RISE OF THE INTELLIGENT WAREHOUSE
with the managing directors of Invar Group
DEMYSTIFYING GENERAL AVERAGE with TT club
TAKING THE PAIN OUT OF RAIL FREIGHT
Special report with Eco�Loco
RISE OF THE INTELLIGENT WAREHOUSE
with the managing directors of Invar Group
DEMYSTIFYING GENERAL AVERAGE with TT club
TAKING THE PAIN OUT OF RAIL FREIGHT
Special report with Eco�Loco
Welcome to issue 76 of FORWARDER. If you’re reading this online as it’s published, happy Christmas! If you’re a print subscriber and you’re flipping through the magazine in your office, welcome to 2023!
We hope to see you at our next networking event on 26 January, with , in Windsor.
Tim, Designer, FORWARDER magazine
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A system of transporting goods by aircraft.
AOG (aircraft on ground)
OBC (on-board couriers)
The Alliance Group of Companies, in early 2022, launched a WHOLESALE air freight consolidation service to South Africa
2023 will see the 1st anniversary of this exciting service, commented Mr Spencer Waller, which has grown exponentially in the last 6 months. It’s strictly an agent-toagent neutral wholesale service, offering premium discounted rates and a regular consolidation to South Africa, primarily to Johannesburg with on-carriage to Cape Town if required, utilising Virgin Airlines as the prime carrier for this weekly premium service.
Spencer (Waller), Peter Murphy (The Alliance Group Air freight Manager) and their marketing team have already visited South Africa this year, on a sales mission designed to boost the carryings, which was, according to Spencer, very positive, with carryings increasing by over 60% to this marketplace, a region where traditionally freight is controlled locally by the consignees and their brokers.
By way of reciprocation Jade Da Costa, Aero Africa’s CEO, flew to London in late November to effect a similar sales campaign as the earlier ZA trip, and although given the fact that this is a routed market, there is still a plethora of cargo(es) in the UK handled by local agents that reciprocate with ZA brokers and handle the routed cargoes on their behalf. They often have a say in the traffic’s carriage and liaise with the UK suppliers to South Africa per-pro their own local agents or indeed in some cases their own offices at destination.
This wholesale service is operated on a strictly neutral basis, continued Mr Waller. We are fanatical about neutrality, and operate with Aero Africa only for the benefit of the agent-to-agent traffic in this lane. That neutrality has seen this service really take off, and has gained an enviable reputation for service and economies of scale, and has really benefitted both the UK and South African agents alike. Indeed, many agents supporting our neutral NVOC services, have not only switched their airfreight support over, but have benefitted from the generous FAC we give for the increased multi-trade lane support from them for sea as well as air traffics booked with us.
• Level 1 BSA ex LHR to JNB
• Weekly departure day 5 (Friday)
• Day 4 (Thursday) cut off at 12PM (Midday)
• Competitive rates
• Special rates for dense cargo
• EXW / FCA charges available on request
• No handover charges in JNB for prepaid co-loads
• Low minimum charges
The Alliance Group is a well established entity, founded in 1975 by GS Waller, the Group Chairman, and is in its fifth decade of trading, operating a multiplicity of worldwide seafreight and airfreight services. Alliance has four offices, with 200-plus reciprocal agents on a global basis, and is well known within the freight forwarding and customs circles for its levels of service, customer neutrality, highly competitive rates and longevity.
The International Air Transport Association (IATA) and Airlines for Europe (A4E) urged EU Transport Ministers to agree to recommendations for European air traffic management (ATM) at their meeting on December 5th which will deliver specific environmental improvements and submit its performance to review from an independent regulatory authority.
Teams at the World Cup expect independent referees. Air Traffic Management should be no different. The 2020 Commission proposals were clear that countries shouldn’t be marking the homework of their own air navigation service providers – they should submit their performance to be judged by an independent body, setting transparent and efficient targets to help cut emissions and delays.Rafael Schvartzman, Regional Vice President for Europe, IATA
EU Transport Ministers met on December 5th to agree their position on ATM for negotiations with the European Parliament. The discussions focus on a 2020 proposal from the European Commission which calls for a fully independent regulator to assess the performance of the various European Air Navigation Service Providers (ANSPs). Regrettably, European member states have rejected this. The Parliament, in line with the Commission proposal, has pushed for tougher regulation, but airlines fear a last-minute unsatisfactory compromise that will enable states to be judge and jury on the targets for their own ANSPs, how they should be monitored, and what their success will look like.
EU member states, fearful of the political consequences of upsetting powerful air traffic controller unions, have continually frustrated progress towards the safety, efficiency and environmental improvements that would be generated by the Single European Sky. But the imperative to find carbon emissions savings has generated new momentum for reform. Airlines support the 2020 Commission proposals which includes a new and welcome opportunity to optimise flight trajectories.
At a time when politicians lecture aviation on a regular basis for its climate impact, it is outrageous that they refuse to push for reforms that could deliver up to 10% emissions reductions in European airspace. The upcoming meeting of EU Transport Ministers represents a chance to push for meaningful improvements. Europe’s airlines urge ministers to seize the opportunity and implement the European Commission’s proposals to achieve a good deal for member states, airlines and the environment. We cannot accept compromise for compromise’s sake.Thomas Reynaert , Managing Director, Airlines for Europe
Kuehne+Nagel has put into operation its first Boeing 747-8 Freighter as part of the long-term charter agreement with Atlas Air, Inc., a subsidiary of Atlas Air Worldwide Holdings, Inc. (Nasdaq: AAWW). As the global market leader in air freight, Kuehne+Nagel expands its air freight network by chartering the entire capacity of the very last two 747-8F aircraft from their delivery by Boeing. During the official ceremony at the Boeing Everett Delivery Center in Everett, WA, the Boeing 747-8F under the name “Inspire.” was handed over to Kuehne+Nagel. The most capable freighter aircraft in the world will support Kuehne+Nagel customers with highly reliable service, reduced transit times and minimised risks. In addition to the Transpacific routings, the new service will be linked with Kuehne+Nagel Intra-Asia network to provide customers with better connectivity within the growing region of Asia Pacific.
Yngve Ruud, Member of the Management Board of Kuehne+Nagel, responsible for Air Logistics, comments: It is a very special moment for us to see Kuehne+Nagel 747-8F “Inspire.” taking off. Together with the very last 747-8F that we named “Empower.”, the aircraft will support our customers with reliable and flexible solutions globally, continuing the legacy of the most incredible aviation programs in history. We are delighted to celebrate this day with our partners Atlas Air and Boeing and looking forward to see our aircraft connecting the world.
The Boeing 747-8F serves an incredibly important role in global air freight, with advanced technology that allows for lower fuel consumption, higher capacity and unique nose-loading capability.
This 747-8 delivery underscores the importance of our long-term strategic partnership with Kuehne+Nagel and our commitment to support their continued growth and expansion. We are very pleased to provide their first dedicated aircraft which will proudly fly in custom Kuehne+Nagel livery. The two 747-8Fs we will operate for Kuehne+Nagel will add more capacity and versatility for their network.John Dietrich, President & Chief Executive Officer, Atlas Air Worldwide
With its advanced design and engines, the 747-8F offers a 16% improvement in fuel use and CO2 emissions per tonne and a 30% smaller noise footprint compared to the previous generation of aircraft.
With Atlas Air taking delivery of the final 747s for its customer Kuehne+Nagel, this iconic Boeing airplane will continue to move cargo around the world for decades to come. As we say goodbye to the "Queen of the Skies," we’re proud of her legacy as an airplane that propelled aviation innovation and later laid the foundation for our family of freighters.Kim Smith, VP & General Manager of the Boeing 747/767 Program
The first of four B777-200 freighters will fly for the container shipping and logistics giant Mediterranean Shipping Company on routes between China, the US, Mexico and Europe, as box lines broaden their service portfolio
Container shipping and logistics giant MSC Mediterranean Shipping Company is set to launch its first air cargo services in early December after the first of four B777-200 freighters was delivered to Atlas Air, MSC’s operations partner for delivering the group’s new MSC Air Cargo venture.
Operated by Atlas Air on an ACMI (aircraft, crew, maintenance and insurance) basis, the first B777-200 freighter will fly on routes between China, the US, Mexico and Europe.
Our first of four 777-200F is fresh off the line and ready to operate our inaugural round-the-world service, MSC said. Beginning in early December, we will operate weekly services from Mexico City stopping in Indianapolis and (centrally located) Hahn on the way to Hong Kong.
Our customers need the option of air solutions, which is why we’re integrating this transportation mode to complement our extensive maritime and land cargo operations. The delivery of this first aircraft marks the start of our long-term investment in air cargo.Jannie Davel, senior vice president of air cargo, MSC
MSC said Davel, who joined MSC in September, brings extensive air cargo experience, having worked in the sector for many years, most recently heading Delta’s commercial cargo operations, before joining MSC in 2022.
He said: Since I started at MSC, I have spoken to numerous partners and customers right across the market and it is very clear that air cargo can enable a range of companies to meet their logistics needs. Flying adds options, speed, flexibility and reliability to supply chain management, and there are particular benefits for moving perishables, such as fruit and vegetables, pharmaceutical and other healthcare products and high-value goods. We are delighted to see the first of our MSC-branded aircraft take to the skies and we believe that MSC Air Cargo is developing from a solid foundation thanks to the reliable, ongoing support from our operating partner Atlas Air.
This aircraft is the first of four B777-200Fs in the pipeline, which are being placed by Atlas on a long-term basis with MSC, providing dedicated capacity to support the ongoing development of the business. MSC said the B777-200 freighter will complement MSC’s world-class container shipping solutions and expand service to key trade lanes for various industries, including those which traditionally have significant air cargo transportation needs.
MSC is one of several major container shipping groups that has expanded into air cargo in the last few years, with Maersk and CMA CGM also launching dedicated freighter operations since the start of the Covid pandemic. Those decisions to launch dedicated freighter operations came at a time when container lines were amassing record profits, while air cargo capacity was massively constrained by the effects of the pandemic on air passenger operations.
Since then, air cargo demand and pricing has weakened and much of the passenger bellyhold cargo capacity grounded by the pandemic has been returning to the market.
Nevertheless, the big container lines have also made various commitments to and statements about expanding their portfolio of logistics services beyond container shipping. Maersk, which already had a significant freight forwarding and logistics arm within its business, formerly branded as Damco, has expanded its multimodal logistics capabilities via several acquisition, including the US air freight specialist forwarder Senator International.
Maersk’s US$644 million purchase of Senator was completed in June and brings a strong organization and a well-developed airfreight network comprising own controlled flights and long-term partnerships with bestin-class airlines, a well-established full container load (FCL) and less than container load (LCL) network and specialized services such packaging, warehousing and distribution across five continents.
Meanwhile, CMA CGM has continued to develop and build its multimodal logistics capabilities since its acquisition of CEVA Logistics in 2019. In April, CMA CGM Group announced that it was acquiring nearly 100% of the capital of Gefco, a European leader in automotive logistics and international expert in multimodal supply chainmanagement.
That came as CMA CGM Group completed the acquisition of most of Ingram Micro's Commerce & Lifecycle Services (CLS) business, to strengthen its capabilities in contract logistics and eCommerce, making CEVA Logistics, the logistics subsidiary of CMA CGM, the fourth-largest global player in contract logistics services.
Lufthansa Cargo has added Hanoi as a new destination toits global B777F route network for the winter flight schedule 2022/2023. The inaugural flight took place on November2in Frankfurt. With a stop in Mumbai, the Boeing 777F reached Hanoi on schedule on November 3. Lufthansa Cargo has been flying to Hanoi twice a week since then. In view of the existing twice weekly flights to Ho Chi Minh City, the cargo airline is thus doubling its capacity to Vietnam and is the only carrier to connectthe capital Hanoi with Frankfurt. The largest hub in Germany will provide customers with numerous connections by air and road feeder services within Europeand its wider global network.
On the occasion of the station opening in Hanoi today, representatives of Lufthansa Cargo management invited local media representatives and customers on site tocelebrate the occasion. Both Ho Chi Minh City, the country's largest city and economic center in the south, and the capital Hanoi in the north are characterized by remarkable economic growth in recent years. As a production center, Vietnam has gained significant importance and records anincreasing high export volume, including to Europe. Accordingly, the demand for air freight transportation is high. In particular, electronics, automotive parts and clothing are among the most frequently flown goods from Hanoi. With additionalmain deck capacityto Europe, Lufthansa Cargo offers customers attractive transport solutions with its freighter connections and supports Hanoi in its further development as a cargo hub. The total of four weekly freighter flights to and from Vietnam result in a regular cargo capacity of 250 tons per week.
All freighter services to Vietnam are operated by AeroLogic with Boeing 777F aircraft. AeroLogic has been a joint venture between DHL Express and Lufthansa Cargo since 2007. Lufthansa Cargo's long-haul fleet consists of a total of 16 Boeing 777F aircraft.Five of these aircraft are operatedby AeroLogic. The flights all are flown and marketedunder
a Lufthansa flight number. Each aircraft has a cargo capacity up to 103 tons, allocated to 27 container positions on the main deck and ten standard pallets on the lower deck, and has a range of 9,045 km.
The Boeing 777F is one of the most modern and efficient freighters with the best environmental performance. Lufthansa Cargo, like the Lufthansa Group, aims to halve its net CO2 emissions by 2030 compared to 2019 and to achieve a neutral CO2 balance by 2050.As part of this, Lufthansa Cargo is investing in the renewal and optimization of its fleet and deploying it efficiently on routes -both fuel-efficient and partially powered by sustainable aviation fuels instead of fossil kerosene.
With our freighter connection to Ho Chi Minh City, we havebeen closely connected to the Vietnamese market since 2015. With our station opening in Hanoi in the north of the country and thus in an advantageous location to the economic highway to North and Southeast Asia, we are ideally supplementing our transport offering for our customers with another direct connection to Frankfurt and thus also to our Europeanand global network. Our network is growing with frequencies and destinations to highly demanded routes, including Hanoi, Seoul andHong Kong. We are delighted toexpanding our quality serviceofferto our customersby connecting economies.Ashwin Bhat , Chief Commercial Officer, Lufthansa Cargo
CDN offers a complete in-house service from application of licence certificate submissions (UK & Overseas) through to certification, apostille and legalisation
A system of transporting goods by ship.
Steep drop in November is the third month in a row rates have fallen and the largest month-on-month decline since the launch of the XSI in 2019, as subdued spot prices, weak demand, and ongoing economic uncertainty caught up with contracted container agreements
Long-term ocean freight rates suffered a steep month-on-month decline in November as subdued spot prices, weak demand, and ongoing economic uncertainty caught up with contracted container agreements. The latest data from the Xeneta Shipping Index (XSI®) indicates that global rates fell by 5.7%, with all major corridors experiencing negative import and export trends. This is the third month in a row rates have dropped, but the largest month-on-month decline recorded since the launch of the XSI® in 2019.
A drop in long-term rates is no surprise, but the scale of this demonstrates the challenges facing the industry at present.Patrik Berglund, CEO, Xeneta
Berglund says that depressed consumer demand in the face of the cost of living crisis is leaving carriers in a position where they’re now 'fighting for volume' after over two years of strong demand, supply chain congestion and under-capacity.
We’ve already seen how spot rates have collapsed since summer and, after a few months of very slender long-term rates drops, we’re now witnessing a ‘catch-up’ as existing agreements expire and new contracts come into force.
I think this month’s XSI® gives an unmistakable sign of the shift in market fundamentals. Average rates are now falling, marking an end to the record-breaking quarters that we’ve almost grown accustomed to seeing from the leading carriers. As we approach 2023, stormy waters await for a segment that is so often a bellwether for global economic well-being.
Despite the negative indicators abundant in Xeneta’s real-time data, crowd-sourced from leading global shippers, Berglund is quick to point out that the market is falling from a high. Global rates are still 67.2% up compared to November 2021, he says, although this is the first month since October 2021 when the index is less than 100% up year-on-year.
That just demonstrates how strong the carriers’ position has been, and for how long. But, it seems, this will come to an end.
On a regional basis, the XSI® shows drops across all major trading routes. European imports fell for the third month in a row, dropping 3.5%, but remaining 47.9% up year-on-year. In September, volumes were down at their lowest level of the year, having fallen 5% in the first nine months of 2022. Exports fared slightly better on the XSI®, helped by the continuing strength of the Europe to US East Coast trade, edging down 1.1% for the month (up 83% against November 2021).
Far East exports on the XSI® experienced their largest ever drop, falling by 8.5% (up 68.5% year-on-year). It was a similar story for the import benchmark, declining by 6.2%. On a year-on-year basis, this is now the weakest-performing index, with “just” a 30.9% climb since November 2021.
Container shipping giant says the 2019 ‘MSC Gayane incident’ was ‘a wake-up call for the entire container shipping and logistics industry, given the elaborate nature of the underlying criminal activity’
Says drug traffickers ‘used groundbreaking methods to smuggle their drugs, and the operation could not have been foreseen or predicted by any honest shipping operator’
Claims MSC ‘is today recognised as the industry leader for its anti-smuggling efforts’
Line strongly objects to a headline claim in a Bloomberg report that ‘the subversion of a small number of seafarers, in what remain very specific circumstances, amounts to the company being infiltrated by a drugs cartel’
The world’s largest container shipping group MSC Mediterranean Shipping Company has defended its anti-smuggling policies and practices in response to a Bloomberg report on 16 December claiming MSC had become a prime drug-trafficking conduit for Balkan gangs as recently as 2019, and that the company’s crews had been ‘infiltrated’ by a drugs cartel.
Bloomberg Businessweek reported that the discovery and seizure by US law enforcement agents in June 2019 of about 20 tons of cocaine worth over US$1 billion on board the MSC Gayane occurred after the powerful ‘Balkan Cartel’ criminal organisation, which reportedly controls more than half of the cocaine flowing into Europe, had infiltrated MSC’s crews over a decade, exploiting its manpower and vessels to help build a cocaine smuggling empire.
MSC acknowledged that the 2019 MSC Gayane incident was a wakeup call for the entire container shipping and logistics industry, given the elaborate nature of the underlying criminal activity. But it said the drug traffickers behind the MSC Gayane incident used groundbreaking methods to smuggle their drugs, and the operation could not have been foreseen or predicted by any honest shipping operator.
The Businessweek report, based on interviews with more than 100 people in a dozen countries, including current and former law enforcement officials, notes that every shipping company that operates routes from South America to Europe risks being exploited by cocaine traffickers, but MSC was a uniquely attractive target – it dominates routes that double as cocaine superhighways, primarily those used to haul fresh fruit and vegetables from South America to Northern Europe – but also as the world’s largest employer of seafarers from Montenegro, a home to the Balkan Cartel.
The Bloomberg report also states that years before the Gayane seizure, European police officials had warned MSC that its crews had been infiltrated. Yet the steps executives took to mitigate the problem fell woefully short, officials on both sides of the Atlantic say.
It highlights that the discovery in 2010 of cocaine smuggling involving the MSC Oriane triggered a European investigation into the infiltration of shipping companies by organised crime. Around 2012, agents from the UK, Spain, Belgium and the Netherlands met and agreed to gather all the information they had on ‘drop-offs’ – a technique used by smugglers in the Oriane example in which cocaine was carried across the Atlantic on commercial container ships owned by various companies, then transferred to smaller vessels before the cargo arrived in port. It emerged that while several major companies had been used, one name came up frequently: MSC , the report claimed.
Around 2016, officers from the Netherlands, Belgium and the UK approached MSC’s management, providing the company with select details from the investigations and asked for help curbing the drop-offs. Businessweek reported that MSC was told that the Balkan Cartel had used a crewing agency in the region to get corrupt sailors on board its ships. Bloomberg said it was unclear what MSC did with the information, but a senior Dutch police officer involved believed the company took extra security measures and switched the crewing agency it used in the Balkans. Dutch antidrug police began to see fewer ‘drop-offs’, and the technique eventually disappeared almost entirely.
By 2013, Businessweek reported that several European countries had come to suspect that the Balkan cartel had found a way into MSC’s crewing operation, citing police and court reports in 2013, 2014 and 2015. For example, a 2013 Montenegro police report on Balkan organized crime said cocaine trafficking gangs in the area had developed networks of temporary members which usually consist of seafarers from Montenegro, Serbia and Croatia, who are mainly employed on container ships of the MSC company.
But the report noted that the cocaine smugglers only grew more sophisticated, introducing new techniques – including a kind of reverse variation of the drop-off method, in which cocaine was smuggled onto containerships via speedboats while the ships were in full motion. That led eventually to several discoveries and seizures of cocaine on MSC ships in 2019 after agents identified at least four MSC ships where they believed crew members were involved in smuggling cocaine: Carlotta, Desiree, Avni and Gayane.
Court records show that when the Gayane was eventually seized in June 2019, at least eight of the ship’s 22 crew members – six from Montenegro, two from Samoa – were involved in handling the cocaine found on board the ship, including at least four that had been recruited in Montenegro shortly before boarding the ship. Some had apparently been pressured to cooperate by gang members that threatened to harm their families.
US Justice Department documents state that crew members helped load bulk packages of cocaine onto the vessel from speedboats that approached the vessel in the middle of the night under cover of darkness… used the vessel’s crane to hoist cargo nets full of cocaine onto the vessel and then stashed the cocaine in the vessel’s shipping containers. After hiding the drugs among legitimate cargo, crew members used fake seals to reseal the shipping containers.
In response to the mid-December report, MSC said most of the elements in the Bloomberg story had already been publicly reported during the years since the Gayane incident, and MSC’s Victim Impact Statement related to the incident is filed in court.
MSC added: The cocaine trade has been surging in recent years and this is an industry-wide issue. All modes of transport, from ships to trucks, trains and planes, are subject to the threat of illicit trafficking and as long as consumption continues, supply through international drug cartels will persist.
It stressed that shipping lines and their staff are neither mandated, resourced nor trained to confront the dangerous individuals who operate organized criminal organisations. The traffickers behind the MSC Gayane incident used groundbreaking methods to smuggle their drugs, and the operation could not have been foreseen or predicted by any honest shipping operator. MSC, like others in the liner shipping industry, remains firmly opposed to this illegal trade and actively takes steps to counter the criminals’ new techniques.
MSC said it also strongly objects to Bloomberg’s headline claim that the subversion of a small number of seafarers from Montenegro, in what remain very specific circumstances, amounts to the ‘company’ being ‘infiltrated’ by a
drugs cartel. Montenegro has a long tradition of seafaring. The majority of its crew are honest, good at their job and work hard to earn a living for themselves and their families. All contractors to MSC passed through a robust vetting procedure that included the US C-1/D visa for all Montenegrins who would call at US ports. While MSC’s precautionary response to the Gayane drug seizure was to reallocate its Montenegrin contractors away from shipping routes that are most vulnerable to drugs trafficking, the company takes issue with the article’s overall characterisation of one country’s maritime workforce based on the emergence of a tiny minority of criminals among them. Unfortunately, there will always be individuals who can be corrupted by drugs traffickers – or, even more difficult to predict, decent people who will succumb to violent threats by dangerous criminals against them and their families. This is a human factor which is impossible for individual companies to control entirely.
MSC added: The MSC Gayane incident was certainly a wake-up call for the entire container shipping and logistics industry, given the elaborate nature of the underlying criminal activity. Since learning of this increased threat in 2019, MSC has significantly intensified its own security efforts, investing far in excess of USD50 million in 2022, and will continue to do so in future years. MSC is today recognised as the industry leader for its anti-smuggling efforts. In fact, there are now more than 50 different ways in which MSC seeks to detect potential illicit activity across major trade lanes, including state-of-the-art and proprietary technology based on artificial intelligence, in close cooperation with law enforcement bodies.
The company stressed that the global drugs trade is a systemic problem that no single company can address alone. From the sources of production to the consumers who drive demand, everybody in the supply chain must seek to play their part, to help law enforcement, customs and port authorities to better control the issue.
MSC concluded: Following on from MSC’s long track record of collaborating with authorities such as US Customs Border Protection (CBP) and the Drug Enforcement Administration (DEA), MSC will continue to constructively assist governments around the world wherever it can. The company remains an active partner of the US C-TPAT (Customs-Trade Partnership Against Terrorism) initiative.
International freight transport insurer TT Club’s latest StopLoss publication, produced in collaboration with forwarder’s association, FIATA and the Global Shippers Forum (GSF), provides a straightforward summary of the topic, along with essential good practice advice.
