Mmd janfeb2014

January/February 2014 $8.00

Hot Topics in Warehousing MM&D sizzles in Vancouver

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Inside

Page 14

3 Taking Stock 4 Supply Chain Scan 18 3PL Capability Guide 25 DataCapture 26 MODEX Preview 28 Forktrucks 29 Equipment Focus: Dock Equipment 30 Racking 32 Learning Curve 33 Legal Link 34 Materials Handling

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TAKING STOCK

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hat an exciting year 2014 is proving to be. MM&D has already broken new ground with our sold-out PUBLISHER/EDITOR-IN-CHIEF: Emily Atkins presentation at the brand new Cargo Logistics Canada (416) 510-5130 EAtkins@bizinfogroup.ca conference in Vancouver at the end of January.

ART DIRECTOR: Stewart Thomas My first act in “Part II, Return of the Editor”, was to (416) 442-5600 x3212 SThomas@bizinfogroup.ca commission a small study asking you, our readers, what SENIOR ACCOUNT MANAGER: Catherine Martineau warehousing operational issues keep you up at night. The (647) 988-5559 CMartineau@bizinfogroup.ca results formed the foundation for the presentation in PRODUCTION MANAGER: Kim Collins Vancouver, where I was ably assisted by three industry (416) 510-6779 KCollins@bizinfogroup.ca veterans, Aaron Lalvani, Jason Sonnbichler and Ian MacKenzie. By all accounts CIRCULATION MANAGER: Barbara Adelt the discussion was well received. Reports the next day had people chatting about (416) 442-5600 x3546 BAdelt@bizinfogroup.ca it in the corridors, and some were even using Ian’s acronym, FLL (check out the BIG MAGAZINES LP full story on page 14 to find out what it means).

Executive Publisher • Tim Dimopoulos For new and newer MM&D readers, an introduction is in order. “Part II, Return Vice-President of Canadian Publishing • Alex Papanou of the Editor” is a little joke about me haunting this space. I started as editor of President of Business Information Group • Bruce Creighton this magazine back in 2002, subsequently becoming publisher, and relinquishing HOW TO REACH US: MM&D (Materials Management & Distribution), established in 1956, most of the editorial duties,first to Deborah Aarts, then Michael Power, and most is published 7 times a year by BIG Magazines LP, a division of recently Carolyn Gruske.

Glacier BIG Holdings Company Ltd. For 2014 I’m firmly back in the saddle, and really looking forward to pushing EDITORIAL AND ADVERTISING OFFICES: 80 Valleybrook Drive, Toronto, ON, M3B 2S9; MM&D into new territory. Our objective is to continue with the great standard Tel: (416) 442-5600; Fax (416) 510-5140. of original reporting that Carolyn maintained, and in addition, to open up the SUBSCRIBER SERVICES: To subscribe, renew your subscription pages of the magazine and our online presence to a wider array of voices from or to change your address or information, contact us at 416-442-5600 x3258 or 1-866-543-7888. the industry.

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MM&D’s 12thothers’ Annual Third-Party (3PL) It Capability Guide experiences, or Logistics their mistakes. takes a brave person to step up and admit ©Contents of this publication are protected by copyright and Every must not competencies. They’re turning to 3PLs for help. year, we compile this list to provide you with they didn’tin do it all right the firstWhile time; a big will be reprinted in whole or in part without permission of the publisher. in theit’s pastalso shippers haveperson tended to who hire 3PLs for share that information about 3PLs operating Canada.

These principally tactical activities, many now recognize the value companies exist to provide and/or arrange interconnected experience with their peers.

DISCLAIMER: This publication is for informational purposes logistics only. services for shipper clients. They take on the work so of deeper partnerships. Indeed, many feel that more strategic You should not act on information contained in this publication relationships withyour 3PLs would help them cut How total landed you don’t have to.

This is my invitation to you: Please share experiences. didand you solve without seeking specific advice from qualified professionals. MM&D distributed costs.

The appeal of outsourcing continues to grow. As the accepts no responsibility or liability for claims made for any product operationalInproblem?

Were you to save company order to fully capitalize on thisable opportunity, youyour need to economy continuesatoparticularly show uncertainty,thorny many shippers or service reported or advertised in this issue. MM&D receives make sure you’re trusting your business to the right partner. are seeking ways to offset risk and remain focused on core bottom line dollars with a clever idea? unsolicited materials, (including letters to the editor, press releases, promotional items and images) from time to time. MM&D, its I look forward to hearing from you, whether you have a story idea or not. Please affiliates and assignees may use, reproduce, publish, re-publish, MARKETS SERVED LEGEND OVERMARKETS TRANSPORTATION CUSTOMS distribute, store and archive such unsolicited submissions in whole or drop me a note or call me and let me know how we are doing.

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Areas Se rved Asset-Ba sed ISO Cer tified Distribut ors Manufac turing Retail Service Industrie s Air Bulk Dedicat ed Contr act Carria Drivers ge Expedite d Fleet Man agemen t Hazardo us Mater ials High-Va lue Intermod al Leasing LTL Ocean Rail Seaway Small Pa ckage TL ACE ACI C-TPAT FAST Licensed Custom s Broker PIP s

3PL Capability Guide: Services

COMPANY14NAME

Printed in Canada 3PL Links Inc. A.G.O. Transportation Inc. Publications Mail Agreement #40069240, ISSN: 0025-5343 (Print) A.N. ISSN: 1929-6460 (Digital). We acknowledge the financial support ofDeringer, Inc. A52 Warehouse Inc. the Government of Canada through the Canada Periodical Fund Accuristix of the Department of Canadian Heritage for our publishing activities.

