions in the transportation and lifting of heavy cargo. Our experienced team with modern equipment and an extensive fleet, accompanied by ongoing innovation and technical expansion, places us in a strong position to offer a high quality and safe implementation of every project we undertake with total security and effectiveness. We are specialised in the transport and lifting of oversized and overweight loads with services including the provision of detailed & reliable surveys & planning, heavy lift of any capacity, heavy & OOG haulage with a wide range of trailers & vehicles, railway projects, installations with experienced technical expertise, a strong fleet of modern articulated cranes, skidding systems & equipment, powerful forklifts for handling industrial equipment and all processes related to permits & escorts for special transportation.

WPC MARINE &

SERVICES WITH SHIPMENT TO ANTWERP

WPC Marine & Offshore Services, our Members in Singapore, recently handled a RO/RO shipment from their home country to Antwerp.

The cargo involved featured a centrifuge with a flocculation station and was transported by sea on the 10th of August.

WPC Marine & Offshore Services are experienced project cargo specialists. Their principle focus is on logistics transportation for the oil and gas industries, which involve 3rd party, supply chain, custom clearance, warehousing, procurement and offshore vessel charters.

Dimerco beat off the competition to fulfil an urgent request to transport six civil light aircraft from USA to China navigating lockdown port congestion, unfavorable weather conditions and a time critical schedule.

Presenting 3 flexible solutions, identifying cost savings along the way and attending to every detail of the operation, including overseeing the re-assembly of the cargo to be tested on arrival at Guangyuan Airport to coincide with the granting of the customer’s flight permit application.

The journey for the fixed-wing aircraft weighing almost 12 tons took from 10th May to 27th June and relied on Dimerco’s long-term relationships with a network of carriers to secure passage of the cargo by rail from Kansas to the Port of Los Angeles, across the ocean to the Port of Qingdao and by truck to Sichuan.

The entire operation was coordinated by Dimerco teams in Chicago and Qingdao and each stage communicated to the client to support them through their first experience of importing light aircraft. This was particularly important when the transit time was extended with a 7-day sailing delay at LAX congestion and bad weather in Qingdao.

Dimerco’s experience with complex logistics ensured a seamless and efficient operation while a contingency plan helped to minimize delays.

To keep costs down, the China team worked with local customs using manual documentation to identify the most appropriate HS Code which resulted in reduced import tax for the customer. To protect the high value cargo, Dimerco also applied for cargo insurance and set up GPS tracking.

Dimerco’s end-to-end optimization of the importation project was valued by the customer a leading light aircraft and business jet manufacturer, according to a Dimerco’s Central Service Center (CSC).

The client was impressed by Dimerco’s teamwork and efficiency in obtaining customs clearance which was completed the day after the shipment arrived and expressed their appreciation via WeChat group right after cargo was released.

This project was a prime example of why Dimerco has been recognized for its outstanding customer partnerships by media outlet Supply Chain Brain ( https://www.supplychainbrain.com/articles/29428-greatsupply-chain-partners) which has added the Taiwan-based global freight forwarder to its 2022 list of 100 Great Supply Chain Partners.

Dimerco earned its place on the list based on customers’ feedback who reported: They really understand the APAC market and have solid relationships with Asia-based carriers.

DIMERCO SUPPORTS CUSTOMER THROUGH ITS FIRST

IMPORT

DELIVER BOILER POWER GENERATORS TO OIL PLANT

Goodrich Central Asia, our members based in Kazakstan, recently transported a load of cargo from the United States to Atyrau in their home country.

The Goodrich team were tasked with the execution of an urgent movement involving six power generation units. The transportation of the cargo was imminently required to ensure there were no interruptions to the energy supply at their client’s oil-producing plant in Atyrau, Kazakhstan.

Despite the challenge of Antonov Airlines not flying into Kazakhstan, which was the ideal carrier for the cargo’s specifications, our client needed us to design a solution which required the units to be collected from multiple locations across the USA and delivered to their site in Atyrau within a week.

Sanju K. Mani, General Manager, Goodrich Central Asia

Working in close cooperation with the airline and their business partners in the United States, Goodrich safely moved the cargo to be consolidated at Baltimore Airport. It was then loaded into two 124100M aircraft and delivered to Istanbul Airport, where the units were trucked across 2600 km via Georgia & Azerbaijan to Atyrau Port in Kazakhstan where it finally reached the job site.

The delivered cargo, including generator and additional equipment, weighed roughly 240 MT.

Special thanks to the Goodrich Central Asia team, our business partners in the U.S.A. & Turkey for the handling and customs clearance – as well as our hardworking crew for their great cooperation.

We are pleased to approve MS Global Freight Solution as new members in Malaysia. Endorsed by PCN members, the team have a passion for project cargo and offer a thorough range of related services. Their offices are located in Kuala Lumpur, Johor Bahru and Penang and Hiroyuki Shiono (Director) says they are keen to join our established network of project experts.

Hiroyuki Shiono: MS Global Freight Solution was established in Malaysia by veteran logistics professionals to provide flexible, efficient, reliable and creative services and solutions with comprehensive knowledge. We aim to establish trust and longlasting partnerships and have years of experience in project cargo management. We are specialised in complete logistics services for oversized & heavy lift projects and providing solutions to the most challenging and unique shipments.

• Door-to-door export or import for oversized & heavy lift project handling.

• Chartering of breakbulk & RORO vessels, barges & aircrafts.

• Handling of flat-rack & open-top containers.

• Years of operating experience inside KUL airport with deep operational knowledge in smoothly arranging oversized & heavy lift projects by airfreight.

• Close relationship with ship owners, customs & other authorities.

• Offering feasibility studies, road surveys, method statements, packing, transportation, lashing, securing, loading & unloading, jacking & skidding and installation.

• Experienced in handling transformers, pressure vessels, boilers, tanks, steel structures, pumps, cranes, windmills, trucks, trailers, buses, excavators, forklifts, tractors, helicopters, trains, boats & yachts.

A PASSION FOR PROJECT CARGO

AIR & SEA PORTS

Any place where persons and merchandise are allowed to pass, by water or land, into and out of a country and where customs officers are stationed to inspect or appraise imported goods.

Related topics Cargo handling Container terminals Drayage

Sponsored by

BERG PROPULSION TURNS ON THE POWER : TUG ORDER DEAL IN TÜRKIYE

Power performance edge for propulsion solution proves decisive as Berg Propulsion Eurasia takes its first tug order from İÇDAŞ Shipyard

Berg Propulsion has secured its first new tug order in Türkiye since the opening of Berg Propulsion Eurasia in April 2022the entity which has been revitalising the well-known marine equipment brand regionally. The company has been contracted to provide a range of propulsion and control equipment for a harbour tug to be built at İÇDAŞ Shipyard.

Built to a Robert Allan design, the newbuild RAscal 2000 tug will join the İÇDAŞ fleet to support drydock operations and activities in its surrounding port area of Çanakkale, northwest Türkiye.

Power capability was a key factor in selecting the twin BERG MTA 318 Fixed Pitch Azimuth Thrusters, shaft system and control system to work in combination with the tug’s 2x1081kW@2000rpm Cat C32 main diesel engine.

We needed to achieve a 35-tonne bollard pull, which is high for a harbour tug of this size, and we could do this competitively because our set up can handle 8% higher input power than comparable systems, Mustafa Müslüm, General Manager, Berg Propulsion Eurasia

For Berg Eurasia, the deal represents not only a first tug propulsion order from İÇDAŞ, but a breakthrough into Türkiye’s significant tug market. Berg Propulsion supplied four MPP controllable pitch propellers to the same shipbuilder between 2012 and 2015, for cargo ships.

We are delighted to be working with Berg Propulsion again, and we look forward to the delivery of the equipment package for this powerful tug in September 2023, and to working with Berg on other projects in the future. Berg equipment is robust and reliable, while the company is highly collaborative on supply and installation. Berg Propulsion Eurasia has also quickly established the after sales infrastructure to support a powerful presence in Türkiye.

Kayhan Bilekdemir, Shipbuilding Sales Representative, İÇDAŞ Shipyard

Two years after re-emerging as an independent force in marine propulsion and vessel control, Berg Propulsion has been investing strongly in manufacturing facilities in Hönö, Sweden and in its international network. With Berg Eurasia set up to manage sales, service, commissioning and aftermarket support, the Istanbul operation provides a significant example of the company’s strategy for enable regional hubs to support local supply and service needs, said Müslüm.

The Berg Propulsion Eurasia General Manager added that the supplier was now working hard to ensure regional customers were fully aware of the group’s broad-based range of propulsion solutions. These include integrated hybrid diesel-electric systems, electrical drives and a distinctive thruster-to-upper gears interface which offers a straightforward way of securing the benefits of a hybrid diesel with electric motor installation.

COMBATS AIR CARGO HANDLING DELAYS

New version of its Advance Information System module that enables freight forwarders and their transport providers to pre-book timed vehicle slots at airport handling facilities

CCS-UK has released a new version of its Advance Information System (AIS) module that enables freight forwarders and their transport providers to pre-book timed vehicle slots at onairport (or any other) handling facilities.

The new Slot Booking function can be run alongside the handler’s existing un-booked arrivals, allowing on-airport transit sheds to offer pre-booking and priority handling to selected agents and transport companies. The system caters for export deliveries and import collections, or a mix of both on the same vehicle, and applies to loose or palletised cargo.

Once a slot has been booked, the booking party is prompted to submit an electronic manifest of the cargo being delivered or collected, ahead of the vehicle’s actual arrival.

Handlers can set up slots in advance, with different schedules for each of their sheds if required. The transport providers can then book the slots, and the handlers can view who has booked each slot. Reports can also be generated to show data such as punctuality and no-shows, enabling handlers to determine whether priority booking privileges should be withdrawn in the case of habitual non-compliance with bookings.

The upgraded AIS module with Slot Booking functionality is being made available free to all CCS-UK users. CCS-UK has put the latest version of AIS into production, is currently talking to several TSOs about trialling the system, and expects to make various enhancements as a result of feedback from users.

AIS Slot Booking will speed the process of delivering or collecting cargo at participating transit sheds and provide total transparency of actual waiting and processing times to all parties. It should also enable handlers to work towards a more organised flow of vehicles, and to steer traffic into periods when they are less busy, so smoothing workloads and making more efficient use of their resources. With sufficient take-up by shed operators and visitors, AIS Slot Booking could help to prevent the kind of widespread congestion often seen at busier cargo areas such as Heathrow during peak periods.

Guy Thompson, User Group Programme Director, CCS-UK

Successful sea trials of harbor tugboat Maju 510 in Singapore verify autonomous collision avoidance capabilities of ABB Ability™ Marine Pilot technology. In an industry-first, the vessel developed by Keppel Offshore & Marine receives autonomous notations from American Bureau of Shipping (ABS) and Maritime and Port Authority in Singapore (MPA). ABB’s pioneering digital technology helps relieve the crew of tasks that can be automated, enabling them to perform at their best during critical periods and enhancing the overall safety of operations.

Digital technologies from ABB have enabled the harbor tug Maju 510 to become the first vessel in the world to receive Autonomous and Remote-Control Navigation Notation from ABS classification society and first Singapore-flagged vessel to receive the Smart (Autonomous) Notation from MPA. The notations acknowledge the breakthrough performance of the tug, demonstrating autonomous collision avoidance capabilities in trials conducted at Raffles Reserved Anchorage, off Singapore Island, in March 2022.

Keppel Offshore & Marine (Keppel O&M) is the project lead for the autonomous solutions on the Maju 510, which is owned and operated by Keppel Smit Towage, a member of Rimorchiatori Mediterranei. The vessel has already distinguished itself as the world’s first vessel to secure the ABS Remote-Control Navigation Notation, following initial remote operation trials at the Port of Singapore in April 2021. The latest trials verified next level of autonomy, demonstrating automated situational awareness, collision avoidance, and maneuvering control provided by ABB Ability™ Marine Pilot Vision and Marine Pilot Control.

The 32-metre-long harbor tug demonstrated its ability to autonomously avoid collisions in various scenarios, such as when two other vessels approach simultaneously on colliding paths and when a nearby vessel behaves erratically. The trials were supervised by an onboard tug master.

By allowing the crew to focus on the overall situation rather than on performing specific maneuvers, the ABB Ability™ Marine Pilot product family enhances safety and efficiency in tug operations, which is particularly important in congested shipping hubs like Singapore, the world’s busiest container port. Furthermore, the systems can be upgraded to enable higher levels of autonomy depending on local regulations and the requirements of the vessel.

As the systems integrator, Keppel O&M collaborated with ABB on customising the autonomous solutions to enhance the vessel’s operational safety and efficiency. By liberating the crew of time- and energy-consuming tasks and improving accuracy during critical maneuvers, our autonomous solution has proven its ability to increase safety in even the busiest of ports. The autonomous solutions are future-ready to handle the growing demand of tug operations in Singapore port. Through digitalization, enhanced connectivity, and integrating ABB’s technology, we are able to generate high accuracy positioning and maneuvering, with AI engines for marine object recognition and classification.

Aziz Merchant , Executive Director, Keppel Offshore & Marine

In an earlier successful demonstration of ABB’s autonomous technology, the ice-class passenger ferry Suomenlinna II was remotely piloted through the Helsinki harbor. Like Maju 510, Suomenlinna II had been retrofitted with ABB Ability Marine Pilot Vision and ABB Ability Marine Pilot Control.

COLLISION AVOIDANCE TRIALS

DOCKWORKER STRIKES AT EUROPEAN PORTS ADD TO SUPPLY CHAIN DISRUPTION

Strikes by dockworkers at Felixstowe are heavily disrupting operations at the UK’s largest container port, forcing carriers to re-route cargo and cancel port calls

The threat of industrial action at the port of Liverpool in the UK and German gateways could add to logistics bottlenecks

Disruptions will put even more pressure on Europe’s overstressed transport infrastructure, says Container xChange

European supply chains are set for further disruption as transport unions step up industrial action in response to soaring inflation.

Even minor interruptions to port operations can have a major impact on container line network efficiency and cause a domino effect up and down supply chains. Strikes at European ports this year have already been highly damaging to logistics operations, manufacturers, and industry at large. We expect further industrial action to be just as harmful.

Christian Roeloffs, CEO & Co-founder of Container xChange

An eight-day strike over pay by over 1,900 workers commenced on 21 August at the port of Felixstowe, the UK’s largest container gateway which handles over four million TEUs (Twenty-foot Equivalent Units) each year.

Felixstowe supply chain ramifications

In response, container lines have omitted scheduled vessel calls at the port and re-routed containers via alternative ports in northern Europe and the UK.

The strike action is set to add to the logistics challenges both the port of Felixstowe and the UK economy already face.

Felixstowe has suffered from congestion and an excess of containers for the last two years. According to Container xChange’s Container Availability Index (CAx), Felixstowe’s average CAx reading for much of 2022 has hovered around 0.9, one of the highest readings in Europe. A CAx reading above 0.5 indicates a surplus of containers while below 0.5 indicates a shortage.

Felixstowe’s Container Availability Index reading suggests that terminal operators and carriers will likely have had difficulties to clear storage areas of boxes, especially empties, even before the commencement of strike action. This interruption of operations will add to operational inefficiencies at the terminal and in the hinterland. It will also have ramifications for carrier networks on intra-Europe and Asia-Europe services.

Strike action threats loom over northern Europe

Dockworkers at the port of Liverpool have also voted to strike for better pay. Union representatives have not yet confirmed when the strikes will take place.

Europe’s logistics network could see added disorder if more industrial action follows in Germany. Earlier this summer German ports including Hamburg, Bremerhaven, and Wilhelmshaven were rocked by strikes by thousands of dockworkers seeking higher pay.

Collective labour agreement negotiations between trade union ver.di and the Central Association of Germany Seaport Companies (ZDS) are ongoing. A court-imposed moratorium on industrial action expires on 26 August.

Ports in northern Germany suffered strikes earlier this year as workers there sought higher wages as inflation causes difficulties across Europe. Our proprietary data shows this resulted in build-ups of containers at terminals and in storage yards. This added to the logistics

problems we have seen across Europe this summer where lower water on the Rhine has forced many containers onto rail networks and trucks as barge shipping has become increasingly difficult.

The port of Bremerhaven saw its CAx jump from below 0.6 in June to over 0.8 in the aftermath of strikes. It has remained above 0.7 since mid-July. The only time the port’s CAx had previously breached 0.7 since 2019 was briefly in early 2021.

The port of Hamburg has also seen consistent CAx readings of more than 0.8 since the summer strike action.

Container lines have reported that in Germany, while the moratorium has been in place, stevedores have been less willing to perform extra shifts or work at weekends. This has made it difficult to clear backlogs after the earlier strikes.

Dr Johannes Schlingmeier, CEO & co-founder, Container xChange

Levels of disruption vary by port

He added: How a strike impacts port operations obviously depends on the nature of the port, what level of service is able to continue while the strike is ongoing, and how well-prepared operators and terminals were for disrupted operations. What we’ve seen since the start of the pandemic in ports across Europe including Liverpool, Felixstowe and the major German hubs, is terminals struggling to cope with demand and the multiple disruptive events container shipping has faced. Shortages of trucking capacity and drivers have added to logjams. I think it’s safe to say that strikes will make it more difficult to untangle these pre-existing strains on ocean container logistics and the hinterland barge, rail and trucking networks on which they rely.

15

UK AIRPORTS ARE APPROACHING THE LEVEL OF ACTIVITY LAST SEEN IN 2019

Targa Telematics, a technology company specialising in IoT solutions for connected mobility, has confirmed the findings based on analysis of hourly usage data received from airside ground support vehicles.

The company manages a total of more than two million connected and distributed assets, including vehicles operating within airports across the world.

Analysing the average monthly hours of activity of each vehicle, the company determined the level of activity in UK airports in the first six months of 2022 was at 84% of the level in the same period in 2019. The data supports a positive trend line back to historic levels of activity, with April and May 2022 reaching 92% and 98% of the respective levels

of April and May 2019. June 2022 has seen a further increase, with activity levels at 99.3% compared to the same month in 2019.

These statistics represent a significant increase compared to activity levels experienced in 2021 when travel restrictions continued to significantly curtail the number of flights at UK airports. In fact, the increase in airport activity in the first six months of 2022 is almost 3 times higher than in the same period of 2021.

Targa Telematics provides its services in many of the airports in the UK, including Aberdeen, Birmingham, Bristol, Edinburgh, Glasgow, Manchester, Newcastle, as well as London Gatwick, Heathrow, Luton, and Stansted.

GEODIS SIGNS EXPANDED AGREEMENT WITH LOCUS ROBOTICS TO DEPLOY 1,000 LOCUSBOTS AT GLOBAL WAREHOUSE SITES

GEODIS, a leading global transport and logistics provider, and Locus Robotics, the leader in autonomous mobile robots (AMRs) for fulfillment warehouses, today announced a new expansion agreement to deploy a total of 1,000 LocusBots at GEODIS’ worldwide warehouse locations over the next 24 months. This represents one of the industry’s largest AMR deals to date.