While the concept of General Average (GA) is widely utilised and is as old as maritime transport itself, it is a commonly misunderstood process. Its application as a result of a maritime accident often takes shippers (beneficial cargo owners, BCOs), and sometimes forwarders by surprise. Especially those without adequate cargo insurance. GA’s complexities, owing to the amount and variation in value of cargo onboard modernday large container ships, can be baffling. The additional financial burden and extended delays in cargo delivery are also frustrating.
This situation gave TT and our partners ample motivation to create one of our StopLoss advisory publications on the issue, as there is obviously a need for a clear explanatory guideline. Experience shows that the system is an effective means of dealing with large and complex casualties. However with container ships now capable of carrying in excess of 23,000 TEU, GA adjustment is likely to be an extremely complex calculation and the administrative burden placed on the interested parties is significant.Mike Yarwood, MD of Loss Prevention, TT
GA is a globally applicable legal principle of maritime law by which extraordinary additional expenditure incurred during a voyage because of a defined incident can be recovered from all parties involved in the ‘maritime adventure’ on a pro rata basis against the ‘arrived’ value of goods and other property aboard.
The concept of ‘maritime adventure’ sounds quaint. But describes the total group of stakeholders involved in the voyage. GA is the system whereby the ship owner can recover the extraordinary expenses that are necessarily incurred following some maritime incident, in protecting the cargo and/or preserving the ship. The costs are apportioned between the ship, its bunkers (sometimes owned by a charterer of the ship) and stores, and the cargo (including the containers) in proportion to their value.
The StopLoss publication is directed at an audience of freight forwarders, NVOCs and BCOs explaining in detail the circumstances in which GA can be declared and who declares it, as well as the process of declaration and the appointment of a GA adjuster. It goes on to outline the role of the adjuster including how bonds and guarantees are assessed and lodged, and how uninsured and LCL (less than container load) cargo is dealt with.
It is essential that all freight forwarders understand GA to efficiently manage matters and set realistic expectations for their clients and represent their interests effectively. Equally, BCOs need to understand their obligations, particularly where they have chosen not to purchase cargo insurance, concludes Yarwood. As such a section of the StopLoss is dedicated to the actions required by each party and includes a useful checklist of preparations each can make in anticipation of a GA declaration effecting any of their cargoes.
TT Club is the established market-leading independent provider of mutual insurance and related risk management services to the international transport and logistics industry. TT Club’s primary objective is to help make the industry safer and more secure. Founded in 1968, the Club has more than 1,100 Members, spanning container owners and operators, ports and terminals, and logistics companies, working across maritime, road, rail, and air. TT Club is renowned for
its high-quality service, in-depth industry knowledge and enduring Member loyalty. It retains more than 93% of its Members with a third of its entire membership having chosen to insure with the Club for 20 years or more. The StopLoss publication can be downloaded free of charge at www.ttclub.com/news-and-resources
A system of transporting goods by road.
New study reveals that the UK is better equipped to adopt innovative technologies in the road delivery industry than the majority of European countries, but still trails behind the Netherlands, Germany and France in key metrics.
According to a new study, the UK ranks fifth in Europe for capacity for innovation, technological progress and sustainability in the delivery and courier industry.
The UK leads the way for the continent in legislation for automated cars, with only Germany having more in place.
The research found the UK performs well across a range of factors that signal potential to innovate in road delivery services. The UK ranks just above Sweden, Spain and Belgium, with a score over double that of Poland.
Yet, in terms of road quality and electric light commercial vehicle usage, the UK lags behind the Netherlands, Germany, France and Switzerland. Investment in these areas is needed if the UK wants to keep pace with other European nations.
The European Delivery Innovator Index, research conducted by return loads platform Courier Exchange, analysed data on various metrics connecting the courier industry with innovation and technological advancement. Factors taken into consideration include transport infrastructure, electric vehicle charging point availability and the general capacity for innovation.
One area where the UK excels is paving the way for automated vehicles (AVs) with government legislation. Apart from Germany, every other European country either has no legislation in development or only has approval in place for testing AVs.
Autonomous vehicle adoption and other emerging technology such as drones is set to energise the last-mile delivery market, influenced by rapid growth in the e-commerce industry. The UK’s progressive legislation in this area indicates its openness to embracing new technology to expand road delivery services.
This summer, it was announced that the UK will become home to the world’s largest automated drone superhighway within the next two years. Alongside tech companies, the government unveiled plans to integrate drone deliveries into our daily lives.
Demand for delivery services is showing no signs of slowing down, so to keep up, the sector will need to find efficiencies where it can. Innovation will play a huge role in achieving this and innovation will come in many guises, from AI to drones. It’s vital that the delivery sector embraces technology and adapts, particularly when customers have become so used to convenience and speedy delivery. Customers are also demanding that the goods they buy are sustainable, at every stage of the supply chain, so we’ll soon see more electric delivery vehicles on the road. What’s encouraging is that so many European nations are well-positioned when it comes to innovation. Just how ready they are varies from territory to territory, but the overall picture is promising and once innovative practices become the norm – and are seen to be successful – other countries will introduce them.Luke Davies, Commercial Director at Courier Exchange
NNR reports five-fold growth in its UK European road transport business since Brexit
Award-winning logistics and freight services provider NNR is continuing to develop and build its UK freight management solutions for customers, particularly in response to the new logistics and customs challenges posed by the UK’s exit from the European Union and its single customs market.
One key area has been NNR’s European road transport solutions, which prior to Brexit were mainly provided as a complementary logistics service for its internationally established and renowned air cargo and ocean freight services, operated from within NNR’s 4PL ‘Control Tower’ department. But since Brexit, NNR has seen a five-fold increase in its UK-European road transport business, as customers have sought out its solutions for UK-EU road freight movements that had previously been friction-free, but now faced significant administrative hurdles.
Well ahead of the UK’s departure from the EU, NNR recognised that its expertise in Customs & Excise formalities would be in high demand after Brexit, prompting it to appoint a new manager for its 4PL department and hire additional Customs Brokers. It later added a Customs Brokerage Manager, providing a focal point for its expertise and knowledge to be channelled, internally and externally.
NNR also recognised a new opportunity: to market its European road transport solutions as a standalone service correctly anticipating that its proven abilities in providing customised, technical, road freight solutions, including managing customs and other complex cross-border formalities, would be more fully appreciated after Brexit.
Many operators had underestimated the significance of the changes in regimes, and some “capitulated under the strain and lack of basic knowledge during those times of unprecedented change”, explains Lee Griffiths, MD for NNR Global Logistics UK.
NNR’s initial priority was to support its historically loyal customers with the new-found complexities of Brexit, investing a lot of time to share ‘best practice’ and advice on legislation and compliance. But NNR’s preparations and investments meant it also had some capacity to take on and support new clients.
By the end of 2021, NNR’s European road transport business was growing fast and the company recruited a head of road freight development, Simon Hucks, to control procurement and support the continued sales initiative “ensuring NNR’s structure and resources met the growing demands of the business and the increased customer portfolio”, says Griffiths.
Despite further challenges in 2022, with some customers restructuring their UK and European logistics operations to reflect the greater complexities caused by Brexit, “we have seen yet more success as we continue to invest in ways to enhance our portfolio of European services”, Griffiths comments. “Year to date, we remain over 400% up versus our start point of 2020.”
Hucks says one of the next challenges is to move towards a greater proportion of longer-term rather than ad hoc European road freight business. But he sees strong continuing potential to develop and build the business, as NNR further establishes its reputation as a leading and trusted European road freight provider. Hucks says this is going down well with its road freight haulage partners, which are particularly keen to work with NNR once they identify that it is part of a financially strong and stable global $5 billion business with ambitions to continue growing its road freight services and a plan to deliver that.
And with reliable UK international haulage services not always easy to find, Hucks says that is an important part of making its business, and those of its customers and partners, a continuing success.
New proposed regulation to reduce pollutant emissions and improve air quality due to enter into force from 1 July 2025 for vans and 1 July 2027 for lorries and buses, with emissions limits for lorries set lower than Euro VI standards
The European Commission has presented a proposal to reduce air pollution from new motor vehicles sold in the European Union (EU), including goods vehicles, to meet the European Green Deal’s zero-pollution ambition, while keeping vehicles affordable and promoting Europe’s competitiveness.
Its proposed Euro 7 standards aim to bring emission limits for all motor vehicles, i.e., cars, vans, buses and lorries under a single set of rules and are fuel- and technology-neutral, placing the same limits regardless of whether the vehicle uses petrol, diesel, electric drive-trains or alternative fuels.
The proposal replaces and simplifies previously separate emission rules for cars and vans (Euro 6) and lorries and buses (Euro VI).
According to the Commission’s proposal, the date for the entry into force of the new Regulation is 1 July 2025 for new light-duty vehicles (cars and vans), and 1 July 2027 for new heavy-duty vehicles (lorries and buses), with emissions limits for lorries set lower than Euro VI standards.
In addition to the pollutants currently regulated under under Euro 6/ Euro VI rules – nitrogen oxides (NOx), carbon monoxide (CO), particles, hydrocarbons, methane and ammonia for lorries and buses – the proposal extends ammonia (a pollutant with a key role in the formation of urban smog) limits from lorries and buses also to cars and vans.
The proposal also regulates formaldehyde, an irritant, carcinogenic gas, and nitrous oxide for lorries and buses. This pollutant is a potent greenhouse gas being regulated for the first time by Euro standards. Finally, Euro 7 will be the first standards worldwide to regulate the smallest of ultrafine particles (down to 10 nanometres), particles from brakes and battery durability.
The Commission said various possible emission limits were studied to find the right balance between emissions saved and the investment needed for new technologies, in a context where the sector is already in a fast pathway towards decarbonisation with accompanying benefits for air quality.
For cars and vans, the strictest of the existing Euro 6 limits were taken as a starting point and applied across all technologies. For example, NOx used to have a limit of 60 mg/km for gasoline cars, and 80 mg/km for diesel. Under the Euro 7 standard rules, that limit will be 60 mg/km, regardless of the technology.
For lorries and buses, emission limits are set lower than they were in the previous Euro VI heavy-duty standards. This reflects the untapped potential of existing technologies and the need for further reductions of air pollutant emissions from these vehicles – especially in the freight transport sector, where combustion-powered vehicles are expected to continue being sold until 2035 and beyond, the Commission explained.
With road transport the largest source of air pollution in cities, the Commission said new Euro 7 standards will ensure cleaner vehicles on our roads and improved air quality, protecting the health of our citizens and the environment. It said Euro 7 standards and CO2 emission standards for vehicles work hand-in-hand to deliver air quality for citizens, as notably the increased uptake of electric vehicles also creates certain air quality benefits. The two sets of rules give the automotive supply chain a clear direction for reducing pollutant emissions, including using digital technologies.
The new Euro 7 emission standards proposal aim to tackle emissions from tailpipes as well as from brakes and tyres and contribute to achieve the new stricter air quality standards proposed by the Commission on 26 October 2022. The Commission said these proposed rules on pollutant emissions are complementary to the rules on CO2 emissions , stressing that the agreed target for 100% CO2 reduction by 2035 for cars and vans has been taken into account in this proposal. The Commission will review in the coming months the CO2 standards for lorries and buses.
The Commission said that while CO2 emission rules will drive the deployment of zero-emission vehicles, it is important to ensure that all vehicles on our roads are much cleaner. In 2035, all cars and vans sold in the EU will have zero CO2-emissions. However, in 2050, more than 20% of cars and vans and more than half of the heavier vehicles in our streets are expected to continue to emit pollutants from the tailpipe. Battery electric vehicles also still cause pollution from brakes and microplastics from tyres.
It said Euro 7 rules will reduce all these emissions and keep vehicles affordable to consumers. It claimed that in 2035, Euro 7 will lower total NOx emissions from cars and vans by 35% compared to Euro 6, and by 56% compared to Euro VI from buses and lorries. At the same time, particles from the tailpipe will be lowered by 13% from cars and vans, and 39% from buses and lorries, while particles from the brakes of a car will be lowered by 27%.
The Commission’s proposal will be submitted to the European Parliament and the Council in view of its adoption by the co-legislators.
Will Waters, contributing editor, FORWARDER magazine
Pall-Ex has unveiled a unique livery to commemorate being awarded the Employer Recognition Scheme (ERS) Gold Award by the Ministry of Defence, which recognises the networks ongoing commitment to the armed forces.
Pall-Ex is the only UK palletised freight distribution network to hold the gold accolade and was awarded the honour due to its continued work supporting ex-military personnel via training, careers, and charity fundraising. The company joins an exclusive list of just three Leicestershire organisations that achieved the prestigious Gold accreditation in 2022.
To mark the occasion, the striking cameo-inspired livery was revealed in a special ceremony at the Reserves Forces and Cadet Association black tie event which took place at the National Memorial Arboretum, ahead of Remembrance Sunday.
We are delighted to reveal this one-of-a-kind livery to mark what is a very special accolade. I speak on behalf of everyone at Pall-Ex when I say we are honoured to hold the ERS Gold Award which recognises our efforts across the business in helping veterans build rewarding careers, with many of our staff having joined us from successful backgrounds within the armed forces. The causes we support we hold dearly and being recognised so highly further cements our dedication and commitment to Armed Forces personnel.Kevin Buchanan, CEO, Pall-Ex Group
Pall-Ex’s efforts have been recognised as outstanding due to its forcesfriendly pledges, including enhanced leave for Reservists and Cadets, and its ongoing fundraising for veterans’ mental health charity Combat Stress.
Combat Stress is the UK’s leading charity for veterans’ mental health and has been Pall-Ex’s Corporate charity partner for the last few
years. To commemorate their partnership Pall-Ex was awarded with the Corporate Fundraising Group of the Year award in early 2022 for raising a staggering £35,000 in 2021 alone.
Charity and giving back to the local community is part of Pall-Ex Group’s core values and its penny-a-pallet donation scheme sees thousands of pounds raised each year for a range of different charities. Every single member signs up to pledge a penny from every single pallet that passes through any of Pall-Ex Group’s main transshipment hubs to charity. With thousands passing through daily this amounts to quite a sum and is used to support corporate charity partners, local community projects and school events.
Pall-Ex Group also holds various fundraising events throughout the year, including charity football matches, bake-off competitions, and will also support Combat Stress with their Christmas Carol Service in early December. Pall-Ex Group will also be hosting a Silver Employer Recognition Scheme drinks evening to celebrate businesses throughout Leicester and to support other businesses within the local area going for Employer Recognition Scheme (ERS) Gold Award.
The cameo-livery vehicle aptly named ‘Poppy’ will be used for collection and deliveries around the Leicester area and will support Pall-Ex’s corporate division. The design will also be rolled out throughout the network as many of its shareholder members look to become gold accredited in the next few years.
Photovoltaic system generates 40 percent of the electricity required at the Altenrhein facility / Additional solar installations cover as much as one-tenth of the electricity consumed by logistics terminals in Germany, Austria, and Switzerland
Gebrüder Weiss is increasing regenerative sources to supply energy to its logistics terminals. In October this year, the international transport and logistics company commissioned its latest photovoltaic (PV) system at its Swiss location in Altenrhein. The system has an installed capacity of 270 kW peak, saving 20 tons of CO2 annually. For comparison: this output could supply nearly 55 single-family homes with electricity.
There are already plans to expand the system next year, as well as to build a PV installation at the Basel location.
The latest expansion brings Gebrüder Weiss one step closer to meeting its environmental target of achieving carbon neutrality for its logistics facilities by 2030. Where technically feasible, the logistics company is gradually switching how it generates electricity in its facilities to solar power. By now, solar power systems are a standard feature of new buildings. Twenty-one such PV installations are already in service at multiple locations in Austria, Germany, and Switzerland, saving 1,100 tons of CO2 annually. These existing installations currently cover ten percent of its total electricity requirements in Germany, Austria, and Switzerland.
We speak ﬂuent cargo!
The roof of the logistics center is ideal for generating solar power. The new PV installation enables us to meet around 40 percent of the location’s electricity needs.
Will Waters, contributing editor, FORWARDER magazine
Whether it is general cargo, safe or most other commodities; at Qatar Airways Cargo, we are trained to give your shipments the attention they deserve. 33 Qatar Airways Cargo specialists in Vietnam and 1,500 tonnes of capacity/week are at your disposalOskar Kramer, Country Manager Switzerland, Gebrüder Weiss
Moved by people
The use of railroads and trains to transport cargo, as opposed to human passengers.
Belt & Road Initiative
Rail terminals and depots
Innofreight digitalises the entire railcar fleet of InnoWaggons to create a new European benchmark in safety and efficiency. The company which celebrates its 20th anniversary this year is committed to the worlds most advanced technology to create safer rail freight operations across Europe.
Innofreight, the award-winning European rail logistics company and innovation leader has selected Nexxiot to complete the digitalization of its entire railcar fleet. The company which has just moved into its new headquarters in Bruck an der Mur in Austria, works closely with its customers and the wider industry to develop containers, railcars and unloading systems to constantly optimise rail freight transports. Innofreight has a commitment to the highest professional standards, innovation, and modular solutions for maximum capacity across Europe, to drive ecological progress, and support of the shift from road to rail.
Innofreight, which has already equipped Nexxiot’s Asset Intelligence technology on over 1,000 of its railcars, will now move forward with a further deployment so the entire fleet is digitalized. Innofreight CEO, Isabella Legat said, The company operates in over 20 countries and handles over two million container unloading’s every year. With a railcar fleet of 2,700 and 23,000 containers in use, the adoption of the newest digital strategies is invaluable to our clients and partners, especially where safety is concerned. Here there can be no compromise.
New railcars will be produced by TŽV Gredelj, Croatia, part of the Tatravagónka family – a factory with more than 125 years of tradition and experience in the design, production, reconstruction, modernization, and maintenance of all types of railway vehicles. These, together with the existing fleet will all be fitted with Nexxiot’s industry leading Globehopper connectivity gateway.
Innofreight runs 230 block trains every day throughout Europe and seeks to develop logistics solutions that shift road traffic to rail to reduce CO2 and develops modular offerings to maximize capacity, efficiency, and flexibility.
Nexxiot CEO, Stefan Kalmund commented, We endorse Innofreight’s stance on innovation and fully support the impressive vision for a more efficient and ecological transport network.
Legat explained, The Innofreight culture is to push for constant improvement. The data we gather through Nexxiot’s technology creates transparency, increased efficiency, and productivity through the smart use of data. We always seek to find the best strategic and cultural fit to maximize benefits to our clients. We first entered the partnership with Nexxiot around this time last year. Since then, through our learnings we understood that we can create a new benchmark in safety, maintenance efficiency and client services for our customers all over Europe. Nexxiot's solutions will be deployed to expand our business as well as our services in line with our quality and security standard as we continue to optimise rail freight transports.
Eco2Loco has been building a new business model for iPort Rail to help freight forwarders and their customers more easily access rail and better integrate intermodal logistics into supply chains, Paul Bathgate tells Will Waters
In an era of driver shortages, road congestion, high fuel prices and carbon consciousness, rail freight seems an obvious mode to turn to more for intermodal container delivery. But it’s still a market that many freight forwarders and cargo owners find difficult to navigate and make work, especially in an island nation like the UK that can’t offer the longer journey distances of major continental transport routes.
But there are other quite basic barriers discouraging greater participation in the UK, according to Paul Bathgate, director for business solutions at iPort Rail and founding director of Eco2Loco, a neutral third-party rail freight capacity booking platform set up by iPort Rail to optimise and better integrate intermodal rail freight into supply chain logistics.
Whenever I’ve brought a client on board, they’ve always had a bad experience of rail in the past; they’ve tried to access it or use it and it’s not worked out, says Bathgate.
That could have been on price or difficulty. Eco2Loco offers a fresh approach – we will take that pain away; it is a managed service. It’s not just booking; we manage from port to door. So, we move the goods from the ship onto the train, through the relevant rail port, on to the final mile to the customer’s door, when they want it.
Eco2Loco is a strategic partner to and shares senior management with iPort Rail, an intermodal rail freight terminal on the edge of the South Yorkshire city of Doncaster in northern England that provides multimodal connections for the 800-acre (320-hectare) iPort multimodal logistics park, which is home to major UK logistics facilities for companies including Amazon, Ceva Logistics, Woodland Group, Maritime Group, Fellowes and Lidl.
Bathgate says Eco2Loco was spun out of an Innovate UK project that we did around trying to make rail more accessible to the market. iPort Rail was itself set up as a condition of planning for the iPort logistics park, an acknowledgement by Doncaster Metropolitan Borough Council that we need to be thinking about the green agenda. The Channel Tunnel-compliant strategic rail freight interchange iPort Rail became operational in 2018 and has achieved rapid growth. It currently operates 7 or 8 daily services, with plans in phase two to extend the rail port and double its capacity – to accommodate 14 rail freight trains per day.
Bathgate says there were several reasons Eco2Loco was developed. But, fundamentally, the marketplace – whether you’re a freight forwarder, client, or haulier – finds it very difficult to access rail freight; it’s got its own unique language.
He says the UK market is made up of only four main rail freight operating companies, which tend to move trains on behalf of shipping companies or large corporates like Tescos or Stobart.
For the typical SME, it’s not easily accessed. So, the default position is you use road haulage. Hence 90% of intermodal containers in the UK are moved by road, whereas if you it move by rail there’s a 76% reduction in your carbon and NOX footprint. It’s not completely green, but it’s 76% greener than road.
Bathgate says iPort Rail has had quite a few local businesses knocking on our door saying ‘can I use rail freight’? And there was no means by which a typical rail port can make bookings. So we set up Eco2Loco as a way of enabling all businesses to access rail freight, regardless of who is operating the freight train.
He likens Eco2Loco to an Uber or Trainline for rail freight, noting: There are lots of solutions in the market for booking road freight, but nothing for rail freight.
Eco2Loco was set up pre Covid, taking advantage of a government-backed Innovate UK project to look at automating the booking process. Covid hit just at the point we were doing a live demonstration. We’ve spent the last two years developing the business model, so that we’ve got everything in place to enable users to book rail freight.
Having demonstrated during this period that there is a market for the service, which Eco2Loco has fulfilled using more traditional booking methods such as email and phone, it has now re-sumed development of the software platform, RailX – backed by a mixture of organic invest-ment, iPort Rail’s own investment, as well as external, innovative funding investment.
Our tranche 1 funding was from Innovate UK, delivered in partnership with Department for Transport (DfT); and now we’re moving into the private market. We’ve got several offers on the table; but in the meantime, we’re using our own investment to move it forward.
We’re agnostic; we’ll work with all of them. So, everybody wins. Customers are happy be-cause they can get access to rail, and the benefits associated with rail, which is a reduced cost over road, lower carbon footprint, increased reliability. And it does combat the shortage of HGV drivers.
He acknowledges that rail freight is not the perfect solution for some –it won’t necessarily go to your door. That said, for iPort-based customers such as Amazon, Woodland Group and Ceva, effectively the trains arrive at their doorstep. And for other customers, Eco2Loco arranges the full port-to-door delivery experience by providing the haulage last leg.
The company is already working with 20-30 clients to allow the rail operators to sell some of their spare or unused capacity. Typically, in the UK, there is in excess of 25% spare capacity on rail (freight). Another analogy is booking.com: if a hotel has empty rooms, they advertise on various websites and sell them at a premium or a reduced price. That’s exactly what we’re doing with the freight operators: selling their empty capacity into the marketplace. Typically, there’s in excess of 80 intermodal rail freight trains per day; 25% of the wagons are moving fresh air, so there’s an equivalent to 20 trains running empty (daily).
Eco2Loco only deals with full container loads, the majority of which are imports, moving from deepsea ports. The initial priority has been making sure trains coming into Doncaster are operating full, mainly selling any spare capacity for the freight operator to customers in the York-shire and Humber region. With new rail freight services planned for 2023 the customer base will extend into Scotland and Wales.
For some of the larger corporates, rail is becoming very much in vogue; they are making that transition – some very visibly, like Tesco; they commission their own train services. But be-cause on each of those services, there is still spare capacity, we can sell it into the marketplace to even the smallest of companies who are moving, perhaps one container a month, up to the larger corporates.