Affiliated Customs Brokers Ltd./Global Logistics Agility MM&D is indexed in the Canadian Magazine Index by Micromedia All-Can Pro Logistics Inc. Limited. Back copies are available in microform from Macromedia Ltd., All-Connect Logistical Services Inc. 158 Pearl St., Toronto, ON M5H 1L3 APL Logistics Axsun Inc. Bonneau Freight Management Inc. Bowden Transport Bulk Plus Logistics C.H. Robinson Worldwide, Inc. C.W. Henderson Transportation Canada Cartage System Cavalier Transportation Services Inc. CEVA Logistics Challenger CK Logistics Clarke Transport Cole International Inc. Confederation Freezers Consolidated Fastfrate Inc. Damco DB Schenker Delmar International Inc. DHL Global Forwarding DN Logistics Ltd. Dominion Warehousing & Distribution Services Ltd. DTA Services Ltd. EveryPoint Logistics Solutions Expeditors Canada Inc. Fargo Transportation Services Limited FedEx Trade Networks Transport & Brokerage (Canada) Inc.

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January/February 2014  Volume 59  Number 01

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SUPPLY CHAIN SCAN

B-DAY

AIR CARGO

GREEN FREIGHTER

Superior Tire achieves 50 years, p 9

Moderate global growth in 2013, p 8

Algoma Central christens clean Great Lakes ship p 9

NAFTA at 20 Has it paid off?

By Christian Sivière

I

t’s been twenty years since the North-America Free Trade Agreement (NAFTA) came into effect and it is timely to ask ourselves the question: Was it good for Canada?

Let’s first take a step back: the negotiations that led to this historic agreement between Canada, the US and Mexico started in 1986, and NAFTA was signed six years later, on December 17th, 1992 in Austin, Texas by presidents George Bush and Carlos Salina and prime minister Brian Mulroney. Following the necessary legislative ratifications in our three countries, it came into force on January 1st, 1994.

It brought about deep changes to all facets of our economy, not just for the automobile or textile industries or for agriculture, but was it worthwhile?

The objective was to facilitate trade and investment and in spite of temporary and well-publicized setbacks, such as the thorny softwood lumber issue, new security requirements following the tragic events of September 11, 2001 or the ‘Buy American’ policy, it appears to have been fulfilled.

Regarding the ‘Buy American’ policy, it is worth noting that this Act was not first signed by

President Obama but rather by President Hoover in 1933. Such protectionism is not new; the US has previously gone through similar periods of relative isolation from the rest of the world.

Looking at our international trade statistics, we see our exports to the US have grown a lot more than our imports from the US and accordingly, our trade surplus has increased steadily. As shown on the graph, as far as exchanges of goods are concerned, Canada has been a clear winner. Therefore, in spite of the ongoing challenges, our exporters should continue to develop their sales to the US. Another important benefit of NAFTA is that opening our market to Mexican and American manufacturers forced Canadian industries to become more competitive. This, in Imports and exports between Canada a way, prepared us for and the US from 1988 to 2011 the fierce competition brought about by globalization. And our exporters are in a better position to diversify their markets, for example by getting ready to take advantage of the opportunities created by our Comprehensive Source: Statistics Canada Economic Trade Agreement with the European Union. Although this Trade Agreement will likely not come into effect until 2015, now is the time to prepare for it.

Christian Siviere is a lecturer for the Canadian International Freight Forwarders Association. He can be reached at Christian.siviere@videotron.ca.

Air cargo industry faces leadership crisis An air cargo industry task force says industry-specific higher-level skills training is lacking. The group is calling on the industry to step up and create new training programs, possibly leading to a certification track.

The task force, led by The International Air Cargo Association (TIACA) with participation by the International Air Transport Association (IATA), the International Civil Aviation Organization (ICAO) and the International Federation of Freight Forwarder Associations (FIATA) has published the results of a two-year research project. The research project focused on identifying educational needs for the next generation of managers for the worldwide air cargo industry.

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The task force concludes that managers not only must possess basic skills and detailed operational knowledge, but also “higher skills”, which include leadership and team-building, as well as market and financial analysis techniques.

While numerous training programs are available to teach fundamentals, the availability of air cargo-focused programs that teach these higher-level skills is limited.

The researchers agreed the industry as a whole must address this deficiency to ensure it maintains its long history of innovation, quality service provision and financial performance. The potential for the creation of a certificate, and preferably an accredited program may assist in this goal. As part of its effort, the task force compiled a comprehensive educational matrix identifying existing courses and areas of deficiency.

Continued on page 6 MM&D | January/February 2014

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SUPPLY CHAIN SCAN GLOBAL FOCUS Saudi port sees first export shipment The first outbound shipment of 54 containers left from King Abdullah Port (KAP) at King Abdullah Economic City (KAEC) in Rabigh, Saudi Arabia in January. Rabigh is on the Red Sea, about 120km north of Jeddah.

Almajdouie Logistics, together with its sister company RPL (Rabigh Petrochemical Logistics Company LLC), handled the first export shipment of petrochemical products for Rabigh Refining and Petrochemical Company (PetroRabigh).

The shipment represents the first export operation of the King Abdullah port. The cargo, 54 containers of polymer material, was shipped on board a carrier heading to Singapore.

King Abdullah Port (KAP) is Saudi Arabia’s newest port facility and the first privately owned and funded port in the country. The port is strategically located to serve the East-West trans-shipment of cargo as well as domestic volumes. Its capacity on completion will be about be 20 million TEUs. It will have more than 30 deep-water berths.