As we continue to navigate industry-wide challenges such as skyrocketing e-commerce demand and labor constraints, it is crucial we remain committed to implementing the most innovative and effective robotics automation solutions available into our warehouses to allow us to best serve our customers. Locus’ collaborative multi-bot approach has proven its effectiveness and reliability at each of our sites, giving us the ability to easily scale performance while providing a safe, smart working environment for our teammates. This new expansion agreement reinforces our clear and ongoing commitment to cuttingedge technology to meet our exploding customer volumes globally.

Eric Douglas, Executive Vice President of Technology & Engineering, GEODIS in the Americas

GEODIS has currently deployed Locus AMRs at 14 sites around the world, serving a wide range of retail and consumer brands, including warehouses in the U.S. and Europe. The agreement will expand that footprint significantly as new sites are deployed.

Locus' built-in flexibility, scalability and fast ROI are helping GEODIS to consistently meet and exceed their global customers’ expectations. This strategic expansion enables GEODIS to meet the needs of today’s high-growth warehouses and we look forward to continuing to work together to drive operational efficiencies and growth.

Rick Faulk, CEO, Locus Robotics

GEODIS and Locus Robotics first began partnering together in 2018 at an Indiana site, allowing the global third-party logistics company to implement Locus’ innovative technology into its operations to support its workforce with the complex picking process. Since then, the Locus Solution has provided improvements in productivity, flexibility and agility while enhancing the workplace environment for teammates by reducing tedious, repetitive tasks to increase retention across sites, ultimately allowing GEODIS to enhance its operations and best meet evolving customer needs.

With the explosion of e-commerce and the ongoing labor shortage, adding robotics automation has become a critical, strategic need to meet customer demands. LocusBots help GEODIS e-commerce warehouses efficiently manage order picking and inventory replenishment, significantly increasing throughput to speed delivery processes. LocusBots significantly reduce unproductive walking time, eliminate maneuvering heavy manual carts through warehouses, lower the physical demands on employees, and improve workplace ergonomics and quality.

TECH &

EXPERTS

Fleet downtime can have a huge impact on transport operators, causing delays which can result in dissatisfied passengers.

Optimisation of fleet operations can help businesses perform at the optimal level. The Internet of Things (IoT), telematics, and vehicle tracking present many opportunities for operators to improve their fleet operations. They open the doors to advanced fleet monitoring and real-time reporting to provide smart insights into key areas of fleet operations: route planning and scheduling, workforce management, and vehicle maintenance.

Read on to find out how implementing these new technologies can keep fleet operations running efficiently.

What is telematics?

Telematics involves the tracking, monitoring, and connectivity of vehicles through telecommunications networks. It transmits information to and from assets at a distance, such as between a train on the tracks and the stations.

According to a recent report by Acumen Research and Consulting, the global commercial telematics market is projected to reach a market value of over £84.39 billion by 2027.

How can telematics optimise fleet

Workforce management

Workforce management can be exhausting, time consuming, and cost ineffective. According to Forbes Magazine, 80% of the work time fleet managers spend is on phone calls matching drivers to jobs. Telematics solutions, however, help businesses optimise the process and minimise downtime. Through historic and real-time data, they can mitigate issues and offer a more accurate Estimated Time of Arrival (ETA), which improves customer service. According to a study by L. Oliveira et.al ., the ability to access real-time journey information such as the estimated time of arrival (ETA) and alternative travel routes in the event of disruptions was ranked as the second most valued technological innovation that improves the railway passenger experience.

Vehicle maintenance

Telematics technology can help companies optimise their preventative maintenance by tracking mileage, fuel consumption, and energy use. Through automatic reminders, they can schedule maintenance and detect failures.

With telematics, you can do much more than scheduling maintenance, including:

• Scheduling technicians in advance, thus reducing downtime and avoiding higher costs.

operations?

Telematics can improve equipment performance, location, and maintenance across industry-wide operations. It can equip fleet operators with remote monitoring capabilities through real-time visibility into asset status, location, and activities.

Here are some of the ways telematics can help optimise fleet operations:

Route planning and scheduling

Inefficient route planning and scheduling can create major issues such as hindering the timely delivery of goods, and longer travel times decrease the number of trips a fleet can handle.

By optimising route scheduling, the most efficient routes can be planned. Vehicle tracking has moved far beyond GPS and allows for smart route planning through telematics. Rail connectivity also enables responsiveness in terms of planning and route rescheduling through the collection of real-time data.

• Set up automatic alerts about faults that can affect other elements.

• Set up fault codes to avoid accidents due to drivers’ failure to report them.

• Identify failure trends in vehicles of the same model.

• Gain insight into the technician’s work efficiency and optimise your workforce.

It’s critical to optimise your fleet operations to ensure the smooth running of your business. This will not only save you costs and improve efficiency but will also result in a better customer experience and loyalty.

Joanna Leach, Marketing Executive, Nomad Digital

Sources

• https://www.iotforall.com/whatis-telematics

• https://finance.yahoo.com/news/ commercial-telematics-marketvalue-projected-031100819.html

• https://www.forbes.com/sites/ forbestechcouncil/2022/05/24/ four-ways-to-improvefleet-productivity-withtelematics/?sh=355474ac7927

SEKO LIVE LAUNCHES ‘ONE TOUCH’

TO REDUCE THE RISK OF RETURNS OF BIG & BULKY HOME DELIVERY PRODUCTS

SEKO Logistics (SEKO), a leading global logistics provider, launched the latest version of SEKO Live to ensure seamless installations and reducing the risk of returns through instant ‘one touch’ communications with off-site product experts. This launch delivers their client’s specialist, technical and customer service support straight to the doors of consumers who are buying big and bulky items.

Home deliveries of goods such as recreational and exercise equipment, furniture, and white goods are at an all-time high, but a sale is only complete once the customer is completely happy to take delivery of the product they have purchased. In the US alone, returns cost retailers over $760 billion annually in lost sales and add significantly to their carbon footprint, often because their customers can’t get timely information or product assistance to finalize a delivery and installation.

With SEKO Live, it removes this revenue and reputational risk for retailers. It gives SEKO’s last mile delivery specialists and consumers quick and direct access to product technicians and exception management specialists located within SEKO’s own Control Tower operations and network operations centers or to a retailers’ own product and customer service teams. Web or app-based and configurable to each retailer’s requirements, including a retailer branded interface, SEKO Live enables customers to instantly share, stream and connect with central resources during product installation or self-installation to quickly resolve questions or concerns raised by the end-user.

In most cases, home deliveries of big and bulky items are completed exactly as planned, but if a customer has questions or uncertainties about their purchase, the time window to save the sale and prevent a return can be literally minutes. SEKO Live is a scalable, low-cost solution that maximizes the customer experience and minimizes lost sales by connecting customers with the real-time expert advice and customer service support they need. This not only protects the sale, but it also avoids the risk of damaging reviews that could negatively impact sales. James Gagne, President & CEO, SEKO

For consumers with quality or technical questions about products, SEKO Live’s one-touch B2C solution offers fast, technical advice and takes decision-making away from in-field staff, enabling a retailer’s central management to be in control to maintain the customer experience and avoid aborted transactions.

SEKO Live finds solutions faster by taking a collaborative approach. It takes a retailer’s technical product knowledge and business prowess out to a customer in the field but through SEKO’s own last mile delivery experts. Mike Powell, SEKO’s Chief Technology Officer

One-touch calls are pre-routed, so customers never get held up in a queue and bypass any automated customer service steps or chatbots. They quickly receive the answers they need, such as how to fit pedals to the exercise bike they’ve purchased. This is the right-first-time response consumers want. Statistics show that 96% of customers will leave if they experience poor customer service and 80.2% of online shoppers will return an item if they believe it is damaged or broken. SEKO Live enables retailers and consumers to resolve issues while the product is still at the delivery address.

SEKO Live is activated by simply pressing on the embedded link or button, instantly connecting customers to the right support. Its innovative features include:

• Conversations are livestreamed and supported with two-way messenger communications using the Pro Text Translate Tool to convert each party’s text into their home language.

• Users can instantly livestream to provide visibility to central management, wherever they’re located.

• The streaming service allows multiple users to accept calls, connecting customers with technical, installation, warranty and aftersales support to quickly escalate and resolve any delivery issues.

• High quality video streaming, photos and audio guarantees clear and precise communication, and can be stored for quality, auditing and warranty purposes.

• Key call data such as time, date, location, user, operator, duration, chat, video and photos are recorded, as well as custom data tags to help with customer service analysis - all of which can be exported via API or file transfer, showing full visibility of the order journey.

Last mile is more than just delivery. It’s the communication ahead of the delivery, the actual physical appointment and the delivery of items inside the home, plus everything post-delivery. SEKO Logistics supports every phase of the user journey - from customer experience to delivery and installation, protecting the sale and driving customer lifetime value. SEKO Live is for retailers that want their customers to feel heard and appreciated, said Powell.

SEKO Live is available to retailers through a simple installation, with full integration and user training achievable within 7-10 days.

TECH & DIGITALISATION EXPERTS

The global warehouse automation market is expected to grow from $29.6 billion in 2020 to almost $70 billion in 2025 (Interact Analysis). It’s an exciting time for logistics technology solutions, but especially at warehouses where there’s a significant shift from manual processes to digital solutions.

Consulting firm, Accenture, recently reported on why warehouse automation is essential. They found that companies are turning to digital technology for these three reasons: to address insufficient labor to fill positions; the rise in customer demand; and the need for faster, optimal processing times.

It’s clear, shipper customers want less shipment processing friction, greater accuracy and reliability, as well as reduced costs. The key is to make it easier for customers, day in and day out, every step of the way. This means making shipping faster and simpler with digital technology.

Digital transformation has also become a necessity for forwarders and logistics service providers (LSPs) due to the influx of digital forwarders and logistics technology start-ups. Today, providing digital tools for frictionless, end-to-end shipping and warehousing is necessary if traditional forwarders and LSPs want to maintain a competitive advantage.

Another factor is the growth in e-commerce which requires expedited processes and supply chain agility to achieve speed to market for a great customer experience. Customers have come to expect delivery in hours rather than days, and online visibility to their in-transit shipments. Satisfying this new normal is a necessity for forwarders, especially those serving e-commerce shippers. Additionally, warehouse automation is a key area that helps optimize inventory flows and fulfillment for dependable supply chain performance.

Automation: where to start

There's no single, correct way to automate the warehouse environment. While companies with larger warehouses may choose emerging robotics solutions, smaller firms or those with increasingly complex order and picking processes may start with agile software systems with mobile WMS functionality, capable of meeting the demands of both scope and scale.

Developing an effective warehouse automation initiative should start by identifying operational areas where there will be the greatest benefit. What are the situations where a software solution may be most useful to accomplish a specific goal?

Ultimately, the digital solutions selected should be based on function with the goal to boost cost savings, improve productivity, and better serve customers’ supply chain needs with less friction, as well as faster outcomes and greater reliability.

Accuracy for greater returns

One area prone to human error is the measurement and weighing of palletized cargo and packages in a warehouse. Moreover, it is time consuming and can be costly if inaccurate measurements result in ongoing charge backs. Forwarders have found that being off as little as a quarter inch can truly impact the bottom line.

Warehouse managers have discovered that they are able to recoup $40 of lost revenue, on average, for every incoming pallet using the Pallet Dimensioner by Magaya. In one case, a warehouse manager reported that he more than tripled the number of parcels he was able to process in a day, from 150 to 500, using the Parcel Dimensioner by Magaya. These automation devices measure and weigh pallets and parcels, accurately recording the maximum dimensions and weights of each unit. Photos are part of the system and can be shared electronically with customers through the dedicated WMS (warehouse management system). Plus, as an added benefit, each use of the Dimensioner boosts accuracy, saves time, and improves productivity, for a more effective way to manage inbound freight volumes.

Next-gen intelligent technology

The next generation of package measurement automation will be faster, further reducing friction, by capturing even more shipment information using intelligent technology – artificial intelligence and OCR (optical character recognition). By combining these two technologies, the measurement and weighing of cargo and transcribing of label data can be accomplished in seconds. Manual data entry is no longer necessary. A powered conveyor belt and in-motion scale, also part of the system, is fully integrated for a completely automated experience that is extremely efficient, faster, and designed to use less manpower.

Warehouse visibility

Data-driven warehouse visibility can provide complete real-time process transparency from the moment when products arrive onsite to precisely when they're shipped out the door. This provides critical visibility to operational processes allowing organizations to assess performance and identify potential pitfalls, as well as determine if adjustments need to be made to increase efficiency or provide a better customer experience.

Automated warehouse processes that are backed by a comprehensive digital freight and supply chain platform enable forwarders to effectively manage inventory, track shipments and streamline fulfillment. Additionally, this technology infrastructure makes it possible to put the power of accessing freight updates, documentation, and reporting in the hands of shipper customers via an integrated customer portal.

When customers are empowered with easy-to-access, immediate self-service capabilities, friction is reduced. Cumbersome, timeconsuming manual processes, such as phone calls and email inquiries about warehouse inventory and receipts, cargo releases, and pickup orders are no longer needed. Customers have a faster, more efficient way to view inventory and key shipment details, such as part numbers, purchase orders, and status updates. They are equipped with key shipment data that allows them to take action when exceptions happen to keep their supply chains running smoothly.

Warehouse automation outlook

Warehouse automation is inevitable - it reduces friction with faster and simpler processes that are more efficient. Today’s forwarders and LSPs are quickly adopting the technologies that will provide improved efficiency and accuracy in warehouses, critical to a business’s success and delivering the best customer experience that’s in keeping with market expectations.

T. Ruz Jr., Chief Innovation Officer, Co-Founder & Board Member, MAGAYA

WAREHOUSE AUTOMATION... IT’S GO TIME!

Gabriel

ETHIOPIAN AIRLINES ADVANCES CUSTOMER FUNCTIONALITIES WITH CHAMP TECHNOLOGIES

Ethiopian Airlines, a CHAMP customer for 30 years, has extended its partnership agreement with the cargo IT solutions provider for an additional 5 years. Under the agreement, Ethiopian will continue to benefit from its use of the acclaimed Cargospot suite of applications to manage the airline’s day-to-day sales and commercial activities and to support its Addis Ababa hub handling operation. Addis Ababa cargo terminal is Africa’s largest and most advanced and automated cargo terminal.

In addition to the Cargospot suite, Ethiopian will continue to operate other CHAMP solutions to manage its business, including ULD Manager – to control the airline’s ULD assets, Weight & Balance - to ensure safe and efficient load planning of the airline’s large and growing fleet of freighter aircraft, CHAMP’s Regulatory Compliance services to meet customs and security reporting requirements across the airline’s network, and CDMP – essential for members of the IATA interest group Cargo iQ to measure performance in line with worldwide quality standards.

By extending the relationship with CHAMP, Ethiopian Airlines will benefit from a range of new services and IT opportunities, including CHAMP’s end-to-end air mail solution and Cargospot Portal, to supplement Ethiopian’s excellent track-and-trace application.

CHAMP’s IT solutions are vital components to our daily cargo operations. Our growth in the industry requires a strong IT provider that can adapt to our evolving needs, while maintaining high standards. With this partnership renewal, we gain new capabilities to better support our business and to provide our valued customers with an even better level of service.

Abel Alemu, Managing Director, Ethiopian Cargo & Logistics Services

We are very pleased to have been able to continue to support Ethiopian Airlines. Important advancements in customer focused features mean that our partners will streamline their customers’ workflows, as well as their own.

Nicholas Xenocostas, Vice President Commercial & Customer Engagement, CHAMP Cargo systems

Ocean Network Express (ONE), one of the world’s largest global ocean carriers, has gone live with automated digital transfer of contract rates and global tariffs capable of feeding WiseTech Global’s leading logistics execution platform, CargoWise.

The digital connection enables ONE to share fully digital, confidential contracted rates and published global tariff surcharges with customers using a standardized CargoWise rates structure and API, making it faster and easier to book a shipment. The rollout of fully digital, real-time feeds will be progressive and cover all major global trade lanes as it expands to other CargoWise customers and product family users.

We are delighted with the fully digital integration which we can now offer to customers of ONE and CargoWise. Offering a live connection between ONE and CargoWise allows us to deliver a rapid, accurate, and complete picture to our shared customers that will ultimately lead to long-term efficiencies and cost reductions. This direct connection demonstrates our firm commitment to digitalization and innovation to support our customers.

Sundeep Sibal, Senior Vice President, Global Commercial & Service Management, ONE

ONE has been working with us for years now on digital booking and tracking messaging. In an industry dominated by spreadsheets and costly data and error prone rekeying of information, ONE has shown real technology and business leadership in progressing their digital connectivity to rates, to help our shared customers connect securely and reliably in real-time. We continue to work hard to link, automate and digitize ocean carriers and to remove vast amounts of manual work that create cost, inaccuracy and delay in sales, operations, and finance functions. The CargoWise digital adaptors provide standardized, easy to implement connections for ocean carriers to deliver schedules, contract rates, spot and dynamic pricing, ebooking, tracking and invoice management, for ocean carriers and their high-volume customers.

Ashley Skaanild, Regional VP – Logistics Data & Connectivity, WiseTech Global

ROUTESCANNER .COM

THE INTERMODAL PLATFORM YOU DON’T WANT TO SHARE WITH YOUR COMPETITORS

‘It makes shipping a container as easy as using Google Maps’

The modal shift from road to alternative modalities is currently one of the biggest logistics challenges. So, it’s not surprising that multimodal and intermodal transport is gaining ground. But to meet the need for climate friendly and reliable supply chains, more needs to be done. Transport must be faster, more flexible, cheaper and more sustainable. It is therefore important that your business processes operate seamlessly. Routescanner.com enables you as a freight forwarder to plan your container transport in the most efficient, reliable or sustainable way. We do this by connecting and harmonising all global container operators and terminals in a single overview showing your optimal route options. Our website www. routescanner.com is freely accessible and makes planning a container as easy as using Google Maps.

Empowering freight forwarders in making optimal supply chain decisions

Until now, there was no centralised, easy container transport solution in the market that presented all the schedules and information of intermodal container operators in a single place. Information had to be collected from different websites and sources, making it fragmented and non-transparent. With Routescanner, you can manage all your activities from orientation and comparison to requests from one central place. It forms the link between the individual container operators and freight forwarders seeking the optimal route for their shipment. No need to compare schedules on different operators’ websites; all the information is at your fingertips. We go door-todoor, connecting all the modalities such as deep-sea, shortsea, rail and barge, and last mile trucking in a single place.

Be a frontrunner in making sustainable decisions

We have seen that shippers are increasingly demanding sustainable transport solutions. With Routescanner, you can provide added value for your customers by combining different modes of transport and choosing the options with lower CO2 emissions, such as rail transport or inland shipping. In this way, you can ensure that your clients meet the sustainable requirements of their customers.

Easily accessible and 100% free to use

We encourage freight forwarders to consider sustainability in their decision making. And if it's as easy as planning your route via Google Maps, why not give it a go? Let’s move the future of sustainable supply chains together.