Eco2Loco’s current managed services includes integrating the final-mile delivery to clients, mainly for clients within 30-40 miles (50-70km) of the iPort Rail terminal. Although it has de-livered all the way to Aberdeenshire in northeast of Scotland, saving that client a significant part of its carbon footprint, a typical 'port to door' movement may be from Felixstowe or Southampton to Doncaster, where containers will be held until the client needs them, before delivery of the road leg.
And because we’re only moving it that short distance, the last 30 miles, we can manage that final mile arrival time to within a high degree of certainty. We’re not moving the container from Felixstowe by road, suffering the vagaries of road.
That capacity to store the container until it’s needed is quite important, because some logistics clients 'are quite prescriptive' on how and when they want the containers delivered. That’s the symbiotic relationship with the rail port, iPort Rail in this case, Bathgate highlights.
And then as we develop our business model and digital platform, we’ll roll that out further across the country.
Eco2Loco has already done some trial movements to other rail hubs, for example between Felixstowe and Manchester – where we don’t have a physical presence, but we have the relationships to make those bookings. We don’t want to grow too quickly, so we’re trying to contain ourselves into a Yorkshire footprint, prove our digital platform, and then continue to expand into the marketplace.
But in developing and proving its business model, Eco2Loco is already moving significant volume for clients , which it will transfer onto the digital platform when that is fully developed. So, we’ve given the platform a kickstart. Clients ultimately will be able to book direct.
Although technology, and the ability to offer highly personalised services to clients, is moving forward rapidly, the old and largely existing business model for rail freight is still stuck in the dark ages, says Bathgate, noting: For every train we’re moving, the amount of emails associ-ated with that supply chain is incredible, to keep everybody informed.
Eco2Loco aims to help join up and simplify the UK element, from port to door, of that supply chain, and then will push out notifications to everybody who needs visibility of the movement of the goods, the container. The first element of this platform, the booking side, will be un-dergoing live trials from January. And then we’ll roll that out to existing clients over the first quarter.
Although some aspects of the business were delayed by Covid, lessons were learned. And we’ve got two years of business, of rail bookings, under our belt; we’ve got repeat business with clients. So, we’re able to build with a lot more confidence; we are basically automating our business processes.
One of the challenges is that the freight forwarding community has a unique culture to it; there are a lot of SMEs involved, and a lot of personal relationships with their clients. So, we’re trying to get the platform to work for them, so they can make the booking on behalf of their client, and pass on those benefits – the carbon savings, cost reduction, reliability, and so on.
He says logistics is not complicated, as such; I think it’s only complicated because nobody shares information across the supply chain. Nobody wants to share who the end customer is because it’s commercially sensitive. This is one way of breaking that out. And bizarrely, nobody else is doing this.
One reason there has been no independent sales channel for spare UK capacity is that most intermodal rail freight services in the UK are contracted by the large shipping lines. So the freight operator is no longer incentivised to fill the train because the cost of the train plus their margin is already met. It is then down to the shipping company to fill the train, which invariably they do not.
The UK’s biggest rail freight operator DB Cargo UK several years ago outsourced much of the sales and management of its intermodal services to Maritime Group, which was already a big player in the UK intermodal market as a container road haulier, where they will aim to optimise the use of those those trains.
Bathgate adds: There is no automated freight booking platform in the UK, as Trainline is to passenger bookings. The freight operating companies don’t operate one, and if they did, the challenge would be the other freight operating companies wouldn’t use theirs. If you want to make a booking now, to book a container onto a train, if you go online, the best solution you’ll get is "phone the freight operator." And then a unique language is involved. This is an independent solution, which works across all freight operating companies. Tom, who is designing the platform, has looked at this from the point of view of booking a flight, e.g. on Skyscanner – you pass on your details and your booking’s made. So, it’s a very fresh user interface.
Although the rail freight sector does have some independent ‘aggregators’ that sell capacity operated by individual rail freight operators, Bathgate says that is mainly in mainland Europe and uses a different model. They tend to have to pre-purchase the space; so, they are part sponsors of the train.
The nearest example to that in the UK might be a train running between iPort and Scotland’s Mossend terminal, for Stobart Rail, where Stobart has sponsored the train, but its key clients on the service don’t fill that train. So, Stobart has approached us and said, ‘Can you sell the spare capacity on my train’? Because there’s nobody else doing that in the market.
But they are not independent, says Bathgate, only selling the capacity on the DB services where it has responsibility. We are not a competitor to any rail freight operating company.
Some would observe that a company like Maritime also has a vested interest in keeping its own road fleet busy and is not, therefore, fully committed to moving loads from road to rail.
In that sense, Eco2Loco is a competitor to road haulage, which it sees as its target market.
We want to shift loads from road to rail. We’re not trying to move rail clients from one rail service to another.
But it does also have potential benefits and synergies with container haulage companies.
We’ve had a few hauliers who said that works for them – rather than go from Doncaster to Felixstowe and back in a day; and they may or may not get back in a day. If we give them three to four local jobs, they make more money, they use less fuel, and they get to see their family in the evenings. So, you’ve got a hub and spoke arrangement, where rail is doing the bulk haulage.
Eco2Loco’s goal of taking the pain out of rail freight is especially relevant for smaller businesses that can’t afford or don’t have the volumes to contract entire train loads, although it has al-so been working with some very large retailers to help provide rail freight capacity. It is also providing additional income for rail freight operators – and, significantly, helping fill trains that some of the larger freight forwarders want to commission on behalf of a client but where they need some third-party support to make the train fully viable, or to generate additional revenue by selling spare capacity.
That’s a business model that makes a lot of sense. It might not work for the shipping companies; they can afford the whole train. But for a company that wants to get into rail but can’t get the service that they want without incurring risk, we will help reduce that risk.
Illustrating how the model works for SME freight forwarders and importers, Bathgate gives an example where a local client wanted to use us and wanted to continue to use their freight forwarder.
Their local freight forwarder approached us, and we onboarded that client. But as a result of the relationship, we’ve onboarded other clients from the same forwarder. So, we see that as very much our target market – the freight forwarding industry, and enabling them to offer a differentiation to road; so they could say to their client: ‘you’re currently moving by road; here’s a solution by rail. And here are the benefits; here’s the cost benefit; here’s the carbon benefit.
The company has 'carefully' grown its regular customer base to about 30, and we haven’t lost a client; so, we’re doing something right, says Bathgate. And freight operating companies are extending quite a lot of leeway to us in terms of the price that we buy at and therefore can sell at; that’s working very well too.
With Eco2Loco’s revenues tripling this year from last year, to 'over £1 million this year', it seems to have a viable business model that’s growing even without moving to an online plat-form.
If I built the sales team up, we could be probably £5-10 million in as many years. But the growth potential through a digital platform is significantly higher, because when you look at 20 trains a day, each train could be moving 36 to 40 containers; that’s a lot of volume that’s lost to the UK. That’s our prize, to create a platform that will help UK logistics fill the trains and reap the benefit.
Will Waters, contributing editor, FORWARDER magazine
First of approximately 1,800 freight trains arrives at HS2’s new Quainton railhead, near Aylesbury, in a move designed to save carbon in construction
The first freight train arrived at HS2’s newest Bucks construction hub this week as the high speed rail project confirmed that the new facility is expected to take the equivalent of 300,000 lorry movements off local roads.
Situated on an existing freight line north of Aylesbury, the new railhead will welcome approx. 1,800 freight trains over the next three years as construction of HS2 – which will improve links between London, Birmingham and the north – gathers pace.
Delivering this material by rail instead of HGV is expected to save 27,903 tCO2e (tonnes of carbon), the equivalent of 126 million miles driven by an average petrol car – or 156,408 return journeys between London and Edinburgh.
The news comes two years after HS2 began delivering construction material to its other Buckinghamshire sites by rail. In that time 655 trains have delivered 1.1 million tonnes of aggregate, removing more than 116,000 truck journeys from the road and saving an estimated 13,000 tCO2e.
The new site near Quainton, will allow HS2 to continue shipping material by rail as construction ramps up and is expected to handle 3 million tonnes of material – mainly aggregates used for construction.
Once on site, most of the material will be stockpiled before being moved up or down the trace of the new high speed line on a series of dedicated haul roads to keep it away from local road users.
We are serious about reducing the impact of construction on the local community and promoting sustainable construction methods. That’s why we started delivering materials by rail two years ago and this new railhead will help us continue to take huge numbers of trucks off local roads. We’ve been working closely with Network Rail, EKFB and the Freight Operators for a number of years to make this possible, and to deliver not only low carbon journeys for our passengers, but also cut carbon in construction.Paul Marshall, Senior Project Manager, HS2 Ltd
The railhead was set up by HS2’s main works contractor EKFB – a team made up of Eiffage, Kier, Ferrovial Construction and Bam Nuttall. EKFB is delivering the 80km central section of the route, including 17 viaducts, 81 bridges and three cut and cover ‘green tunnels’.
They worked with a team from Network Rail who have completed a series of alterations which will enable freight services to operate in and out of the new railhead at Quainton.
Our team have worked at pace to complete adjustments on this section of railway which will help our partners at HS2 to reduce carbon by taking lorries off the roads in Buckinghamshire. Network Rail staff will continue to support the material by rail freight operation in Quainton by ensuring that trains are safely operated in and out of the new railhead.Simon
The railhead will be operated by Fishbone Solutions on behalf of EKFB with trains operated by DB Cargo UK Ltd on behalf of Hanson.
Anew intermodal train service connecting DP World’s container terminals at London Gateway and Southampton will boost the resilience of the customers’ supply chains and enable them to switch volumes quickly and easily between the two UK locations.
The DP World operated service – which ran for the first-time last weekend – is scheduled every Saturday carrying cargo including fresh fruit, beverages and consumer goods in less than five hours. The train takes up to 120 lorries a week off the roads and cuts carbon emissions by up to 80%.
DP World plans to increase the frequency of the train next year. Alongside other recent and ongoing investments in rail connectivity at both ports, this will ease motorway congestion, with a total of 300,000 trucks taken off UK roads each year.
DP World is unique in offering customers a choice of deep-water entry and exit points to and from the UK. This new rail service will make it even easier for our customers to switch volumes quickly and easily between the two locations, which means greater flexibility and choice. After the disruption of recent years, shipping lines and cargo owners are looking for capacity, reliability and growth opportunities. We are providing it, enabling customers to move goods smoothly and efficiently in and out of the UK and across their supply chains.John Trenchard, UK Commercial & Supply Chain Director, DP World
DP World – which operates ports, terminals and logistics businesses on six continents – runs the UK’s most advanced logistics hubs at London Gateway and Southampton: two deep water ports with access to freight rail terminals, and a rapidly expanding logistics park on the doorstep of the capital. Between them they moved a record volume of cargo in the first half of the year, with a combined total of 1.93m TEU.
Last month, DP World announced the start of construction at London Gateway’s new £350 million fourth berth, which will lift capacity by a third when it opens in 2024. The construction project is supporting 1,000 jobs and the port-centric logistics park will employ a further 12,000 people when it is completed in five years’ time.
The company has also earmarked a further £1 billion of investment in the UK over the next 10 years.
The transportation of large, heavy, high-value or critical (to the project they are intended for) pieces of equipment.
OOG (out of gauge)
Heavy lift services specialists, Malin Abram, part of the Malin group, have successfully rolled out the Type 26, first in class, onto their customised 137 metre barge, the CD01, on the banks of the Clyde.
The project, which has involved almost 3 years of meticulous planning, saw the ship carefully rolled-onto a bespoke semi-submersible launch barge, after which it will be moved downriver and submerged at a specially selected site on the Clyde to float off and launch.
This latest contract with BAE Systems affirms the strong relationship between the two companies, dating back to the group shipping the Trident pressure hull rings from Glasgow to Barrow in the late 1980s – and a continued supportive relationship across several major naval projects since.
We are thrilled to have completed this key stage of the project; there are a myriad of considerations with roll-out and float-off operations, from the weather and tides to the weight and dimensions of the vessel itself, so seeing her safely secured to the barge is great. Working with BAE Systems and the Ministry of Defence has afforded us the opportunity not only to bring a new capability to the Clyde in the form of one of the largest floating dock barges in Europe, but also provided invaluable experience to a full team of naval architects and engineers –an experience they will never forget.Jamie Bowie, Engineering Director, Malin Group
The contract marks a first for the company, representing a move to equipment ownership via a joint venture between the Malin Group and Augustea. Since modification the barge is one of the largest in Europe and will be based on the Clyde between projects. She can submerge to a maximum 11m over deck allowing her to float-off cargos with up to 9.5m draught and her split caisson arrangement allows cargo to overhang fwd and aft. The caissons can be relocated as required to suit project requirements.
Malin Abram is part of the Malin Group, a family of specialised brands and teams, who together provide end to end solutions to the marine industry. As such, the group offer a full range of services to the offshore and maritime industry – over a variety of projects, across a range of sectors, all over the world.
deugro successfully moved 120,000 freight tons of petrochemical equipment on behalf of its client Hyundai Engineering, from South Korea and China to Police, Poland for the EGAT project.
The project encompassed a considerable amount of oversized and heavy lift (OSHL) units, including an 889-metric-ton and 96-meter-long propylene-propane splitter, five 613.98-metric-ton and over 72- meterlong propylene storage bullets, and a 596-metric-ton reactor.
The preparation of the project took nearly one year. deugro and dteq Transport Engineering Solutions, both companies of the deugro group, conducted personal site visits to identify potential obstacles and challenges.
The biggest and heaviest cargo units were loaded on two heavy lift vessels at the Ports of Gunsan and Masan, South Korea and at the Port of Zhangjiagang, China. In total 7,156 metric tons were loaded in four days and started their voyage to the Port of Morski in Poland. Since many of the cargo units were not stackable, a customized stowage concept was developed to match the vessel’s stowage capacities.
deugro Korea and dteq supervised the discharge operations at the Port of Morski in Poland, where temperatures dropped to –17°C. Ice breakers and special tugs had to be arranged to break the ice prior to berthing. The main equipment was discharged directly from the vessels onto barges for onward transportation to the Barkowy jetty, six kilometers away.
The roll-off operations at the Barkowy jetty were executed according to a detailed ballast calculation and the exact schedule for the individual barge arrivals. The consecutive barge trips were executed by three
main barges, which were reused as a shuttle service to ship all equipment. So, it was not required to reposition the wooden mats that were installed on the deck of the barges to compensate for the height of the new-built ramp of about 700 millimeters for the path of the trailers. The same was the case for the stools on which the RO/ RO ramp had to be placed due to the overhang of the 96-meter-long propylene-propane splitter. This led to time, risk and cost savings, while it also minimized waiting times.
Due to the weight of the heaviest cargo pieces, a flyover bridge had to be built to ensure no damage of the adjacent railroad tracks. The cargo units were picked up by self -propelledmodular transporters (SPMTs) for their six-kilometer on-carriage journey through the City of Police to the construction site. Given local regulations, the transportation could only be carried out at night.
To ensure a safe movement, extensive traffic management measures were prepared in advance over a period of one year. These included the construction of new roads, a temporary 650-metric-ton bridge and a new site entrance, the modification of a building along the route and several road widenings. Streetlamps had to be replaced by foldable types, electric railway wires disassembled, local 110-kilovolt power lines shut down and steam pipes and medium-voltage wires moved underground.Eun-Ji Baek, Project Manager, deugro (Korea) Co., Ltd.
Escorted by the traffic police, the most impressive cargo units moved were the 889-metric-ton propylene-propane splitter with an impressive length of almost 100 meters, the five 72.13 meter-long and 613.98-metricton propylene storage bullets, and the 596-metric-ton reactor.
We are pleased to approve membership for Msharib Shipping & Logistics (MSL) in Pakistan and Afghanistan. With offices in Karachi and Kabul, they offer a full scope of project cargo, breakbulk and chartering services.
We are also excited to announce that Managing Director, Mohammad Azhar and Global Network Director, Calvin Wilson will be attending the PCN 2022 Annual Summit in Dubai beginning this week on 27-29 November. Meeting face-to-face and building closer relationships and friendships is a valuable tool which shouldn't be underestimated, and we are delighted the network can welcome our latest new members at the event.
Mohammad Azhar says they are keen to synergize with the specialised PCN network partners. He heads the management team at MSL bringing a depth of knowledge and valuable expertise; Msharib Shipping &
Logistics (MSL) is an integrated logistics services provider with an established reputation of offering the most viable customised solutions to best meet requirements and expectations. Our team of experienced staff and management ensures that our approach maintains the highest professional standards, commitment and credibility, being transparently competitive without compromising service efficiency. Project logistics management requires specialized experience, commitment and flexibility. We handle and plan project shipments and oversized cargo transportation with the utmost safety and in a cost-effective way ensuring effective communication channels between carriers, ports, operational teams, engineers, partners and owners of the project.
Combining different modes and routes, our team of experts plan and engage the most viable and economical solutions for project logistics – providing realistic costs and lead times with complete planning and studies.
Origin Logistics, our members from Turkiye, have recently shared news of three successful shipments, each including single piece heavy cargo, all in the same week.
With their strong heavy lift & container operator network, the company continue to serve its customers with the most suitable vessels and vehicles for heavy tonnage loads.
Our Project Team, who carefully monitor the operation of each piece of cargo, completed these consignments without issue or delay.
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.
Fully temperature-controlled, 1,250-square-metre centre is capable of processing 235,000 tonnes of pharmaceuticals per year, doubling the terminal’s existing cold storage area and capacity
Hong Kong air cargo handler Cathay Pacific Services Ltd (CPSL) this month opened a fully temperature-controlled area of over 1,250 square metres dedicated to the handling of pharmaceutical products - its newest facility at the Cathay Pacific Cargo Terminal.
The new facility is capable of processing 235,000 tonnes of pharmaceuticals per year, doubling the terminal’s existing cold storage area and capacity. It is the largest dedicated pharma handling centre of any Hong Kong-based air cargo terminal.
The purpose-built Pharma Handling Centre “was designed and built with unique pharma-handling requirements in mind, taking advantage of the latest technologies and designs to offer peace of mind temperaturesensitive cargo solutions for customers”, the company said.
The new Pharma Handling Centre is directly connected to the terminal’s Container Handling System (CHS) “to ensure prompt acceptance, storage and delivery and has been built to IATA CEIV Pharma standards”.
The centre is one part of CPSL’s ‘Total Cold Chain Solution’ ensuring valuable cold chain shipments remain at the optimal temperature from the moment they arrive at the Cathay Pacific Cargo Terminal to the moment they depart, transferring them as safely, efficiently and quickly as possible , the company said. CPSL also has a 1,250 square-metre multi-temperaturezone cold room, a perishable-handling centre for immediate perishable handling, thermal dollies for transfers between aircraft and terminal, as well as our internet of things (IoT) enabled MobiFresh solution.
Real Time Temperature Monitoring : The web-based monitoring system facilitates real-time temperature and humidity management (with over 60 temperature sensors) to ensure all handling is under the controlled ambient temperature (15oC to 25oC).
Temperature Controlled Dock Shelter : The temperaturecontrolled lobby includes truck docks with inflatable shelters for virtually airtight sealing for vehicles, maintaining optimal temperature during acceptance and delivery.
Multiple Charging Points: Utilising an innovative suspended mobile power system, including 45 movable charging points in the staging area to accommodate active container charging to support their continuous operation for onward flights.
Sustainability : The Pharma Handling Centre utilizes non-ozone depleting HFC refrigerants and has been built with 420 high-thermal insulation panels and inflatable dock shelters to be energy efficient.
Our investment in the new Pharma Handling Centre demonstrates our commitment to continuous improvement, ensuring that we can provide fast and dependable handling for the growing pharma market for many years to come.Mark Watts, Chief Operating Officer, CPSL
Cathay Pacific Services Limited (CPSL) is a wholly-owned subsidiary of Cathay Pacific Airways, operating the latest air cargo facility in Hong Kong – Cathay Pacific Cargo Terminal (CPCT). The Terminal provides a full span of air cargo services for airlines operating at Hong Kong International Airport and is capable of handling an annual throughput of 2.7 million tonnes.
PortXchange Products B.V., one of the leading tech start-ups in the maritime domain for predictable and sustainable shipping, has announced a long-term global partnership with BigMile, supplier of software for calculating and analysing transport-related CO2 emissions. Through their combined efforts, the two companies will provide digital solutions to increase transparency of shipping emissions in port areas.
With the growing pressure on the shipping and logistics industries to reduce the emissions footprint, ports are emerging as critical players to drive sustainability efforts. However, most ports currently lack the necessary means to track emissions, which is the first step in developing decarbonization strategies to meet the ambitious reduction targets set by the International Maritime Organization (IMO). By working together, PortXchange and BigMile are ideally positioned to equip ports worldwide with a unique digital service that will allow them to monitor emissions from vessels, road, and rail transport, and help them quantify the impact of their sustainability programmes.
We are excited to partner up with BigMile – the leader in CO2 footprint standardization – and to contribute our vast experience in the maritime industry to this collaboration.Sjoerd de Jager, Managing Director, PortXchange
Although most shipping emissions occur during the voyage, their negative impact is most directly noticeable in ports because these are usually located close to cities. In fact, around 230 million people are directly exposed to shipping emissions in the world’s top one hundred ports. Digitalization can significantly enhance decarbonization efforts by providing means to calculate and monitor emissions and subsequently implement measures and interventions to reduce emissions.
With our flagship product called PortXchange Synchronizer, we offer a solution that allows vessels to optimize their sailing speed for justin-time (JIT) arrival at the port. This reduces fuel consumption during the voyage and avoids unnecessary waiting time at anchorage, which leads to lower emissions in the port area. Port authorities can play a significant role in facilitating JIT arrival by supporting data-sharing initiatives and offering incentive schemes such as JIT-induced port fee discounts. There are several examples of such schemes currently being trialled, including at the ports in Rotterdam, Los Angeles Long Beach, Singapore, and Esbjerg. Thanks to the insights provided by the combined digital service from BigMile and PortXchange, the effectiveness of these measures becomes transparent. These insights are critical to underpin the investment strategies for these measures.
In this collaboration, our aim together with PortXchange is to encourage and facilitate ports worldwide to map their current footprint so that they can then make targeted decisions to reduce emissions in and around the port. These measures can be either operational, such as optimizing the sailing speed as Sjoerd already mentioned, or strategic in nature, because the multi-modal split of emissions creates a more comprehensive picture of where transport emissions come from. This allows ports to take a holistic approach to port call decarbonization.Jan Pronk, Managing Director, BigMile
BigMile and PortXchange are currently working on their first implementation of this digital service in the Port of Rotterdam. The service will also become available to other ports by the end of this year.
DHL Express Istanbul Gateway achieves TAPA 'A' certification, becoming the 400th TAPA-certified site in the DHL Express global network
The Istanbul Gateway of DHL Express in Turkey has become the 400th facility worldwide to be awarded with the Transported Asset Protection Association (TAPA) security certification.
This independent recognition confirms that DHL Express has implemented the highest security standards for transporting shipments through the supply chain , DHL said, adding: This milestone for DHL’s global network demonstrates the company’s commitment and tireless efforts to meet the highest TAPA Facility Security Requirements (FSR) worldwide.
The internationally recognized TAPA certification is one of the most rigorous logistics and supply chain security certifications. The independently audited certification is widely respected as the leading security standard in this sector and focuses on the way in which highvalue goods are handled, warehoused and transported.
Adrian Whelan, Head of Global Security for DHL Express, said the independent verification was an external confirmation that DHL Express ensures that its processes and services provide the highest standards possible in the industry. Whelan commented: Security and supply chain resilience is not a nice to have, it is a must have. Although we always had our own internal security standards for many years, we are convinced that it is important to be independently verified and certified, mainly for our customers, so that they know their valuable shipments are in safe hands. Since certifying the first facility at Penang Gateway in Malaysia in 2001, we are now very proud to complete the certification of the 400th facility.
We are proud that our newly opened Gateway at Istanbul airport received the TAPA 'A' certification. Our customers entrust us with high value goods - from technology products to luxury fashion labels, lifesaving medical devices to vaccines - we handle tens of thousands of shipments daily. Our relentless focus on security and regular training helps build business resilience for us, and our customers' supply chains.Mustafa Tonguç , CEO, DHL Express Turkey
With over 400 certified TAPA Level A and B sites, DHL Express is the global industry leader in terms of number of TAPA certified facilities. The accredited facilities now span 79 countries, with 159 DHL Express facilities located in Europe, 104 in Asia-Pacific, 28 in China, 70 in the Americas, 20 in Sub Saharan Africa and there were 24 certificates obtained in the Middle East and North Africa.