Menlo opens new facility in Malaysia Menlo Logistics, the global logistics subsidiary of Con-way Inc, has opened the new Shah Alam Section 15 warehouse in Selangor, Malaysia. This new facility will boast a footprint of 101,231sqf of storage space and will employ 60 people locally. It is configured as a multi-user warehouse, providing inventory storage and management, local and regional distribution and additional value-added services. The facility has 10 loading bays and features enhanced security systems including closed-circuit monitoring, sensor alarms, cardcontrol access, and 24-hour, on-site security guards.

Multinational engineering and electronics company, Bosch, will occupy a section of the warehouse, with the remaining space earmarked for new business. In this new facility, Menlo continues to provide services such as inbound receipt, inspection and storage of products, inventory management and order processing, order fulfillment for outbound orders and value-added services such as kitting, packing, and returns management.

CargoWise takes Latin American partner Logistics providers throughout Latin America can now buy CargoWise’s enterprise-class supply chain software as a result of a new partnership with Panama-based logistics consultants, DPS Logistics. In joining CargoWise as a WiseBusiness Partner, DPS Logistics will be able to offer the single-platform system to businesses across the region.

As an authorized reseller, DPS Logistics will assist CargoWise¹s expansion into Latin America by providing full sales, consultation, implementation and support services to local customers. Latin American supply chain providers will now benefit from service delivered with the local expertise of a Spanishspeaking specialist with a deep understanding of the local marketplace and an in-depth knowledge of the CargoWise product.

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Continued from page 4 The report stresses that without access to such programs, the air cargo industry faces the additional difficulty of attracting and equipping qualified talent to successfully lead the industry through future challenges. Another consequent risk without such an offering is the loss of rising managers to other sectors of the logistics industry or to other industries completely as workforce dynamics become more fluid.

Both situations would put the air cargo industry at a competitive leadership disadvantage.

CSCMP recognizes new leaders The Council of Supply Chain Management Professionals (CSCMP) announced the selection of Keiko Arai, leadership development program participant at Textron, Florian Schick, consultant at McKinsey & Company, and Amanda Tolhurst, senior manager, internal materials operations at Whirlpool Corporation as the recipients of its new Emerging Leader Award.

The three were recognized during the Opening Keynote Session at CSCMP’s Annual Global Conference, in October last year.

“The future of our industry lies with today’s young professionals who will be tomorrow’s leaders,” said Rick Blasgen, CSCMP president and chief executive officer. “It is important that we recognize the contributions of emerging talent and the positive impact they have on our profession today and will continue to have in the future.”

Tolhurst was featured in MM&D’s cover story in April 2008 as one of the prime movers behind Whirlpool’s successful DC integration with its acquisition, Maytag. She has taken an active leadership role in the Canadian supply chain sector, chairing the 2011 & 2012 SCL National Conferences, and also serving on MM&D’s editorial board. She has an MBA from York University’s Shulich School of Business.

The CSCMP Emerging Leader Award was created to recognize outstanding supply chain management and logistics professionals, age 30 and under, for their contributions to the industry, and the positive effect they will have on the discipline in the future. Nominees were evaluated on three criteria: recognition as up-andcoming leaders, contributions to the supply chain management (SCM) profession, and their potential future impact on the practice of SCM.

MM&D | January/February 2014

14-02-11 5:44 PM

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SUPPLY CHAIN SCAN

Moderate growth for air cargo in 2013

By MM&D Staff The International Air Transport Association (IATA) released figures showing a 1.4 percent expansion of global freight tonne kilometers (FTKs) in 2013 when compared to 2012. Cargo markets made very slow progress during the first half of the year. Acceleration in the trend took root in the latter half of 2013, placing air freight volumes on a steadily increasing trajectory.

Capacity grew faster than demand at 2.6 percent and load factors were weak at 45.3 percent.

Regional performance varied. Middle Eastern and Latin American carriers reported the strongest growth in demand (12.8 percent and 2.4 percent respectively).

Asia-Pacific carriers, which have nearly 40 percent of the global air freight market, saw cargo activities shrink by one percent over the year.

“2013 was a tough year for cargo. While we saw some improvement in demand from the second half of the year, we can still expect that 2014 will be a challenging year. World trade continues to expand

more rapidly than demand for air cargo. Trade itself is suffering from increasing protectionist measures by governments. And the relative good fortunes of passenger markets compared to cargo make it difficult for airlines to match capacity to demand,” said Tony Tyler, IATA’s director general and CEO.

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The road extends from the existing Highway 17/Deltaport Way interchange, through the municipalities of Delta and Surrey, along the south bank of the Fraser River, and connects to all five major Fraser River crossings. It provides a continuous connection to port facilities, rail yards and industrial areas in Metro Vancouver. It will contribute to local road safety by reducing the number of points where road and railway tracks intersect.

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MM&D | January/February 2014

14-02-11 5:44 PM

SUPPLY CHAIN SCAN BENCHMARKS Superior Tire & Rubber Corp of Warren, Pennsylvania is celebrating its 50th anniversary. The company manufactures specialty industrial tires for the material handling, road construction, floor maintenance, agriculture and infrastructure markets. It also serves the aftermarket with material handling and agricultural specialty tires through distribution locations in Chicago and Los Angeles.

Superior Tire & Rubber Corp was founded as a tire retailer, re-capper, and molder of solid industrial rubber tires. In 1974, Henri LeMeur Sr purchased the company and refocused the company’s strategy to manufacture specialty industrial tires.

An early success was tires for floor scrubbers and sweepers where wet traction, chemical resistance, and high carrying capability necessitated specialty compounds. Today, Superior Tire & Rubber Corp has two manufacturing facilities, a technical centre, and a third manufacturing facility in the planning stages.