You can register on our website and guess what – it’s free! You'll get unlimited searches and additional features to make your process less time consuming. So, what’s your optimal door-to-door container route? Visit routescanner.com and start rethinking your supply chain today!

TIACA & MESSE MÜNCHEN ANNOUNCE

AIRPORT AS INAUGURAL HOST OF START.HUB LOGISTICS DURING AIR CARGO FORUM & TRANSPORT LOGISTIC AMERICAS 2022

Following the success of the Innovation Journey held during the Executive Summit in March 2022, The International Air Cargo Association (TIACA) and Messe München are pleased to announce the launch of the start.hub logistics in Miami during the air cargo forum (ACF) and transport logistic Americas 2022.

The Innovation Journey showed how vital it is for the industry to connect and explore innovations that can be applied into our businesses. We knew then that this could not be a one off and innovation needed to be incorporated into our events going forward. The launch of the start.hub logistics in Miami is yet another step toward our vision for air cargo and we are excited that Edmonton International Airport, which has such a focus on supporting innovative start-up businesses will be the first host.

Steven Polmans, Chair, TIACA

The start.hub logistics has been developed to encourage new and innovative Start-Up’s to exhibit and network with the air cargo and logistics industries at the air cargo forum & transport logistic Americas this November.

Individual businesses that want to boost their exposure can take advantage of this low-cost entry into the world’s largest air cargo trade show of 2022. The start.hub offers an all-inclusive exhibitor package and is open to companies that:

• Present a logistics-related product or solution

• Employ 75 people or fewer

• Company younger than 8 years (founded on/or after 01/01/2014)

• No restriction on sales and earnings.

Edmonton International Airport, through its Innovation Expansion Strategy, has become a leading supporter of innovative businesses looking at alternative energy, carbon reduction, technical advancements, unmanned operations and a host of other unique programs and is a natural fit to host the start.hub.

We’re excited to partner with TIACA and Messe München in launching the inaugural start.hub in Miami, creating a new space for entrepreneurs committed to sustainable innovation to connect with logistics leaders from around the world. Exploring new and innovative ideas is inherent to who we are. Whether it`s launching the first scheduled commercial drone logistics route at an airport, hosting the world’s largest solar farm at an airport or partnering with some of the world’s best clean fuel technology companies for transport, YEG is home to more than 250 businesses and countless partnerships. Not only do we support the movement of people and goods, but we also appreciate the critical role that cargo plays in our economy and social landscape, and we are proud to support others as they do the same.

Mammen Tharakan, Director, E-Commerce, Cargo & Aviation Real Estate, Edmonton International Airport

TT CLUB INNOVATION IN SAFETY AWARD ���� OPENS FOR ENTRIES

Following the successful re-introduction of the Award in 2021 with its record number of entries, the 2022 award will form the centrepiece of TT Club and ICHCA’s on-going efforts to encourage players in the freight transport and cargo handling sectors further in continuing to improve operational safety and efficiency through innovation

ICHCA International, the global cargo handling association, launched the 2022 TT Club Innovation in Safety Award today inviting entrants to submit details of their innovations by 11 November 2022. The Award, which is open to an individual, team or company involved in cargo logistics, has seen the prestige associated with winning or being highly commended, grow year-on-year. Past winners have ranged from individual entrepreneurs and specialist suppliers to employee teams in major industry businesses. Entrants are required to show that a product, idea, solution, process, scheme or other innovation has resulted in a demonstrable improvement in safety.

Both ICHCA and TT Club have a fundamental commitment to risk reduction throughout the entire freight supply chain. Promoting safety advice and good practices is paramount to the philosophy of the two organisations and the Award reflects this commitment. As such, the Award and the consequent profiling of the innovations put forward by its enthusiastic entrants, is central to the two organisations’ efforts to support continuous improvement in safety. They will continue to provide opportunities to showcase winners and other entrants, organising Safety Villages at industry forums and other live or virtual events. The range of the safety information and guidance documents these two organisations produce, from white papers to webinars and from advisories to checklists, can be found on their individual websites.

TT’s Risk Management Director Peregrine Storrs-Fox has been a supporter of the Award since its inception in 2016, In TT’s role as a specialist provider of insurance products and risk management services to the supply chain industry, we have always emphasised the critical nature of loss prevention. Encouraging safety awareness and advising on effective risk mitigation is core to the Club’s business ethos. TT is therefore proud to have worked closely with ICHCA for a number of years, both in presenting this Award and urging all parties from the IMO and national governments to transport companies, intermediaries and cargo packers, storage facilities and handlers to adopt and constantly improve good practice systems and procedures. We look forward to celebrating the wealth of safety innovation that will once more be attracted by this Award.

In past years, submissions to the Award programme have ranged in focus from bulk cargo handling to securing containers and their cargoes; from safety reporting and education to the correct handling of dangerous materials; from environmental monitoring to fire detection and suppression. The 2021 Award went to VIKING Life-Saving Equipment A/S for its HydroPen system designed to fight onboard container fires. HydroPen has recently secured a major contract to supply the entire Maersk fleet, gaining traction to deliver global ship safety.

Those highly commended in this latest Award included PSA International for its video analytics solution to prevent in-terminal collisions and Cargotec’s innovation to inspect containers from below, effectively and safely identifying any damage and ensuring they are free of any invasive pests.

A massive benefit of the Award is that we make the innovative work carried out by the organisations that enter, available to others. Working together with our partner TT, we strive to achieve this through publishing a Digest of all the entries and helping the innovators to disseminate their knowledge through webinars and Safety Villages at industry exhibitions. At ICHCA we believe that safety is the partner of efficiency, not its opposite. A well-run safety-conscious organisation is an efficient and sustainable organisation. Accidents cost lives, money

and reputation. We challenge ourselves and our industry to move safely forward. We are proud of the innovation our industry has achieved and we wish to celebrate those achievements into the future. Richard Steele, CEO, ICHCA

The Award ceremony will take place in February 2023 where the winners will be announced, those shortlisted will present their entries and innovation will be celebrated once more.

‘HAMBURG SÜD ��� YEARS ON THE WORLD'S OCEANS UNTIL

Due to the great success and undiminished interest in the special exhibition 'HAMBURG SÜD – 150 years on the world's oceans', which opened in November 2021, the International Maritime Museum Hamburg (IMMH) has decided to extend the special exhibition until 5 March 2023.

On deck 1 of the IMMH, the history of this important shipping company is presented in five chronological sections from its foundation in 1871 to the present. On display are, among other things, Hamburg Süd's foundation charter, the special treaty with Emperor Dom Pedro II of Brazil from 1888, various historical ship models showing the development of modern merchant shipping, paintings never before shown in public, posters of a wide variety of passenger ship voyages from four decades, photo albums, audio and video material and, as a 'small' highlight, the history of Hamburg Süd on a timeline using miniature ship models.

In addition to this special exhibition, the IMMH had opened the newly designed area on deck 6 in October 2021 on the subject of reefer shipping using Hamburg Süd as an example. From the beginning of reefer shipping in 1877 to the present day, the entire range of development is shown and vividly presented to IMMH visitors using ships and transport conditions.

In 2019, Hamburg Süd and the IMMH agreed on a cooperation for the development and presentation of the shipping company's historical collection. The aim of this cooperation is to make the history of Hamburg Süd, founded in 1871, accessible to a broad public through ship models, pictures, posters and documents as well as other exhibits, both as a special and as a permanent exhibition.

The several years of preparatory work and the exhibitions were made possible by the sponsorship of Dr. August Oetker KG, Bielefeld. The Hamburg Süd was owned by the Oetker family for more than eight decades until it was sold to the Danish Maersk Group at the end of 2017.

3RD ANNUAL LOGISTICS & TRANSPORT HYBRID CONFERENCE

In the current world’s situation, the sense of urgency for implementing meaningful change & innovation in your logistics operations is higher than ever and leadership means walking a path that has never been walked before.

The 3rd Annual Logistics and Transportation Hybrid Conference (26th27th January 2023) will gather 100+ executives from the entire supply chain world (from inbound logistics, to transportation, to warehouse operations & chips manufacturers) to help you thrive and explore best-in-class business strategies from the world’s largest brands & service providers.

Logistics has become nowadays one of the most rapidly developing industries with a lot of new technologies. Together, we will find the solutions for smarter logistics. During the 2-day conference, you will learn about the technologies and infrastructure that will eliminate friction from tomorrow’s global supply chains. Meet your existing and prospective customers within the two intensive days.

Key Points

• Supply chains; Problems in the traditional supply chain management

• Predictive Process Monitoring

• Intermodal transportations

• Self-Driving Vehicles in Logistics

• Logistics innovations and know-how

• Cold Chain Challenges and Solutions

• Warehouse management tools

• RFID Chips

• Last Mile Planning

• OMS

• Driverless autonomous trucks

• Embedded technology for connection with customers

• Iot technologies implementation

2-day Hybrid Conference Includes:

• 11+ different topics

• 2 Panel discussions

• Networking dinner with business professionals and industry experts

• Additional materials + recording

• Certificate of participation

Download the agenda on the BCF website at lp.bcf-events.com

Time and date

26th-27th of January 2023, 09:00 CET Location Warsaw, Poland & BigMarker Platform

Register now at xing-modules.xing-events.com/IRGCYGY

Use Special Promo Code ‘ FORWARDER’ and get 10% discount on your Delegate pass

Previous

attendees

EXHIBITIONS & EVENTS NEWS

THE SHORTLIST FOR LOGISTICS UK'S LOGISTICS AWARDS ���� HAS BEEN ANNOUNCED!

Following a record-breaking number of entrants this year, the shortlist for Logistics UK's 2022 Logistics Awards has been announced! Logistics UK's Board will now complete the final round of judging and the winner of each category will be announced at a celebratory gala dinner at the Park Plaza Westminster Bridge on Thursday 8 December.

The shortlisted entrants are:

Most Innovative Company of the Year

• CharterSync

• Gemini Corporation NV

• Manfreight

• McCulla (Ireland) Ltd UK

• Nottingham City Council

• PD Ports

• Mercedes-Benz Trucks UK

• PML Ltd

Most Innovative Product of the Year

• Bridgestone Mobility Solutions

• Brigade Electronics PLC

• DFDS

• FuelActive Ltd

• Street Drone

• Sunswap

• VNC Automotive

• Volvo Trucks UK & Ireland

Road Transport Operator of the Year

• CEVA Logistics

• Collett & Sons Ltd

• DFDS Cold Chain England

• Evri (formerly Hermes UK)

• Gist Ltd

• Stagefreight Ltd

• Tesco

• Yodel

Air Business of the Year

• AIPUT

(Airport International Property Unit Trust)

• cargo.one

• CharterSync

• Kuehne + Nagel Ltd

• Uniair

Rail Business of the Year

• GB Railfreight

• PD Ports

Water Business of the Year

• GPS Marine Contractors Ltd.

• PD Ports

• Port of Dover

• UniOcean

International Logistics Business of the Year, Sponsored by DWF

• DispatchTrack

• Linker Cloud

Public Services Operator of the Year

• Clancy Group

• Nottingham City Council

• Scottish Water

Van Operator of the Year, Sponsored by Logistics UK Recovery

• Shortlist to be announced following the Van Awards in September

Logistics Partner of the Year, Sponsored by Brigade

• Bioshield Limited

• DDC FPO

• GPS Marine Contractors Ltd.

• GXO with Iceland

• Malcolm Logistics and Diageo

• Menzies Distribution in partnership with Viking Raja Group

• Pallett-Track

• Wincanton and Alstom

• XPO Logistics & Arla

Diversity and Inclusion Champion of the Year

• Gemini Corporation NV

• UK Truck and Plant Group Ltd

Rising Star of the Year

• Abbie Rennison, Project Officer, Transaid (on secondment from GXO)

• Antonia O’Neil, Sustainability and Innovation Manager, Kuehne + Nagel

• Callum Brough, Site Manager, GXO

• Kara Buckley, Sales Executive, DHL parcel UK

• Lauren Pullin, Corporate Analytics Manager, Pall-Ex (UK) Ltd

• Rob Johnson, Business Improvement Manager, Advanced Supply Chain Group

• Ryan Street, Depot Manager, Palletline Whitehead Ltd

Decarbonisation Champion of the Year

• CEVA Logistics

• Gemini Corporation NV

• Howard Tenens Logistics

• McCulla (Ireland) Ltd

• Peel Ports

• Rhenus Home Delivery UK

• Tesco

• Logistics Technology of the Year

• Bioshield Limited

• DispatchTrack

• Exis Technologies

• Hypermile

• Trakm8 – in conjunction with Calor

• VisionTrack

Last Mile Delivery Business of the Year

• BT Final Mile

• DHL Express UK

• Fresh Pastures & School Milk UK

• Greene King

• Kuehne + Nagel Ltd

• Panther Logistics

• Wincanton and Wickes

Logistics Leader of the

Year

• Dawn Carney, Managing Director, Fresh Pastures & School Milk UK

• Ian Utteley, Managing Director, Stagefreight

• Logico North East

• Phlo Systems Limited

• Seamus McEvoy, Transport & Logistics Manager, Re-Gen Waste Ltd

People Champion of the Year, Sponsored by Kärcher

• DHL Supply Chain

• Firstpoint Logistics

• Howard Tenens Logistics

• PD Ports

• Platts Transport Ltd

EVENT INFORMATION

08 Dec 2022

Park Plaza Westminster Bridge London SE1 7UT

CUSTOMS CLEARANCE

DYNAMIC INTERNATIONAL PROCESSES UK’S FIRST ELECTRONIC CUSTOMS ATA CARNET

Dynamic has processed the UK’s first digital Customs Carnet at London’s Heathrow Airport as part of the London Chamber of Commerce and Industry’s eATA pilot project

London, UK, Tuesday 5th July 2022 : Dynamic International, a Global Critical Logistics (GCL) Company, has processed the UK’s first electronic Admission Temporaire/Temporary Admission (ATA) Carnet at London’s Heathrow Airport using a new app developed by the International Chamber of Commerce (ICC).

Film and television (TV) logistics specialist Dynamic International, working with sister company Dynamic Dox, the UK’s largest independent ATA Carnet provider, transported camera equipment from the UK to Belgium using the app to electronically process the Customs documents as part of the London Chamber of Commerce and Industry (LCCI)’s eATA pilot scheme.

LCCI, which is the ATA guaranteeing organization for the UK, is running the eATA pilot scheme to trial the digital processing of international Customs documents using the ICC app.

We have been closely and eagerly following the development of this app, which will revolutionise the handling of ATA Carnets There are so many advantages to simplifying the handling and presentation of Carnets at ports and airports, from time saving, to error reduction, security, and environmental benefits. Dynamic has been providing bespoke logistics services to the film and TV sector for over 34 years. We operate in a fast-paced business environment, where delivering on time and at short notice matters. By digitising the Customs procedure, we can save time and serve our customers in a more efficient manner.

Tony Scott , Director of Operations, Dynamic International

The ATA Carnet is an international Customs document that permits the duty-free and tax-free temporary import of goods for up to one year.

LCCI’s eATA pilot is being rolled out at Heathrow airport, with airports in Belgium, Canada, China, Norway, and Switzerland, also trialing digital Carnets using the ICC app.

Paper documents are being run alongside e-documents, enabling the two systems to be compared. LCCI has been working together with Borderforce and HMRC to propagate the usage of digital Carnets in the UK. We are delighted to see the UK’s first digital Carnet, processed by Dynamic Dox Ltd, in a pilot at Heathrow. London is at the forefront of developing industry-leading technology designed to enhance trade for businesses at every level, and we are incredibly proud that the UK’s first digital Carnet was processed in our city. Digitalising ATA Carnets will greatly simplify the process of temporary admission going forward. In turn, it is our hope that this will help further enhance London’s reputation as the pre-eminent global city and one of the best cities in the world in which to do business. Davor Mckinley, Head of International Trade & Compliance, the LCCI

The purpose of the eATA Carnet pilot is to validate the digital ATA Carnet concept and to demonstrate that all aspects of the ATA Carnet lifecycle management can be carried out electronically, in order to facilitate transition from a paper-based document to a digital one.

This was a perfect opportunity to trial the new app, said Scott. When we received the request to ship the camera, we had just 30 minutes to apply for the paper ATA documents before the Chamber closed. Borderforce were ready at Heathrow and used the app to process the documents in under a minute. The paper version of the ATA Carnet had to be checked, completed, and stamped, which took far longer, there was no comparison.

Dynamic safely delivered the camera equipment to Belgium within hours of receiving the customer request, using the new app to process Customs e-documents.

Agent to Agent Customs Brokerage

UCH Logistics was established in 2000 and is a specialist provider of logistics services to the airfreight industry.

As an organization, our aim is provide a holistic service to Freight Forwarders encompassing everything an agent requires to Import, Export & Transport cargo throughout the UK & Ireland.

EU & UKRAINE AGREE CLOSER CUSTOMS CO-OPERATION

Ukraine will also join the Common Transit Convention and the Convention on the Simplification of Formalities in Trade in Goods on 1 October 2022, to enable goods to move more easily between signatory countries

The European Commission has signed two agreements between the EU and Ukraine which pave the way for Ukraine’s participation in the EU’s Customs and Fiscalis programmes. This means that Ukraine will be able to take part in the activities of both programmes with EU Member States and other participating countries, providing what the Commission says is a major boost for cooperation between the EU and Ukraine on customs and tax matters.

The Customs programme promotes cooperation between authorities, particularly through its support for the development and operation of the central IT systems for EU customs. The programme helps customs administrations to deal more efficiently with increasing trade flows and emerging trends and technologies, while providing a better response to security threats.

Ukraine’s participation in the Customs programme will also include connection to the common secure customs network (CCN/CSI), necessary for Ukraine to apply the New Computerised Transit System (NCTS), the Commission said.

Meanwhile, Ukraine has also been formally invited to join the EUCommon Transit Countries’ Convention on a Common Transit Procedure and the Convention on the Simplification of Formalities in Trade in Goods. It deposited its instruments of accession to the Conventions in August and can therefore operate common transit from 1 October 2022.

The Commission said this is an important step forward in Ukraine’s pre-accession strategy, and will greatly support the work on Solidarity Lanes to and from Ukraine.

These Conventions enable goods to move much more easily between the EU and the Common Transit Countries (Norway, Iceland, Switzerland, North Macedonia, Serbia, Turkey and UK). Simplified rules, such as mutually recognised financial guarantees and less controls, help to cut down on costs for EU and partner country businesses, while facilitating and boosting trade.

As such, Ukraine’s participation in these Conventions will facilitate trade between Ukraine and EU Member States, as well as other common transit countries, the Commission added.

Fiscalis is the EU’s programme for cooperation in the field of taxation.