Congratulations on reaching this significant milestone! It demonstrates your commitment to achieving the highest supply chain security standards in the industry. Customers globally are increasingly demanding resilience and sustainability built into their networks by their logistics partners. DHL Express has certainly proved that its network is safe, secure and certified by the internationally recognized TAPA Standards.Thorsten Neumann, President & CEO, TAPA EMEA
Will Waters, contributing editor, FORWARDER magazine
Kale Logistics Solutions (Kale) and Dagang NeXchange Berhad (DNeX), through wholly-owned subsidiary Dagang Net Technologies Sdn Bhd (Dagang Net), have signed a partnership agreement to introduce the Airport Cargo Community System (ACS) platform in Malaysia.
Under the agreement, both parties will conduct a study on the implementation of the first-of-its-kind digital platform, connecting airport stakeholders at Kuala Lumpur International Airport (KLIA).
The ACS is a neutral and open platform, enabling intelligent and secure information exchange between public and private stakeholders to improve the competitive position of Malaysian airport communities.
The platform is planned to be integrated with other community systems such as the National Single Window (NSW) and Port Community Systems (PCS) for Trade Facilitation, enabling the exchange of trade data within the trade community.
We are very excited about this development, which presents a powerful case that Cargo Community platforms need to integrate to bring greater value to the entire nation. Our role is to support businesses, especially SMEs, by providing an efficient and comprehensive global logistics network that can serve a larger international customer base and reduce trade barriers. Together with Dagang Net, we wish to create a global network of smart logistics hubs, starting here in Malaysia.Vineet Malhotra , Co-Founder & Director, Kale Logistics Solutions
According to Tan Sri Syed Zainal Abidin Syed Mohamed Tahir, Group Managing Director of DNeX, the partnership with Kale complements Dagang Net’s capability to grow trade facilitation e-services for air mode through the ACS platform.
The ACS enables seamless electronic transaction, equipped with intelligent and secure information exchange among stakeholders to enhance the airport community competitiveness. This, in turn, can contribute to efforts in improving Malaysia’s competitiveness in its transport and logistics sectors as well as overall operational efficiency, connectivity, and productivity across the country’s supply chain.
Dagang Net has been spearheading paperless, electronic Customsrelated services to ease trade facilitation and streamlining international trading processes for the import and export, trade and logistics industries, and this initiative is aligned with the company’s direction, he added.
Both Kale and Dagang Net are part of the Pan Asia e-Commerce Alliance (PAA), a 16-member regional e-commerce alliance in Asia that aims to promote and provide secure, trusted, reliable and value-adding IT infrastructure and facilities for efficient global trade and logistics.
In addition to passenger flights, Qatar Airways is now also regularly operating cargo flights to Vienna. Last Friday evening, the first scheduled cargo flight of Qatar Airways Cargo landed at Vienna Airport. The new cargo connection will be operated once a week effective immediately and comprises an important addition for Vienna Airport as an air cargo location. Qatar Airways has been carrying out passenger flights to Vienna since 2003 and was named the 'World’s Best Airline' in 2022 for the seventh straight year. Now the airline’s subsidiary 'Qatar Airways Cargo' will also regularly operate cargo-only flights to Vienna from its domestic flight hub in Doha starting last Friday.
Air cargo is an important market segment for Vienna Airport, and we are continually investing in a modern and high-performance infrastructure. In addition to high-quality cargo services, Vienna Airport also offers extensive know-how in this area. We are very pleased with the fact that airlines recognise our competence and with the decision of Qatar Airways Cargo to now offer a regular cargo flight connection to Vienna.Julian Jäger, Joint CEO & COO, Vienna Airport.
Qatar Airways Cargo will now regularly operate one weekly air cargo flight from Doha to Vienna as since yesterday. The airline was established in 2014 and is one of the world’s leading international air cargo carriers. More than 60 air cargo destinations across the globe are served from its domestic flight hub in Doha. In addition to an A310 cargo aircraft, the fleet includes two Boeing 747-8 freighters, 21 Boeing 777 cargo jets and five Airbus A330 cargo planes. In 2021, Qatar Airways Cargo was named 'Cargo Airline of the Year' by Skytrax.
Vienna Airport in its role as an air cargo location has positioned itself as an important global cargo hub for Central and Eastern Europe and to Asia. In particular, Vienna Airport is served by leading air cargo carriers for intercontinental freight transport. Vienna Airport offers quick transhipment times thanks to its 24-hour operational readiness. Vienna Airport regularly makes investments in expanding its cargo infrastructure and is well equipped for further growth in the air cargo segment. A modern pharmaceutical handling centre for sensitive medical cargo and a separate road feeder terminal are available alongside aircraft parking bays in close proximity to terminal buildings. The airport is firmly established within the European network for road feeder service. The most important consumer and economic centres in Central and Eastern Europe are reached within 24 to 48 hours.
Digitalisation: leveraging digitisation to improve business processes. (Digitisation: converting information from a physical into a digital format. Digital Transformation: the use of new, fast and frequently changing digital technology to solve problems.) Related topics
Leading specialist transport technology firm, Forward Solutions is celebrating a successful year, following several new business wins and an influx of fresh talent joining the business.
Staff numbers have increased by 29 per cent across the last two years, with the company doubling its Customer Success Managers, following a 15 per cent growth in new business in 2022. Other major developments have seen the pool of knowledgeable people grow further – expanding upon the expertise of the technical team.
The Forward Solutions team is one of the longest-established freight software development companies, providing end-to-end solutions for a wide range of operators throughout the UK, Europe, Asia and North America. The Nottingham-based company provides IT solutions for many of the leading lights across air, sea, road and rail freight.
Our growth throughout this year has been incredible, from the expansion of our team to the number of new clients we have brought on-board, it has been a success all-round. A highlight was joining the rest of the industry at the Multimodal exhibition in June. We have now showcased our offering for the last two years at the NEC, and it gives us great pleasure to be able to come together, following the challenges of the pandemic. The continued success of the business is worth celebrating and really marks us as leaders of new technology in our sector. The importance of innovation will never be forgotten at Forward Solutions, and we’ll strive to continue the development of our much-loved solutions, giving our customers more.Richard Litchfield, Managing Director, Forward Solutions
The success of 2022 all points towards a huge 2023 for the freight software development specialists. It’s something that Richard is optimistic about, despite the challenges on the horizon.
Richard added: As we add customers, like Simarco, we are looking for the continual growth of our offering across the next year. As a company, we are always looking to the future, and the adoption of technology that will continue to improve the way in which our customers work. Our goal is to help enable freight companies around the world to do their job as easily as possible. It looks as though there will continue to be obstacles. Our entire industry has struggled with the transition period from CHIEF to CDS, but we will be on-hand to help our customers through those most challenging times. A particular focus will be to increase the usage of sustainability practices across Forward Solutions. The environment is of huge importance to us, as it is to many of our customers, and we continue to explore the ways in which we can improve our green credentials.
We are delighted to be celebrating another successful year since the arrival of Richard in 2021. We have continued to support the business, by investing short-term profits to help the long-term development of our solutions, as has always been our plan. Since Richard joined us, the firm has continued to grow and develop its offering to almost 4,000 users across our customer base. We look forward to a prosperous 2023.Christopher Hewlett , CEO, Freight Software Group
Descartes Systems Group (Nasdaq: DSGX) (TSX:DSG), the global leader in uniting logistics-intensive businesses in commerce, announced that GSLS, a provider of cash management solutions to retail, hospitality, financial services and public sector organisations, is maximsing its fleet efficiency with Descartes’ cloud-based route planning and optimisation and mobile proof of delivery (POD) solutions. Descartes is helping GSLS pursue its growth strategy by achieving a fully digital chain of custody for cash management while driving cost savings, improving fleet efficiency and delivering customer service excellence.
Providing exemplary cash management solutions for our clients requires levels of accuracy, efficiency, traceability and security that are second to none. We recognised that growing our market-leading position required a data-driven approach to process improvements, underpinned by technological innovation. Descartes’ route optimisation and mobile proof of delivery solutions, integrated with our vault management and cash processing solutions, have given us that end-to-end, digital chain of custody while also increasing the efficiency of our operations.Fiacra Nagle, Chief Executive, GSLS
Part of Descartes’ route planning and execution, mobile and telematics suite, Descartes’ route planning and optimisation solution helps brands, retailers and logistics providers achieve more agile, efficient and sustainable routing, improving fleet resource management by generating additional delivery capacity and reducing costs. Descartes’ execution helps drivers perform their daily routes, keeps managers aware of the progress and provides estimated-time-of-arrival (ETA) to notify customers of their deliveries. Descartes’ mobile application helps drivers execute the route, with POD supporting customer service excellence and order accuracy through real-time mobile communication. For GSLS, Descartes has improved the efficiency and usage of its fleet of over 80 secure armoured vehicles while reducing overall fleet mileage. Sustainability improvements are also supported by removing paper from the supply chain.
As the market-leader in secure cash logistics in Ireland, GSLS prides itself on customer service excellence and faultless cash management execution. We’re delighted to help GSLS enhance these services by facilitating a fully digital chain of custody that supports accuracy, auditability and security of operations; offers tangible efficiency savings; and provides a platform for future growth.Pól Sweeney, EMENAR VP Fleet Sales, Descartes
The monitoring and transparency of global supply chains are becoming increasingly important. This is where Hellmann Worldwide Logistics and Finnish startup Logmore come in the picture: Jointly, they are launching a passive dynamic QR data tracker named "Hellmann Smart QR". It measures temperature, humidity, light as well as shocks and generates a new QR code with each measurement, which is displayed on the device and can be downloaded via cell phone camera upon cargo arrival. By integrating this additional data into the already established platform-based Hellmann tracking systems SmartAir! and Smart Ocean, each deviation can be directly associated with a specific point in the cargo’s journey.
'Hellmann Smart QR' enables cost-efficient and user-friendly visibility along the entire supply chain for sensitive cargo such as perishable goods or pharmaceuticals. With the help of push notifications, deviations become visible at a single glance and available directly after scanning both via cell phone or the cloud-based platforms SmartAir! and Smart Ocean. This makes it easy to track and assign responsibilities within the supply chain.
With the integration of "Hellmann Smart QR" into our existing digital tracking platforms, the passive data trackers already used millions of times are for the first time combined with a real-time solution: Through this new tool and its passive data tracking, we achieve an equally efficient but more cost-effective solution compared to active tracking systems. At the same time, the new tool generates tracking data up to 95 percent faster than other passive trackers.Stefan Borggreve, Chief Digital Officer, Hellmann Worldwide Logistics
In November 2022, Hellmann acquired the rights to the exclusive distribution of the hardware developed by Logmore in New Zealand, Australia, South Africa and Mexico, making it the responsible local product contact.
Not only our very strong international logistics network, but also our Smart Solution product portfolio provides the perfect framework for the new Smart QR System. With 'Smart QR', Hellmann establishes a unique data link between system environments which provides our customers with comprehensive transparency along the entire transport chain.
HenningPottharst , Product Manager Smart Solutions, Hellmann Worldwide Logistics
The warehouse is undergoing a huge transformation, from repository to fulfilment powerhouse, but there are risks to growth that need to be addressed. Robotics, AI and digitalisation could hold the key to boosting capacity.
What is the shape of modern warehousing and where is it heading? Far from its traditional role as a repository for inventory, the warehouse has become a powerhouse for fulfilment, whether it be replenishing retail stores, feeding just-in-time manufacturing lines or serving a discerning customer base directly through ecommerce.
Demands placed upon the performance of the warehouse have ratcheted up considerably over the past ten years as C-suite decision makers have come to realise the critical role the warehouse plays in delivering on the ‘customer promise’, developing market reach and strengthening the competitive position of the business.
Immediacy is now a commercial imperative. Sales can be won or lost on availability, speed of despatch and proximity to the customer. Short lead-times and late cut-offs play a decisive role in winning and retaining customers and margins, along with brand reputation, can be enhanced or diminished by the speed and efficiency with which returns are processed and refunds managed.
Warehouses are fast becoming ‘fulfilment factories’, increasingly mechanised, automated and digitally integrated with the wider supply chain. The future looks bright, but there are significant influences and challenges that business will need to consider and act upon in order to mitigate rising costs, protect margins and increase capacity.
Rising costs are an immediate concern. The Bank of England warns that inflation could rise above 13% this year; with energy prices spiking, wages increasing and container shipping rates – although stabilising –still eight to nine times higher than the pre-pandemic norm. In addition, the National Living Wage rose by 6.6% to £9.50 an hour this April, coinciding with a hike in National Insurance of 1.25p in the pound for both employers and employees. Such increases in cost can quickly erode margins, leading many companies to look at point solutions where automation can be scaled up over time.
Labour is no longer easily and readily available. Logistics UK reported last autumn that more than 13% of businesses were experiencing severe problems recruiting warehouse staff, compared to autumn 2020 when zero respondents recorded such difficulties. Similarly, the UK Warehousing Association recently reported that some warehousing businesses were experiencing vacancy rates of over 20%, with its CEO, Claire Bottle, saying the warehouse industry is ‘tens of thousands’ short in terms of employees.
Uncertainty is a big issue for many businesses using flexible labour. Firms can find that up to 20% of gig-economy labour may not show up, creating significant problems for businesses during critical peak periods. Uncertainty over labour availability can now be a key factor, above cost of labour, in businesses choosing to invest in automation.
Supply issues are a major concern, both in the manufacturing and retail sectors; a combination of the after-effects of a post-pandemic global recovery and complexity arising from post-Brexit customs procedures. Uncertainty over lead-times, deliveries and the supply of parts is hindering planning, impacting production lines and creating gaps on retail shelves. These issues with supply have led many businesses to adopt strategies that enhance supply chain resilience. Consequently, organisations are sourcing goods closer to home and importantly, increasing levels of inventory, leading to unprecedented demand for warehousing space.
In the autumn of 2021, property agent Cushman & Wakefield reported that available space in the UK had fallen below 50 million sq ft, the lowest level since it started tracking availability in 2009.
However, this shortage of space is not a sudden phenomenon, nor a short-term problem, and it has been exacerbated by the steady growth of ecommerce.
A report published in January by the British Property Federation and Savills finds that demand for warehouse space across England has been underestimated in planning policy for a decade and that future demand is likely to be at least 29% higher than past levels. This chronic shortage of warehouse space has seen rents rise 61%.
With space in such short supply and rents rising, businesses will need to focus on maximising productivity within the cube. However, many businesses are overlooking – or are unaware of – the potential to use readily available technology to drive performance, and hence capacity and growth, from an existing footprint.
Ecommerce has radically changed the dynamics of the warehouse. A shift in emphasis away from pallet loads towards single or few-item order picking processes required for ecommerce has dramatically increased dependency on finding sufficient pools of available labour. Until recently, this wasn’t a problem. However, labour is now a scarce resource. Businesses wishing to grow and increase capacity are constrained by the poor availability of labour and the competition from local businesses for those same, limited resources. As a result labour rates are rising.
The pandemic propelled ecommerce to new heights. ONS figures put Internet sales as a percentage of total retail sales at 30.4% in November 2021, a considerable rise on the pre-pandemic peak of 21.6% in November 2019. At the height of lockdown in January 2021 that figure hit 37.8%. And although figures have returned to more modest growth, with shoppers returning to the high street, expectations for ecommerce remain high.
According to a report into ecommerce published in February 2022 by Metapack with Retail Economics, UK retailers are expecting an additional £19.6 billion of online home deliveries by 2025, with online predicted to account for 49.7% of total non-food sales within that timeframe.
Importantly, ecommerce has also given manufacturing businesses the opportunity to sell directly to customers. How these businesses approach fulfilling Internet orders may well play a critical role in determining how successful they are.
Supporting and enabling the future growth of the businesses has become a major challenge for those responsible for fulfilment. Mitigating cost may be a perennial issue for most businesses, but significant structural change within the labour market, following Brexit and the pandemic, together with a constricted warehouse property market – where availability is low and rents high – has placed a great number of companies under intense pressure. How can fulfilment gear-up effectively for growth when labour and space are hard to come by and costs for both are rising sharply.
A growing number of businesses are using smart warehouse automation, such as robots, to drive productivity within the warehouse; reducing exposure to labour issues, mitigating operational costs and significantly increasing capacity. In fact, technology analyst, Gartner, predicts that 75% of large warehouse enterprises will have adopted some form of intralogistics related smart robots by 2026.
Interestingly, the low cost of robot technology now puts it within the reach of SMEs too. Smaller companies have the opportunity to leverage the performance gains created by flexible and easily scalable Autonomous Mobile Robots (AMRs), possibly giving them a competitive advantage over larger companies encumbered by out-dated, inflexible fixed systems.
The rise of the robot
AMRs offer tremendous flexibility and, importantly, scalability in traditional labour-intensive tasks such as order picking and put-away. AMR systems combined with pick-to-light technology can boost order picking performance from under 100 units per hour using traditional methods, to up to 400 picks per hour, with an ROI that can be as little as 12 months.
But there are other forms of automation that are also in demand. Destuffing of shipping containers is a labour intensive task that has many businesses looking for alternative mechanised or automated assistance. Within ecommerce returns operations the speed with which items can be processed and re-despatched can help boost capacity of fast fashion goods, securing more sales and increasing margins. The use of overhead pouch systems can play a major role in buffering high-demand products close to despatch, saving considerable effort returning items to storage.
There is a bewildering array of AMRs and intelligent automation, all with their own specific technical attributes and capabilities suited to particular applications. The problem for those looking to apply this technology is, knowing which is best suited for the task. Important too, is the consideration of the solution as a whole, which may include ASRS systems, automated packaging machines, overhead pouch sorters, pick-to-light technology, powered roller conveyors or a multitude of other technologies.
Under such circumstances, it helps to consult an independent systems integrator. Not being bound by any one technology or in-house manufactured solution, they are free to be objective about specifying the right solution for the application. Bringing a combination of technologies together in a cohesive way, based on process efficiency and overall performance, is what counts and much of this depends on the software development and the skills of the integrator to successfully tailor the solution for optimum performance.
Mobile robots may also be used effectively to transport pallets, roll-cages and totes within a warehouse, or for sorting parcels, offering a more flexible alternative to fixed conveyor systems. And ‘follow me’ type mobile robots can cut out lengthy time-consuming runs within the warehouse, working as cobots alongside picking operatives. In cold stores too, some AMRs are designed to work in temperatures down to - 25°C and are resistant to condensation – even capable of carrying two roll-cages at a time.
Flexible technology combined with powerful, intelligent software allows for a new way of thinking. A conventional conveyor system is normally installed to an agreed throughput, usually to a projected peak figure. But this results in the asset running below capacity for the majority of the year. On the quietest day it may only handle a tenth of the volume experienced at peak. However, a solution using AMRs could be designed for 70% of peak, with additional robots brought in during peak periods. It’s this level of scalability that offers SMEs a flexible low-entry point to automation.
Simulation software brings a concept to life. For instance, at Invar Group, we have invested in leading-edge 3D simulation technology that enables us to select the most suitable materials handling hardware from a virtual catalogue and place appropriate technologies together as a concept system within the software. Then, by inputting a customer’s real data set, we can apply routing logic to allow us to view its performance and see in advance, any potential bottlenecks in the system.
Testing a concept in this way highlights where in the system there is too much capacity and where there isn’t enough, and hence, where expansion is required. Then you can scenario plan for what ifs, such as twice as many orders, or twice as many products, what if slow movers became fast movers and what happens at peak?
A business’ competitiveness depends upon its access to, and analysis of, critical data. And smart business will be developing smart warehouses where robots, pickers, packaging machines and sorters are seamlessly integrated to produce, not only optimum performance, but valuable data that is shared in real-time with wider systems in order to deliver competitive advantage.
It is the efficient integration of these processes, technologies and intelligent software that enables fast delivery of a solution and a troublefree future. An intelligent system, conceived by expert design engineers and implemented by competent controls and software professionals, drives productivity and offers the agility needed to respond to change.
As an independent, full-spectrum automated warehouse solutions provider, Invar Group is free to select the most appropriate technology for the task, and being a multifaceted organisation that brings together skilled individuals with competencies across warehouse management software, systems integration and controls, we take responsibility for the complete turnkey-key system from start to finish.Craig Whitehouse & Tim Wright , Managing Directors, Invar Group
More information on Invar Group: www.invargroup.com
Strong growth forecast in EMEA and Americas regions compared with China
Geek+ led the way in terms of market share in 2021
The mobile robot market is showing no signs of slowing, according to the latest research from Interact Analysis. Despite the market for mobile robot technology being well established, it is not yet close to reaching saturation, with new applications and opportunities continuing to emerge. The manufacturing industry is expected to continue to drive growth, as the market rebounds from the effects of Covid and a slow start to 2020. Despite a slow 1H 2020 for many vendors, shipments picked up during the final quarter of the year, with revenues filtering through to Q1 2021. The data shows more than 70% growth in shipments recorded in 2021, topping 100,000 for the year.
Although overall forecasts to 2027 have been lowered slightly, the market outlook remains strong, with CAGR of between 30% and 40% predicted. By 2027, the installed base of mobile robots is expected to reach more than 4 million, the majority of which will be order fulfillment units. Both AMRs and AGVs will experience strong demand in the next 5 years but growth of AMR adoption will dwarf that of AGVs due to the greater range of possible applications. Logistics will continue to be the primary market for mobile robots, but significant growth is also anticipated in the manufacturing industry as new applications present themselves as the market develops.
Looking at the trends in individual regions, shelf to person (S2P) robots dominate in China and other APAC regions, while the Americas and EMEA are expected to see a strong uptake in order fulfillment bots. However, revenue growth in APAC regions will be slower out to 2027 due to the lower average selling price (ASP) of the technology in this region. The Americas and EMEA regions look set to enjoy substantial
revenue growth in the next 5 years, with the market reaching almost $6B in 2027 for the US, while the figure sits at just over $2B for the rest of APAC and $5B for EMEA. Despite this, China alone will account of around 40% of mobile robot shipments in the next five years due to an increasing trend towards lower cost robots.
China was very much the leader in terms of revenue growth in 2021 and Geek+ contributed considerably to this, becoming the country’s leading vendor. Following just behind was HikRobot and KION. China experienced such remarkable demand for flexible automation solutions in 2021 in the wake of the COVID-19 pandemic that there was very little in terms of labor shortage compared with other regions. Looking out to 2027, the material transport sector will dominate mobile robot shipments, while sales volume will be driven by conveying solutions.
What we found most surprising was the remarkably lower average revenues per unit (ARPUs) than we previously expected, and this influenced our decision to lower our forecasts slightly. In 2021 this dropped by 22% as a result of a change in regional mix and the influence of price erosion. Tugger/AGC ARPUs reduced by just over 25% in 2021, followed by forklifts (20%) and tow tractors (>15%). In terms of unit pricing, we expect to see that every time mobile robot (AGV and AMR) shipments double, prices will fall by around 10% to 15%.Ash Sharma , Managing Director, Interact Analysis
Leading transport technology provider Forward Solutions has been awarded a major new contract for its Forward Office solution. The firm has been appointed by leading multimodal player Simarco International, an award-winning logistics company, who provide a range of supply chain, freight and warehousing solutions in the UK, Europe and across all international trade routes.
Simarco currently employees 370 staff operating from seven sites strategically located across the UK and has a turnover of £85 million. Simarco’s Head Office and Southern Distribution Centre is based in Witham, Essex and their Midlands Distribution Centre is located at Stoke-on-Trent with further operational sites at Bedford, Bristol, Gloucester, Heathrow and Manchester.
A key area of focus for Simarco is investing in its digital communications, providing both agents and customers visibility throughout its delivery life cycle.
Simarco joins a growing roster of leading multimodal brands who are utilising Forwards’ technology to improve efficiencies including Woodland Group, Cardinal and Laser Transport (part of the Currie Solutions Group).
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 50+ users in the UK, Europe, Asia and the US. The company are transport sector specialists, providing IT systems for leading multimodal players across air freight, sea freight, road freight and rail freight.
Forward Solutions’ Forward Office is a flexible freight management software solution (FMS) which is continually strengthened. At the core of Forward Office is Forward Core, which is supported by a suite of six additional products which can all be used independently.