All this supports a new product development effort that generates 200 new products per year incorporating high performance polyurethane and rubber compounds, some of which are based on new patents.

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DONE DEALS Avataa Explorations & Logistics Inc and McKeil Marine Limited have combined to form Avataa McKeil Marine Services, a new enterprise providing transportation and logistics services in the Nunavik Region. Combining two family-owned companies brings a sense of personalized service delivery and heightened focus on customers. Avataa McKeil Marine Services was officially launched in Montreal last November.

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Descartes made two acquisitions recently, Compudata, a provider of B2B supply chain integration and e-invoicing solutions in Switzerland, and Impatex Freight Software Limited, a provider of electronic Customs filing and freight forwarding solutions in the UK. Compudata’s network (B2BNet) serves a diverse community of trading partners, helping them connect, collaborate and seamlessly exchange electronic data. Impatex brings more than 200 freight forwarder customers to Descartes’s Global Logistic Network, with the majority of these in the UK.

Maximize the efficiency of your plant or warehouse space with the smallest cubed footage possible. Intelligent vertical storage maximizes productivity with optimized retrieval times, increased security and improved operator safety. Store smart, store

DHL will support Cirque du Soleil as Official Logistics Partner.

DHL will be integrated into Cirque du Soleil’s supply chain activities, with its DHL Global Trade Fairs & Events team, a subsidiary of DHL Global Forwarding, Freight, supporting the event logistics of Cirque du Soleil Big Top and Arena tours worldwide. DHL will also provide global logistics support for the corporate headquarters of Cirque du Soleil in Montreal, Quebec.

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Investment firm KKR has agreed to provide $250 million in financing to Torq Energy Logistics, Ltd’s capital program and acquisition strategy. Torq is a private company, providing transportation of crude oil by rail car in Western Canada.

www.mmdonline.com | January/February 2014

01MMD-News.indd 9

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14-02-11 5:44 PM

Photo: Roy Timm

SUPPLY CHAIN SCAN

Canada’s greenest bulk freighter ready to cruise Algoma Central’s new vessel emits less sulphur dioxide than previous generation

By Dan Ilika

A

Canadian shipping firm is looking to make its national competitors green with envy after taking delivery of the first in a line of eco-friendly freighters.

Showcased at the Port of Toronto, Algoma Central Corp’s new MV Algoma Equinox dry-bulk carrier promises to be the greenest—and one of the largest—in the country when it takes to the St Lawrence Seaway to deliver iron ore and grain in Canada and the US. Part of a $300-million fleet renewal by St Catharines, Ontario-based Algoma Central, the Chinese-built Algoma Equinox gearless bulker is the first of eight Equinox Class vessels manufactured by Nantong Mingde Heavy Industry Co, Ltd to operate in and around the Great Lakes and St Lawrence River, which help make up the more than 3,700-km St Lawrence Seaway.

“These state-of-the-art vessels represent the next generation of Great Lakes bulk carriers and are consistent with Algoma (Central’s) commitment to environmental sustainability,” said Greg Wight, president and CEO of Algoma Central.

What makes the vessels so environmentally friendly is their closed-loop exhaust scrubbing system, which eliminates 97 percent of all sulphur dioxide emissions before they reach the atmosphere.

A testament to modern engineering, the Algoma Equinox and its sister ships deliver class-leading fuel efficiency and emissions output, putting Algoma Central ahead of the curve as new emissions standards are phased in over the next decade.

The massive ship—740ft long, or about the height of Toronto’s 56-floor TD Bank Tower—has 14 percent more cargo capacity in its holds and moves 17 percent 10

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faster than traditional domestic dry-bulk freighters, but burns less fuel and produces less emissions than its predecessors.

How much less?

According to Algoma Central, the Equinox Class of vessels provide fuel savings in the neighborhood of 26 percent compared to traditional carriers on Canada’s waters, or 45 percent less per tonne-kilometre of cargo than Algoma’s current vessel average.

That improved efficiency is thanks to the ship’s five-cylinder engine and exhaustscrubbing system that uses distilled water to isolate and remove harmful sulphur dioxide emissions from the exhaust.

On a tour of the ship, Captain Jim Pound, vice-president of operations with Algoma Central, spoke enthusiastically about the emissions system and what it means for the company—and the environment.

According to Pound, the scrubber works by injecting a spray of distilled water and caustic soda into the exhaust gases, which neutralizes sulphur dioxides. That water, which contains the sulphur dioxide molecules, is then extracted and brought into a holding tank.

“What we (then) have left going out of the stack is zero emissions when it comes to sulphur dioxide,” Pound said.

According to Pound, the water used in the exhaust-scrubbing spray is distilled on board, and the sulphur dioxide is held in the bowels of the ship before being disposed of.

“We think probably about once or twice a year we’ll bring a contractor on board and we’ll pump it out and have it disposed of in an environmentally safe way,” he said.

The system was developed by Wärtsilä Corp, a power solutions provider, which also built the engine that powers the Algoma Equinox.

Part of the motivation behind building the green fleet of carriers, according to Pound, was emissions control area (ECA) regulations being phased in on the Great Lakes and other waterways in Canada that will eliminate the burning of sulphur dioxide in marine operations.

“By 2020, we are not going to be allowed to put sulphur dioxide into the atmosphere.

Continued on page 12 MM&D | January/February 2014

14-02-11 5:44 PM

© 2014 C.H. Robinson Worldwide, Inc. All Rights Reserved. www.chrobinson.com

Scan this code to download a FREE copy of our 10 Tips to Prepare for a Tight Capacity Market white paper.

Capacity as a competitive advantage.