Will Waters, contributing editor, FORWARDER magazine

IMPORTER

UK HAS A NEW CUSTOMS DECLARATION SYSTEM

The 30th of September is D-Day for UK importers, when the long-awaited migration from the UK’s CHIEF system to the new CDS regime takes effect. Pieter Haesaert, founder and president of digital customs software specialist C4T, explains the intricacies of the change and warns importers of delays in cargo clearance for those not up to speed

The long-awaited migration from the UK’s CHIEF customs declarations system to the new CDS regime takes effect at the end of September. In preparation for the change-over date of 30 September, after which import declarations will no longer be accepted on the CHIEF system, UK customs agency HMRC has been at pains to alert known importers to be both registered for and have the ability to be active on the new CDS (Customs Declaration Service) system.

Concerns remain, however, that some importers are still not prepared.

As of mid-August, HMRC reported that it was seeing increased activity on CDS, according to all its dashboard measures. The agency distinguishes two critical groups of declarants: the top 248, and 3,000 others that should ‘ideally be ready’ (based on the assumption that these companies are currently using CHIEF for imports).

Of the top group, 225 are live on CDS, representing 77% of all declarations in the current CHIEF system. Meanwhile, 400 of the group of 3,000 are at least registered on CDS, with a further 500 live on the new system.

Concerted strides to close the gap have been made with a programme of proactive contact to the balance of non-registered importers within the 3,000 group. In addition to these two critical groups, there are some 15,000 importers with direct debit accounts for the payment of import duty that HMRC states need to adapt to CDS. They have also been contacted.

Why the change?

CHIEF has been in use for decades. Because of its age and complexity, it was not practical to adapt CHIEF to comply with EU customs requirements set forth in the Union Custom Code (UCC) agreed in 2016 while the UK was still a member of the EU. CHIEF’s replacement, CDS, is a flexible, modular platform that is built to scale with the growth of international trade and goes beyond the purely EU requirements.

According to HMRC, 'CDS is a key part of the government’s plans for a world-leading fully digitised border that will help UK businesses to trade and to prosper.' However, despite the consistent activity to educate and advise importers and their brokers on the technical detail of the changes in data entry required by the transfer, there clearly remain major concerns over the lack of preparation by numerous companies.

Gaps in understanding

Whether registered or not, there is also a significant lack of understanding by importers over aspects of the CDS system. A Customs4Trade (C4T) poll taken recently suggests this, with over a third of respondents stating that they were ‘not comfortable at all’ with the changes to the data fields required for customs entries.

CDS requires a more extensive data set than CHIEF. While there are consistencies between several of the key CHIEF/CDS Code Lists, such as Documents, Licences and the Additional Information (AI) Statement Codes, there are also some which differ, for example port Codes. One key point to note is that CDS uses a new structure for Customs Procedure Codes (CPC), allowing for more than one 3-digit Additional Procedure Code to be reported in Data Element 1/11. This means while some of the basic codes may translate across from CHIEF in the same format, several million others will differ.

CDS technology is ready

C4T is confident that the CDS technology is ready and capable of handling the changeover, believing it to be well designed and thoroughly tested over a lengthy period. It represents a much needed up-date to the thirty-year old CHIEF system and its final introduction is well timed to be synchronised with similar transfers to new systems that are planned in other European countries over the next two years.

C4T, along with the majority of software providers, is well prepared to provide the necessary support to UK importers. Its CAS solution is a collaborative hub, built on the Microsoft Azure platform and delivered as a service (SaaS). It is designed to manage regional and worldwide customs and trade compliance quickly and accurately, within one single platform. It integrates with ERP and WMS systems as well as with customs authorities and Port Community Systems. C4T has a close working relationship with HMRC, is connected to CDS for seamless data integration and is therefore capable of automating declarations from end to end.

With its further established connections into the Dutch, Belgian, Irish and French customs’ infrastructures, C4T has the resource to also guide importers and exporters through the coming changes in these countries as well. However, the immediate focus must be on the end of September. Continued urging of those companies not CDS compliant to get onboard and seek assistance is required if all importers are to be assured of a seamless transfer to the new system.

C4T has a free downloadable Checklist to guide CDS registration, which is accessible via the C4T website: https://www.customs4trade. com/chief-to-cds-ease-the-transition-with-cas

Pieter Haesaert , founder & president of digital customs software specialist Customs4Trade (C4T)

UK OFFERS ‘SLIGHT EASEMENT’ TO NEW CUSTOMS DEADLINE

Freight trade bodies welcome HMRC announcement on switch from CHIEF to CDS, to allow CHIEF ‘badge holders’ to apply for a discretionary extension, ‘to give all concerned a further short grace period to finalise their transition’

Freight trade organisations British International Freight Association (BIFA) and Agency Sector Management (ASM) have welcomed the news that UK customs authority HM Revenue and Customs (HMRC) has agreed a slight easement in the implementation timetable of new customs system CDS that will replace CHIEF, which is the current system used for processing Customs declarations.

The existing system, CHIEF will be closed to new Import Customs Declarations on 30 September 2022, with all import declarations thereafter having to be submitted via the new Customs Declaration Service (CDS).

However, HMRC has announced that whilst it still expects all new Import Customs Declarations to be made via CDS from 1 October 2022, CHIEF badge holders will be given the opportunity to seek permission to use CHIEF beyond 30 September, 2022, if they have a clear business reason, acceptable to HMRC, which prevents the declaration being made via CDS. Not having made the necessary preparations for the switch will not be considered a clear business reason and the easement is likely to be short term, the associations said.

In 2019, when HMRC announced its proposed plan for completing delivery of the new Customs Declaration Service (CDS), and migrating traders from CHIEF to the new platform, we expressed the view that the timetable would be challenging.

Robert Keen,

Director General, the British International Freight Association

We felt that the state of readiness across all parties in the supply chain, from Customs intermediaries through to traders, was not sufficiently advanced to ensure a smooth transition. There was concern that if CHIEF was actually turned off there would not be sufficient numbers of CDS-ready organisations to prevent serious cargo backlogs at air and seaports. In the intervening period, BIFA has worked very closely with ASM, as well as the Community Service Providers (CSPs), through our Customs Policy Group and roles within the Joint Customs Consultancy Committee (JCCC), to represent the views of BIFA members and others that submit Customs declarations to HMRC. Having made further representations via the programme board seeking clarifications on behalf of our members, we are reassured to hear that it is HMRC’s intention to allow CHIEF badge holders to apply for a discretionary extension, which will give all concerned a further short grace period to finalise their transition and for software developers to complete their system development. But, the important thing to remember is that that this discretionary period is short and designed to facilitate those traders who are close to, but have not fully migrated to CDS. So anyone with their head in the sand over transition from CHIEF to CDS really needs to act fast. Those who continue using CHIEF without seeking authorisation will face consequences including the possible removal of the ability to access CHIEF. CDS has been a long-time in the making, and there have been many changes in the implementation timetable, but the critical point to understand is that this extension for CHIEF will be temporary and any business that makes Customs declarations must continue to work towards transitioning from CHIEF to CDS, as a large proportion of BIFA members, and users of ASM Customs processing software, are already doing. Taking this approach until there is confidence that the new system is fully developed, stable and tested is pragmatic and shows HMRC has been listening to the ongoing lobbying on the subject that has been done by ASM and BIFA.

Peter MacSwiney, chairman, Agency Sector Management

Will Waters, contributing writer, FORWARDER magazine

INDUSTRY

DRONAMICS JOINS UK’S FIRST MEDICAL DRONE DISTRIBUTION NETWORK

Consortium is working to deliver what will be the first national drone network that can transport essential medicines, bloods and other medical supplies throughout Scotland, including to remote communities

Dronamics, a leading middle-mile cargo drone developer and operator, is to take part in the CAELUS project, a consortium of partners set to revolutionise the way in which healthcare logistics services are delivered in Scotland.

The consortium is led by AGS Airports and will develop and trial the UK’s first national distribution network using drones to transport essential medicines, blood, organs, and other medical supplies throughout Scotland.

CAELUS (Care & Equity – Healthcare Logistics UAS Scotland) has successfully acquired over £10 million ($12 million) in funding from the Future Flight Challenge at UK Research and Innovation (UKRI). The CAELUS consortium is in the process of establishing a national drone delivery network for medical supplies across Scotland. CAELUS, which consists of 16 partners, including AGS Airports (Glasgow and Aberdeen Airports), NHS Scotland, the University of Strathclyde, National Air Traffic Services (NATS), is developing a national drone network for medical distribution in Scotland.

Dronamics will be collaborating with the consortium to power timecritical medical deliveries in the middle-mile using its ‘Black Swan’ cargo drone, capable of carrying up to 350kg at a range of up to 2,500km. The flight trials are scheduled to be completed by 2024.

The CAELUS project is set to revolutionise the way in which healthcare services are delivered in Scotland. A drone network can ensure critical medical supplies can be delivered more efficiently, it can reduce waiting times for test results and, more importantly, it can provide equity of care between urban and remote rural communities.

Fiona

Smith

, Head of Aerodrome Strategy & CAELUS Project Director, AGS Airports Group

This is an excellent opportunity for us to kick-off operations in the UK by leveraging our authorisation experience in the EU with EASA. The flight trials for NHS Scotland would also validate our ongoing product development towards delivering medical goods. We have seen that our solution could be vital for remote communities in Scotland, drastically decreasing the transit time for medical supplies.

Svilen Rangelov, CEO & co-founder, Dronamics

The project is funded under the Future Flight Challenge, the UKRI-led investment program that has committed £125 million ($149 million) into the next wave of aviation tech.

Will Waters, contributing editor, FORWARDER magazine

84% of UK businesses are planning on moving from JIT to Just-in-Case supply chain models. What will this mean for pre-Christmas planning?

Many retailers depend for their profits on the ‘golden quarter’ – the season running roughly from Hallowe'en through to the January sales, and including, besides Christmas, Bonfire night, Black Friday and other excuses for conspicuous consumption.

To meet demand, many businesses require space for warehousing, order picking and dispatch over and above their normal needs. Depending on the trade and the characteristics of the supply chain, the requirement may be short and sharp, or more ‘shouldered’ over several months – and may be extended by the need to accommodate and process returns. But in a tight warehousing market, companies will have to act now to secure the space they need.

Unfortunately, the coming season is more than usually difficult to predict, and companies are reluctant to commit – lest the ‘golden quarter’ turns out to be fool’s gold. There are real uncertainties on the demand, supply and logistics sides of the equation.

Demand-side uncertainties

On the demand side, the ‘cost of living crisis’ is becoming a reality. Will this result in a general tightening of belts, or will consumers enjoy one last splurge? They could of course do both – cutting back on eating out, for example, reducing hospitality trade demand, but investing more in entertaining at home and thus buying more groceries. Another unusual variable is the small matter of the football World Cup – if England or Wales enjoy a good run, this could have a significant impact on UK consumption patterns, for example.

Supply side problems are well known – the Ukrainian war, Chinese lockdowns hitting semiconductor and many other production lines, unusual weather impacting harvests, and logistics problems – from international container shipping, through Channel port disruption, to internal factors from driver shortages, through fuel prices, to rail strikes.

A recent study by Retail Economics for ‘Retail Week’ suggested that while inflation will ensure that the value of consumer goods sold in this year’s ‘golden quarter’ will increase, volumes – which are what matter for warehousing – will be down, compared with 2021, by anywhere between 2% (food and groceries) to 13% (electricals) in every sector except health and beauty (a modest 0.2% rise). Although the comparison is with a particularly buoyant (largely post-lockdown) Q4 2021, that doesn’t mean the volumes of goods in the system that need warehousing are necessarily lower – this year’s goods, now with luck on the high seas, were often ordered back in the spring.

From JIT to JIC supply models

A recent survey by SAP reveals that 84% of UK businesses, manufacturing and retail, are planning to move from Just-in-Time to Just-in-Case supply models – likely increasing demand for warehousing as they stockpile critical inputs, as and when they are obtainable (or affordable), and increasing competition for quality space. Meanwhile, as we have reported previously, most new-build space recently has been snapped up, especially but not solely by e-commerce firms, even before completion.

So, predicting a company’s need for short-term space over the golden quarter, and then securing it, could be a nightmare. But we suggest a number of principles that businesses faced with this quandary should follow – and not just this year.

Firstly, it is almost never advisable to scale permanent warehousing and associated capacity for a single seasonal peak – although there are firms that have successive peaks, perhaps in different lines, for which this may not be true. But generally, the business is committing to a continuing expense that for much of the year is not producing a return. It might also be claimed that excessive space availability simply encourages lax inventory management, which can have a negative impact on cash-flow and even stock redundancy.

Second, it’s vital that businesses contract for the right type of space. Storing pallet loads in a bulk store, or even in the container in the yard, may be reasonable when they arrive in August, but if they can’t be accessed to pick and dispatch on demand as the orders come in over the autumn, there are likely to be lost sales. Facilities that enable efficient, perhaps automated, picking and packing, are more costly, so it’s financially sensible to restrict hiring these facilities to when they are needed, at peak.

Thirdly, location is key. Bulk storage and distribution, perhaps somewhere in the Midlands, works very efficiently in times of normal, steady demand. At peaks, and especially when sales may be fashion or trend driven, a model which holds more stock closer to the end user, whether retail store or e-commerce consumer, may be much more appropriate. But again, this isn’t necessarily a facility that makes sense to operate all year round. Seriously high fuel costs, and driver shortages, are also impactful considerations in peak season distribution planning.

Using an independent warehouse space consultancy that has extensive in-house expertise – and a wide network of contacts with available space – can pay significant dividends. An experienced, well-connected consultancy can help a business ‘right size’ its warehousing needs to meet seasonal patterns of supply and demand.

Through tapping into an ‘off-grid’ database of unused or underutilised warehousing space, suitable available facilities can be found on a shortterm rental basis – ranging from bare sheds to shared, fully serviced DCs. And, short-term rates can often be highly competitive.

Creating a flexible space strategy for a potentially difficult autumn peak season is a great way to mitigate risk.

Matt Whittaker, Commercial Director, Bis Henderson Space

COLLABORATION THE KEY TO SAFER TRANSPORT OF DANGEROUS GOODS

Further support to comprehensive safety guidance issued by a collective of organisations late last year has been received through its endorsement by the International Chemical Transport Association (ICTA)

Drawing on the combined expertise and experience in the movement of dangerous goods around the world, several global trade organisations -- International Cargo Handling Coordination Association (ICHCA), International Vessel Owners Dangerous Goods Association (IVODGA), National Cargo Bureau (NCB) and World Shipping Council (WSC) – jointly issued a White Paper entitled, ‘Safety Guidance for Dangerous Goods Storage and Handling Facilities’¹ in December last year.

A number of influential industry stakeholders² have subsequently endorsed the Guidelines and now the International Chemical Transport Association (ICTA) can be added to the list.

Richard Steele, CEO of ICHCA, welcomed the additional support:

To make a real difference to the standards of safety in supply chains that feature hazardous materials, it is vital to reach all involved and create a critical mass of like-minded partners. The endorsement of our work by such an authoritative voice as ICTA is therefore decidedly welcome.

A pivotal element of the White Paper is a Warehouse Checklist. A practical management tool, the Checklist format is a significant addition to the other elements of the White Paper. Broken down into eight key functional areas of operation, its fourteen-pages are designed to be comprehensive yet easily digestible as an everyday device for maintaining safety management vigilance.

For its part ICTA sees the White Paper and the safety efforts it represents as a step forward in guiding operators to improve their already high standards.

Chemical supply chains rely on an interplay of different actors to deliver dangerous goods safely across the globe. Chemical distributors cooperate closely with logistical and warehousing companies to make this happen. These guidelines will help them to jointly prevent incidents in their warehouses – keeping workers, neighbors, and the environment safe.

Douglas Leech, Chair of the ICTA Transport & Security Committee

• ¹

Both the Dangerous Goods Warehousing White Paper and Checklist are downloadable from here https://ichca.com/warehousing-safety-guidance

• ² Baltic and International Maritime Council (BIMCO), Bureau International des Containers (BIC), Container Owners Association (COA), Council on Safe Transportation of Hazardous Articles (COSTHA), Danish Shipping, International Chamber of Shipping (ICS), International Federation of Freight Forwarders Association (FIATA), International Group of P&I Clubs (IGP&I) and Through Transport Mutual Insurance Association Ltd (TT Club).

STRONG RELATIONSHIPS ARE THE SECRET TO RELIABLE SERVICE

Tighter environmental regulations and intensified global trading conditions mean shipping goods around the world is increasingly challenging. Focusing on the fundamentals of your supply chain matters more than ever. While technology is essential, it cannot replace the power of a solid relationship. Working as an extension of your team, we leverage our global network and long-established carrier connections to support your business needs. We’re the partner that won’t let you down.

Get in touch at www.yusen-logistics.com/gb_en/ askme@uk.yusen-logistics.com

THE HD GROUP JOINS UK WAREHOUSING ASSOCIATION

The Doncaster based HD Group, which specialises in freight forwarding and storage solutions, has become a member of the United Kingdom Warehousing Association (UKWA).

The business, which won Doncaster Chamber Business Awards Start up business of the Year just over twelve months ago, has been accepted due to its high operating standards, Amazon Platinum Status, and strategy to expand its warehousing footprint and fulfilment operations considerably.

UKWA is a superb organisation that provides so much information

With over 800 members, UKWA is the leading trade organisation for the logistics industry.

Being a member of UKWA will support The HD Group in its future plans and acquisitions as the business continues to develop and diversify and shows our commitment to operating to the highest of standards in line with those of UKWA. With additional sites in Bristol and Congleton, we offer a wide range of services to facilitate global solutions and play a key part in the UK supply chain.

INDUSTRY SERVICES EXPERTS

We are failing to use the equivalent of 18,500 acres of land for solar power generation that could generate more than the 13.8TwH of electricity required in the UK renewable energy strategy.

This is because of the failure to enable warehouse owners to install solar panels on their roof of their buildings over recent decades, says the UK Warehousing Association in its new independent research report, commissioned from the specialist consultancy Delta Energy & Environment (Delta-EE).

Occupying a third of all commercial roof space the warehousing sector alone could double UK’s solar PV capacity and deliver the entire UK requirement for 2030, forecast by the National Grid future energy scenarios (FES). But UKWA draws attention to the extortionate and highly ineffective monopolist gatekeepers that are preventing businesses investing in energy generation and connecting to the energy grid: the District Network Operators (DNO), controlling who can get access to the electricity grid, when and at what cost.

Warehouse owners across the country are struggling to pay for gas-powered electricity from the grid, when they could be generating all the power they need and more from the roof of their buildings. Out of sight, easy to maintain and affordable, the case for solar should be obvious and yet we are being held back by poor market practice and failures of regulation.

Clare Bottle, Chief Executive, UKWA

She points in particular to the obstructive, extortionate and not fit for purpose DNOs holding back the businesses that could invest hundreds of millions of private sector funding into clean renewable power. Bottle said, we need a fundamental rethink of the way in which DNOs hold power over access to the grid, how they get renewable schemes connected to the grid and the prices they charge.

And she calls on the new Prime Minister Liz Truss to act to remove these barriers to investment, so the UK is not exposed to this type of energy crisis in the future.