Simarco first met Forward Solutions at the Multimodal exhibition in 2021, where Forward Solutions previewed its latest UI (user interface), which is due to be rolled out. This new UI was developed following £3/4 million investment the biggest investment to date by the company, to create a revitalised front end.
Forward Solutions started the onboarding process with Simarco earlier this year in preparation for roll-out in 2023.
The team at Forward bring unique insight into what makes a great system work to its maximum, and their software solutions and experience really gave us the confidence to choose Forward Solutions. We’re looking forward to working with Richard and the rest of the team to utilise the Forward Office suite to improve efficiencies and make our customer communications even better than ever.Trevor Scott , Managing Director, Simarco International
This is an exciting time for the team, already this year we have seen a 15 percent growth in new business as increasingly as the logistics and transport industry looks to utilise new technology to power up supply chain delivery. IT is fast becoming the cornerstone of a successful transport business. Innovative IT is essential for top class customer service, with visibility and communication being as important as delivery across the supply chain. We’re delighted to be supporting Simarco and looking forwarding to working with their team to strengthen and improve their systems with Forward Office, to use our best-in-class technology, to help them improve efficiencies and deliver the best solutions to meet their needs.Richard Litchfield, Managing Director, Forward Solutions
Forward Solutions is part of the Freight Software Group, the largest independent group in the UK.
Opportunities to network and promote your services.
Anchor Freight have been short listed as finalist of the British International Freight Association (BIFA) for their 2022 ‘Extra Mile Award’ as recognition of the company’s involvement with humanitarian aid for Ukraine since the conflict started earlier this year.
To date Anchor have been directly responsible for more than 380 tons of aid delivered to those in need including vital medical equipment to hospitals in Ukraine. Another 12 tons will be despatched next week by trailer. In addition to this, Anchor have also helped other carriers to deliver many hundreds of tons of aid through the robust supply chain, set up by Anchor with the assistance from Andrew Pituley (a colleague based in Lyiv).
It has been a real team effort and to be shortlisted for this prestigious award, is fitting recognition of those that have given so much of their own time, to make sure we achieved the main task of helping those in desperate need’. He continued, ‘it was paramount that we controlled the supply chain from end to end, to make sure that the aid donated reached its intended destinations, Andrew Pituley was key to ensuring we managed the last mile successfully in increasingly difficult circumstances. For a robust supply chain to be successful there are many factors that have to be overcome, from coordination of collections of donated aid to the necessary customs and border crossing paperwork, ensuring secure passage and avoiding the black marketers that thrive in such circumstances, as well as addressing the obvious costs for fuel and tolls. Without the support of organisations such as GeeWizz charity and the One Group Construction Limited, we could not have managed a fraction of what has been achieved so far, as well as the people of Suffolk, who gave so generously, just makes you so proud of being part of this amazing county.Carl Day, CEO, Anchor Freight
This award nomination for anchor Freight, is so well deserved. Carl Day and the team there were absolute heroes on every level, nothing was too much trouble. It’s because of everything they so generously donated and accommodated, which 100% helped ensure delivery of the huge volume of humanitarian aid, donated from the great people of Suffolk, all so desperately needed by those receiving it in Ukraine.Gina Long MBE , founder, GeeWizz Charity
The winner of the award will be announced at the BIFA Annual Luncheon and Awards Ceremony on Thursday 19 January 2023 held at The Brewery in Chiswell Street, London, hosted by football legend Kevin Keegan.
Anchor Freight has four UK based offices, Dover, Felixstowe, Glasgow and Ipswich providing, customs brokage, global freight solutions, VAS warehousing and UK distribution services.
One of the UK’s biggest business groups, Logistics UK, has announced (1 December 2022) the winner of its first ever national Transport Manager of the Year competition. Lee Prentice, Transport Manager at Greggs plc, was crowned winner at the business group’s Transport Manager event in Coventry following the final round of judging. Iain Fortune, Fleet/Logistics manager at Bristol Waste, was awarded second place.
After a tough competition, we are delighted to present Lee with the title of Transport Manager of the Year 2022. The judges were extremely impressed with the excellence Mr Prentice demonstrated across all facets of the role – his ability to problem solve and find solutions to issues took the biscuit! This competition truly represents the best of the best and I would also like to extend my congratulations to our second place winner, Iain Fortune – as well as all those that were shortlisted – as it was a very close run battle for the title.David Wells, Chief Executive, Logistics UK
I am extremely honoured to be crowned as Logistics UK’s first Transport Manager of the Year, comments Lee Prentice.
It’s a challenging but rewarding competition and the other finalists pushed me all the way with their determination. I look forward to pushing the boundaries and creating more opportunities next year –being a Transport Manager is constantly challenging but it’s a role I love. I guess you could say that this role is the cherry on the top of the role!
Trophies were awarded on the day for first and second place, with three other shortlisted finalists Anthony Rosier, James North and Thijs Bontekoe, receiving certificates.
Logistics UK is one of the UK’s leading business groups, representing logistics businesses which are vital to keeping the UK trading, and more than seven million people directly employed in the making, selling and moving of goods. With COVID-19, Brexit, new technology and other disruptive forces driving change in the way goods move across borders and through the supply chain, logistics has never been more important to UK plc. Logistics UK supports, shapes and stands up for safe and efficient logistics, and is the only business group which represents the whole industry, with members from the road, rail, sea and air industries, as well as the buyers of freight services such as retailers and manufacturers whose businesses depend on the efficient movement of goods.
The 'Strategic company' Prize rewards a major French company that has played an eminent role for national sovereignty
The Institut Choiseul, an independent think tank dedicated to the analysis of contemporary strategic issues and international economic questions, has presented Marie-Christine Lombard, Chairwoman of the Executive Board and CEO of GEODIS, with the “Strategic Company of the Year” award as part of the Sovereignty Initiative. This initiative brings together high-level decision-makers to address strategic issues affecting national and European sovereignty.
This prize rewards GEODIS for its eminent role in French sovereignty. As a global leading transport and logistics provider, the Group is an essential contributor to the world economy. It plays a decisive role in boosting the growth and competitiveness of French companies internationally and supports the relocation of certain strategic industries in France.
The vital nature of logistics was clearly demonstrated during the health crisis. GEODIS leveraged its expertise to set up an emergency airlift between China and France for the delivery of masks. Months later, the Group also supported the vaccination campaign by supplying vaccines throughout the country. This enabled France to keep control of the autonomous supply and distribution of these essential products.
Receiving the 'Strategic Company' award for GEODIS, Marie-Christine Lombard declared: On behalf of the 45,000 employees of GEODIS, we are very proud to receive this award, which recognizes our role as a strategic company. It is also an opportunity to highlight our business sector, because without transport and logistics, the economy would come to a standstill. This is the reason why France must have a national logistician of international scope.
About Marie-Christine Lombard
Marie-Christine Lombard joined the GEODIS Group as CEO in 2012, before becoming Chairwoman of the Executive Board a year later. She has held senior management positions in the international transport and logistics sector for over 22 years. Since 2013, the Group's turnover has grown from €6.9 billion to €11 billion by 2021.
Over 185 C.E.O.’s and Senior Managers from more than 95 countries recently attended our 11th Annual Summit, which was held from 27-29 November 2022 at the Radisson Blu Hotel, Dubai Deira Creek. See photos.
Our gathering saved our Members substantial time away from their offices as well as considerable travel expenses by being able to meet together in one place at the same time. After a challenging 2 years, it was wonderful to see each other in person again! We celebrated our 12 year history, alongside Members new and old on an exclusive Dinner Cruise where we enjoyed a two-hour cruise on a traditional Wooden Dhow with an international buffet dinner from the 5-star hotel catering team.
The official meeting was opened by C.E.O./President, Rachel Crawford who welcomed delegates (important sections of the speech are held in our Members Area) and with the World Cup running alongside our event, delegates enjoyed challenging their fellow Members to a game of table football or pool.
The past few years has seen a huge surge in the popularity of video as a marketing format. Video can be a powerful way to spread a message in a way that is easily accessible to a large audience. Plus, customers are more likely to use a company when they understand what they do and how they can help them.
PCN have created a video for Members to use in their marketing and sales efforts. Delegates watched the video and were invited to include a link to the video when sending emails or quotes to their customers, or to share it on social media. They may also embed the video into their website by using the code provided by the PCN Head Office.
The Annual Awards were presented, calculated from the results of the recent Quality Control Survey. So that the awards are fair to smaller markets, results are calculated using a ratio of how highly the company scored against the number of Members they work with. The winners were:
International Member of the Year Thunderbolt Global Logistics
Regional Award for Middle East & Africa Afriguide Logistics (South Africa)
Regional Award for The Americas Convoy Logistics Provider (Canada)
Regional Award for Asia & Pacific Central Oceans (Singapore)
Regional Award for Europe Europe Cargo (Belgium)
Gebruder Weiss (Austria) Canaan Shipping (Canada)
Delegates then got down to business and held numerous 1-2-1 meetings with each other, aided by the PCN Countdown Clock and their prearranged Meeting Hub schedules. In total over 1820 meetings took place over the 2 days!
During these sessions delegates were able to exchange information, review current and upcoming government and private projects in the manufacturing, oil and gas, infrastructure, construction, power, and energy sectors.
After a busy day in the meeting room, it was time to relax! Delegate were taken to an exclusive Beach Party at the stunning Dubai Marine Beach Resort. Overlooking the exquisite Arabian Gulf waters and set against the stunning panoramic views of Dubai's skyline, it was a great venue for us to relax after a busy day in the meeting room. The delicious dinner was washed down with an open bar and the evening provided the perfect opportunity to hang out together in an informal setting … and of course ended with lots of dancing!
Panther supports prestigious gala which helps raise thousands of pounds for logistics company’s corporate charity
Panther Logistics were a proud sponsor of an annual gala dinner which helped to raise over £100,000 for the logistics company’s corporate charity, Over The Wall Children’s Charity.
Members of the Panther team attended the glittering gala event and were key sponsors pledging their support for the successful fundraiser.
As part of the company’s continuing support for the charity, Panther were sponsors of the drinks reception of the glamorous gala dinner, which was recently staged at One Great George Street, London.
It was fantastic to be able to help sponsor this amazing event which helps to raise so much money for this incredible charity. The Panther team were thrilled to be able to attend the gala and our sponsorship is one of the many ways we continue to help support Over The Wall.Gary McKelvey, Managing Director, Panther Logistics
Generous guests at the gala event helped to raise more than £100,000 for the charity Over The Wall, which 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.
We held our annual gala event celebrating our amazing volunteers, as well as our first year returning to residential camps post-Covid. Panther Logistics were generous enough to sponsor our drinks reception, where guests enjoyed beverages and entertainment before the main event got underway. The gala was a tremendous success, raising just shy of £110,000. This is an amazing figure and will go a long way in supporting our 2023 efforts, especially the development of our new, permanent home for Over The Wall in the midlands. As well as greatly increasing the amount of campers we can support, this site will also allow for many more exciting volunteering opportunities. Thank you again to Panther for all you’ve done for our charity in 2022, and we can’t wait to see what we can accomplish together going forward.Christopher Pitts, Corporate Partnerships Manager, Over The Wall
Pallet-Track has handed out a truck-load of trophies during a celebration of the nation’s leading logistics firms, hosted by comedian Brian Conley.
The TV favourite entertained guests at the Wolverhampton firm’s Shareholder Gala at De Vere Cotswolds Water Park – an annual awards event that recognises members of the pallet network.
The event celebrated the work and successes of over 90 independent haulage companies from around the UK.
North Kent Distribution Ltd took home the coveted Members Depot of the Year Award, while Croydon-based ELB Partners Ltd were named Best Delivery Depot; both awards were voted for by Pallet-Track members.
Hub Member of the Year and Best Rural Deliverer were both presented to Suffolk’s Bartrums Road Services Ltd; Best Urban Deliverer went to Courier Logistics Ltd, and Best Use of Technology was won by Harrison Solway Logistics Ltd.
Celebrating success were Celkom Limited, whose team were recognised for Most Improved Sales, while a Special Recognition award was given to Daily Shipping Services Ltd.
Pallet-Track also handpicked 22 members for platinum awards due their outstanding contribution to the network in 2022.
During the event, Pallet-Track held a charity raffle to raise funds for local good cause Believe to Achieve.
More than £5,000 was raised for the Wolverhampton charity, which provides children and young people with therapy and counselling, as well as community and school-based workshops, to support mental health and personal development.
It is a real joy for us to celebrate our collective achievements and highlight the work of hauliers who have gone the extra mile. Our network members have faced on-going challenges over the last year, with many still overcoming issues around the HGV driver shortage, on top of rising operational costs due to fuel and energy prices. Despite these challenges, our members have worked collectively to continue to drive the industry forward with our customer-focused approach to logistics. Thanks to the generosity of everyone in attendance we have raised a significant sum for a worthwhile cause, which will enable Believe to Achieve to provide young people with access to life-changing support and services. As a network, we look forward to the next 12 months and our continued success.Caroline Green, Chief Executive, Pallet-Track
Pallet-Track launched in 2004 with 46 members and handled 852 pallets during its first night of operation. Its shareholder members now move an average of 18,000 pallets per night.
2-day conference with 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.
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Documented permission to pass that a national customs authority grants to imported/exported goods so that they can enter/leave the country.
Duties & taxes
Businesses seeking to expand their operations globally are being given a boost by London-based trade-tech firm Phlo Systems, whose new technology platforms are also making it ‘easier, cheaper and faster’ to cut through the complexity of customs declarations.
The launch of our three new platforms comes at a crucial time for businesses which are searching for a fast and secure way to allow them to tap into the global marketplace. While 93 percent of businesses report cross-border commerce is a high priority for their organisations this year, nearly 1 in 4 say that the biggest operational challenge holding them back is cost, time and paperwork.
Saurabh Goyal, Chief executive, who launched Phlo Systems five years ago
Phlo Systems platforms – FinPhlo, OpsPhlo and TradePhlo – will allow organisations anywhere in the world to complete their customs declarations, manage the supply chain process and conduct their digital and financial trade transactions securely and reliably.
Currently, those organisations using traditional methods are swamped with paperwork, while our aim is to revolutionise the physical experience of moving goods from country to country, making it easier and more transparent for millions of traders exporting their physical goods overseas.
Phlo Systems makes it easy for companies to seamlessly manager their international supply chain including customs declarations salaries across the globe, and for their employees to remit and spend their earnings everywhere.
Mr Goyal added: When it comes to getting goods from one country to another, it is very administration heavy, inefficient, costly and takes many days to process. By working with us SME traders will gain greater flexibility and affordability and manageability. One of the key factors that holds businesses back from expanding globally and reaching the next level of growth is the lack of infrastructure to support export. Virtual management gives the confidence to grow worldwide knowing they have a trusted solution in place.
The new platforms are:
FinPhlo: A digital trade and finance platform which enables SMEs to large scale enterprises to receive and manage finance from local and regional lenders including non-banks. FinPhlo also provides visibility and transparency to the lender itself to monitor their trade finance facilities.
OpsPhlo: This will manage the entire supply chain, using a single system that meets all the requirements of a commodity trader. A Commodity Management and ERP application. OpsPhlo provides a fully transparent timeline view of all the aspects related to a trade: traceability, contracts, hedging, logistics, financing, settlement, M2M and cashflows.
TradePhlo: This is a unique cloud-based international trade management and customs declarations platform. It features a range of solutions to give businesses complete control over their trade, customs and compliance management procedures, making it easier, cheaper and faster for SME international traders to manage their customs requirements - reducing the cost of customs to less than £5/declaration.
Brexit has fundamentally changed the way goods are shipped from the United Kingdom (UK) to the European Union (EU) and vice versa. For many companies, the challenges of crosschannel shipping have had devastating effects on their business. Stateside Skates, a UK-based award-winning distributor of extreme sports products, was one of them. Coyote Logistics’ cross-channel logistics solution allowed Stateside Skates to manage all transport and customs hurdles and to go back to the way it was trading as how it was before Brexit. With its broad network of partners, Coyote Logistics also helps carriers to increase their business and to achieve long-term growth.
Over the last few years, the number of international shipments has significantly increased. Shipping freight across borders can cause some headaches, due to loads of paperwork, customs requirements, and delayed crossings. These challenges have dramatically increased, especially for European shippers. Companies need to manage the aftershocks of the COVID-19 pandemic and rising fuel costs due to the conflict in Ukraine. Additionally, Brexit has made shipping freight between the UK and the EU more complex than ever before. Since the United Kingdom (UK) left the European Union (EU) in the beginning of 2021 and withdrew from the single market and customs union, freight shipping requires customs formalities, thereby increasing the risk of costly errors and delays.
Because Brexit has fundamentally changed the way goods are shipped over the English Channel, many transport companies decided to withdraw from the cross-channel market and stopped accepting crosschannel shipments. The reason for this was the additional workload and paperwork that could not be managed. For shippers, however, this resulted in an increasing need for logistics service providers with the expertise to manage the challenges of shipping cross-channel freight.
Stateside Skates was one of the many companies who experienced the impact on its business because of Brexit. The company is an awardwinning, worldwide distributor of extreme sports products and one of the most influential forces in the action sports industry. Stateside Skates, based near London, imports, designs, and distributes roller skates, skateboards as well as scooters all around the world, and has over 40 years of experience in the business. The company’s trade relations with customers in the EU have been particularly important, as it used to export more than half of its volumes – 65 percent – to customers located in Europe. Therefore, it needed to find a solution to continue its business as usual.
After Brexit, our customers struggled with the unknown and had to adjust their supply chains accordingly. Our aim at Coyote Logistics is to help them solve their post-Brexit hurdles. After all, managing crosschannel freight for many companies in the UK and the EU is a rather existential concern for their businesses,Joep Kusters
, Head of Europe, Coyote Logistics
Coyote Logistics is a leading global logistics service provider with headquarters in Chicago and Amsterdam. The company connects shippers and carriers worldwide, handles more than 10,000 shipments per day, and employs more than 3,300 people in 20 offices worldwide. As of 2015, Coyote Logistics is a UPS company. The company’s European service portfolio includes not only Full Truck Load (FTL), Express Van freight, customs brokerage, and 4PL services but also a full-service cross-channel logistics solution.
Coyote Logistics offered Stateside Skates full-service support including export documentation and import clearance. The company gained benefit from Coyote’s in-market and freight specialist team with over 20 years of experience, covering 30 languages. Also, Stateside Skates made use of Coyote’s digital transport platform CoyoteGO®, which offers many features to make the processes of booking and tracking of freight easier.
The solution offered by Coyote seemed like a very elegant way of dealing with the issues of cross-channel freight. What Coyote presented was how we envisaged it always working post-Brexit and they had the solution that we thought was the best one. It’s very easy to liaise with the staff at Coyote, whether in the UK or abroad. Our teams work very closely together on a daily basis. All the paperwork and the forms were easy enough to follow and create. Coyote Logistics allows businesses to go back to the way they were trading as they were before Brexit.Alistair Crichton, CEO, Stateside Skates
With its broad network of partners, Coyote Logistics also helps carriers to increase their business and achieve long-term growth. The Irish carrier Joe Murray Transport was one of them. The company was founded by Joe Murray in 1989. When his son John Murray took over the company in 2008 after his father Joe retired, the family business was operating with eight trucks. Before working with Coyote Logistics, it didn’t seem to have the power to work for bigger companies in order to get the work and lanes it needed. Since Joe Murray started collaborating with Coyote Logistics, the company’s turnover has more than doubled.
Coyote Logistics allows us to specialiSe in what we do. It understands us as a partner. I think it really wants us to do well in business. The team has our best interest at heart.John Murray, Director, Joe Murray Transport
A key success factor for the company was the digital transport platform CoyoteGO®. With its ‘smart matches’ feature, carriers simply enter the lanes that best suit them. When working with smart matches, a notification will be sent by email with info about where Coyote Logistics has available loads suiting the carrier’s trucks. This allows companies to plan even a week in advance.
In order to provide its European customers with the same level of dedicated service in the future, Coyote Logistics is expanding its activities in the European market. With an investment in its carrier network, it continues to drive its growth strategy. In this way, the logistics service provider not only offers support to shippers, but also enables carriers to do more business and to grow. With the expansion of the global service center in Wroclaw, Poland, Coyote Logistics will significantly increase its team in Europe. The center offers 24/7 customer support and services the US and the 4 European branches in Wroclaw, Amsterdam, Dover and Frankfurt/Main.
With the current investment in our carrier relationships and our people, we at Coyote Logistics are building on our strong industry legacy. We connect our innovative technology with dedicated customer service, enabling us to support our customers even better in the future, says Joep Kusters.
Organisations and bodies that provide essential support to the freight and logistics industries.
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Europa Air & Sea expanded into Shanghai earlier this year and has announced a new office move to accommodate its growing team, supporting the business' plans to expand its global footprint.
Based in the Minhang District, Europa Air & Sea is part of Europa Worldwide Group, a rapidly expanding, privately-owned operator. Europa Air & Sea was established as a separate division in 2015 and has since gone from strength to strength, expanding across the UK and overseas.
From a single overseas site in Hong Kong, 2022 has seen Europa Air & Sea enhance its presence, investing in new offices openings in Shanghai and Dubai this year.
Europa is setting the pace in the market, leading the sector at a time of immense change. The company recently reported a tripling in profits – up to £10m from £3.6m in 2020 – and a record £276m turnover for the 2021 financial year (ending 31 December). For the last 12 months to August 2022, the company has achieved an impressive turnover of £316m, with Europa Air & Sea contributing to this robust financial performance.
Since the opening of the office in Shanghai, the business has more than doubled in size with further sales staff due to join in the coming months. This is despite several challenging months earlier on this year which saw the province face lockdowns, as China experienced one of the worst outbreaks of Covid-19 since 2019. However, Europa Air & Sea Shanghai has continued to increase sales exponentially since its first day of trading.
The team is headed up by Hugo Feng who has an impressive track record, with 14 years’ experience in transport and logistics, as well as a thorough understanding of both the European and Asian marketplaces.
The Shanghai office has been operational for 11 months and in that time, we have seen a considerable uptake in the services that we provide. Our cargo shipments have continued to increase month on month, with a particular focus from both Shanghai and Ningbo airports and ports, and the surrounding regions. Despite China’s growth economy declining in 2021-22 due to the pandemic, forecasts indicate that GDP is set to rebound to above five percent in 2023. This coupled with the move into our new offices, will also allow us to further develop Europa’s footprint across the Chinese market as we harness a new period of economic growth.
We are continually striving to achieve greater global inter-connectivity for our import and export customers in line with trade flow trends, and our Shanghai office is significant in this process. Due to its prime location the office acts as an international hub for the business, expanding Europa’s footprint across the Yangtze River Delta economic circle and beyond. We are committed to ensuring visibility in our customers’ supply chain, and this is achieved through not just industry leading technology but by also having Europa offices globally, allowing us to offer Europa customer service from end to end. Europa Air & Sea Shanghai has seen tremendous growth so far and 2023 is set to be no different.
Angus Hind, Air & Sea Director, Europa Air & Sea
Europa continues to invest heavily in both its corporate and operational capabilities right across the business. By developing the process and systems which exemplify the personal service which Europa prides itself on and underpinning these with the right technology to optimise efficiencies, the Group strives to enhance its commercial resilience.
Europa Worldwide Group is an ambitious independent logistics operator with three divisions – Europa Road, Europa Air & Sea and Europa Warehouse and has featured in The Sunday Times Top Track 250 for the third time and employs over 1,300 across the UK, Dubai, Shanghai and Hong Kong.
On November 14, 2022, the new STIHL central warehouse in Voelklingen, Germany, was officially opened. The logistics site was built by Dietz AG as the investor and is operated by Hellmann Worldwide Logistics. With the new building, the STIHL Group is not only increasing its capacities, but also improving its logistical efficiency and speed. Battery products and all STIHL tools manufactured at the Tirol production site are stored at the new logistics and distribution location, from where they are delivered to all STIHL sales companies and STIHL dealers worldwide - mainly in Germany, France and the Benelux countries. In addition, products ordered directly from STIHL's own online store are supplied from Voelklingen. While the first deliveries have already been handled from Voelklingen since August of this year, the warehouse will be fully operational from January 2023.