What do you get with North America’s most powerful truckload network? The confidence that every freight shipment arrives at its destination on time. People in every C.H. Robinson office have the local market knowledge and visibility to maximize your opportunities. Now, your customers are satisfied and you’re prepared for any situation.

Say yes to coast to coast connections working for you. solutions@chrobinson.com | 800.323.7587

CHRobinson.indd 1

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Photo: Roy Timm

SUPPLY CHAIN SCAN

what was required in a next-generation freighter.

Vessel design firm Delta Marine was consulted on the designs that would eventually become the Equinox Prepared by the REP. Class vessels.

HR ADWORKS DESIGNER Service Team“The mandate of this team was to develop a new (vessel PROOFED series) which not only would be the most efficient, but also the most environmentally advanced to operate on ESTIMATED the Great SENTLakes (and) St. Lawrence,” Wight said.

After extensive computer modelling and six physical pricesthe exclude modelAlltests, teamtaxes decided on a vessel design and PROOF & ESTIMATE was ready to begin courting shipyards around the et Media Section Insertion Date Ad Size Price world for quotes.

137 Canadian Shipper CAREERS Jan 1, 2014 4.5 x 4.87 “Based on the model tests, it was clear the Equinox 1/3 PAGE SQ Class design team had achieved (its) goal,” Wight said.

137 Materials Management CAREERS Feb 24, 2014 4.5 x 4.87 & Distribution 1/3 PAGE SQ “This design balanced power and speed with cargoContinued from page 10 carrying capability for optimal performance and environmental efficiency.”

137 Purchasing B2B CAREERS Feb 24, 2014 4.5 x 4.87 With this we’ll be able to maximize our fleet average 1/3 PAGE SQ and get us to the 2020 standard today,” Pound said.

Conditional contracts “We didn’t want to wait—we wanted to be the most In September 2010 Algoma Central signed conditional contracts with Nantong TOTAL PRICE for the construction of the vessels. environmentally friendly operation on the Great Lakes.” Mingde shipyards Algoma Central management knew it wanted top “The key condition that needed to be resolved before these contracts could dry-bulk freight technology back in 2009, when the become effective was the removal of the 25 percent import duty that would be company assembled an internal design team to outline applicable on these vessels,” Wight said.

“Fortunately, less than three weeks after the shipbuilding contracts were signed, (federal Finance) Minister (Jim) Flaherty came to St Catharines and announced the removal of the import duty.”

Jump ahead to September 2013, and a group of about 20 officers and crew from Algoma Central headed to the Nantong Mingde shipyards in eastern China to begin the nearly MacDon sets the bar for harvesting technologies, innovations, and 15,000-nautical mile journey back to Canada. manufacturing. As a family owned company, we are proud of the relationships In 61 days the Algoma Equinox arrived in formed with our employees, many of whom have been with us for more than three Port-Cartier, Quebec, where it got straight decades. We are committed to providing a safe and challenging workplace, allowing to work, picking up its first cargo—29,000 our employees to achieve their full potential. We offer a full range of Company tonnes of iron ore from ArcelorMittal Mining funded benefits including medical, dental, life insurance, vision, E.A.P. and pension.

Canada for delivery to ArcelorMittal Dofasco in Hamilton, Ontario.

VICE PRESIDENT OF GLOBAL PARTS OPERATIONS – WINNIPEG, MB It then embarked on a second cargo-laden MacDon is looking for a Vice President of Global Parts Operations. You will have a voyage, traveling northwest through the Great minimum of 10 years of experience leading an aftermarket agricultural parts entity Lakes to Superior, Wisconsin, to pick up another with Profit and Loss responsibility. You will have related post-secondary education load of iron ore for delivery to Quebec City. in Business and Certification in Inventory Management (APICS would be an asset).

Grain products will also make up a great The Vice President of Global Parts Operations will be responsible for all of MacDon’s service parts operations including North American and International sales, storage, deal of the cargo carried in the ship’s five inventory levels, and distribution channels. The successful candidate will have full massive holds. budget responsibility for his/her areas of responsibility and will be tasked with “The main trade of the Algoma Equinox identifying opportunities for expansion. This position will require regular domestic will be moving grain products from Thunder and some international travel.

Bay, (Ontario), and Duluth, (Minnesota), to transfer elevators on the St Lawrence River, For more information or to apply visit our website at www.macdon.com/careers and then returning upbound with iron ore or email Heather Horton at hhorton@macdon.com. from Port-Cartier and Sept-Iles, (Quebec), mainly to ArcelorMittal Dofasco’s steel mill Come help us feed the world. in Hamilton,” Wight said.

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SUPPLY CHAIN SCAN According to Wight, the vessel should carry an estimated 500,000 tonnes of grain and 500,000 tonnes of iron ore in a normal season, or make roughly 32 trips along the Seaway each year. The ship will carry 20 million tonnes of iron ore to ArcelorMittal Dofasco’s Hamilton plant over its lifespan.

The remaining seven sister vessels that make up the Equinox Class will be delivered throughout 2014 and 2015.

Algoma Central will own six of the vessels—two gearless bulkers including the Algoma Equinox, and four-self-unloading freighters—while the remaining two gearless ships will be owned by CWB Inc, formerly the Canadian Wheat Board. The CWB-owned vessels will be operated by Algoma Central.

MM&D

MOVERS + SHAKERS Intelligrated has hired Chris Lingamfelter as vice president, integrated system sales and strategy.

With more than 20 years of experience in the supply chain software and material handling industries, Lingamfelter will work closely with the executive team to oversee integrated system sales and prioritize new technology and capability investments. He will report directly to Jim McCarthy, president and chief operating officer, Intelligrated.