The UKWA report ‘Investment Case for Solar Power in Warehousing and Logistics’ is published this week and explains how the UK warehouse sector is sitting on one of the obvious solutions to UK energy resilience that is actionable right now.

‘WALKING ON SUNSHINE’ TO BE UNVEILED AT IMHX 11am, 8 Thursday

According to the report, UK warehousing has the roof space for up to 15GW of new solar power, which could:

• Double UK’s solar capacity

• Reduce carbon emissions by 2 million tonnes/year

• Cut warehousing electricity costs from between 40-80%

• Save the warehousing sector £3bn/year

• Provide a more secure power supply

• Enable the sector to become a net producer of green electricity

Rooftop solar PV in warehousing can play a significant role in delivering local renewable energy, particularly in urban areas where limited alternative options are available due to land and planning constraints. Just twenty percent of the UK’s largest warehouses can provide 75million square metres of roof space, avoiding the need to develop new land equivalent to the footprint of 500,000 houses.

Laurence Robinson, Senior Analyst at Delta-EE & co-author of the report

Commenting on the report, Clare Bottle said, As energy costs continue to rise, UKWA is calling on the government to support the sector in embracing solar PV as it transitions to electrification with transport fleets, forklifts and other mechanical handling equipment (MHE), automation and robotics, all of which will drive up demand for low-cost, sustainable electricity.

Why Solar?

Solar PV is widely predicted to be a major part of future sustainability, providing low cost, secure and green electricity, but so far – despite cost reductions of over 80 percent in the past decade – this option has been largely unexplored and untapped in the warehousing sector.

Yet, unlike utility scale solar, warehouse rooftop solar does not compete with farmland. And as the report shows, warehousing is in a unique position to adopt solar power, providing an unparalleled amount of accessible, unobstructed roof space close to industrial and residential centres.

What UKWA is asking from government

On planning, UKWA highlights the barriers presented by grid permits and recommends wholesale reform of the way DNOs operate and their regulation by Ofgem.

On funding, the government’s super deduction on capital investment, due to end in April 2023, must be extended to 2030 to support levelling up by addressing upfront investment concerns.

On tax, solar energy is excepted from business rates, UKWA says this must be preserved, in recognition of the important role solar will play in a greener economy.

The conclusion is clear. The case for solar PV on warehouse rooftops is overwhelming, for the sector and for the UK.

Clare Bottle will be joined by Kevin McCann of Solar Energy UK, Thomas McMillan, Energy Director at Savills, Jenna Strover, Head of Commercial Delivery at Potter Space and Laurence Robinson of Delta-EE in the Logistics Theatre at IMHX on Thursday morning 8th September to present and discuss the report findings and sector strategy for solar.

UKWA will also have available its new solar PV installation toolkit, a step-by-step guide for members keen to adopt solar PV and reap the benefits of lower costs, increased energy security and reduced carbon emissions.

TIME TO ACT ON EXTORTIONATE & OBSTRUCTIVE ELECTRICITY GRID

IF WE

TO TACKLE THE ENERGY CRISIS

ARE

CRISIS RESPONSE

From money woes to monkeypox, from climate change to COVID, there's usually something going on that needs close monitoring. Here we'll report your stories about emergency management.

Related topics COVID-19 Cost of living Global warming

DOCKWORKER STRIKES AT N. EUROPEAN PORTS ADD TO SUPPLY CHAIN DISRUPTION

European supply chains are set for further disruption as transport unions step up industrial action in response to soaring inflation.

Even minor interruptions to port operations can have a major impact on container line network efficiency and cause a domino effect up and down supply chains. Strikes at European ports this year have already been highly damaging to logistics operations, manufacturers, and industry at large. We expect further industrial action to be just as harmful.

Christian Roeloffs, CEO & Co-founder of Container xChange

An eight-day strike over pay by over 1,900 workers commenced on 21 August at the port of Felixstowe, the UK’s largest container gateway which handles over four million TEUs (Twenty-foot Equivalent Units) each year.

Felixstowe supply chain ramifications

In response, container lines have omitted scheduled vessel calls at the port and re-routed containers via alternative ports in northern Europe and the UK.

The strike action is set to add to the logistics challenges both the port of Felixstowe and the UK economy already face.

Felixstowe has suffered from congestion and an excess of containers for the last two years. According to Container xChange’s Container Availability Index (CAx), Felixstowe’s average CAx reading for much of 2022 has hovered around 0.9, one of the highest readings in Europe. A CAx reading above 0.5 indicates a surplus of containers while below 0.5 indicates a shortage.

Felixstowe’s Container Availability Index reading suggests that terminal operators and carriers will likely have had difficulties to clear storage areas of boxes, especially empties, even before the commencement of strike action. This interruption of operations will add to operational inefficiencies at the terminal and in the hinterland. It will also have ramifications for carrier networks on intra-Europe and Asia-Europe services.

Strike action threats loom over northern

Europe

Dockworkers at the port of Liverpool have also voted to strike for better pay. Union representatives have not yet confirmed when the strikes will take place.

Europe’s logistics network could see added disorder if more industrial action follows in Germany. Earlier this summer German ports including Hamburg, Bremerhaven, and Wilhelmshaven were rocked by strikes by thousands of dockworkers seeking higher pay. Collective labour agreement negotiations between trade union ver.di and the Central Association of Germany Seaport Companies (ZDS) are ongoing. A court-imposed moratorium on industrial action expires on 26 August.

The port of Bremerhaven saw its CAx jump from below 0.6 in June to over 0.8 in the aftermath of strikes. It has remained above 0.7 since mid-July. The only time the port’s CAx had previously breached 0.7 since 2019 was briefly in early 2021.

The port of Hamburg has also seen consistent CAx readings of more than 0.8 since summer strike action.

Container lines have reported that in Germany, while the moratorium has been in place, stevedores have been less willing to perform extra shifts or work at weekends. This has made it difficult to clear backlogs after the earlier strikes.

Dr Johannes Schlingmeier, CEO & co-founder, Container xChange

ROAD TRANSPORT PRICES REACH NEW HIGHS DESPITE FALLING FUEL PRICES

The latest TEG price index data reveals road transport prices have risen for the sixth consecutive month, against a backdrop of runaway inflation and potential recession.

The average price-per-mile for UK haulage vehicles rose by 1 point this month, to 117.8 points in August, after showing signs of falling midway through the month. This follows the trend of previous years: there hasn’t been an August price fall since the TEG index began in 2019.

The overall price-per-mile for road freight has risen continuously for six months now, after decreasing significantly at the beginning of 2022 – now 12.5% higher than this year’s lowest prices in February, according to the TEG Road Transport Price Index. However, when compared to August 2021, the overall price-per-mile has dropped from 123.5 points to 123.3 points – a small decrease of 0.2%

After a similar period of rising prices, the price-per-mile of courier vehicles has dipped for the first time since February, with businesses reducing their prices to stay competitive as recession looms and demand shrinks.

Fuel prices are also falling, driven by a parallel contraction in demand: according to ONS data, 42% of consumers are cutting back on nonessential travel. Fuel costs peaked at 191.53p for petrol and 199.07p for diesel at the beginning of July, but now sit at 170.12p for petrol and 183.20p for diesel.

Consumers and haulage companies feel the pinch

With the ongoing cost of living crisis and experts predicting 18% inflation for 2023, consumers are spending less – which means fewer goods need transporting. Some clients will also pivot towards local suppliers in an effort to reduce costs.

Profit margins will certainly become tighter for road transport businesses, but this can often result in companies innovating and eliminating waste. Digital adoption – with its potential to simplify and speed processes up – is one area where businesses are expected to focus and grow.

It’ll be somewhat of a relief for road transport companies that fuel prices are finally going down. But the same forces causing that drop are also chipping away at demand for hauliers and couriers. Everyone is looking for that recession on the horizon. But even if recession does hit, many companies are well-positioned and can take the opportunity to become more efficient. They’ve become incredibly resilient in recent years, coming through Brexit, Covid, war in Ukraine and various other challenges. The adaptability they’ve shown will stand them in good stead now.

Lyall Cresswell, CEO at Transport Exchange Group and new platform Integra

Retail sales figures indicate that volumes of non-food have been reducing year-on-year for most of the past year for home shopping from ‘Bricks & Clicks’ companies, and for internet-only businesses since the New Year. So it’s no surprise to see that the courier element of the TEG index is starting to show a small reduction, although not much. I was surprised by the haulage element of the TEG index, which went up a little - if I was a betting person I’d have put money on it going down given the state of the economy! But having said that, perhaps I shouldn’t have been surprised as the haulage index has always gone up at this time of year since it started back in 2019.

Kirsten Tisdale, Director of Logistics Consultants Aricia Limited and Fellow of the Chartered Institute of Logistics & Transport

The International Air Transport Association (IATA) released data for July 2022 global air cargo markets showing that demand continued to track at near pre-pandemic levels in July (-3.5%), but below July 2021 performance (-9.7%).

Note: We have returned to year-on-year traffic comparisons, instead of comparisons with the 2019 period, unless otherwise noted.

• Global demand, measured in cargo tonne-kilometers (CTKs*), fell 9.7% compared to July 2021 (-10.2% for international operations). Demand stood at -3.5% compared to July 2019.

• Capacity was 3.6% above July 2021 (+6.8% for international operations) but still 7.8% below July 2019 levels.

Several factors in the operating environment should be noted:

• New export orders, a leading indicator of cargo demand, decreased in all markets, except China which began a sharp upward trend in June.

• The war in Ukraine continues to impair cargo capacity used to serve Europe as several airlines based in Russia and Ukraine were key cargo players.

Global goods trade continued to recover in Q2 and the additional easing of COVID-19 restrictions in China will further boost recovery in coming months. While maritime will be the main beneficiary, air cargo is set to receive a boost.

Air cargo is tracking at near 2019 levels although it has taken a step back compared to the extra-ordinary performance of 2020-2021. Volatility resulting from supply chain constraints and evolving economic conditions has seen cargo markets essentially move sideways since April. July data shows us that air cargo continues to hold its own, but as is the case for almost all industries, we’ll need to carefully watch both economic and political developments over the coming months.

Willie Walsh, Director General, IATA

AIR CARGO TRACKS NEAR

LEVELS

THE IMPACT OF THE QUEEN’S DEATH ON BUSINESS & RETAIL

The death of Queen Elizabeth II and accession of King Charles III could have a significant impact on retailers, manufacturers and their delivery partners, says ParcelHero. It cautions brands must be sensitive to public sentiment during the mourning period.

Retailers and businesses across the UK are bracing themselves for a period of uncertainty following the death of Queen Elizabeth II. The long-term impact could be the demise of low-value coins, changes to the postal service and a shake-up of Royal Warrants. The financial impact of an unscheduled Bank Holiday for Queen Elizabeth’s State Funeral could also be significant, says the delivery expert ParcelHero.

Although in many ways long expected, the death of Queen Elizabeth II has still come as a shock to many. It remains to be seen how it may impact on consumer confidence during a period of uncertainty and financial turmoil. There are some significant ways in which we can forecast its impact on retail, manufacturing, and deliveries, however. It’s already clear that retailers are having to tread carefully during this sensitive period to avoid any missteps.

David Jinks M.I.L.T., Head of Consumer Research, ParcelHero

Getting the right ‘tone’

Royal occasions are usually associated with celebrations and an uptick in consumer spending. The sombre nature of next Monday’s Bank Holiday is very different. While many companies have been swift to launch commemorative items, from cushions to bags, to celebrate the late Queen’s reign, they must carefully gauge the national mood. For example, one online fashion store, normally noted for its skilful social media messaging, seems to have unintentionally struck the wrong tone by appearing to promote a range of largely unrelated clothing in a feature commemorating the Queen. Its customers took to Twitter to complain about the seemingly 'disrespectful' edit.

Conversely, holiday company Center Parcs had to backtrack over its plans to shut entirely for the funeral, as customers felt this was going too far. Its original decision was to ask guests to leave its sites completely on the day of the Queen's funeral and not return until the day after. It said the decision had been made 'as a mark of respect' but customers with existing bookings complained it showed little respect for guests.

Queen’s State Funeral Bank Holiday

Many retailers, including department stores and supermarket chains, have chosen to close their stores on 19 September, the day of the Queen’s funeral. Unlike other Bank Holidays, this is an event that employers will not have planned for. Without a corresponding significant uptick in sales of food, drink and commemorative merchandise sales, such as there was for this summer’s Platinum Jubilee, the day could represent a significant loss of income for some retailers.

While some stores, such as Royal Warrant holders John Lewis and Waitrose, swiftly announced they would close for the entire Bank Holiday, some other major supermarkets proposed only a partial closure between 10am and 2pm. However, as soon as the likes of Sainsbury’s announced they would close all their supermarkets for the entire day, most other large retailers quickly followed suit. Only supermarket chains’ local convenience stores are expected to open.

Contrary to what many people assume, there is no automatic statutory entitlement to Bank Holidays as annual leave. Instead, it’s down to employers’ discretion and the wording in employees’ contracts. If a contract states employees are entitled to 'all bank and public holidays' or 'all public holidays' as paid leave, the employer must grant the extra day off. However, if no mention is made of Bank Holidays in an employee’s contract, then their employer can require them to work on the additional public holiday.

In addition, there will be no traditional postal services on the day of the funeral and Post Offices will be closed.

All change for change

All English currency, from a penny piece to a £50 note, features the late Queen’s image. This money will stay in use for some time to come. Those old enough to recall pre-decimalisation shopping will remember finding pennies bearing the image of numerous former monarchs.

In time, new Charles III coins will be stamped. Businesses still largely wedded to cash may be in for a shock at this point, as the move to produce new currency may hasten the demise of lower value coins.

The Bank of England won’t say how much it costs to produce a penny piece, but we have a close American equivalent as a useful comparison. While we can’t be sure how much rising steel and copper prices have affected the cost of producing new 1p coins, 2017 research showed that it cost 1.8 cents to produce one U.S. penny. The cost and scale of producing new 1p pieces, and even 2p pieces, might mean they are phased out, rather than replaced by new ones bearing King Charles III’s head.

That phasing out could be sooner than generally expected. The UK’s Royal Mint, the government-owned company that produces coins for the country, revealed in 2016 that 60% of 1p and 2p coins are used only once, while 8% of pennies are thrown away. So low denomination coins may disappear from circulation more quickly than we might think.

New bank notes will also need to be printed bearing the King’s head. Coincidentally, the last paper notes in circulation, for £20 and £50, must be used by the end of this month (September 2022).

The Royal Warrant

'By Appointment' signs feature on many of the 800-plus company websites that hold Royal Warrants. It’s traditionally regarded as a selling point, but it’s possible they have less relevance in the era of internet shopping.

Those companies granted a warrant by the Queen will have to discontinue the use of the Royal Arms, or reapply to the new monarch, and prove they 'supply products or services on a regular and ongoing basis to the Royal households … for not less than five years out of the past seven.

It’s not illegal for them to remain on display for now, since companies have two years to remove all mentions following the death of a Royal, but in the era of instant internet updates, this extended period does look a little old-fashioned.

Will all companies decide it is worth their while to renew their warrant?

There are some who argue that warrants may have had their day. They are only granted to companies that provide goods to the Royal Household. Today, the UK economy is based more around services than manufacturing. Professional service providers to the Royal Household, such as bankers, brokers, agents, solicitors, employment agencies, training providers and veterinary services are not eligible for warrants, which makes the system less relevant.

Not every company that holds a Royal Warrant even shows the arms and 'By Appointment' wording on their site anymore. Boots and Jaguar Land Rover, for example, no longer usually feature their warrants prominently on their websites. Does that signify a change in public opinion about their relevance?

It’s also less a mark of quality and longevity than it was. Holding a warrant didn’t guarantee the future of companies such as fashion store chain Austin Reed (which entered administration in 2016), car manufacturer Daimler (brand dormant since 2010) or opticians Dollond & Aitchison (merged with Boots opticians in 2009, with all branded stores closing by 2015).

Stamps

Just like our money, every UK stamp also features an image of the Queen. Like coins, these stamps won’t become instantly unusable but will eventually be superseded by ones bearing the inset image of the new King.

Coincidentally, all standard first- and second-class stamps without a barcode attached are scheduled to be withdrawn by 31 January, 2023. To avoid doubt, most UK courier services, such as ParcelHero, use printed labels and don’t need stamps.

The Queen’s Royal cypher also appears on over 60% of the UK's 115,000 postboxes. New boxes not already in production will carry the new King’s mark, although not in Scotland where the Scottish crown is used instead.

FELIXSTOWE PORT STRIKES ADD TO EUROPEAN OCEAN FREIGHT DISRUPTIONS

Freight operations and the supply chains they support are set for further challenges after hundreds of workers at the UK’s busiest container port began eight days of strike action

UK and European freight operations and the supply chains they support are set for further disruption after hundreds of workers at the UK’s busiest container port, Felixstowe, began eight days of strike action on Sunday 21 August, leading to vessel diversions and cancellations and delays to cargo.

Freight operators say some vessels are being diverted to other UK ports such as Southampton and London Gateway, or mainland European ports such as Antwerp and Rotterdam, leading to additional costs and lead times. And with port workers in Liverpool also set to launch industrial action, ongoing industrial action affecting UK rail services, and disruption to other European freight infrastructure, some freight firms are concerned there could be a significant longer-term impact on freight movements and supply chains.

Container shipping lines are likely to offload UK-bound cargo at hubs such as Antwerp and Rotterdam, which are already busy and dealing with their own industrial disputes and congestion delays , highlighted UK forwarder Metro Shipping, noting that omitting the UK entirely to avoid the closed ports is also a likely tool to be used to try and keep schedules as intact as possible.

With Southampton and London Gateway working at capacity, if the Felixstowe or Northern European ports situation deteriorates, it is very possible that some carriers may drop UK-bound cargo further downstream – for example in Tangier or alternative Mediterranean ports – and use feeder services to get cargo closer to destination, the company noted.

To coordinate its response to the Felixstowe situation and linked industrial actions, Metro said it had created an eight-strong ‘Strike Action team’ that had been working with the port, carriers and our contracted long-term haulage and rail partners to deliver and move containers to off-dock holding areas ahead of the start of the strike action.

Forwarders said some carriers that call at Felixstowe had changed port rotations, so that vessels that were initially due to arrive during the strike period will now arrive afterwards. Or carriers may remove Felixstowe bound containers at earlier port calls, to be collected by a later vessel due to call Felixstowe after the strike period.

This was confirmed by Maersk, which noted that its teams had been establishing a number of contingency measures to minimise the impact of strike action on its customers. Those included changes to its vessel lineup and a number of vessel ETAs have been advanced or delayed , plus three vessels omitting the port. Their cargo is being discharged, respectively, at Le Havre, London Gateway, and Antwerp, connecting with subsequent Maersk services that would arrive into Felixstowe on 29 and 30 August.