With the central warehouse in Voelklingen, we are not only eliminating existing and foreseeable capacity bottlenecks, but are also optimally positioning ourselves with a view to targeted growth, especially in the future field of batteries. After all, you can only remain a market leader in our industry if speed and cost efficiency in logistics are also internationally competitive in the long term.Dr. Nikolas Stihl, Chairman of the STIHL Advisory Board & Supervisory Board
The state-of-the-art STIHL central warehouse in Voelklingen has a total area of approximately 58,000 m², including around 3,000 m² of mezzanine space and 1,600 m² of office space. The facility features modern warehousing and picking technologies, such as smartwatches that display stock levels and instructions, replacing the classic hand-held scanner. Thanks to the combination of narrow-aisle, live storage and wide-aisle storage, the facility is optimally adapted to the goods being stored and enables maximum flexibility.
With the new building, we are optimizing our processes from order handover to customer delivery. I am firmly convinced that this highly competitive logistics system will enable us to meet the high demands of our customers in the best possible way," says Dr. Georg Miehler, Head of Sales Logistics at STIHL. The Austrian manufacturing site STIHL Tirol was also closely involved in the project. Dr. Clemens Schaller, Managing Director of STIHL Tirol, emphasizes: "We are delighted to be entrusted with the operational management of the new STIHL central warehouse, which will no doubt make a significant contribution to the further growth of the STIHL Group.
STIHL will invest more than 150 million euros in the central warehouse during the agreed contract period until 2032. For example, additional self-propelled picking equipment will be used as of next year. The 120,000 m² site also offers the possibility to expand the warehouse area by 30,000 m² as of 2025, so that STIHL is well prepared for oncoming rises in sales.
The inauguration of the STIHL central warehouse is a real milestone for all of us and we are very much looking forward to continuing to grow together in the coming years as part of our strategic partnership with STIHL," said Volker Sauerborn, COO, Contract Logistics Hellmann Worldwide Logistics. With the new location in Voelklingen, we are significantly expanding our presence in southwest Germany and thus creating the conditions for further growth in the region. At the same time, I am very pleased that we have created more than 120 new jobs in the Germany-France-Luxembourg triangle, which will further increase in line with the planned volume growth in subsequent years.
We at Atanak look forward to continuing to offer you an exemplary responsive cost effective service in supporting your end to end supply chain services. Utilising our many years of experience in Freight Forwarding and Groupage services Atanak’s Serhat Rodi and Cansu Durakoglu and team can ensure a quality service including FTL or LTL specialising in the Turkish market for both imports and exports with other routes also available. You will receive great service at a competitive price from our sales team based in our London Headquarters offering transit by road sea and air. We also offer expedited express overland shipments with reduced lead times for your time critical deliveries.
Our Customs clearance class leading teams based in Dover and Folkestone, led by Luke Simon will be contactable to support with all Customs clearance processes and look forward to supporting you in 2023 and beyond.
As a business Atanak are very excited and focused on delivering excellent service in 2023 and beyond to you our customer.
20 DECEMBER 2022 |
Aproposed 23% increase in fuel duty, which equates an additional 12p per litre of petrol or diesel at the pumps, hidden in the content of today’s Office of Budgetary Responsibility (OBR) Report on Fiscal Responsibility, would be a body blow to the logistics industry if introduced, according to the business group which represents the sector.
David Wells OBE, Chief Executive of Logistics UK, which represents 20,000 members from all sectors of the industry, is alarmed that a proposal of such significance was not discussed in the Chancellor’s fiscal statement made in the House of Commons earlier, and is concerned about the potential impact of its introduction:
Logistics is at the heart of all economic activity in this country, and relies on fuel to facilitate its work, whatever the mode of transport used. Bulk diesel prices have increased by 30% since January. With businesses already under financial pressure, and operating on very
narrow margins, a duty hike of this magnitude would have significant impacts, for operating costs and, ultimately, on inflation. Although outlined in the Spring financial statement, the fact that the detail of this policy was hidden in the body of the OBR Report and not announced by the Chancellor in the House earlier indicates that the government was hoping to avoid scrutiny on the topic. We are seeking urgent clarification as to whether the duty rise will be implemented as planned, as a rise of this magnitude would have a detrimental effect on the UK’s economy, stifling activity and placing unnecessary pressure on a sector deemed ‘essential’ only a year ago.
The proposed rise in fuel duty would equate to an additional £4,850 for the cost of running a 44t truck, according to Logistics UK’s calculations, bringing fuel duty costs to a total of £26,246 per vehicle, before the cost of fuel itself. Logistics UK estimates that a small haulage firm with seven HGVs (98% of logistics businesses are SMEs) would have £34,000 pa added to annual operating costs if the duty rise were to be introduced after March 2023.
In their report, the auditors said they were very impressed with Palletforce’s processes, the level of continual improvement within the business, and the integrated management system which tracks them.
One added: Rarely do I visit companies that achieve the level of compliance that Palletforce has through its processes, systems, and procedures and continuous improvements for the business and its members.
EV Cargo’s Palletforce has once again excelled in its commitment to quality management, workplace health and safety and environmental management.
Following a rigorous six-day audit, three of the company’s ISO accreditations have been reaffirmed, with the external assessment team proclaiming Palletforce’s compliance levels among the best in the industry.
ISO – the International Organisation for Standardisation – is made up of bodies from more than 160 countries, set up to promote global standards for technology, scientific testing processes and working conditions.
Its auditors carried out thorough examinations of three of Palletforce’s ISO certifications: 9001, which evaluates the effectiveness of quality management systems; 14001, which tests environmental management systems; and 45001, the international standard for health and safety at work.
Businesses that have ISO certifications see improved credibility. It’s a seal of quality that a company’s stakeholders, customers and members can trust. We are delighted to have achieved full re-certification of all three standards and to have received zero non-compliances on any of them. As a company, Palletforce is 100 percent committed to maintaining the very highest levels of operational and workplace standards and we are always looking for ways in which we can improve our performance. An example of this is the fact we have received the RoSPA President’s Award on multiple occasions for achieving gold level status for over 13 consecutive years.Beverley Knight , Health & Safety Manager, Palletforce
Palletforce is built on quality, from the approach we take across the network to the premium level of nationwide service delivered to our members’ customers. Achieving ISO reaccreditation with such a glowing report from the auditors is acknowledgment of the high standards delivered at the Palletforce SuperHub and in all our member businesses across the network.Mark Tapper, Chief Operating Officer, Palletforce
You can rely on The HD Group to deliver your goods to their destination 24/7 and with our expertise and resources, we can offer speciﬁc solutions tailored to your exact requirements. solutions exact
Logistics companies use BPO services to increase efficiency in all business functions, operations and processes and improve customer satisfaction. Employees can thus concentrate on the core operational tasks and procedures, increasing productivity. A BPO outsourcing company provides technical assistance to the logistical functions. The use of improved technology and automation makes the documentation and management of business more accessible and increases the efficiency level. The Logistic industries are heavy users of BPO services with dedicated and professional experts who help carry out functions within the requested time frames.
3Utilize Experience & Expertise: The logistics industry utilizes the experience and expertise of BPO services, which can perform tasks within the time frames required and via significant technological advancements. BPO provides cost benefits, improved delivery, higher quality, and improved customer satisfaction. Logistic industries train staff which up skills them with the latest technology and provides more accurate outcomes. Experts in Logistics Process Outsourcing services helps to simplify business processes with an efficient service approach assisting clients to achieve maximum business benefits.
4Access Support at Any Time: Logistics is an effective measurement of supply chain management. Excellent logistics services ensure that goods or services are delivered on time and maintains customer satisfaction. But as a logistic industry faces numerous challenges, BPO services provides access to support around the clock, which helps to manage expectations with delays and defects due to logistics services.
5Reduce TAT: BPO Services in the Logistics Industry reduce the turnaround time as the functional teams are wellacquainted and have significant knowledge. BPO services more efficiently process clients’ freight bills with stringent quality checks and automation. They are well-equipped to handle the entire billing procedure and help companies eliminate errors such as incorrect billing amounts & pricing, double billing issues, overcharging, incorrect freight rates, and overdue invoices. Their dynamic processes ensure that clients experience shorter payment cycles.
Reducing Cost of Operations : Logistic BPO services can reduce operational costs and can obtain cost savings with regards to staff recruitment and other asset investments. The optimal use of technology and the expertise of BPO service providers is the main factor that results in cost savings.
Productivity Improvement : The logistic BPO services experts handle all the data and the back office tasks so that the employee can concentrate on the production or operation processes, increasing productivity. BPO services often operate during out of work hours, which helps complete tasks on time and provides extra coverage, which helps improve business productivity.
6Improve performance: The Logistics sector encompasses numerous functions such as packaging, supplies, transportation, stock inventory, etc. Due to the lack of time and resources, many logistics companies approach the concept of outsourcing BPO services. The logistics BPO services accelerate the growth of your business and will perfectly streamline the supply chain management. It will enable you to free yourself from dealing with unnecessary complications and will allow you concentrate on productive and revenue-generating activities which improve efficiency and performance simultaneously. BPO services will handle logistics documentation, data entry services, and high-quality back-office services, which are complex and time-consuming.
Protect Your Data : Safeguarding business data is one of the prime concerns for every business in the Logistics industry. High quality and affordable logistic BPO services can prevent your business from internal and external risk factors. Data protection includes safeguarding and securing confidential and private data of an industry. BPO companies follow strict data security regulations, protect against data theft and mishandling and ensure adherence to cyber security guidelines. A secure communications network can also prevent data leakage. Cyber attackers aim to expose the communication network. To circumvent this, BPO companies must invest in software and tools that encrypt data, secure communication channels, and optimize data storage. It should raise alarms if any unusual activity is detected. All the computer systems used in BPO services should be monitored 24/7, so the IT team can find, detect, and eliminate malpractices or other data breaches. 8
Risk Mitigation : Risk mitigation is one of the critical Business Benefits of BPO Services in the logistics industry. BPO service providers often have access to best-class technology and resources, which can help logistics companies improve their risk management capabilities. By outsourcing logistics operations to a reputable and experienced BPO service provider, companies can effectively mitigate risks associated with logistics management. This includes risks related to transportation, warehousing, and distribution. BPO service providers have the necessary resources, knowledge, and expertise to manage logistics operations effectively. They can also rapidly respond to changes in the marketplace and adapt their services accordingly. This ensures that companies can minimize disruptions to their logistics operations and maintain high efficiency. Outsourcing logistics operations can also help companies save money.
Business process outsourcing (BPO) services can significantly boost the logistics industry, improve efficiency and optimize costs, and offer other benefits such as access to new technologies and enhanced scalability. While logistics BPO services can provide many benefits to businesses, it’s also essential to consider the
potential drawbacks. These services can be expensive and may require companies to give up some control over their logistics operations. Additionally, logistics BPO providers may not have the same expertise or experience as an in-house logistics team. When considering whether or not to use logistics BPO services, businesses should carefully weigh the pros and cons to check if the benefits outweigh the risks.
As the ambitious UK fitness community and apparel brand’s business grows, its supply chain requirements ‘have become increasingly complex, placing additional emphasis on the need for robust logistics services’
UK fitness community and apparel brand, Gymshark, has selected DSV to be its global logistics and transport partner, in order to meet growing international sales, complex supply chain requirements and customer expectations.
As an official logistics and transport partner, DSV will play a key role in supporting Gymshark’s ambitious growth strategy, providing international multimodal transport solutions for Gymshark’s fitness wear, apparel and accessories , DSV said.
Established in the UK in 2012, Gymshark has seen rapid growth in recent years, with sales of around £480 million in its most recent financial year in over 180 countries. This strategic partnership with DSV will provide consolidation of Gymshark’s shipments under one forwarder from manufacturers in nine origins to distribution centres across the UK, Belgium, Australia, Canada and the USA.
We are thrilled to be partnering with Gymshark and entrusted with supporting it in the next phase of its exciting growth story. As Gymshark’s business grows, its supply chain requirements have become increasingly complex, placing additional emphasis on the need for robust logistics services. DSV’s operational expertise, global capabilities, infrastructure and IT solutions will provide reliability and visibility across Gymshark’s entire supply chain. I hope this marks the start of a longstanding partnership.
Whenever we are looking for any partner, it’s always so important that they ‘get us’, our brand and our values. When it came to logistics, DSV not only have the credentials, but from the moment we met it was clear they understood how we operate as a brand and were completely on the same page. We’re looking forward to an excellent working partnership with them as our global logistics and transport supplier.Zac Singh, Sourcing Director, Gymshark
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.
Cost of living
Logistics UK has announced the appointment of Nichola Mallon as Head of Trade and Devolved Policy within its highly experienced policy team. With over 14 years of experience working within local government, the devolved Assembly and government in Northern Ireland (NI), Ms. Mallon brings a wealth of knowledge and expertise to the team.
We are thrilled to have Nichola join our growing team. As the business organisation representing the logistics industry, Logistics UK is always looking to deliver more for its members and Nichola’s appointment allows us to reinforce Logistics UK’s unique position as the only business group representing the entire industry, while benefiting from her wide-ranging experience and knowledge and relationships with the devolved administration in NI and the wider UK Governments. In addition to working as the Minister for Infrastructure in the Northern Ireland Assembly, Ms. Mallon holds a BA (Hons) in Political Science & Economics, as well as a MA in Comparative Ethnic Conflict. Asked about her new role, Ms. Mallon comments: “I am delighted to be joining Logistics UK and look forward to working with colleagues, members and stakeholders to create positive outcomes across industry. I have a detailed understanding of how public policy is developed from inside government, with a strong record of accomplishment in building collaboration across all sectors and delivering successful campaigns for change, and I am looking forward to using all my experience to achieve more for our members.Kate Jennings, Director of Policy, Logistics UK
Logistics UK is one of the UK’s leading business groups, representing logistics businesses which are vital to keeping the UK trading, and more than seven million people directly employed in the making, selling and moving of goods. With COVID-19, Brexit, new technology and other disruptive forces driving change in the way goods move across borders and through the supply chain, logistics has never been more important to UK plc. Logistics UK supports, shapes and stands up for safe and efficient logistics, and is the only business group which represents the whole industry, with members from the road, rail, sea and air industries, as well as the buyers of freight services such as retailers and manufacturers whose businesses depend on the efficient movement of goods.
How do some businesses not only survive recession but thrive? According to Bain, 10% of organisations did well during previous recessions – and while 17% of public companies suffered, 9% bounced back stronger. But how? As James Hyde, Chief Product Officer & Founder, James and James Fulfilment explains, eCommerce retailers that prioritise core operational issues now - from supply chain optimisation to recruitment, sustainability to digital transformation - will be far better placed to grow profitably when the economic outlook improves.
The retail outlook has changed quickly. Businesses are not only wrestling with spiralling costs and on-going supply chain disruption but the cost of living crisis is also affecting customers’ buying behaviour. After years of eCommerce growth, what will these changing socio-economic factors mean for the retail outlook?
According to McKinsey, opportunities for profitable growth continue if businesses take the right approach by drawing on “The proven playbook for success in a world of slower growth, higher inflation, and more expensive capital.” The management consultant advises companies to consider four key areas: rebuilding the supply chain for resilience and efficiency; continuing to invest in sustainability; building talent; and searching for growth opportunities.
In practice, every eCommerce retailer will have a different set of challenges and priorities associated with these key areas. For example, when it comes to addressing the talent gap, is it possible to find the right skills when UK unemployment is at its lowest level since 1974? Or is it time to think laterally and explore mature third-party service alternatives, from fulfilment to marketing, even finance? The right technology can also play a key role in overcoming staff shortages - is now the time to explore digital transformation? From automation to improve efficiency, to business intelligence tools to attain more insight into customer behaviour and day to day performance, investment in technology is a key objective in 2023.
While priorities will vary, every retailer has been affected by supply chain disruption over the past few years – and experienced the knock-on impact on both costs and customer experience. In a market that is increasingly cost sensitive, it is worth exploring any supplier changes that minimise exposure to supply chain problems. For example, adjusting transportation modes and routes, considering options to avoid customs clearance issues and trade tensions can reduce problems, potentially lower transportation costs, and even feed into strategic sustainability goals.
Similar thinking can be applied to the downstream end of the supply chain and achieving a far more efficient approach to meeting customer expectations without incurring unnecessary costs. Returns, for example, are one of the biggest drains on profitability for every eCommerce business – despite the recent shift towards charging for returns. Taking the time to understand the cause of returns can be a revelation, highlighting problems not only with picking accuracy and delivery damage, but also product misdescriptions. Addressing these inefficiencies should be a priority.
Identifying slow moving stock and the associated cost of storage can also quickly release essential working capital and provide space for higher margin products. Adding improved fulfilment processes will also maximise the value of these higher margin goods, boosting both profitability and the quality of customer experience.
While the experts agree this is not the time to retreat from growth plans, companies will need a far better understanding of changing customer behaviour to ensure they focus on the most valuable opportunities. Recession is rarely experienced consistently across all retail sectors, markets or geographies, and opportunities still abound for retailers ready and able to respond to changing customer behaviour. Inflation is prompting consumers to buy early for Christmas, for example.
According to Salesforce research, 42% more shoppers worldwide and 37% more in the U.S. plan to start buying gifts earlier, hoping to stock up before prices rise too much.
Combining this insight with an accurate cost of product sale will help to identify new growth opportunities and maximise value from both merchandising and marketing.
To maximise these opportunities, retailers need to identify what customers are buying. How relevant is the current customer product offer? How much room is there to discount – for Black Friday, for example? It is also important to reassess digital marketing activity and ensure the spend is delivering value for money. Are consumers more susceptible to promotional offers, for example? Is price sensitivity affecting all product segments or only certain areas? Sustainability is also increasingly important to customers – 31% of retailers expect more sustainable delivery options and ‘click-and-collect in-store same-day’ to be the most in demand delivery options next year.
Retailers need to take the time to understand what is selling, in what volume and where it is being sold. They need to understand customers’ delivery expectations – from speed and price to sustainability options.
Retailers may face a difficult trading period, but the mood is still optimistic. 67% of UK retailers expect sales to be higher in 2023 than 2022. To ensure those sales are profitable, however, it is now vital to reflect on internal processes. Retailers that actively explore current operational processes will be best placed to unlock potential, eradicate inefficiency and refocus the business towards the most profitable opportunities. These businesses will likely not just survive the next few months; they will be perfectly placed to grow rapidly when the market improves.James Hyde, Chief Product Officer & Founder, James and James Fulfilment
The COVID-19 pandemic rallied drug researchers, manufacturers, freight forwarders, and shipping companies to deliver vaccines with unprecedented speed around the world. Without question, freight forwarders played a crucial role in coordinating the movements of these massive, time- and temperature-sensitive shipments, highlighting the importance of logistics during a disease outbreak. What, specifically, do freight forwarders do during a pandemic?
There are three major components of disease control: Reducing infection rates among the general population, minimizing mortality rates among the infected, and providing immunization. This requires largescale coordination from logistics and supply chain companies.
Freight forwarders themselves don’t ship any products. Instead, they must communicate with drug manufacturers, hospitals, clinics, city planners, police departments, and more to coordinate the flow of commodities.
Time is of the essence during a disease outbreak. Arranging the punctual shipment of medicine, vaccines, or supplies – such as protective equipment and ventilators – can mean the difference between life and death. Freight forwarders are responsible for sending medical tests from patients to labs, ensuring patients either get treatment on time or return to work as soon as possible.
Freight forwarders also arrange the shipment of food, basic household supplies, and electronics, all of which become critically important during disease outbreaks. Many people become housebound due to illness and need supplies delivered to their door, and overall consumer demands also change. Freight companies ensure the timely delivery of perishable goods to grocery stores and pharmacies.
Many of the products shipped during a disease outbreak are fragile, temperature-sensitive, or subject to decay if not delivered quickly. Vaccines, for example, often have to be kept at extremely low freezing temperatures to maintain their integrity. They must also be kept in extremely sanitary conditions to prevent them from spreading further illness.
Supplies must not only arrive before expiring but also arrive when someone is available to receive them. This requires communication with storage facilities and health care personnel.
Freight forwarders often have to coordinate shipments from wealthy nations to developing countries that lack basic medical care. This involves overcoming customs laws, border checkpoints, and language barriers. It can also involve currency exchange and extensive legal paperwork.
Freight forwarders identify supply chain bottlenecks and shortages that might hinder shipment operations. They also look for ordering trends, predicting when and where another shipment will be needed in the future.
To prepare for future epidemics and pandemics, freight forwarders can create emergency preparedness plans based on data from past outbreaks. These plans differ according to whether the disease is infectious or not.
Contagious diseases must be handled much faster than non-infectious disease outbreaks. Non-infectious diseases can become an epidemic when many people are exposed to radiation, chemicals, or unsanitary conditions. But because they don’t spread from person to person, freight forwarders don’t have to handle the situation as quickly.
Freight forwarders also respond differently to diseases that must be treated at home vs. in a clinical setting. One requires coordination with local post offices and residential areas, while the other deals with deliveries to hospitals.
Although speed is crucial when handling a disease outbreak, so is cost. Freight forwarders can look for the most cost-effective supply sources, shipment routes, and worker schedules to minimize unnecessary spending when coordinating shipments.
Freight forwarders are responsible for making society function smoothly. They coordinate the shipment of food, medicine, labwork, basic supplies, and life-saving PPE even during normal times, but their role is highlighted during disease outbreaks.
Freight forwarders are to the shipping industry what air traffic controllers are to aviation – critical, inseparable, and often thankless – as they work quietly behind the scenes to get people and packages where they need to go.Jane Marsh, Editor-in-Chief, Environment.co
Fluctuating market conditions can impact the ability for a freight forwarder to grow its business and expand its customer base. With the right mindset, challenging times can also spark creativity, encourage new ways of working, and be the impetus for positive long-term change.
One increasingly important growth strategy that can be helpful regardless of market conditions is to use customer data insights derived from freight technology solutions. Forwarders can access a wide range of data points from logistics technology that helps them equip their teams with accurate, up-to-date customer insights that help drive business growth.
A CRM (customer relationship management) system, designed for the unique needs of freight forwarders and logistics service providers, is an effective solution for streamlining data management, generating new business, and improving communication across sales and operations teams by busting unproductive silos.
At the most practical, organizational level, CRM enables your company to better manage ongoing changes to customer data, such as contact names, phone and email, quotes and other administrative details. Keeping everyone in an organization informed with a single system of record for all your customers ensures the data is accurate and up-todate. The entire team, from sales through operations to finance, will have access to the same accurate, updated information to ensure a quality flow of information that enhances operational performance and service to customers.
In addition, a freight forwarding CRM system integrated with your freight management platform can make important data available when it’s most needed, including current and completed transactions, cargo status, order estimations, accepted commercial offers, and vehicle, shipping/ trucking and customs documentation, as well as payment information, commercial offers, and more.
Customer experience gets a lot of coverage these days, but what does it mean for forwarders? In a crowded, highly competitive marketplace it’s important for forwarders and logistics providers to stand out. One way to do this it to deliver an outstanding customer experience. This happens when you put your customers in the center of everything you do. Empower your employees with CRM data that takes customer relationships to a deeper, more meaningful level. Customers want reliable, consistent service every time they do business with you, no matter what channel they use or who they are working with at your company. A CRM system is an invaluable tool to support you in delivering a great CX for your customers – every time.
Inconsistencies in the customer experience can occur when your customer-facing and back-office teams aren’t in sync. All team members need to be acutely aware of the company’s standard operating procedures, values, and culture. An integrated freight forwarding CRM provides the opportunity for you to keep all stakeholders on the same page, following the same processes, and with the same data regarding the customer’s history and current needs. Even in the event when a key employee leaves your organization, their successor will know right where they left off with every customer without having to rifle through thousands of emails, notes, and files. All the pertinent data will be in the CRM system to get the successor up to speed quickly and ready to service the account in no time.
The speed at which you are able to respond, the consistency of your services, and the ease at which clients can communicate with you are all important considerations that can turn an interested prospect into a loyal, longtime customer and increase current customer retention rates and loyalty.
Another highly beneficial aspect of an integrated CRM system is the ability to use centralized customer data for marketing communications activities to supercharge your sales efforts. Integrating CRM data with email solutions provides the ability to create targeted or mass marketing campaigns that serve to generate new business leads. Consistent communication helps to build relationships and educate prospects about your company to generate demand and create new business opportunities. This is also an avenue for up-selling to existing clients.