Before joining Intelligrated, Lingamfelter held product and sales management roles for multinational supply chain and logistics firms, helping customers automate complex distribution operations. He holds a bachelor’s Chris Lingamfelter degree in management.

FORTE, a distribution centre design/build and software technology firm, promoted Michael Howes to vice-president, software engineering and services. Howes has more than 20 years of experience in IT and has been with FORTE for eight years. Howes was instrumental in leading development of core FORTE software offerings and technology platforms that enable real-time interaction between a variety of highly complex systems.

Before joining FORTE, Howes was a manager of software development for R+L Carriers, Michael Howes where he led a team of 15 developers and software architects. He has also spent time at US Bank, the Air Force Institute of Technology and TeleSuite. He studied computer science at Wright State University.

Jean-Luc Bédard, vice-president, operations, and harbour master, retired from the Port of Montreal on January 24. After a career spanning more than 23 years, Bédard leaves a significant legacy at the port through his numerous accomplishments.

His passion for marine commerce and operational performance has been outstanding.

Daniel Dagenais, currently director of operations, has been promoted to vice-president of operations, effective January 27. Dagenais has more than seven years of experience at the Montreal Port Authority and brings extensive experience in the management of land and marine operations.

Christian Demers is now director of operations, and harbour master. Demers has more than 20 years of experience in the maritime domain, largely in management positions.

Deborah Wilson is the new vice-president communications and public affairs at the Port of Toronto. Wilson will be responsible for planning, developing and implementing communication strategies and public affairs programs. She joins the Toronto Port Authority from Astral Media where she was vice-president of communications for the past nine years.

Ainsley McWhirter is Trailer Wizards Ltd new sales representative for their Winnipeg team. Based out of the Winnipeg office, McWhirter will be responsible for assisting customers with all aspects of trailer rentals, trailer leasing, and trailer sales in Manitoba. Her official start date with Trailer Wizards was January 13, 2014. She brings over eight years of sales experience, including roles at Sameday Worldwide and DHL.

www.mmdonline.com | January/February 2014

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Hot topics in warehousing MM&D heats things up at Cargo Logistics Canada conference

By Emily Atkins Photos by Dorothy Jakovina

M

Aaron Lalvani talked about the importance of

M&D magazine presented the results of its Hot Topics in Warehousing research survey to a sold-out crowd at the Cargo Logistics Canada conference in Vancouver, BC on January 29.

Editor and publisher Emily Atkins was joined on stage

by Aaron Lalvani of Lalvani Group consulting, Ian Mackenzie, former director of logistics for Best Buy Canada, and Jason Sonnbichler, vice-president of business development with Ryder Supply Chain Solutions.

Together they discussed the issues occupying DC managers, along with their causes and potential solutions.

leadership.

The research The Hot Topics survey was conducted in late 2013 by MM&D. We asked readers to tell us the top three issues— ranked in order of importance—they are facing in 2014 in managing their distribution centres and warehouses.

Space constraints and labour issues were very nearly tied, at 17 and 16 percent of responses, respectively.

When we asked what solutions they’d like to apply to these issues, the responses, in order of popularity were: technology, planning, reorganization, staffing, training and acquisition of specific equipment.

By contrast, when we asked what solutions they would apply with an unlimited budget to play with, respondents switched things up. In this case, new equipment ranked first, followed by more space, reorganization and investment in IT. We also asked whether improving efficiency or controlling costs was more important. As is shown in the pie chart on page 17, improving efficiency is more important by far, with 82 percent selecting that option.

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01MMD-HotTopics.indd 14

A few respondents pointed out that once you improve efficiency, cost control is a natural outcome.

We asked what kind of benchmarks are being used to measure success. A whopping 32 percent said their organization does not use any. For those who do measure against a benchmark, the responses included (in order from most identified to least): Accuracy (on time and correct orders), customer satisfaction and service, inventory turns, profit, and unspecified KPIs.

The panel Faced with these stats and responses from the survey the panelists each offered a different perspective in their remarks.

Aaron Lalvani looked at three of the survey result rankings: Costs which were ranked third, productivity, ranked eighth, and management/leadership, which ranked tenth. He commented that without leadership, cost savings and productivity improvements would be diminished. It takes the entire management team to develop solutions and collaborate with subordinates to execute the business strategy.

MM&D | January/February 2014

14-02-12 12:52 PM

Lalvani challenged the audience to consider that warehouse costs are largely influenced by up-stream decisions made by sales, finance, production planning, procurement, etc. By the time the finished goods or WIP (work in progress) hits the warehouse, costs of working capital, waste (scrap), labour, procurement and all other Cost of Sales inputs have been determined. CEOs and management teams are continually seeking cost savings measures to impact their P&L responsibilities. However, there needs to be a strategic approach for the organization to impact costs to drive the bottom line and that is by focusing on the middle line, the cost of goods sold.

When looking at the ranking of the issues in the survey, the number 10 item (management/leadership) should be a top priority, Lalvani said. Without leadership setting the mission and monitoring the deliverables, cost containment

What are your top three issues?

Issue Space constraints Personnel/labour Cost control Equipment/tech/software Service levels/client demands Transportation/logistics issues Inventory issues Productivity/efficiency Transition/adaptation Safety Sales issues Management issues Regulatory issues

Ranking 1 2 3 4 5 6 7 8 8 9 9 10 10

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01MMD-HotTopics.indd 15

and productivity cannot be fully achieved. Warehouse operations have their hands tied in relations to controlling what is put in their space. Those decisions are made in many cases unilaterally, without the input of warehouse operations management. That said, they do need to optimize their operations but rarely can continuous improvement from one department impact the bottom line. It needs to be across the entire organization.