‘An inconvenience, not a catastrophe’

Freight sources are divided on the extent to which the strikes will cause longer-term disruptions to supply chains, with one Felixstowe port source suggesting that they will be an 'inconvenience not a catastrophe', claiming that the supply chain was now used to disruption following the pandemic had “moved from ‘just in time’, to ‘just in case.’

But James Hookham, director of the Global Shippers’ Forum, highlighted that the UK and European ocean freight sector was just entering peak season for consumer goods movements. He said a prolonged strike had the potential to disrupt the UK’s consumer supply chains at what was a critical period.

In the meantime, freight firms said the strikes would increase costs and delays for logistics firms and their customers, especially those that particularly relied on Felixstowe.

Haydyn Rowlandson, traffic operator for Felixstowe-based haulage company Openultra, told the BBC: Vessels are being diverted to ports such as Southampton; but, clearly, if we have to go there, it significantly changes the rate of the job and would cost hundreds of pounds more due to factors including additional fuel costs and driver hours.

He said the strike was already having an effect on business, noting: We have had to stand vehicles down, stand drivers down, and the workload has been minimal in comparison with the last few weeks. Customers are asking if we know what is happening. They’re taking a hit, we are taking a hit – and the country is taking a hit, too.

Domino effect on supply chains

Christian Roeloffs, CEO and co-founder of container specialist Container xChange, highlighted that even minor interruptions to port operations can have a major impact on container line network efficiency and cause a domino effect up and down supply chains , noting that strikes at European ports this year have already been highly damaging to logistics operations, manufacturers, and industry at large. We expect further industrial action to be just as harmful.

Roeloffs observed that Felixstowe’s Container Availability Index reading suggests that terminal operators and carriers will likely have had difficulties to clear storage areas of boxes, especially empties, even before the commencement of strike action. This interruption of operations will add to operational inefficiencies at the terminal and in the hinterland. It will also have ramifications for carrier networks on intra-Europe and Asia-Europe services.

Strike action threats elsewhere in Europe

With dockworkers at the port of Liverpool also voting to strike for better pay, he noted that Europe’s logistics network could see added disorder if more industrial action follows in Germany. Although collective labour agreement negotiations in Germany between trade unions and lines are ongoing, a court-imposed moratorium on industrial action expires on 26 August, noted Roeloffs.

Ports in northern Germany suffered strikes earlier this year as workers there sought higher wages as inflation causes difficulties across Europe. Our proprietary data shows this resulted in build-ups of containers at terminals and in storage yards. This added to the logistics problems we have seen across Europe this summer where lower water on the Rhine has forced many containers onto rail networks and trucks as barge shipping has become increasingly difficult.

Container lines have reported that in Germany, while the moratorium has been in place, stevedores have been less willing to perform extra shifts or work at weekends. This has made it difficult to clear backlogs after the earlier strikes.

Johannes Schlingmeier, CEO & co-founder, Container xChange

Levels of disruption vary by port

He added: How a strike impacts port operations obviously depends on the nature of the port, what level of service is able to continue while the strike is ongoing, and how well-prepared operators and terminals were for disrupted operations. What we’ve seen since the start of the pandemic in ports across Europe including Liverpool, Felixstowe and the major German hubs, is terminals struggling to cope with demand and the multiple disruptive events container shipping has faced. Shortages of trucking capacity and drivers have added to logjams. I think it’s safe to say that strikes will make it more difficult to untangle these pre-existing strains on ocean container logistics and the hinterland barge, rail and trucking networks on which they rely.

Will Waters, contributing editor, FORWARDER magazine

RECRUITMENT & TRAINING

Organisations and bodies that provide and train staff for the freight and logistics industries.

Related topics Certification Organic growth Safety awareness

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GEBRÜDER WEISS: INTO THE NEXT TRAINING YEAR WITH 95 APPRENTICES

Logistics company takes on more apprentices than in the previous year / High take-up rate / Dual Academy training opportunity

Gebrüder Weiss continues to focus on developing future employees from within and has again increased the number of trainees it has. 95 young men and women will embark on their apprenticeship at the international logistics company in Austria, Germany, and Switzerland (2021: 90). And more are to follow as Gebrüder Weiss intends to fill a further 20 apprenticeship spots in Austria and Germany during the 2022/23 training year.

It is possible at several locations to start an apprenticeship also during the year. We believe it is important and that it pays to take a flexible approach to recruitment and to consider the personal circumstances of each individual applicant.

Monika Mandl, Head of Human Resources Development, Gebrüder Weiss

Last year saw the company fill numerous apprenticeship spots at a later point in time.

Gebrüder Weiss currently has a total of 262 apprentices at 37 locations in Austria, Germany and Switzerland, with a further 18 young people also undergoing dual training in Serbia and Hungary.

Trained to stay

The vast majority of apprentices will be taken on once they have completed their training. And that’s the whole point, which is why Gebrüder Weiss attaches so much importance to the quality of the training and to providing as much support as possible to the newcomers. This approach is one that pays dividends, as demonstrated by the company winning this year’s Austrian State Championships of Professions 'AustrianSkills' in the category 'Freight forwarding agent'.

At a number of Austrian locations, Gebrüder Weiss offers an abridged course of training within the Dual Academy targeting high-school graduates and career changers with a high-school diploma (Matura). This way, the apprenticeship to become a freight forwarding agent can be completed in two years instead of three, and it also includes some attractive options such as an internship abroad.

UK LOGISTICS SECTOR & GOVERNMENT LAUNCH CAMPAIGN TO TACKLE RECRUITMENT ISSUES

Generation Logistics initiative aims to highlight opportunities, challenge perceptions and demonstrate the breadth and diversity of the career opportunities available, to solve long-term staff shortages and future-proof the industry’s talent pipeline

The UK logistics sector and government are this week launching a new campaign – Generation Logistics – an industry-led, government-backed initiative that aims to tackle the industry’s long term recruitment issues and future-proof the industry’s talent pipeline.

Sponsored by the Department for Transport alongside companies from all sides of the industry, Generation Logistics will raise awareness of an industry often overlooked by those seeking employment and challenge their pre-conceptions about what working in logistics can offer.

Our research has revealed that 90% of the population has never considered working in our industry, yet it employs over 2.6 million people, says Phil Roe, president of Logistics UK, which has been leading the development of the campaign. At a time when recruitment of new staff has never been more difficult, this campaign will lift the lid on the opportunities which logistics has on offer and encourage workers of all ages to investigate the careers which our businesses can provide.

Starting with a focus on young adults aged 16–24 years, the campaign will then target other potential employee groups, including career switchers and maternity- or paternity-leave returners.

Generation Logistics centres on a new platform designed to highlight the many benefits of working in the industry and outline how logistics roles can, and do, meet the highest priorities of the next generation of workers. This site will offer an online hub full of resources, learning materials and job openings, alongside partnerships with leading industry bodies, trade associations and vital core businesses across all freight modes including Amazon, DHL, Stobart and Tesco PLC.

The campaign’s organisers are confident that Generation Logistics will make it significantly easier for people to kick start their career in the industry and future-proof the sector’s workforce.

Roe commented: The pandemic shone a light on the logistics industry, underlining the importance of our staff as key workers and the critical role our sector plays in everyday life. With that in mind, it’s crucial we do all we can to engage with the next generation right now to encourage them to bring their talents to our industry. We are hoping to puncture some of the myths around the sector, and provide a clear, practical pathway for those who want to explore whether a career in logistics could be for them – from truck drivers through to data scientists, robotics engineers and everything in-between.

The last few years have shown how crucial our logistics sector is to both the economy and our daily lives. That’s why we put 33 measures in place to help tackle the effects of a global driver shortage. Since then, the sector has started to recover, and industry bodies are reporting positively on the number of HGV drivers stabilising. The Generation Logistics campaign, backed by Government funding, will support the sector to grow from strength to strength, helping to recruit and retain a skilled workforce and shift perceptions of the industry. I’d encourage

people from all walks of life to seriously consider kickstarting a rewarding and exciting career in logistics right now, with a wide range of opportunities on offer.

Karl McCartney, Transport Minister

Filling roles in logistics is a challenge, as many people do not know we exist, or appreciate the breadth of jobs available. Through Generation Logistics, we will raise awareness of the many opportunities on offer and highlight the accessibility of those opportunities across all ages, locations and educational backgrounds. The logistics sector keeps Great Britain moving and there truly is a career within it for everyone – we’re looking forward to sharing them over the next 12 months.

Bethany Windsor, Programme Manager, Generation Logistics

Industry-led, government-backed initiative

Generation Logistics is an industry-led, government-backed initiative to increase industry awareness and find the next generation of logistics industry talent. Working in collaboration with companies and trade associations from across the sector, the campaign aims to challenge perceptions and demonstrate the breadth and diversity of the career opportunities available.

Campaign sponsors include:

Gold Sponsors: Amazon, ASDA, Department for Transport, CEVA Logistics, GXO, DHL, Kinaxia Logistics, Maersk, Marshall Fleet Solutions, Stobart, Tesco PLC, Wincanton

Silver Sponsors: Europa Worldwide Group, Hoyer, National Highways, Network Rail

Bronze Sponsors: Abbey Logistics, Arla Foods, Bis Henderson Group, InstaDeep, Malcolm Logistics, Meade-King Robinson & Co. Ltd, JG Russell, Tandem Delivery Group, Tuffnells.

Trade Associations : Association of International Courier and Express Services, British Association of Removers, BIA, British International Freight Association, British Ports Association, UK Major Ports, The Chartered Institute of Logistics and Transport, Chemical Business Association, Cold Chain Federation, Healthcare Distribution Association UK, Logistics UK, Maritime UK, Road Haulage Association, Rail Freight Group, The International Air Cargo Association. UK MPG, UK Warehousing Association

Will Waters, contributing editor, FORWARDER magazine

DTEQ

HAGEN HENNIG TECHNICAL DIRECTOR, TRANSPORT ENGINEERING SOLUTIONS

DTEQ INSTALLS NEW MANAGEMENT

With immediate effect, Hagen Hennig is taking over the role of Technical Director, Transport Engineering Solutions (dteq) and Boris Dykiert remains Commercial Director, dteq.

Hagen Hennig and Boris Dykiert have both been with dteq for many years, so a smooth transition will be assured. The global structure will be further supported by our existing teams lead by Felix Kok as Regional Director Transport Engineering EMEA, dteq; Franklin Alvarez as Regional Director Transport Engineering Americas, dteq; Arlan Baylon as Regional Director Transport Engineering APAC, dteq; and Sebastian Krey as Lead Transport Engineer, dteq.

I am excited to take over the role as Technical Director for dteq. My experience and pass ion for transportengineering will enable me to help the team grow further and develop cutting -edge transport solutions. Hagen Hennig, Technical Director, dteq.

We have excellent experience in supporting clients in all transport engineering challenges, from the early stages all the way until the close out of a project. I am very much looking forward to continuing this path of client-focused engineering services. I am proud to continue leading dteq’s strategic and commercial development and being part of this ambitious and winning team. I look forward to developing further opportunities for our global clients from various industries.

Boris Dykiert , Commercial Director, dteq

Niels Meldau, who was dteq’s President until now, will take over the role of Head of Global Operational Excellence, deugro with immediate effect. He led dteq since 2018, building up a truly global, effective and highly skilled team in the past four years. As a result, dteq continues to gain trust based upon its expertise and specialized services and solutions.

DEUGRO APPOINTS DIANA KAUFMANN AS PRESIDENT

Effective 1 September, Diana Kaufmann has been appointed President Central Europe, Global Risk Management and HR Development for deugro.

Throughout her career, Diana Kaufmann has acquired a wide range of skills and experience that makes her an excellent candidate for the position of President. In addition to being responsible for deugro in Germany and France, dib Deutsche Insurance Broker GmbH(dib), the Contract Management division and deugro’s Global Human Resource development as a distinct subsection of Global Human Resources, she will be managing Sales and Business Development in Austria and Switzerland.

To build a successful career, or to develop a successful human resources strategy, it is imperative that professionals have access to opportunities for continuous professional development, succession planning, and knowledge transfer. Due to the diversity of the industry, it can be difficult to define a career path in the global project logistics sector, particularly at a time when new graduates are seeking definition, commitment and certainty.

A successful project logistics operation requires professionals with a positive attitude, values and work ethic. It is possible and of great value to hire and develop resources based on mindset, instead of just on skills or experience. Retaining strong employees is the next challenge after attracting and developing them.

To support this journey, deugro stresses the importance of gaining a broad knowledge base of project management methodologies, tools and practices. The company places a strong emphasis on digitalization and automation in order to handle supply chains and deliver project logistics in a way that is compatible with the new and old ways of doing things. We strongly believe that Diana is the best candidate to fulfill her new role as President Central Europe, Global Risk Management and HR Development, and to help deugro develop further – both in terms of our clients as well as our most important asset: our employees.

Simon Wasum, COO, deugro

I am very excited to take over the new role, and I will give it my all to achieve deugro’s company objectives and goals and bring the company to the next level in a fast-changing and challenging environment, while being committed to continuous improvement and development. Having been part of the project logistics industry for almost 30 years and having first- hand experience in a variety of positions along the supply chain enables me to support our clients best in Germany, France, Austria and Switzerland, as well as our employees.

Diana Kaufmann, President Central Europe, Global Risk Management & HR Development for deugro

DEUGRO

DIANA KAUFMANN

PRESIDENT CENTRAL EUROPE, GLOBAL RISK MANAGEMENT

AGI to build on North America acquisitions

This is an exciting development for us to fulfil our desire to expand our service offerings beyond North America. Olivier’s expansive experience in the international airport services market will be invaluable to our growth trajectory.

Jared Azcuy, Chief Executive Officer (CEO), AGI

AGI, dubbed 'The Cargo People' (TM pending), is one of the largest cargo and freighter ground handlers in North America.

Alliance Ground International (AGI) has reached an agreement with Olivier Bijaoui to act as Advisor to help with the next phase of its expansion strategy to add passenger and cargo ground handling operations outside North America.

Bijaoui has been a prominent figure in the ground handing industry for 35 years and brings great knowledge and experience to AGI’s already well established senior management team.

AGI’s investment and growth in North America has been very impressive and I look forward to help mirror its success in Europe and beyond, said Bijaoui.

Over the previous ten months, AGI has announced the acquisitions of North American ground handling companies Airport Terminal Services (ATS), Total Airport Services (TAS), and MIC Cargo (Maestro), as well as significant investments in personnel, technology, and new facilities at Chicago and Newark airports.

U-FREIGHT GROUP PROMOTES TWO

The international freight services and logistics provider, the U-Freight Group Ltd (UFL), has promoted two key executives based at its headquarters in Hong Kong.

Amy Wong has been promoted to chief administrative officer of the U-Freight Group tasked with supervising the day-to-day operations, HR & Administration of UFL offices, whilst assisting chief executive officer, Simon Wong in analysing the operations of UFL’s global network as part of devising and implementing strategic initiatives to help move the company forwards.

Meanwhile, Joey Cheung has been named general manager of U-Freight Ltd’s Hong Kong office, overseeing all the group’s businesses and facilities in Hong Kong.

Amy joined U-Freight 1n 1982 and is already a member of the executive management team as vice president of administration and training.

In a career within the U-Freight Group (UFL) that started in 1997, Mr Cheung has served at many of UFL’s international stations, within various of the company’s subsidiaries.

He has worked in senior sales and business development positions in Shanghai, New York and Hong Kong, and in 2005 joined a newly formed China Team in the company’s Hong Kong headquarters office.

Both Amy and Joey are long-standing employees of the company and have performed proactively in the group’s business development activities. Their careers with us have mirrored the exciting developments within international logistics, including China’s enhanced position in global trade, in which UFL has played a significant part and continues to do so, as well as the development of cross border e-commerce logistics, which is very important to our future. Their promotions are a reflection of the valuable contribution that they have made to the company’s development. U-Freight has always had a firm belief in promoting from within. Given the collective experience of both Amy and Joey, I’m sure that they are more than capable of helping drive forward our position in the various trades that we serve.

Simon Wong, chief executive officer, UFL

U-FREIGHT GROUP

AMY WONG & JOEY CHEUNG CHIEF ADMINISTRATIVE OFFICER & GENERAL MANAGER (HK)

A LITTLE ABOUT THE APPOINTMENT

man. I like walking, running, visiting

Frenchie

I have been living in Bristol for six years. This city is amazing. The culture and sport are everywhere.

I love walking in the countryside and enjoying some time with my friends in the pub. Love fish 'n'

'Give to get' is my Motto. In my previous experience in sales, one of my customers was not happy at all because we hadn’t changed his phone number. I was new to a company and he started to shout a me. I made sure I changed everything he would like to change ASAP and he eventually became my

I have a sales background in France and in England. I have a passion for my job. I like to connect people and make sure they will get on well and do a great

Recruitment is an exciting sector. You learn every single day.

RECRUITMENT & TRAINING VACANCIES

FEATURED POSITION

WHAT WHERE

FREIGHT RECRUITMENT TEAM LEADER

WHO

HEADFORD GROUP

BRISTOL (BS32), UK

Job types: full-time, permanent

Salary: £29k – 32k basic depending on experience, with an increase to £35k on successful promotion to Manager. Unrivalled commission

– no threshold – uncapped (realistic £70k+ 1st year earnings)

• Ongoing training & development both external and internal

• Early finish and dress-down on Fridays

JOB DESCRIPTION

The Headford Group is the leading Recruitment, Mergers & Acquisitions and Marketing & Media consultancy for the Freight Forwarding & logistics industry.

We are a group of companies with multiple distinct brands, all working to achieve the ambitious goals of the group.

We currently have 2 recruitment brands, and we are looking to speak with experienced senior recruitment consultants to work with our global market-leading recruitment business.

The team currently consists of 2 consultants, but the plan is to grow to a team of 6 by the end of the year.

We will support you with management training and industry training. The plan is for you to step up to Team Manager, with a corresponding salary, within months.

Our biggest biller is on their way to earning £250,000 this year. We regularly pay out more than £10k per month in commission to the big billers.

You will ideally be used to working in permanent recruitment and come from a background where you have recruited into one of the following sectors:

• Freight forwarding

• Logistics / supply chain

• Manufacturing / engineering

We have exciting plans to expand throughout the next 5 years, consolidating our significant success, and building our group to offer real career progression.

OUR IDEAL CANDIDATE IS:

• Positive and enthusiastic

• Self-motivated to drive their desk

• Intelligent and eager to learn

• Motivated by money and success

Apply now for a discreet, no-obligation discussion.

HOW TO APPLY

Please contact Matt at matt@headfordgroup.com or +44 (0)1454 628 787

Advertising: +44 (0)1454 628 795 tony@ FORWARDER magazine.com

VACANCIES

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FEATURED POSITION

WHAT WHERE

RECRUITMENT ADMINISTRATOR

WHO

HEADFORD GROUP

BRISTOL (BS32), UK

Salary: £19 – 22k depending on experience

• Ongoing training & development both external and internal

• Early finish / dress down Fridays

• Possibility of part-time for the right candidate

JOB DESCRIPTION

The Headford Group is the leading Recruitment, Mergers & Acquisitions and Marketing & Media consultancy for the Freight Forwarding & logistics industry.