It’s challenging for managers to get a clear picture of operating performance, sales pipeline health and strategic direction when information is siloed, spread across multiple people and systems. With the addition of a CRM, managers are able to clearly see progress on sales efforts, or setbacks that could be affecting sales thus allowing them to act on those data insights to improve performance and improve strategic planning. CRM reporting and dashboards enable management to better evaluate business prospects and trends for better visibility to its sales pipeline growth engine.
Disruptive market conditions are an opportunity to adapt and acquire new digital solutions that build resilience, competitive advantage and help grow your business. Acting on data insights will increasingly be a key tool forwarders and logistics providers have to improve business growth.
Magaya CRM streamlines customer management and quoteto-customer operations, eliminates data silos and fosters effective collaboration and communication across teams and management. Magaya.comKristjan Lillemets, Vice President of Product, Magaya
Organisations and bodies that provide and train staff for the freight and logistics industries.
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XPO, a leading provider of freight transportation services, has surpassed its goal of hiring at least 1,000 truck drivers in the UK and Ireland in 2022. The company achieved the milestone in early November and has continued to welcome new drivers to its transport operations despite an industry-wide driver shortage.
XPO is on track to onboard over 20% more UK drivers this year than in 2021, increasing its workforce by hundreds of net new drivers. This aligns with the company’s goal of expanding its driver base while reducing the use of subcontract drivers. In addition, the co; mpany is continuing to invest in talent for information technology, distribution operations, administration, management, and sales and service roles.
It is critical that we support our drivers by understanding their needs. We offer competitive salary and benefits packages, hold forums to encourage driver feedback, and provide upskill training, all of which position XPO as an employer of choice in our sector. Our driver boot camps and apprenticeship scheme are examples of channels for driver development that leverage our scale. Individuals who have an interest
in becoming licensed HGV drivers can train with us while they work in other roles. These schemes bolster our transport capacity available to customers while helping employees pursue a new career.Lynn Brown, Human Resources Director – UK and Ireland, XPO
XPO is a leading innovator of transport services in Europe, including technology-enabled truckload, less-than-truckload, truck brokerage, managed transport, last mile and freight forwarding. The company tailors its solutions to customer-specific needs across a range of consumer, trade and industrial sectors and world-class events.
8 NOVEMBER 2022 | Source: BIFA
The British International Freight Association (BIFA) has launched a programme called ‘Freight Development Pathway’ in partnership with Manpower, part of ManpowerGroup, one of the world’s leading workforce solutions companies.
The aim of the programme is to help identify, attract and train suitable candidates from outside of the freight forwarding and logistics sector for career opportunities with freight forwarding and logistics companies that are members of BIFA, the trade association that represents that sector.
The Freight Development Pathway will give participants a three-week employability programme, plus an introductory freight and customs training course, delivered by BIFA’s team of qualified trainers.
Carl Hobbis, one of BIFA’s executive directors, who also heads the trade association’s training activities, says that the programme is part of a wider initiative to address the well-documented recruitment issues that the sector faces.
Partnering with Manpower, we intend that the Freight Development Pathway will create a pool of talent that has little knowledge or experience of the freight sector and help make the delegates work and industry-ready for BIFA members.
The programme will be administered by Manpower and will include group sessions, weekly one-to-one meetings, as well as employability training to get each participant ready for interview and eventual employment.
BIFA’s team of trainers will deliver the additional part of the programme that focuses on some of the key aspects of a career in freight forwarding, such as the buyer / seller relationship; documentation; Incoterms 2020; modes
of transport; moving goods around the EU; charges, costings, and bookings; consolidation principles; the UK Trade Tariff; classification of goods; procedure codes; duty and VAT calculations; paying HMRC; and customs valuation.
We’re excited to be partnering with BIFA to introduce the Freight Development Pathway, to encourage candidates to consider the freight sector and support them in achieving their career goals. Manpower has a track record of successfully supporting candidates into work through innovative workforce solutions like our MyPath programme, which has trained and upskilled thousands of candidates since its launch in 2021. We look forward to applying this expertise to the Freight Development Pathway.Jason Greaves, Director, Manpower
BIFA has already launched a campaign to encourage its members to work with schools to promote careers in logistics, forwarding and the supply chain, and to encourage students to consider them.
The Freight Development Pathway will help promote careers within the freight and logistics sector to individuals who would not consider this career option otherwise, whatever stage of their career they are at.
It will highlight the available roles within the sector, as well as identify the core values and behaviours required when applying for jobs, and provide advice that may encourage participants to broaden their horizons.
BIFA and Manpower will be hosting a series of 45-minute virtual sessions to introduce the trade association's members to the Freight Development Pathway and explain how their respective businesses can benefit from this partnership. These will take place on 24 November, 1, 8 and 14 December, with further details to be found on the BIFA website at https://www.bifa.org/events
Dewsbury-based Brocklehurst Transport is helping its employees to accelerate their careers after implementing a number of training initiatives across the business.
POD Clerk, passed her Level 3 Business Administration apprenticeship with Brocklehurst Transport and achieved a distinction, giving her a solid foundation to build upon in her future career.
In late 2021, it implemented an Upskill Program, giving drivers the training they need to achieve their Class C&E licences. Since then, a duo of drivers have successfully passed their tests to become qualified HGV drivers.
Paul Skitt joined Brocklehurst Transport on the Upskill Program in January 2022 and less than 9 months later, he became the first employee to achieve his Class C&E licence through the scheme. A few weeks later, the scheme saw its second graduate, after Graham Humphreys sailed through his Class C&E test, passing with zero minors. Gaining these sought-after qualifications has helped to put Paul and Graham on the road to exciting new careers and allowed Brocklehurst Transport to continue delivering the quality service that they are known for.
In 2021, the Road Haulage Association predicted that the UK logistics industry was suffering a shortage of roughly 100,000 HGV drivers as a result of the pandemic and Brexit, putting additional pressure on an industry that was already struggling to fill vacancies.
However, this shortage is estimated to have dramatically improved thanks to driver training schemes like Brocklehurst’s Upskill Program. With another employee booked on to the program in January, the business hopes to see many more successful employees achieving their HGV licences in the future.
The company is also committed to helping the next generation get into the industry through apprenticeship schemes. Recently, Phoebe Bird,
Phoebe commented: “It’s been great to complete my apprenticeship here at Brocklehurst Transport, the team are all so supportive and I am thankful for the help they have given me in gaining my qualification. The apprenticeship has given me a great opportunity to progress my career and I would recommend doing an apprenticeship with Brocklehurst to anyone wanting to progress in logistics.”
Dave Webster, Managing Director at Brocklehurst Transport, commented: “As a company, we feel that training from within and upskilling people is a vital part of the industry. We are passionate about helping our employees maximise their potential whilst also recruiting and training the next generation of logistics experts. I am very proud of all our graduates and everything they have achieved; I am hopeful that we can continue offering these great opportunities to our employees and have many more complete these programs in the future.”
The business is hoping to help another young person advance their career in the logistics industry by recruiting a warehouse apprentice on a Level 2 Supply Chain Operative apprenticeship. This provides a fantastic opportunity for anyone wanting to gain a qualification that directly relates to logistics by offering a range of learning experiences that will help to build and develop a good knowledge of the industry. Find out more about this opportunity and apply here:https://www.nltg. co.uk/job/apprentice-warehouse-operative-104/
Anyone wanting more information about the opportunities available at Brocklehurst Transport can contact the team on 01924 468 811.
Dachser UK has recently announced two new appointments designed to strengthen its business growth potential in the UK and Ireland. Mark Cosgrove fills a newly created role as Regional Sales and Commercial Manager responsible for both countries in a move that will bolster the Company’s ambitious growth plans, while Chris Radley as Branch Manager, Air & Sea Logistics, Northampton assumes full responsibility for Dachser’s Air & Sea Logistics (ASL) activities across the UK.
Changing trading conditions for exporters and importers in both the UK and Ireland have brought new opportunities for customers which Dachser’s extensive road distribution services within Europe, as well as its logistics capabilities, can help them exploit. Cosgrove’s lengthy management experience will strengthen the UK and Irish subsidiary of Europe´s second largest distribution company in the groupage market segment coordinating key customer relationships. Radley’s task will be to build on the momentum created by record growth in its ASL business unit last year.
In announcing the appointments Mark Rollinson, Dachser UK’s Managing Director said, Mark Cosgrove has an enviable depth of experience in the UK and Ireland’s road logistics market. I am convinced that his expertise in the sector along with his extensive market knowledge will be instrumental in the development of our services over the coming years, and will add significantly to the growth of our business in the UK and Ireland.
Having most recently held the post of Head of Commercial Land Transport within the UK and Ireland cluster with DB Schenker and a previous twenty five year career with Redhead International, where he spearheaded that organisation’s development into one of the market leaders in the UK/Ireland trade lane, Cosgrove is well-placed to enhance Dachser’s role in the current competitive trading environment.
Cosgrove is relishing the challenges of his new role: Dachser’s reputation in the European distribution and logistics arena is undoubted. We are the leaders for quality and innovation in the market and thrive on the reliability of our services,” he said. “New opportunities abound, especially given our significant investment in our customs infrastructure and I am confident that with the accomplished team of professional sales and customer service people already in place, we can help grow our customers’ business as well as our own.
Radley has nearly thirty years’ experience within the forwarding sector. Highly qualified, he has a career spanning both large and small ocean and air forwarding organisations with an extensive period holding both operational and commercial roles with DHL Global Forwarding. Recent and continuing dynamic conditions that characterise global trade offer many opportunities for shippers to re-configure their supply chains to their economic advantage. Radley will lead Dachser’s assistance to customers with the multiple service options that the Company offers across Europe which will play a significant part in such re-engineering when needed.
Leading road freight operator Europa Road, has promoted Sarah Elliott to the position of Transport Manager as part of the company’s continued recognition of individuals making a significant impact within the business.
Based at Europa’s Dartford headquarters, Sarah leads a team of 60 and has responsibility for the effective organisation of both drivers and routing decisions, as well as managing operational planning and customer requirements.
Europa Road is the European road transport division of growing global independent logistics operator Europa Worldwide Group.
Sarah’s role will also see her apply a customer-focused approach, as the business continues to deliver its marketleading DDP product, Europa Flow, a specialist solution to ensure the frictionless delivery of goods from the UK to the continent as they did before Brexit.
The last few years has been one of major investment and growth for Europa Road, which has seen the company invest over £5m in Europa Flow – which successfully allows goods to move quickly and efficiently between the UK and EU with minimal delays.
Sarah’s role sits between the domestic operational team and the General Manager for Domestic Transport, Malcolm Castle.
Speaking about Sarah’s promotion, Europa’s Operations Director Dan Cook said:
Sarah’s recent promotion is a testament to her continued efforts within Europa Road. Recognising and building a high performing team is vital at such a dynamic and exciting time for the business.
In her time with Europa, Sarah has secured a number of additional qualifications including an International Certificate of Professional Competence.
Sarah is a hugely talented individual who demonstrates great potential She has also qualified as a Dangerous Goods Safety Advisor, as well as being named on the Operator’s licence all of which show her commitment to the industry. On behalf of myself and the wider team, we’d like to congratulate Sarah on the new role.
Speaking about her appointment, Sarah Elliot said: I have been with the company for 21 years and, in that time, there has been significant growth – both in Dartford and internationally. As I move into the next stage of my career with Europa, I am really looking forward to continuing to build relationships with the team in a managerial role. Whilst the position of Transport Manager brings with it a diverse range of responsibilities, one of my greatest passions is to shine a light on attracting more women into the industry. This sector is not just about men and trucks, there’s a lot more to it, and over the next year and beyond I want to be part of the continued shift that sees more women enter the sector.
JULIAN WHITE M&A CONSULTANT
A LITTLE ABOUT THE APPOINTMENT:
I’m Julian White, coming up 57 years old, and live with my wife of 31 years, Mel, in Bristol. We have two adult children, Harriet and Emily, thirty and twenty-six respectively, as well as two grandchildren, Henri and Rosie, whom both Mel and I just adore! Softy Pops , as I am called.
Throughout my career I have held various roles in the Financial Services industry ranging from Financial Adviser through to Regional Manager for the Bristol & West (A name some of you may remember if you are local to Bristol and surrounding areas) all held within this sector. I Diploma qualified in Financial Services, necessary for the role I held for so many years.
Having spent some 34 years in this industry, the time came for a new challenge however, albeit part-time, and becoming a Mergers & Acquisitions Consultant ticked the boxes for me, so here I am!
Many moons ago, as a teenager I had football trials for both Bristol City and Southampton football clubs.
Being a Southpaw, I still have an incredibly wicked left foot when playing footie which I am happy to put to the test, even at my old age! I played 5 a side for many years and always loved it.
I love my small home gym, which is great, and enjoy cycling albeit when it is dry!
Mel and I also enjoys our walks, and spending time with the family.
Rabbits – When the girls were growing up, we always had house bunnies roaming free around the home. Although we no longer have any pets, I still have a soft spot for bunnies having been around them for so many years. GET
+44 (0)1454 628 797
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.
Kerry Logistics are currently recruiting for a Commercial Director to work in a busy Freight Forwarding Kerry Logistics Office based in our Head Office in Trafford Park, Manchester.
8:00am – 4:00pm Monday to Friday, 45min lunch 9:00am – 5:00pm Monday to Friday, 45min lunch 10:00am – 6:00pm Monday to Friday, 45min lunch
Reporting directly to the Managing Director for KLUK, the candidate must be able to demonstrate extensive experience and an excellent track record working within senior Management roles within a Freight Forwarding/Logistics environment. With an extensive knowledge of both Freight forwarding (Sea and Air) and Supply Chain Solutions, the candidate must have proven experience in developing new business opportunities through effective management of industry solutions and customer service teams across the UK.
• Developing and implementing commercial strategies according to company objectives and time frames aiming to accelerate growth
• Conducting market research and analysis to create detailed business plans on commercial opportunities
• Managing and developing National Supply Chain Solutions (SCS) Team
• Managing and developing National Customer Services Team.
• Development of a new business portfolio of Key Accounts
• Budgetary responsibility by setting realistic financial targets and objectives, monitoring performance on an ongoing basis and taking corrective actions where appropriate
• Retention and development of existing customers to maximise business opportunities and monitor customer satisfaction.
• Key Account Management for high profile/high volume accounts
• Tradelane development - engaging with overseas colleagues both in Asia and in areas where the network is expanding to develop relationships and secure new business opportunities
• Performance Development Reviews - to conduct PDR’s with specific staff and to monitor performance on an ongoing basis
• Proven experience as Commercial Director or other relevant role between 5-10+ years of experience
• >5-10+ years’ experience managing large teams, excelling in sales, and participating in business development initiatives
• Proven experience in sales and/or marketing and managing relationships with key clients
• In-depth understanding of market research methods and analysis
• Solid knowledge of performance reporting and financial processes
• Commercial awareness partnered with a strategic mindset
• Excellent organizational and leadership skills
• Outstanding communication and interpersonal abilities
• Ability to demonstrate exemplary project management skills
• Analytic and problem-solving skills, which require a practical numbers-oriented mind
• Fulfil Companies strategic plans and objectives
• Improve GP through developing effective Supply Chain Solutions
• Achieve the annual GP and volume growth targets
• Improve customer retention
• Creating and implementing an annual business plan and to achieve your annual budget requirements, this will include implementation of strategy and identification of target markets to secure new business. Targets will be reviewed monthly with the New business GP report.
• Developing agreed markets and new products with the aim of increasing profitable turnover through diversification of services.
• Implementing processes for prospect management and customer follow-up to assure that all potential customers are handled in a manner conducive to maximizing the company’s goals for sales penetration, profitability, and customer loyalty.
• New business target of minimum x 3 salary, 8 appointments per week minimum.
• New Customer Transition: once a client has been successfully gained it is the responsibility of the sales representative to ensure that a new customer report (NCR) or SOP is completed outlining all of the customer’s key requirements as well as services and prices for each new client.
• Adhering to all policies outlined in the Employee Handbook
• Adhering to all HR and Health and Safety policies
• Performance Development Reviews – to participate in the PDR process and to identify specific training needs
The key objective is identifying new business opportunities. Cold calling prospective clients to make appointments for the sales representatives. Key responsibilities are maximized. Preparation of quotations, proposals, company literature, PowerPoint presentations and mail shot campaigns. Working as part of the sales team, to feedback market knowledge of rates, products as well as competitor analysis.
• Cold calling is essential on a daily basis to ensure that there are enough new prospects generated to identify any business opportunities.
• Assisting with quotations maybe requested by the sales executive, all quotes must be logged onto the sales database.
• Building a database of prospects by commodity to send out regular mail-shots.
• Appointments must be fully qualified with credit checks, company profile, directions to appointments and client overview form completed with appointment confirmed prior to call.
• Maintaining files of prospects and schedule calls for future opportunities in the sales database.
• Ensuring that all data in the Zoho system is entered correctly and progressed to conclusion.
• Creating a central holding point for all sales information where the sales team can access data, ie presentations, training guides etc.
• Weekly report in conjunction with the sales person outlining new prospects added, appointments secured and weekly overview of the strategy/market conditions etc.
• Pipeline updated with all new prospects and appointments made.
• Monthly report from internal sales meeting format to be developed.
• You will report to the UK Sales Director and will complete monthly sales meetings to report on new business gained.
• You will assist in the weekly sales reports of your sales executive and report your target appointments on a weekly basis.
• Targets will be 8 appointments per week meeting the “Ideal Client” criteria set up in the Sales procedure handbook.
• Adhering to all policies outlined in the Employee Handbook
• Adhering to all HR and Health and Safety policies
• Performance Development Reviews - to participate in the PDR process and to identify specific training needs.
Please contact Louis at email@example.com or +44 (0)1454 275 934
Kerry Logistics is the master brand of Kerry Logistics Network Limited.
Kerry Logistics Network is an Asia-based, global 3PL with a highly diversified business portfolio and the strongest coverage in Asia. We offer a broad range of supply chain solutions from integrated logistics, international freight forwarding (air, ocean, road, rail and multimodal), e-commerce and express to industrial project logistics and infrastructure investment.
With a global presence across 59 countries and territories, Kerry Logistics Network has established a solid foothold in half of the world’s emerging markets. Our diverse infrastructure, extensive coverage in international gateways and local expertise span across the Mainland of China, India, Southeast Asia, the CIS, Middle East, LATAM and other locations.
Kerry Logistics Network generated a revenue of over HK$81 billion in 2021 and is the largest international logistics company listed on the Hong Kong Stock Exchange (Stock Code 0636.HK) as well as a constituent of the Hang Seng Corporate Sustainability Benchmark Index.
• 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.
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)
• Performance reports
• Support to identify training needs and develop training plans
• Development of action plans
• Coordination between gateway and service centers
• Support Implementation of new customers
• Handling of Customer Complaints
• Develop and promote use of CEP
• 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.
• 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
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
SALARY: CIRCA $45 ,000 - $55 ,000
• Provide accurate, timely, and proactive customer service to the Company’s customers as well as effectively communicating and coordinating with internal departments and third parties to meet customer requirements
• Process simple and complex freight forwarding services, while following all government regulations and abiding by company policies and procedures
• Maintains thorough understanding of regulations and laws affecting international transport of cargo
SALARY: CIRCA $38, 400
• Obtain all necessary information from the customer including weight, dims, container size, temperature, etc. to plan the best and most efficient routing for the shipment via LCL of FCL
• Book the cargo with ocean carrier, trucking companies, warehouse companies, cold storage, etc. as needed for the shipment
• Capable of finding solutions for the customers to their satisfaction, while earning profit for the company
REMOTE – EAST COAST/CENTRAL TIME ZONE
SALARY: CIRCA $ 80,000 - $ 95 ,000
• Seek the most profitable mode of transportation while meeting the customer’s requirements for the movement of their cargo.
• Proactively identify gaps and contribute to the process of establishing controls resulting in zero compliance issues
• On-board new team members providing them with the proper resources including training on our SOP’s and software tools/systems
SALARY: CIRCA $55,000 - $65,000
• Leading the Domestic & International Ocean, Air, Inland Freight Forwarding services, you will have responsibility for managing all Ocean, Air and Inland operations and pricing activities. Operations Manager provides planning for, direction to, and controls available resources associated with the timely, damage-free movement of cargo.
• Work closely and support sales and pricing teams, customers and vendors to develop the freight forwarding products Ocean, Air, Inland.
• Monitor company’s or department’s performance, prepare periodically reports for senior management, ensuring compliance with the company’s partner/vendor/country/ government standards and regulations
FOR MORE INFORMATION & TO APPLY, PLEASE FIND THESE ROLES ON
The consolidation of companies or assets through various types of financial transactions.
Sponsored by F REIGHT
Container shipping and logistics group says the deal ‘will strengthen MSC’s longstanding ties with Africa and will reinforce our commitment to the continent’s economic growth’
MSC Group says its SAS Shipping Agencies Services has completed the acquisition of Bolloré Africa Logistics, after the transaction was approved by all applicable regulatory authorities.
MSC’s acquisition of Bolloré Africa Logistics SAS and its affiliates highlights the long-term commitment of MSC to invest in African supply chains and infrastructure, supporting the needs of clients of both businesses.
MSC reiterated that that it will operate Bolloré Africa Logistics Group as an autonomous entity with its portfolio of diversified partners, under a new brand to be unveiled in 2023. Philippe Labonne will continue his longstanding role at the helm of the business as President of Bolloré Africa Logistics.
It said MSC intends to continue enhancing the continent’s connectivity with the rest of the world and enable trade within Africa amid the implementation of the continental free trade (AfCFTA). Backed by MSC Group’s financial strength and operational expertise, Bolloré Africa Logistics will be able to meet all its commitments to governments, particularly regarding port concessions.
We are delighted to welcome more than 21,000 new colleagues to the MSC family through our acquisition of Bolloré Africa Logistics. The deal will strengthen MSC’s longstanding ties with Africa and will reinforce our commitment to the continent’s economic growth, including investment in the ships, shipyards, container terminals, logistic solutions, storage facilities, road and rail networks that will support and enhance trade across the African continent and with the rest of the world.
MSC Group President Diego AponteWill Waters, contributing editor, FORWARDER magazine
GEODIS has signed an agreement to acquire trans-oflex, a leading company in the premium express sector in Germany specialized in temperature controlled transport for pharmaceutical products as well as in time definite delivery of products for cosmetics, automotive and high-tech industries. Since 2016 the company is owned by the families Schoeller and Amberger who have invested to scale it up to a leading specialised distribution player.
The acquisition of trans-o-flex is a key step forward enabling us to increase our footprint in Germany. It is consistent with our ambition to strengthen our global end-to-end logistics solutions to support our customers’ growth and geographic development. This acquisition will position GEODIS as a leading player in the healthcare market and will significantly enhance our delivery capabilities in Germany, a country at the heart of global trade. We have been impressed by the expertise and the commitment to the highest quality of service of trans-o-flex’s management team. We welcome the trans-o-flex team to GEODIS and together we believe we can further support our customers on both sides by combining our respective and complementary strengths in Germany, in Europe and globally. In order to achieve this, we have agreed with Christoph Schoeller, who is currently trans-o-flex’s Chairman of the Advisory Board, Vice-Chairman of the supervisory board and shareholder with Peter Amberger, that he will remain as Vice-Chairman of the new supervisory board presided by myself.Marie-Christine Lombard, Chief Executive Officer, GEODIS
Founded in 1971, trans-o-flex operates Germany’s largest temperaturecontrolled distribution network specialising in healthcare, handling both parcels and pallets. Trans-o-flex is headquartered in Germany and has recently expanded its activity in Austria, which offers opportunities for further developments. Trans-o-flex employs around 2,000 people across 77 hubs and local agencies which enable the company to offer Express logistics solutions throughout Germany.
Since we acquired trans-o-flex in 2016, the company has further established its leadership in the temperature-control healthcare and premium Express delivery through its widely-recognized quality network and its high reliability of service throughout Germany and Austria. This has been achieved under the leadership of Wolfgang P. Albeck, trans-o-flex’s CEO who has built an expert team of people around him with a unique “can do” attitude and commitment to highest customer satisfaction. We would like to take this opportunity to express our deepest appreciation to Wolfgang Albeck and his team. We have no doubt they will continue to be engaged in delivering highest performances when joining GEODIS. I am glad to be part of the continuation of the success story of trans-o-flex as vice-chairman of the supervisory board. Together with GEODIS, we will scale the trans-o-flex model internationally and thus further increase the benefits for our customers.