Jason Sonnbichler presented Lean as a solution to the issues being confronted in warehouses across Canada. He focused on labour, since it was the second ranked issue in the study and is also typically one of the largest expenses in DC operations.

According to Sonnbichler, Ryder uses Lean principles to tackle labour costs in its DCs. Using Lean concepts as a foundation for labour management increases productivity and reduces costs. Improvements come from creating new processes, measuring workflow to generate continuous improvement, getting work done right the first time and increasing inventory turns, he explained.

By eliminating waste along entire value streams and continuously improving, Lean creates processes that need less effort, less space, less capital and less time to make products and Continued on page 17

Jason Sonnbichler, Aaron Lalvani, Emily Atkins and Ian MacKenzie in Vancouver.

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14-02-12 12:52 PM

PROFESSIONAL DEVELOPMENT DIRECTORY Advertorial

What has the biggest impact on the profitability of your supply chain? YOU DO As a supply chain professional, you understand the impact your abilities can have on your employer’s bottom line. And you know it’s significant. But now there’s proof of the corporate need and payback for supply chain logistics expertise. An uninterrupted supply chain has a bigger impact on a company’s financial performance than any other input.1 And a recent study from MIT found that supply chain performance is more sensitive to the skill set and expertise of a company’s supply chain logistics professionals than any other operational factor—including commodity and fuel costs.2 That’s great news for your employer— professional development puts control into the hands of businesses. But deepening your expertise isn’t just an important way of boosting your company’s

bottom line. Specialized training and professional designations—like the CITTCertified Logistics Professional (CCLP®) designation—can mean better career outcomes for you, including higher salary and being qualified for more job opportunities.3 It’s a win-win for you and your employer.

Add CCLP to your credentials with CITT’s expert-level 5-course suite of specialized logistics courses CITT’s online courses will equip you with a depth of understanding that is more complete and comprehensive than any other similarly named set of industry courses offered anywhere in Canada. Take three core courses (Transportation Systems, Logistics Processes, and Integrated Logistics), and two electives (from Logistics Decision Modelling,

Transportation Law, and Transportation Economics). They’ll give you the best technical foundation for profitably managing stable and reliable multimodal supply chain logistics operations available today.

No other professional credential says “Logistics Expert” as decisively as CCLP While there are several credentials to choose from, CCLP is chosen 3:1 over all other nonpurchasing supply chain credentials, and was rated industry’s most relevant logistics designation/program.4,5 And CITT believes in making professional certification attainable for anyone who is prepared to meet our high, industry-recognised and respected standard of functional proficiency. That’s why all of our courses, designation and certification maintenance requirements are affordable and accessible to anyone with

Visit www.citt.ca/logisticsprofitability for more information. Or contact us at info@citt.ca or 416-363-5696.

Add “Logistics Expert” to your professional credentials. And more profitability to your supply chain logistics.

CITT’s spring semester starts April 24th. Register now at www.citt.ca to guarantee your spot. ® CCLP is a registered trademark of CITT 1 Hendricks K, Richard Ivey School of Business, University of Western Ontario, Singhal VR, DuPree College of Management, Georgia Institute of Technology. Supply Chain Disruptions &Shareholder Value, 2005.

2 Simchi-Levi, D, Kyratzoglou IM, Vassiliadis CG, Supply Chain and Risk Management: Making the Right Decisions to Strengthen Operations Performance, Study by MIT Forum for Supply Chain Innovation and PwC, 2013.

3 Canadian Supply Chain Sector Council. 2012 HR Study Update. Pg. 38.

4 “2010 Salary Survey Results”, Canadian Manufacturing, Materials Management & Distribution, September-October 2010.

5 “12 Annual Survey of the Canadian Logistics Professional”, Canadian Transportation and Logistics, 2011.

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Continued from page 15 services at far less costs with fewer defects. Companies are able to respond to changing customer desires with high variety, high quality, low cost, and very fast throughput times, Sonnbichler said.

Ryder has been able to apply lean labour standards to warehouse operations with fewer than 100 employees, making it a much more useful tool in the Canadian environment where smaller DCs are the norm.

The system relies heavily on empowering and rewarding employees at all levels. TO succeed companies need to create a lean culture that fosters and motivates employees to proactively and continuously improve, encourage everyone to challenge the status quo and empower employees to identify and eliminate waste from daily work. Employees are cross-trained and

Improving efficiency Controlling costs

What’s more important, improving efficiency or controlling costs? www.mmdonline.com | January/February 2014

01MMD-HotTopics.indd 17

encouraged to solve problems with tools like Kaizens, A3’s, value-stream mapping, fishbone diagrams, rootcause analysis and 5 Why’s. Employees are rewarded for their participation and suggestions.

Ian Mackenzie focused his remarks on the question of benchmarking. Turning to BC labour ministry stats in the context of the survey results showing only 32 percent of organizations using benchmarks, he roughly calculated that there are about $13 million in wages being spent in BC’s lower mainland alone on employees who have no goals.

“Needless to say, morale is through the roof,” he quipped before explaining what happens when staff have no measurable objectives.

“What do you get killed on if you have no goals?

Productivity, accuracy, quality and revenue.”

But morale is even a worse problem that leads to high turnover and countless other ills in the warehouse.

Mackenzie said there are various solutions, including software, automation and RFID, but capital investment is hard to get.

Instead, he said the place to start is front line leadership (FLL). These are the entry-level leaders in a warehouse. They are the people who are good pickers, they get promoted because they are good at moving boxes, but then they are expected to lead with no tools, no training, and no measurement. So front line leadership becomes your Achilles heel.