We are a group of companies with multiple distinct brands, all working to achieve the ambitious goals of the group.

We currently have 2 recruitment brands, and due to expansion we are looking to speak with Administrators to support the Recruitment teams in our global market-leading recruitment business.

You will ideally be used to working in a busy administrative role, and able to support the consultants by updating our CRM database.

Our data is key to our business, so if you are able to use search engines, update a CRM, call clients to fact-check and update contact information, you will become a valuable member of the team.

In addition, you will support our teams on additional administrative tasks, so a strong knowledge of Office 365 products such as Word and Excel will be essential.

We have exciting plans to expand throughout the next 5 years, consolidating our significant success, and building our group to offer real career progression.

OUR IDEAL CANDIDATE IS:

• Positive and enthusiastic

• Focused and hard-working

• Intelligent and eager to learn

HOW TO APPLY

Please contact Matt at matt@headfordgroup.com or +44 (0)1454 628 787

RECRUITMENT & TRAINING

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SENIOR EXPORT AGENT

COLLEGE PARK, GA

Salary: Circa $55,000–$65,000

• Cargowise experience

• High School diploma or GED plus 3-5 years of Export experience in freight forwarding

• Export administration regulations – TSA, IATA , HAZMAT

IMPORT AGENT II

SECAUCUS, NJ

Salary: $65,000–$70,000

• 3 years’ experience of Import Ocean in a freight forwarder, NVOCC, or Customs Brokerage

• Excellent data entry skills and excellent customer service skills

• Cargo Wise experience.

IMPORT AIR/OCEAN LOGISTICS CO-ORDINATOR

NEW YORK, NY

Salary: Circa $65,000–$75,000

• 3 years industry experience

• Ability to effectively present information and respond to client inquiries

• Effective communication skills

• Cargo Wise experience.

SUPPLIER MANAGEMENT COORDINATOR

DOVER, UK

To provide additional support to the Supplier Management team for the planned growth of the business and therefore the supplier base at Priority Freight.

• Engage the suppliers to work to the company’s standard operating procedures

• Check and monitor pricing against specified rates

• Identify and negotiate appropriate reductions in rates when achievable

CUSTOMS ENTRY WRITER, OCEAN & AIR

DALLAS, TX

Salary: $50,000–$65,000

• Minimum 3 years’ experience

• Import Ocean & Air

• USDA, FDA and Public Heath

MANAGING DIRECTOR / BRANCH MANAGER

FRANCE

• Overseeing the company’s business operations, financial performance, investments, and ventures.

• Developing and executing business strategies to achieve short and long-term goals.

• Create initiatives to take advantage of market opportunities, prepare and implement comprehensive business plans, reduce operational threats, and forecast business risks.

Advertising: +44 (0)1454 628 795 tony@

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CUSTOMS CLERK

KENT, UK

• Manage activities which will be directly related to existing client transportation as part of a wholly-managed door-todoor time-critical transportation process.

• Responsible for customs management of cross channel as well as through all airports via scheduled air freight and air chartered goods movements.

EXPORT OPERATIONS CLERK

MANCHESTER, UK

• Must have at least 1 years’ experience in Air Exports –The position will be dealing with all aspects of General Export Cargo (training will be given on Sea if required) & Pet Exports so they must be confident with animals and a definite animal lover.

• Hours of work: 09.00-17.30hrs – 1-hour lunch but must have a flexible approach to the working day – we specialise in the movement of Pets which occasionally calls for ‘out of hours’ start or finish to the day as well as some weekend work (this is kept to a minimum where possible)

OPERATIONS MANAGER

FRANCE

• To distribute, organise and control, in compliance with the regulations and safety rules, the daily activities of his team (processing of air and sea operations), while carrying out the same activities if necessary.

• Monitoring the various business lines supervised: keeping abreast of operational issues within its scope and contributing to the cohesion/mutual support between the departments within its scope.

• Suggesting operational solutions: Suggesting strategies for the development of the organisation to improve its efficiency and optimise the means at its disposal to achieve its profitability and quality objectives.

RECRUITMENT & TRAINING

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NATIONAL ACCOUNT EXECUTIVE

HAMBURG, GERMANY

Salary: €80,000–€90,000

• Builds successful partnerships with key stakeholders at all levels of customers’ organizations to cultivate relationships and generate revenue opportunities across all FF product and service lines.

• Presents solutions to customers to gain approval of proposals and move forward with the sales process.

• Sells technology solutions (Flex Global View) to customers to secure their business, provide added value to proposals and satisfy business needs.

GATEWAY SERVICE SPECIALIST

FRANKFURT, GERMANY

Salary: €50,000–€64,000

Financial analyzes & action plans:

• Accounts payable control and coding

• CASS difference report

• Cost development analyzes

• Statistical reports for management

Drive Operational excellence:

• Process optimization (LOP/SOP adjustments)

• Quality Management (KPI performance)

• Compliance

• Performance reports

• Support to identify training needs and develop training plans

• Development of action plans

Customer Service:

• Coordination between gateway and service centers

• Support Implementation of new customers

• Handling of Customer Complaints

• Develop and promote use of CEP

MULTIMODAL OPERATOR

BIRMINGHAM, UK

• To provide shipping, transport and forwarding expertise across Ocean movements, to build and develop relationships with customers, understanding their needs and requirements. To provide service information, quotations, take bookings and champion the needs of the customer.

• To operate, provide service information, quotations, take bookings and champion the needs of the customer.

• To offer a high standard of customer service, by providing accurate and appropriate information and demonstrating a professional, helpful and positive manner.

PROJECT COORDINATOR

COLNBROOK, UK

• Assist in defining and creating process maps & standard operating procedures

• Update & manage controlled documents

• Carry out various ad hoc project related tasks

• Maintain & update project plans

• Issue & log non-conformance reports

SALES REPRESENTATIVE

MIDLANDS, UK

SALARY: £ 45 ,000

• This is a fantastic opportunity to join a company committed to providing quality, innovation, and value-added logistics services.

• Based at DSV Road Tamworth the successful candidate will cover a designated set of postal codes across either the East or West Midlands region of the UK

Advertising: +44 (0)1454 628 795 tony@

VACANCIES

AIRFREIGHT EXPORT SUPERVISOR

BRADFORD, UK

• Fully Compliant Export Air freight operations to include Export Customs entries

• Assisting Management and sales team

• Excellent communication / listening skills

MULTIMODAL EXPORT OPERATOR

BIRMINGHAM, UK

• 1 years’ experience minimum in freight forwarding

• Develop and build relationships to ensure a high level of customer service

• Great customer service

CUSTOMS CLEARANCE OPERATOR

MANCHESTER, UK

SALARY: £19,000–£30,000

• Working with the customs team

• Freight Forwarding/administration back ground

• Appropriate training will be provided

OPERATIONS MANAGER

DOVER, UK

SALARY: £65 ,000 + BONUS

• 10+ years’ Customs Clearance experience

• Man management experience

• Good organisational skills

BUSINESS DEVELOPMENT MANAGER

ESSEX, HEATHROW & BRISTOL, UK

• Strong communication skills with strong business related knowledge

• The ability and desire to sell with a positive, confident and determined approach

• Highly self-motivated and ambitious in achieving goals

AIR FREIGHT OPERATOR

HEATHROW, UK

SALARY: C. £35 ,000

• 5 years of experience in Air freight Imports & Exports

• Custom Entries & Clearances knowledge

• Cargo wise Experience essential

EV CARGO ACQUIRES AIR EXPRESS CARGO IN SPAIN

EV Cargo continues M&A activity with acquisition of Spanish company

Deal adds significant presence in additional European market

Provides EV Cargo with additional trade lane expertise to USA & South America

EV Cargo, a Hong Kong headquartered global freight forwarding and supply chain services company, is pleased to announce the acquisition of 75% of the shares of Air Express Cargo S.L. from its founding family owners.

Formed in 2004, and operating out of offices in Madrid, Barcelona and Valencia, Air Express Cargo has enjoyed considerable success through providing air and sea freight forwarding and customs brokerage services on behalf of importers and exporters across Spain, meeting their needs for both speed and reliability.

This strategic acquisition sees EV Cargo add another important market to its rapidly expanding European platform, which already features 20 offices and over 400,000 ft.² of warehousing in the Netherlands, Belgium, Germany, Poland, France, Switzerland and Greece.

EV Cargo, which manages supply chains for the world’s leading brands, aims to surpass $3bn of revenue by 2025 through organic growth and strategic M&A activities.

In March this year it acquired Fast Forward Freight, a successful freight forwarding business headquartered in the Netherlands, adding significant expertise in industry sectors such as automotive, marine engineering and aerospace, that represent considerable growth opportunities for EV Cargo.

The acquisition of Air Express Cargo will also add customer depth and provide access to additional global trade lanes from Europe to USA and South America.

Air Express Cargo will be branded as EV Cargo Spain and current founder and CEO Francisco de la Sita, who will continue to own 25% of the shares, will take up the role of country MD.

Francisco de la Sita said: I firmly believe that by becoming part of EV Cargo, the future prospects for the business in Spain will be enhanced. It will enable us to provide our clients with the high-quality service they have enjoyed while being able to offer expanded services, which in turn will create opportunities to develop the business, attract new customers and drive growth. EV Cargo’s global infrastructure, technology capabilities and international freight network will create new and immediate opportunities across different trade lanes, particularly between Spain and South America.

We are delighted to welcome Francisco and the Air Express Cargo team to the EV Cargo family. Spain is an increasingly important market for us as we manage supply chains for the world’s leading brands, and we look forward to quickly developing our full-service proposition across air and sea freight, road freight and contract logistics to serve both existing and new customers.

Marc Terpstra , Vice President, Europe EV Cargo

£763m ACQUISITION OF MENZIES AVIATION

Combination with National Aviation Services creates a leading global player in air cargo handling and aviation services with operations at 254 airports in 58 countries, handling 2 million tonnes of air cargo

Supply chain services, warehousing infrastructure and airport services specialist Agility has finalised its £763 million (US$925 million) acquisition of Menzies Aviation’s holding company –John Menzies PLC – and will combine the acquired business with its National Aviation Services (NAS) business to create a leading global player in air cargo handling and aviation services.

Operating as Menzies Aviation, the combined company will provide air cargo services, fuel services and ground services at airports on six continents. Once integrated, the company will be the world’s largest provider of air cargo and airline ground services by the number of countries it operates in and the second largest by number of airports served.

It will have approximately 35,000 employees and operations at 254 airports in 58 countries, handling 2 million tonnes of air cargo, 600,000 aircraft turns, and 2.5 million fuelling turns per year. Combined revenues of Menzies and NAS exceeded US$1.5 billion in 2021.

Hassan El-Houry, who becomes chairman of the combined company, having previously held the role of NAS CEO, commented: Menzies and NAS will create the world leader in aviation services. We will have the scale and resources to expand and grow as the industry recovers from the COVID-19 pandemic. Commercial aviation is a key engine of global economic growth, and our customers need partners they can count on as flight volumes return.

The company’s customers will include Air Canada, Air China, Air France-KLM, America Airlines, British Airways, Cathay Pacific, EasyJet, Emirates, Ethiopian, FlyDubai, Frontier Airlines, IAG, Jazeera, Qantas Group, Qatar Airways, Southwest, Turkish, United Airlines, WestJet and Wizz Air.

Agility’s backing gives us the resources to provide innovative solutions for growing and forward-thinking customers, expanded product offerings, and to develop our talent, technology, and sustainability – critical factors for our future success. It also means we are wellpositioned to support our customers in tackling supply chain challenges and labour shortages.

Philipp Joeinig, CEO, Menzies Aviation, who will be CEO of the combined company

The boards of Agility and Menzies reached agreement on 30 March on Agility’s cash offer to acquire 100% of Menzies’ ordinary shares for 608 pence a share, valuing Menzies at approximately £571 million on a fully diluted basis and approximately £763 million on an enterprise value basis.

Tarek Sultan, vice chairman of Agility – which sold its Global Integrated Logistics business to DSV in 2019 – said: This is a new chapter for Agility, Menzies, and NAS. By acquiring Menzies and combining it with NAS, Agility has the opportunity to unlock greater value in both. Agility has a strong track record of sustainable and responsible growth over the last two decades, driven both organically and through mergers and acquisitions, and this latest deal is part of our strategy to further accelerate that growth. For Agility, this deal creates the largest owned and operated – 'controlled' – business in Agility’s portfolio by revenue, headcount, and global presence.

Freight Mergers are specialists in selling owner-managed freight forwarding, transportation and logistics businesses. For most company owners, selling their business is the most important financial transaction of their life. Therefore, we tailor our services to each individual client’s needs, utilising our mastered, proactive approach to selling businesses that connects strategic buyers with sellers who are aiming to realise the value of their business. We have over ten years of experience in the sector and, due to our specialist approach and unparalleled network, we can put you in touch with international and domestic trade buyers.

BOLLORÉ LOGISTICS COMPLETES ACQUISITION OF LYNAIR LOGISTICS

FOOTPRINT IN AUSTRALIA

Sydney, Australia – Bolloré Logistics has announced that it has completed its acquisition of Lynair Logistics ('Lynair') thereby expanding its footprint in Australia.

With the acquisition, effective 1 August 2022, Bolloré Logistics Australia will fully own Lynair Logistics which is based in Adelaide. Lynair will retain its brand name temporarily and continue its business operations as usual following the acquisition.

Established in South Australia since 2002, Lynair Logistics is a logistics company specializing in air freight, ocean freight, customs clearance, global shipping, and logistics throughout the world.

The acquisition of Lynair Logistics further strengthens our presence in Australia, and we are pleased to welcome our new, experienced and highly capable team members into the Bolloré Logistics Australia family. Thibault Janssens, CEO. Bolloré Logistics, Pacific Region

Lynair will carry on its business as usual and will have the strong support of Bolloré Logistics Australia as well as its global network. David Guarnera , State Manager of Victoria & South Australia, Bolloré Logistics Australia

We have achieved very well to be where we are today as a reputable international freight and logistics company. This, of course, comes with a great team of staff working together, along with the support and trust of our customers that we have established over the years. Being powered by Bolloré Logistics will offer more features and resources for our team to ensure that customers continue receiving high levels of service.

Augustin Paul, Managing Director, Lynair Logistics

Rhenus Warehousing Solutions has signed an agreement to acquire the Danish company DKI Logistics A/S and its warehouse investment affiliate DKI Automatic A/S (both together 'DKI'). The logistics provider specialises in complete warehousing and supply chain solutions with customised value-added services. With the acquisition, Rhenus Warehousing Solutions expands its presence in Europe to the Nordic countries.

Founded in 2001, DKI is now one of Denmark's leading third-party logistics providers with 350 employees. DKI has seven warehouse locations spread between the headquarters in the port city of Horsens and the cities of Herning and Køge. With more than 280,000 square metres of warehouse space, DKI offers various inbound, storage, order handling and transport services for the Danish market. Companies from the healthcare, FMCG, furniture, clothing, household appliances and DIY product sectors are among its customers.

To accommodate the continuous growth over the past years, DKI has constantly invested in automated technologies such as AGVs, robots, conveyor belts and shuttle systems. In general, the seven DKI warehouses

are characterised by a high degree of automation in picking, packing and sorting. One new warehouse is currently being built and is expected to be completed by the end of 2022; another is planned for the coming year.

Rhenus Warehousing Solutions and DKI both stand for highquality and scalable customer solutions. In this respect, it was the logical step for us to shape our market entry into the Nordic countries together with DKI.

Andreas Plikat , General Manager, Rhenus Warehousing Solutions

In addition to geographically complementing the Rhenus Warehousing Solutions network in Europe, this acquisition strengthens the presence of the Rhenus Group in the FMCG and healthcare sectors. With DKI becoming part of the Rhenus Group, customers will benefit not only from the warehousing service but also from the wide range of services, including the global air and sea freight network and the extensive European land transport options. The acquisition of DKI is another step in the continuous growth of the Rhenus Group in Denmark: With locations in Copenhagen and Aarhus, the logistics specialist guarantees a reliable service in close proximity to its customers.

RHENUS WAREHOUSING SOLUTIONS

MEDIA &

Print is not dead. Nor is the postal system. Both work perfectly well, so let ‘s use them. In fact, in this digital age, high-end print actually stands out more than it used to.

• FORWARDERmagazine.com

Digital marketing App design

The average adult spends most of their day looking at a screen. Checking their news feed, in front of their computer, on social media, online shopping, watching TV. Be on those screens.

• FreightWebsite design

The ultimate in customer engagement. Mobile usage now outweighs desktop, so give your audience a focused, useful portal where you control the content and they remain interested.

• FreightApp.design

•

• eShot campaigns

•

• Social media

Formerly known as Summit Expedited Logistics, the team of full truckload and less-than-truckload experts connects control tower model to AIT’s global network

Global freight forwarder AIT Worldwide Logistics is changing the name of its independent subsidiary, Summit Expedited Logistics, to AIT Truckload Solutions, effective immediately.

According to AIT’s Executive Vice President, Truckload Brokerage, Perishables and Healthcare, Mike Rothacher, rebranding will better align the team known for its high-quality full truckload and less-thantruckload solutions with its parent company.

Along with the name change to AIT Truckload Solutions, we are also expanding our control tower model to better serve the global AIT network, Rothacher said. This expansion will enable the team to spend more time engaging with customers as we strive to provide a truly seamless world-class logistics experience.

We still have the same highly experienced teammates delivering the best full truckload and less-than-truckload solutions with 24/7 customer service, online tracking tools, and more. And with the strength of more than 100 AIT locations in Asia, Europe and North America, our Truckload Solutions group integrates seamlessly with AIT’s air, ocean, customs clearance and special services teams to provide end-to-end supply chain solutions anywhere in the world – all from a single source.

Joe Kontuly, Vice President, AIT Truckload Solutions

Oof existing business units. To better reflect this progress and the future growth of The GTI Group, the company today announced the next evolution of its corporate brand.

We are basically one company working together to serve our extensive client base, even though we have several locations both in Canada and the United States. The variety of our numerous service offerings enables GTI as one company to serve all our clients logistical needs by leveraging the skills, talents and institutionalized knowledge we’ve accumulated. Our new brand reflects this objective, demonstrating to clients that we’re one family with shared values and a shared commitment to exceptional customer service through comprehensive, customized logistics solutions.

Richard Lafreniere, CEO & President, The GTI Group

The rebrand consists of a new standardized corporate logo and colors with the new circular ‘G’ mark and trademark blue seen consistently across all business units. The new brand mark plays on the ‘G’ of GTI, with the circularity of the ‘G’ representing GTI’s full-service, comprehensive freight transport and logistics offering, while also nodding to the supply chain cycle itself. The arrow is tilted upward, demonstrating the forward progress, growth and momentum of not only GTI but also the growth experienced by clients and partners from working with GTI. The blue represents GTI’s unity and projects optimism and peace of mind both internally and externally.