The closing of this deal will be effective after completion of the usual regulatory approvals.
Leading European air freight road feeder services provider said it has ‘more acquisitions on the horizon’, as it broadens its range of products and services to key airline and freight forwarder customers
Leading European air freight road feeder services (RFS) provider Wallenborn Transports has acquired a shareholding in Australia’s Skyroad Logistics, adding Oceania to its fast-growing RFS network - which already provides extensive coverage in Europe and the Middle East.
Luxembourg-based Wallenborn said it had more acquisitions on the horizon , with the Skyroad Logistics investment the latest step in its mission to consistently provide a broad range of products and services to our key accounts.
The agreement brings together Australia’s leading and Europe’s largest air cargo RFS providers. Wallenborn said the strategic investment will expand the fleet and facilitate development of new products and services for the Australian market.
The agreement covers Air Cargo RFS, Express Transport and Project Transport service offerings. Peter Assel, who co-founded Skyroad Logistics, will remain as a shareholder and as managing director, and Skyroad Logistics will continue to operate from its head office in Melbourne, and service depots in Sydney and Brisbane.
Skyroad is a perfect fit in our portfolio of quality-focused organisations providing a full spectrum of products and services. They are pioneers - for example, the first TAPA TSR certified company in Australia - and their ‘can-do’ spirit has dramatically changed the air-cargo landscape since 2015. Strategically, this is the latest step in our mission to consistently provide a broad range of products and services to our key
accounts with more acquisitions on the horizon. We’re already number one in Europe and the Middle East and now we’ll be delivering new benefits and opportunities for our customers in Australia.Frantz Wallenborn, President & CEO, Wallenborn Transports
The company had achieved its goal of market leadership in Road Feeder Services in Australia within just seven years, and with strong growth and a strong future investment plan in place including record fleet orders from Kenworth, it was timely to seek further investment partners.Peter Assel, MD, Skyroad group
Since my co-founder Anthony Clark passed away from cancer early in 2020, my focus has been on our goals and our company vision. However, with our rapid expansion, it was obvious I needed a partner and Wallenborn ticks all the boxes with a similar customer profile, an ambitious business plan and the expertise to scale up. It was especially apparent to me that Frantz Wallenborn held very similar values with respect to customer service, striving for the best even with strong challenges before them, and providing strong value to customers. His executive team were a great fit during our discussions, and their long term service with Wallenborn made me confident we can work together to extend the high standards of Wallenborn to the other side of the globe. We also intend to rapidly leverage off the Wallenborn knowledge and quality management to bring even better services and capabilities to Australia and to extend our lead in service capability. Wallenborn recognises the strengths of Skyroad and how we have made such a difference to RFS and time critical transport markets in Australia. Those strengths will remain unchanged with our strong commitment to company owned fleet, great suppliers such as Kenworth, Cummins, and Thermo-King, and of course our commitment to sustainability.Will Waters, contributing editor, FORWARDER magazine
Azerion has announced the completion of several acquisitions for an aggregated consideration of approximately €12 million (cash and share consideration). The acquisitions include Vlyby Gmbh, a fast growing ad tech company focused on programmatic video advertising and self-service publisher solutions, as well as a number of asset deals consisting of full monetization solutions for digital publishers in Italy (TakeRate) and France. These acquisitions generated approximately €14 million revenue in 2021.
Our M&A pipeline remains strong, as demonstrated through this latest round of acquisitions. With every new integration we are delighted to see the Azerion platform growing ever stronger and improving the way we are able to satisfy the needs of our customers and partners. We will continue working actively and selectively on strategic M&A opportunities to complement our organic growth.Atilla Aytekin, co-CEO, Azerion
To further enhance its monetization capabilities, Azerion will integrate VlyBy’s advertising technology including a product suite that allows publishers to offer video advertising inventory to multiple demand partners simultaneously, optimize pricing with machine learning and combine high performance video player solutions with self-service management and real-time performing interface.
In addition, the asset deals (including TakeRate) will supplement the Azerion platform with fully managed solutions for publishers, simplifying the process of advertising sales and maximizing ad revenue. The acquired assets are already highly effective in solving publisher challenges, offering features such as fixed revenue guarantees based on page view performance. With these integrations Azerion will reinforce its full monetization offering in Europe and significantly improve its level of support for local customers.
The aggregated paid consideration includes up to approximately 50% cash payment (combination of upfront and deferred payments). The remaining balance is settled through an Azerion ordinary shares consideration, resulting in 785,540 treasury shares being transferred to the selling shareholders. The acquisitions were completed at the end of Q3 2022.
Strategic investment also offers exposure to maritime activities in the Mediterranean region and port facilities in Spain
AD Ports Group has agreed to acquire Noatum, a global integrated logistics and top-50 international freight forwarding platform with a presence in 26 countries and LTM revenue and EBITDA of €1.80 billion and €145 million, respectively.
The total purchase consideration (Enterprise Value) for 100% ownership amounts to AED 2.5 billion (US$780 million or €660 million), implying an LTM EV/EBITDA of 4.6x.
AD Ports said this value and earnings accretive acquisition, which significantly broadens AD Ports Group’s global footprint and positions it among the leading logistics and freight forwarding companies in the world, will be fully funded through a new acquisition loan. Recognising Noatum’s high-growth potential and capacity to scale, AD Ports Group intends to create a market-leading international logistics brand, merging its existing logistics business with Noatum to create a significant presence in the region and enhancing services across the company’s global footprint. Moving forward, Noatum will lead AD Ports Group’s Logistics Cluster, consolidating the company’s existing logistics offering into its operations.
This will be AD Ports Group’s third major international acquisition in 2022, following the acquisition of a 70% equity stake in Transmar and TCI in September, and the announcement in November of its acquisition of an 80% equity stake in Dubai-based Global Feeder Shipping (GFS).
Noatum, whose origins date back to 1963, operates in three business areas – Logistics, Maritime, and Port Terminals – with market-leading positions in Spain and Turkey and a significant presence in the US, UK, China, and Southeast Asia.
Noatum’s global Logistics business specialises in comprehensive freight management, project logistics, contract logistics, international supply chain management, customs, and e-solutions, with offices and a wide network of agents around the world.
In particular, Noatum has advanced capacities in heavy lift logistics, which AD Ports Group aims to bring to the region.
The company’s terminals operations include 15 Ro-Ro, dry bulk, general cargo and container terminals in Spain, supported by highly professional management, while its Maritime division provides shipping agency services, including outsourcing and ancillary services, and cargo services, such as liquid bulk, breakbulk cargo, reefer and dry cargo.
Despite its geographical diversification, the majority (75%) of Noatum’s revenues are EUR and USD denominated, AD Ports highlighted.
The company, which employs more than 2,600 professionals, provides tailored multi-modal transport solutions, comprehensive logistics services, and advanced port operations across its key markets, and aligns well with AD Ports Group’s integrated business model. In addition, the company has specialised automotive, project cargo, and port logistics divisions and offers comprehensive supply chain solutions in the oil & gas, renewable energies, food, industrial manufacturing, pharma and healthcare, and retail industries with customised solutions for clients.
Some of the revenue and costs synergies of the acquisition include joint purchasing, stronger relationships with shipping lines to attract them to the group’s terminals, expansion of the agency business by leveraging Noatum’s Maritime business, integration of corporate services and functions, transfer of best practices, and best-in-class technology, AD Ports added.
Subject to regulatory approvals, the transaction is expected to close in H1 2023. As part of the transaction, Noatum’s management is locked in for a period of three years to ensure smooth integration.
A transitional phase now begins, in which work will be carried out together to obtain all the necessary regulatory approvals before the purchase is formalized, Noatum said.
I would like to personally acknowledge the trust placed in us by AD Ports Group, and their commitment to maintaining Noatum’s current organizational structure. The agreement also represents a great opportunity for growth for our group and the people who are part of it.Antonio Campoy, CEO, Noatum
Under the direction of our wise leadership, AD Ports Group continues to extend our global footprint through value-adding acquisitions and partnerships with market leaders. This ambitious acquisition brings a major global logistics platform into the AD Ports Group family, significantly enhancing our global connectivity and extending the range of maritime, logistics and ports solutions we can offer as we continue to pursue a determined strategy for growth. This acquisition makes AD Ports Group one of the most significant global players in the finished vehicle logistics, which we intend to expand in our home and core markets.H.E. Falah Mohammed Al Ahbabi, chairman of AD Ports Group
We thank the leadership of the UAE for their guidance and support for this historic acquisition, which is set to be one of the most significant in the industry this year. Bringing Noatum into our integrated network of businesses will add scale and new layers of expertise, supporting both our global ambitions and our contribution to economic diversification within the UAE. Noatum operates an asset-light model with a high cash conversion rate and will make an immediate contribution to our financials, at the same time as positioning us for international expansion. We will leverage the acquisition of Noatum to build a strong international logistics brand with deep roots in this region.Captain Mohamed Juma Al Shamisi, Managing Director & group CEO, AD Ports Group Will Waters, contributing editor, FORWARDER magazine
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The Christmas commercial from the leading technology communication company, tells the story of a truck driver who keeps in touch with his daughter through the Vodafone network while crossing Italy in his IVECO S-WAY
An IVECO S-WAY is centre stage in this year’s Vodafone Christmas TV advert, to show the role of the connection in bringing people together, through the eyes of a truck driver crossing Italy on Christmas Eve.
The TV advert which is on air across Italy’s major TV stations (in 15-, 45-, and 30-second formats) and on digital and social channels, tells the story of a truck driver forced by work to stay away from home at Christmas. His 18-year-old daughter - thanks to the coverage, stability and power of the Vodafone network - travels across Italy to follow and communicate with her father, who is unaware of the surprise his daughter wants to give him. Finally, she manages to reach her father in the port where his truck is parked, and finally father and daughter are happily reunited.
IVECO particularly cares about the wellbeing of its drivers, whose comfort and safety are at the heart of its strategy. This Christmas TV commercial tells a story that will feel familiar to many IVECO drivers, who are away from their families and loved ones on special days of celebration. That’s why it was an opportunity for IVECO to be part of the advert to express its gratitude to drivers for the vital role they play in our society and inspiring IVECO’s new product and service development.
True to IVECO’s customer-centric continuous improvement process, IVECO is constantly looking for new ways of enhancing the driver’s experience with features and services that improve their life on the road – from the set up and design of the cab interior to effective remote assistance, from advanced connectivity to premium all-inclusive coverage. IVECO strives to be the first truck maker in making the drivers’ life on board easier, more productive and safer through product and service innovation.
The IVECO S-WAY travelling with the driver across the country in the Vodafone TV commercial embodies IVECO’s commitment to providing them with the best experience. The IVECO S-WAY is a perfect driver companion built with the customer in mind. Launched in 2021, it marked a turning point in the industry by changing the way drivers interact with their vehicles through Amazon Alexa voice commands with the unique voice companion, IVECO Driver Pal.
Space mission in northern Sweden goes according to plan / Gebrüder Weiss is the official logistics partner of the Swedish Space Corporation (SSC) and transported the experiments to the Arctic Circle
On Wednesday, November 23, the rocket lifted off from the Esrange base at 9:25 a.m., shooting into space at a speed of more than 6,500 kilometers per hour. The parabolic trajectory meant that the experiments floated in weightlessness at an altitude of 260 kilometers for six minutes before returning to Earth attached to a parachute. The test subjects then landed in an uninhabited area north of Esrange. A team from the Swedish Space Corporation flew them back to base by helicopter, where they are now being evaluated by scientists.
Stefan Krämer, project manager of the mission, is relieved about the successful outcome: We had been working on this rocket launch for over two years. The tension was palpable. Ultimately, all partners contributed to the success of the mission. Thanks also to Gebrüder Weiss for the logistical support.
The company is a partner of SSC and transported the research equipment. Frank Haas, Communications Manager at Gebrüder Weiss, was on site for the launch: Time and again, we support selected projects that point the way to the future of mobility. This mission carries outstanding scientific significance with the various tests taking place aboard the rocket.
Twelve research tests from the fields of biomedicine, physics, astronomy and biology flew into space aboard the rocket. Among them was the NeuroBeta experiment from the Faculty of Medicine, Uppsala University, the focus of which is on curing diabetes A. Pancreatic stem cells were flown into space to study the cells and their activation under weightless conditions.
The retrieval operation for this experiment was particularly tricky because the samples had to be back at the lab in Esrange within two hours. We’re glad that it all worked out.Alf Vaernéus, the engineer in charge of the project
Also on board were 13 watches from the Swiss watch manufacturer FORTIS to see how they behaved in space.
We want to build watches that also demonstrably work in space. We have yet to evaluate the detailed results of this stress test, but what we can already say is that all the watches found their way back to Earth intact and are working accurately.Jupp Philipp, owner, FORTIS
The company aims to develop the first watch that can be worn by astronauts on Mars. Just like Gebrüder Weiss, Fortis is therefore also a cooperation partner of the Austrian Space Forum. Both companies supported the Mars analog mission in Israel in 2021
Global demonstration tour for the GT4 e-Performance electric race car prototype • Stops in Europe, North America and Asia • Trailblazing project for green logistics
DB Schenker and Porsche Motorsport will take an important step toward climate neutrality by launching a global demonstration tour for the electrically powered GT4 e-Performance race car prototype. DB Schenker has organized a complete sustainable logistics solution for the electric race car’s trip around the world, which will include stops at select racing locations. Among other things, only the most environmentally friendly modes of transport will be used for the tour, which will cover a total of 13,000 kilometers. The GT4 e-Performance Tour will kick off at the end of January with the legendary GP Ice Race in Zell am See in Austria. After that, the electric race cars will be transported in a sustainable manner by ship, rail, and trucks to other events in Europe, the U.S., and Asia.
Both DB Schenker and Porsche have firmly incorporated sustainability aspects into their corporate strategies. For example, the international logistics service provider has set itself the goal of becoming the world’s leading provider of green logistics solutions and is thus the ideal partner for the Porsche GT4 e-Performance Tour.
This partnership is enabling us to take a major step forward together on the road to green mobility – we’re very much looking forward to addressing this challenge, and we have the right solutions to ensure we’ll be successful. During the tour, we will be able to highlight the progress we’ve made with the development of environmentally friendly transport and logistics solutions around the world.Jochen Thewes, CEO, DB Schenker
The customized logistics solution for the GT4 e-Performance Tour includes environmentally friendly and emission-free rail transport of the concept vehicles, as well as transport with all-electric trucks and ships powered by marine biofuels. The latter mainly consist of fuels made with used cooking oil methyl ester (UCOME). DB Schenker plans to use its position as a partner for the tour to get new target groups interested in green logistics.
We’re very happy that we were able to get DB Schenker onboard as a partner for our motorsports logistics, says Barbara Frenkel, member of the Porsche Executive Board, with responsibility for Procurement, and also a co-initiator of the sports car manufacturer’s sustainability strategy. Together, we want to generate additional momentum for sustainability and sustainable solutions. Porsche has an ambitious sustainability strategy that we are implementing together with our suppliers. We are now taking steps to make our value chain carbonneutral on balance by 2030, and this also includes ensuring a carbonneutral service life on balance for future battery-electric models.
The GT4 e-Performance will offer Porsche the possibility to provide customers with a motorsports option with all-electric race cars in the future. The strategy here makes use of the technology components in the IAA Mission R concept car, which Porsche presented in 2021 as a vision for the future, but which the company has now made a reality. The vehicle’s body is made of, among other things, composite materials based on natural fibers. The prototype, which is not for sale, will be presented for fans and potential customer teams around the world to marvel at during the tour. However, the electric race car will also collect valuable data during the tour, which will enable Porsche to gain new knowledge for use in the future – and not only for motorsports.
The global tour will begin with the prestigious GP Ice Race in Zell am See from January 27-29, 2023. After that, it will move on to the U.S., where the innovative concept vehicle will take part in the famous Grand Prix of Long Beach in April, as well as in other races. Then it’s on to the Asia-Pacific region for a series of events in the second half of the year.
As a pioneer in the field of innovative logistics solutions, DB Schenker has set itself the goal of becoming the world’s leading provider of green logistics services. The company
continuously invests in renewable energy and environmentally friendly products for its customers in order to achieve its ambitious goal of ensuring climate neutrality by 2040. The company also plans to achieve complete sustainability transparency in 2023. We believe we have an obligation to continue our pioneering work and move ahead even furtherin the area of clean logistics – and ensure consistent and transparent communication in this regard as well, says Thewes.
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Charities and community causes across the UK are set to benefit from volunteering support provided by hundreds of Panther Logistics employees.
As part of the Panther pledge to support their local communities, thousands of volunteering hours will be dedicated to help multiple charities and projects
Pioneering Panther announced the launch of its new volunteering initiative aimed at assisting numerous good causes in the local locations where the company’s nine UK wide depots are based.
We are thrilled to be able to offer thousands of vital volunteering hours dedicated to the local charities based in the heart of the communities where our workers and depots are located across the UK. Providing Panther employees with the opportunity to take time out of the workplace to support community projects they are passionate about is just one of the many ways the company is engaging with our local communities and helping countless charities and organisations.Gary McKelvey, Managing Director, Panther Logistics
A total of 600 members of staff across the company are entitled to participate, which would equate to a total of 5,000 volunteering hours available across the business. Each employee at Panther will be allocated a Volunteer Leave Day, which can be personally pledged to a charity of their choice.
All Panther employees across all the company’s depots will be entitled to take the paid leave to support a chosen charity or community cause close to their heart. This is not something all organisations offer, so Panther’s proud to be able to support our team members to provide crucial volunteering help to potentially many different charities.Vicki Barber, Head of People & Engagement, Panther Logistics
The volunteering initiative reflects the company’s values to encourage engagement within local communities where Panther depots are located, which include:
Vicki Barber added, While we anticipate many of our employees will want to support our chosen corporate charity, Over The Wall UK Children’s Charity, as there will be thousands of volunteering hours available, many additional community charities and good causes will also be able to benefit.
5,225 HGV, PSV, FORKLIFT & 4X4 DRIVERS TRAINED IN TANZANIA, UGANDA & ZAMBIA
DRIVER TRAINERS IN GHANA COMPLETED THEIR ‘TRAINING OF TRAINER’ THEORY. KEY STEPS TOWARDS DEVELOPING A NEW GENERATION OF PROFESSIONAL DRIVERS
118 WOMEN RECEIVED SKILLS TRAINING FOR TRANSPORT SECTOR JOBS, IN NIGERIA, SOUTH AFRICA & TUNISIA
FILM MADE WITH SAFETY ADVICE FOR WOMEN USING MOTORCYCLE TAXIS IN NIGERIA
WE LAUNCHED OUR PROFESSIONAL DRIVER TRAINING PROGRAMME IN MOZAMBIQUE
5,064 PATIENTS TRANSPORTED TO A HEALTH FACILITY BY BICYCLE AMBULANCE IN RURAL ZAMBIA
COVID-19 RAPID SCREENING FOR DRIVERS AT THREE BORDER CROSSINGS IN UGANDA
WE ARE WORKING WITH 17
AGENCIES TO IMPLEMENT IMPROVED MOTORCYCLE SAFETY IN KENYA
*April 2021 – March 2022
CargoAi, airfreight’s fastest growing digital enabler, and Neste, the world’s leading producer of sustainable aviation fuel (SAF), announce a pioneering partnership which enables freight forwarders and their clients to significantly reduce the carbon emissions of their cargo transport through the voluntary purchase of Neste MY Sustainable Aviation Fuel™. Freight forwarders arrange transportation for the cargo of other companies and can play a pivotal role in reducing the carbon emissions associated with such cargo transports.
As of November 2022 onwards, CargoAi offers the possibility to purchase Neste MY Sustainable Aviation Fuel when booking a cargo transport. This can be done in the booking flow - either after a booking is confirmed or when the cargo is being tracked. This complements CargoAi’s Cargo2ZERO sustainability offering launched in October 2022. The use of sustainable aviation fuel significantly reduces greenhouse gas emissions from air transport. Purchasing Neste-produced SAF helps companies meet their climate targets and credibly report their CO2e emissions reductions.
We are proud of this landmark partnership with Neste, as sustainability is at the core of all our product developments and customer interactions. Building on the CO2 Efficiency Score already available in our Cargo2ZERO solution, will further encourage forwarders to enter into discussions with their own clients about what is needed for the industry to move forward towards reaching the industry’s Net Zero targets together. We are also enabling access for smaller freight forwarding companies in 110 countries to purchase SAF in smaller quantities,Matthieu Petot , CEO, CargoAi
I am excited to announce this pioneering partnership between Neste and CargoAi. Working with an innovative and industry-leading partner such as CargoAi allows us to accelerate and broaden the utilization of sustainable aviation fuel into new markets. Through this partnership, Neste MY Sustainable Aviation Fuel is made available to CargoAi customers for any cargo booking to reduce the emissions of their shipment while utilizing CargoAi’s innovative digital booking platform. We are very proud of our partnerships with like-minded organizations sharing the same commitment to a more sustainable future for aviation, Jason Reichow, VicePresident Business Development, Renewable Aviation, Neste.
During the booking or tracking phase, freight forwarders will automatically be prompted with data of the CO2 emissions that their shipment will emit, calculated based on IATA standards. They will then have an option to purchase to reduce emissions. Neste ensures specific SAF volumes purchased are delivered and used by partner aircraft operators, providing real climate benefits and greenhouse gas emission reductions of up to 80%*. Sustainable aviation fuel has been widely acknowledged as a key element in helping to reach aviation’s ambitious goal of net-zero carbon emissions by 2050. Using Neste MY Sustainable Aviation Fuel reduces greenhouse gas (GHG) emissions by up to 80%* over the fuel’s life cycle compared to using fossil jet fuel. It is produced from sustainably sourced, 100% renewable waste and residue raw materials, such as used cooking oil and animal fat waste. Neste MY Sustainable Aviation Fuel is a drop-in fuel that can be used within existing aircraft engines and airport fuel infrastructure, and is already available today.
* When used in neat form (i.e. unblended) and calculated with established life cycle assessment (LCA) methodologies, such as CORSIA methodology.
The International Air Cargo Association (TIACA) announced that Brussels Airport will host the Executive Summit 2023. The Executive Summit 2023 will be held November 6-8, 2023 at the historic Skyhall, former airport terminal.
TIACA is working with Brussels Airport to organize a first class conference, which will bring together over 300 decision makers from across the globe to network, showcase their companies and products, as well as learn and debate pressing issues affecting the entire industry.
What has been so special about the Executive Summit in recent years is that it focuses on topics that matter to our industry and connects attendees with new ideas to develop and build upon.Steven Polmans, Chair, TIACA
Brussels Airport will welcome the delegates and the local BRUcargo airport community to its historic Skyhall on November 6th for an evening Welcome Reception to kick off the conference. For the further program, Brussels Airport and TIACA will work together to develop a two-day conference program for November 7th and November 8th, that includes a series of panel sessions, fireside chats and keynote sessions that will cover issues affecting the industry and challenge the day-to-day norm. After the first day of conference sessions, Brussels Airport will take delegates downtown on their electric buses to experience an evening of local hospitality in the capital of Europe.
We are thrilled to have been chosen by TIACA to host their 2023 Executive Summit. As a strong supporter of international collaboration and exchange, together with our community organisation Air Cargo Belgium, we are honoured to welcome the executive members of the leading air cargo community to the heart of Europe, at Brussels Airport’s SkyHall.Arnaud Feist , CEO, Brussels Airport
The partnership with TIACA and its members never stops inspiring, and this is now a unique opportunity to also share some of our innovations, successes and investments that embody our strategy at Brussels Airport.Geert Aerts, Chief Cargo & Real Estate
We are excited to bring the next Executive Summit to Brussels Airport, not just because it is my home airport and will always have a soft spot in my heart but because Brussels Airport and their cargo community are constantly innovating and developing new ways to cohesively move cargo. The Executive Summit will showcase their strengths and we as an industry can use this to learn and grow, says Steven Polmans.
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.
Readers of FORWARDER magazine work in a globally-connected industry. The hurt that is being felt in Ukraine is being felt around the world by those whose business it is to move goods across the globe.
WILL CONTRIBUTING EDITOR
ANTONIU SALES EXECUTIVE
TONY SALES EXECUTIVE
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SHANNON SOCIAL MEDIA
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