Through messaging, design and imagery, the rebrand emphasizes the one company that we are, The GTI Group, as a full-service logistics provider. A solutions-first message is seen on all marketing materials, from website and social media to email, print and digital collateral, signage and more. The rebrand focuses on how GTI leverages its team’s specialized expertise, institutionalized knowledge and cutting-edge technology to meet clients’ supply chain requirements and provide them with peace of mind through custom freight logistics solutions, no matter the mode of transportation or which location provides the solution.

1 SEPTEMBER 2022 | Source: AIT TRUCKLOAD

THE GTI GROUP LAUNCHES NEXT EVOLUTION OF CORPORATE BRAND & NEW WEBSITE

PALL-EX LONDON TO BECOME PALL-EX LOGISTICS (BASILDON) IN LATEST OWNED OPERATIONS DEVELOPMENT

Pall-Ex London is changing its name to Pall-Ex Logistics (Basildon) as business operations are set to alter to accommodate a wider variety of logistical services

Basildon-based Pall-Ex London an Owned Operation of Pall-Ex (UK) Ltd, is set to change its name to Pall-Ex Logistic. The name change is part of a long-term strategic investment plan within the owned operations.

Pall-Ex Logistics has been born out of a strategic project designed to develop the existing Pall-Ex London business into a stand-alone, one stop shop, warehouse and logistics provider. The business will offer a diverse range of logistical services to our current customer base and any prospective customers in the future.

Colin Hawkins, Director of UK Owned Operations, Pall-Ex Group

The Pall-Ex name is synonymous with quality service, but it is solely associated with its pallet delivery network.

It is hoped that the name change will communicate that Pall-Ex Logistics is more than just a pallet network service provider and will instead emphasise to both current and prospective customers the multi service logistical offering that they will provide.

Increased service offerings will mean that Pall-Ex Logistics is able to deliver a complete logistics solution, including container devan, cross dock, full load, storage and same-day delivery.

This will provide additional revenue streams that will be essential to sustain the growth of the business.

Updated branding, including newly liveried vehicles and re-branded property, will also accompany the changes occurring in Basildon.

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FROM FORWARDER MAGAZINE POWERED BY FREIGHTABASE

PALL-EX DRIVES

£8.6K DONATION WITH #PLXUKRAINE APPEAL

Pall-Ex has accelerated its fundraising efforts in support of those affected by the conflict in Eastern Europe with a range of events and challenges.

The logistics giant has so far raised £8,605.17 towards its #PLXUKRAINE appeal, which it launched earlier this year to raise money for the Disasters Emergency Committee (DEC).

Members of staff at Pall-Ex’s head office in Coalville have been fundraising by organising their own events and challenges to support the cause.

The appeal kicked off with a football match between Pall-Ex and Fortec Distribution Network held at the King Power Stadium, home of Leicester City Football Club.

This proved to be a great way to get the ball rolling, with the event raising an incredible £3,115.

There have also been fantastic individual efforts with Simaran Uppal, HR Generalist, raising £555 from climbing mount Snowdon, and Ashley Diamond, Head of Network – South West, raising £180 for his participation in the CARTEN100 cycling challenge.

Pall-Ex Group has also united with its network members to ensure that the DEC can continue to provide the incredible support they offer to people in need.

Northumberland-based Moody Logistics and Storage also took on a cycling challenge by getting the whole team involved to cycle a combined total of 75 miles over two days on an assault bike stationed in their offices. This, combined with a tombola and quiz, resulted in an impressive £2,208 being raised.

Shears Brothers (Transport) in Bournemouth organised and hosted their own golf day and raffle, raising £1,002 in the process.

Pall-Ex recently held a BBQ Extravaganza at its head office where Kevin Buchanan, Pall-Ex Group CEO, and other members of the senior management team took to the stocks.

Employees took on the opportunity to donate for the once in a lifetime opportunity to throw wet sponges at their boss, raising £573.17 in the process and bringing the grand total up to £8,605.17.

Kevin Buchanan comments: As an organisation, we want to support the vital work of the DEC in any way that we can, and we are delighted to see the efforts our staff and network members have made to support this worthwhile cause. Our charity football match and BBQ Extravaganza have been a great success and helped us to raise a significant amount of money and have fun together in the process. Our #PLXUKRAINE appeal shows that if we all work together, small actions can achieve incredible results.

If you would like to donate, please visit the JustGiving page: https://www.justgiving.com/team/teamplx

The Charity Red Ball challenge at the annual Pall-Ex Group golf day added a further £1,070 to the pot.

TECH FIRM MD GOES THE DISTANCE FOR CHARITY

The leader of prominent transport technology firm Forward Solutions is gearing up for his third full marathon, at the prestigious London Marathon in October.

Richard Litchfield was originally planning to take part in the event in 2019 but suffered an injury which prevented him from participating. With the challenges of Covid-19, this is the first opportunity he’s had to complete his goal in three years.

Richard Litchfield, 46, got the running bug after meeting his fiancé Nicola (now his wife) who is a keen runner. Having not tackled even a 5k jog before, he threw himself into training and quickly became a regular member of the parkrun events – which he has taken part in across the globe.

He will now be taking on the London Marathon on 2nd October to raise money for The Lullaby Trust, a charity dedicated to raising awareness of sudden infant death syndrome (SIDS) as well as supporting bereaved families.

Richard said: I originally wanted to take on this challenge three years ago, but after my injury and then Covid-19 I’ve not been able to run, until now. I’m determined to complete this challenge, and although I know it will be tough, it’s something that I’m really looking forward to. I first heard about Lullaby Trust in 2019, and after listening to so many heart-breaking stories, I knew straight away which charity I had to run for. Since then, I’ve managed to raise over £1,000 on my JustGiving page. Having built up my fitness with the regular park runs and recently completing a 20-mile challenge in Bedford as part of the Bedford Running Festival, I feel like I’m ready to take on London. My goal is to complete the full marathon in four and a half hours, so fingers crossed I do!

Richard proposed to his wife Nicola at a Nottingham parkrun event in

2017, showing how important the running community has become in his life, and how it’s still a massive part of who he is.

Running gives me a great buzz and it has massively improved my fitness. I’ve lost weight, I feel full of energy, and I really enjoy the sense of community that comes from running in a group. I’m looking forward to the marathon but also can’t wait to cross the finish line, it will be my third one to date so I know what to expect.

The Forward Solutions team has given their full support to Richard, and no matter where they are, they’ll be cheering him along on the big day.

Forward Solutions is one of the longest-established freight software development companies, providing an end-to-end solution for a wide range of operators with 20+ users in the UK, Europe, Asia, and the US. The company transports sector specialists, providing IT systems for leading multimodal players across air freight, sea freight, road freight and rail freight.

CATHAY PACIFIC CARGO INTRODUCES

FLY GREENER THE CARBON-OFFSET FREIGHT PROGRAMME

Cathay Pacific is taking the lead in aviation’s sustainability efforts in Asia with the extension of Fly Greener to its air cargo services. Fly Greener is a carbon-offset programme powered by an integrated carbon emissions calculator, as part of the airline’s commitment to tackling climate change by achieving net-zero carbon emissions by 2050.

The new carbon emissions calculator works out the carbon emissions of shipments and the cost to offset them in just a couple of simple steps. Customers can then make a contribution to purchase carbon offsets that come from carefully selected carbon-offset projects. All selected projects are certified under the Gold Standard to ensure their carbon reductions are verified, and come with societal and developmental benefits.

The carbon-offset programme follows the launch earlier this year of Cathay Pacific’s Corporate Sustainable Aviation Fuel (SAF) Programme, which brings SAF into Hong Kong International Airport for the first time in history. It provides corporate customers the opportunity to reduce their carbon footprint from business travel and air cargo shipments by contributing to the use of SAF. Cathay Pacific was also among the first carriers in the world to announce a target of 10% SAF in its total fuel use by 2030.

The carbon emissions calculator is another tool we have made available to help our customers achieve their sustainability targets to make our business and our industry more sustainable. In tandem with our promotion and development of Sustainable Aviation Fuel capabilities, the calculator will give our customers flexibility to offset their carbon emissions via a suite of accredited carbon offset projects.

George Edmunds, General Manager Cargo Commercial, Cathay Pacific

Customers have already been able to estimate their potential carbon emissions by searching for flight connections with the emission calculator on cathaypacificcargo.com , but now registered customers

using the website will be able to offset their shipments by air waybill (AWB) number. Users can enter five AWB numbers at a time, but can submit as many applications as required over any monthly period. The tool, which uses the latest IATA methodology, will show the volume of emissions and display the offset charge in local currency, calculated by weight, and aircraft type.

This level of detail is central to the scheme, as explained by Simon Ng, CEO of Global Logistic System (HK) Co., Ltd (GLSHK), a Cathay Pacific-owned subsidiary that designed the technology. Ng said: Multiple factors can lead to variance in the amount of emissions generated by a booked shipment. GLSHK helped refine this system with Cathay Pacific Cargo by using a variety of data sources to calculate the emissions for a shipment including the actual flown route, aircraft type, and actual flying distance to maximise the accuracy of the offset for our customers.

After each submission, customers will be sent a spreadsheet showing the totals carried and claimed, plus the carbon-offset calculation. They will also receive a monthly statement displaying all submissions from the previous month and the total to be settled. Customers will then receive a certificate showing the offset total and the project they have supported, for their own sustainability auditing processes.

The monetary contributions go directly to fund third-party validated projects that help to offset the CO2 generated by shipments, through carbon credits bought by Cathay Pacific and passed on to customers at cost. The airline makes no profit in the carbon-offset transactions.

The scheme currently supports four projects which bring fuel-efficient cooking stoves to families in Bangladesh, solar-powered hot water to households in India, and solar-powered cooking stoves and small biogas plants to families in the Chinese Mainland.

Working models of the destroyed cargo plane available for purchase, with all profits going toward Antonov’s staff rehousing, training, and MRIYA AN-225 reconstruction

Ukrainian technology company Awery Aviation Software (Awery) has pledged its support for an initiative, launched today, aimed at the protection and development of Ukraine’s aviation industry, including the rebuilding of the ANTONOV MRIYA AN-225.

Ukrainian startup company Metal Time has developed a working mechanical design kit model of the MRIYA AN-225 cargo plane, profits from the sale of which will be donated to Antonov for: the rebuilding of the Mriya aircraft; the rehousing of Antonov employees whose homes were destroyed by Russia; and the education and training of new aviation engineers and pilots for Ukraine.

Awery cannot stand by when Ukrainian cargo aviation is destroyed economically and physically, and so it was an easy decision for us to help promote the initiative by communicating this great project as much as we can. Since 1991, Ukraine has celebrated the 24th of August as its day of independence and so it couldn’t be more appropriate to launch this initiative today in our national bid to ensure that ANTONOV Aviation continues to be a major player in the project cargo international carrier market. Please help us support this initiative by purchasing your model as soon as you can.

Vitaly Smillianets, Chief Executive Officer, Awery

Details of the fundraising initiative and how you can buy your model can be found at kickstart.com and searching Metal Time.

DHL & FORMULA E TO CROWN FIRST ‘TOGETHER GREEN GLOBAL HERO’ AT 100TH RACE IN SEOUL, SOUTH KOREA

Monica de Russis from 'Amigos en el Camino' becomes the first 'Together Green Global Hero'

The Hana Bank Seoul E-Prix marked the 100th Formula E race while also being the 100th race delivered by DHL, decarbonizing all Formula E road and sea transport for Season 8

DHL and the ABB FIA Formula E World Championship completed Season 8 earlier this month at the Hana Bank Seoul E-Prix in South Korea. They announced the winner of the first DHL & Formula E Together Green Award: Monica de Russis from 'Amigos en el Camino', crowned as the 'Together Green Global Hero'. The award recognizes local heroes who have contributed significantly to a more sustainable and/or social world through their organizations. This final race of the season also marked the 100th Formula E race –and, therefore, the 100th race delivered by DHL. With their expertise in sustainable logistics, DHL decarbonized all of Formula E’s road and sea transport during the entirety of Season 8.

The first 'Together Green Global Hero'

Monica de Russis is the president of the Argentinian organization, 'Amigos en el Camino' (Friends on the Road). She organizes a big team of volunteers that go out to the streets of Buenos Aires six days a week to give food, hot coffee and soup, clothes, blankets, and a friendly chat to homeless people. Monica has been helping homeless people for around ten years, feeding over 1000 individuals weekly. The prize money will be invested in paying for the rent of their storage facility and base of operations and buying materials for the construction of portable shelters, for example, or coats that can be converted into sleeping bags.

The DHL & Formula E Together Green Award is meant to call attention to heroes like Monica and hopefully amplify the impact she is having. Together with Formula E we have found an initiative that has stood out for its strong commitment.

Arjan Sissing, Head of Group Brand Marketing, Deutsche Post DHL Group

Monica really makes a difference in the world with 'Amigos en el Camino' and helps people in need so selflessly. It’s individuals like her, with their everyday engagement and commitment, who are crucial to moving the needle, Julia Palle, Sustainability Director, Formula E, who was also one of the four judges to pick the winner

DHL has the exclusive rights for the DHL & Formula E Together Green Award, selecting sustainability heroes across the globe at each ABB FIA Formula E World Championship race country. Throughout the season, a local hero was recognized for their positive action in building a more sustainable future either environmentally and/or socially. The three finalists attended the Hana Bank Seoul E-Prix and had the opportunity to pitch their cases to the four judges: Julia Palle, Formula E Sustainability Director; Ana Cabello, Formula E Senior Partnership Manager; Byungkoo Han, DHL Express Country Manager, South Korea; and Veronica Sanchez, DHL Senior Global Sponsoring Manager. The primary winner receives a €10,000 grant, while both runners-ups, Joshua Aquinde from Hawaii and Laurah John from Saint Lucia, receive a €1,000 grant.

100th Formula E race – complete decarbonization of sea and road freight

The E-Prix in Seoul was the 100th Formula E race, therefore also being the 100th race delivered by DHL. DHL has safely transported Formula E to 24 cities in 14 countries across 6 continents, delivering over 200 Formula E race cars and batteries since inception in 2014. In 2022 alone, DHL transported over 415 tons of cargo over 70,000 kilometers around the world to support Formula E. As a leading logistics expert, DHL continuously focuses on transport solutions that minimize the environmental impact and contribute to lowering the carbon emissions of the Formula E championship. This is be done by using sustainable biofuels for road and sea freight, for example, and a multi-modal transport approach that maximizes efficiency.

Formula E has delivered 100 races in eight seasons, and together with our trusted teams and partners, we have evolved the most futuristic electric race cars, raced in the heart of many of the world’s most iconic cities and attracted a large and growing global fanbase. DHL is an important partner for us in this journey with years of expertise and tailored solutions, helping us to push the boundaries of sustainability in world class motorsport.

Jamie Reigle, CEO, Formula E

DHL has been by Formula E’s side from the beginning, sharing the same mission for a better, cleaner future. We take care of every little detail so that the teams and drivers can perform at their best and racing fans all over the world can enjoy the experience – while still thinking about the environment, adds Sissing.

Sustainability is an important pillar in Deutsche Post DHL Group’s strategy. In line with its sustainability roadmap, the Group aims to invest €7 billion in clean operations and climate-neutral logistics solutions by 2030. The money will be invested in purchasing and developing sustainable fuels, electrifying the last-mile fleet and building new climatefriendly buildings.

PANTHER PLEDGE RAISES THOUSANDS

A family fun day organised by Panther Logistics has helped to raise thousands of pounds for a children’s charity

The fun fair themed event was attended by more than 100 members of the Panther team who invited family and friends to the fun filled event, which was staged in aid of the company’s chosen charity Over The Wall UK Children’s Charity.

An inflatable slide, fairground games, rides and stalls were just some of the attractions on offer at the family fun day which was staged at twoperson delivery specialist Panther Logistics’ premises in Northampton.

Over The Wall provides free activity camps for seriously ill or disabled children and their families at several sites in the UK. Through its Camp in the Cloud the charity also provides online camps for young people that are unable to attend camps in person.

Generous guests attending the fundraiser helped to raise hundreds of pounds on the day, which was boosted further by big-hearted Panther who recently adopted Over The Wall as its first corporate charity partner.

We are delighted with the success of our first major fundraising event held in aid of Over The Wall. We chose the charity because we wanted to ensure everything we donate will help to make a difference to the children and their families that Over The Wall support. Panther pledged that every penny raised by our employees will be matched by our company to help further boost all fundraising efforts.

Gary McKelvey, Managing Director, Panther Logistics

The family friendly fun event raised £1,350 on the day which was matched by Panther to double the overall total to £2,700.

We’re so thrilled that Panther Group have really thrown themselves into their partnership with Over The Wall in 2022 and are supporting us from all areas of their business. It’s amazing to see that they not only got their employees involved in their recent family fun day to raise donations for us but that they also got the local community involved and along with their matched donation they raised £2,700 for us. After two years of not being able to run our residential camps for seriously ill children due to COVID-19, having partners like Panther Group on board with us really supports our work in a challenging time.

Kevin Mathieson, CEO, Over The Wall

The UK based charity for children with health challenges and disabilities helps children aged seven to 17 and their families to 'discover a world of mischief and magic' through its annual residential camps and via its free and innovative online Camp in the Cloud.

This was our first event in aid of our chosen charity and we were thrilled with how popular the event was with all our team members, their families, friends and invited guests. It will be the first of a number of fundraising events we plan to organise. A huge thank you to everyone who helped make the day such a success.

Vicki Barber, Head of People & Engagement at Panther Logistics, who helped organise the fantastic fundraiser

Our television screens and newspaper front pages are full of pictures and words from the intense and bloody conflict in Ukraine. We can all see that this conflict is threatening the lives and livelihoods of millions of civilians across the country. Thousands are fleeing. People have been injured. Many lives have been lost.

Readers of FORWARDER magazine may feel helpless in responding to this crisis. That is why staff at FORWARDER magazine have created a positive channel for financial support from our readership to get money right to those who need it most in this crisis. We are completely behind the by Disasters Emergency Committee (DEC) Ukraine Humanitarian Appeal because the civilian population in Ukraine needs our help like never before.

DEC charities and their local partners are in Ukraine and across the border in the neighbouring countries are working to meet the immediate needs of all people fleeing with food, water, medical assistance, protection and trauma care. Every pound donated by the UK public, including big-hearted FORWARDER magazine readers, will be matched by the UK Government up to £20 million. Readers of FORWARDER magazine who donate to DEC through our donation page, can be reassured that a sum of £30 could provide essential hygiene supplies for three people for one month, £50 could provide blankets for four families to keep them warm while £100 could provide emergency food for two families for one month.

hanks for reading. If we saw you at our event on 13 October, lovely to see you...if not, I'm sure you'll read about it online and perhaps we'll see you at the next one!

The next issue will most likely by the USA edition, so get in touch if that's your stomping ground. The next printed issue will be the global issue in January, so get in line for advertising there as well...

Please keep the great content flowing our way, and we’ll present it to the freight and logistics world, with love from FORWARDER.

Tim, Designer, FORWARDER