The solution, Mackenzie said is to empower, equip and encourage those people.

Build a set of benchmarks through observation and gradually get to a position where the data gets tighter.

“Really poor benchmarks are better than none at all,” he added.MM&D

Ian MacKenzie addressed the needs of front line leaders.

Jason Sonnbichler explained the benefits of using Lean labour management in the DC.

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3PL Capability Guide: Services MM&D’s 12th Annual Third-Party Logistics (3PL) Capability Guide competencies. They’re turning to 3PLs for help.

While in the past shippers have tended to hire 3PLs for principally tactical activities, many now recognize the value of deeper partnerships. Indeed, many feel that more strategic relationships with 3PLs would help them cut total landed and distributed costs.

In order to fully capitalize on this opportunity, you need to make sure you’re trusting your business to the right partner.

Every year, we compile this list to provide you with information about 3PLs operating in Canada. These companies exist to provide and/or arrange interconnected logistics services for shipper clients. They take on the work so you don’t have to.

The appeal of outsourcing continues to grow. As the economy continues to show uncertainty, many shippers are seeking ways to offset risk and remain focused on core

MARKETS SERVED LEGEND

OVER- MARKETS VIEW SERVED

OVERVIEW LEGEND A: Asset-Based N: Non Asset-based AN: Both

COMPANY NAME

3PL Links Inc. A52 Warehouse Inc. Accuristix Affiliated Customs Brokers Ltd./Global Logistics Agility A.G.O. Transportation Inc. All-Can Pro Logistics Inc. All-Connect Logistical Services Inc. A.N. Deringer, Inc. APL Logistics Axsun Inc. Bonneau Freight Management Inc. Bowden Transport Bulk Plus Logistics Canada Cartage System Cavalier Transportation Services Inc. CEVA Logistics Challenger C.H. Robinson Worldwide, Inc. CK Logistics Clarke Transport Cole International Inc. Confederation Freezers Consolidated Fastfrate Inc. C.W. Henderson Transportation Damco The Day & Ross Transportation Group DB Schenker Delmar International Inc. DHL Global Forwarding DN Logistics Ltd. Dominion Warehousing & Distribution Services Ltd. The Erb Group of Companies EveryPoint Logistics Solutions Expeditors Canada Inc. Fargo Transportation Services Limited FedEx Trade Networks Transport & Brokerage (Canada) Inc. First Choice Logistics - Div. of Thompson Ahern International Fort Storage Warehousing & Distribution Fraser Direct Logistics Ltd. Freightmate Inc. Georgetown Terminal Warehouses HTS Freight Logistics Hyphen Transportation Management Inc. Indis

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TRANSPORTATION

CUSTOMS

Areas Se rved A sset-Ba sed ISO Cert ified Distribu tors Manufa cturing Retail Service Industri es Air Bulk Dedicate d Contr act Carr Drivers iage Expedite d Fleet Ma na g e m e nt Hazardo us Mate rials High-Va lue Intermo dal Leasing LTL Ocean Rail Seaway Small Pa ck ag e TL ACE ACI C-TPAT FAST Licensed Custom s Brokers PIP

C: Canada N: North America G: Global

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below. You’ll find the capabilities of each company indicated by bullets under the appropriate category headings.

An alphabetized list of contact information for the firms starts on page 22.

If you have any comments about this guide, or would like to apply to be included in next year’s edition, please contact MM&D’s publisher and editor-in-chief, Emily Atkins, at eatkins@bizinfogroup.ca.

This guide is meant to help you identify outsourcing partners with the capabilities to meet your specific requirements. Perhaps you need a firm that specializes in cross-border activity, or temperature-controlled shipments, or cross-docking—or all three. No matter how specific your needs, we’re willing to bet you’ll find at least one match in these pages.

To use this guide, browse through the 3PLs listed alphabetically

WAREHOUSING

SPECIAL SERVICES

TECHNOLOGY

Carrier S election Cross-Bo rder Forw arding Inbound Logistic s Integrate d Lo Inventory gistics M a na g e ment Just-In-T ime Process Planning Product Lifecycle M a na g e Project C ment argo Service Parts Lo gistics Shipmen t Trackin g Tempera ture Con trolled Vendor M a na g e ment Wareho using Consolid ation/D econsoli Cross-D dation ocking Distribu tion Cen tre Man Fulfillme ag e m e n nt t Location Services Pick/Pac k Sub-A ssembly Vendor M a na g e d Invento Consult ry ing Delivery -To-Hom e Delivery -To-Store Finance H u ma n Resourc es Import/E xport/C ustoms Insuranc e Marketi ng/Cust omer Se Paymen rvice t Audit/P rocessin Quality g A ssuran ce Regulato ry Comp liance Reverse Logistic s Security Services Vehicle Mainten ance Advance Shippin g Notice Docume ntation ED I Real-Tim e Invento ry Visibil RFID Ca ity pable Satellite / Wireless Commu Transpo nication rtation M a na g e m e Wareho nt Syste use Man ms ag e m e n Web-Ba t System sed Ship s ment Tra cking

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www.mmdonline.com | January/February 2014

01-3PLguide&dir.indd 19

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19

14-02-12 2:13 PM

3PL Capability Guide: Services MARKETS SERVED LEGEND

OVER- MARKETS VIEW SERVED

OVERVIEW LEGEND A: Asset-Based N: Non Asset-based AN: Both

COMPANY NAME I to I Logistics Inc. J.D. Smith & Sons Limited J.P. Enterprises - Logistics Corp.

Katoen Natie Canada Kenco Logistic Services KRG Logistics Inc. KTS Logistics Inc. Kuehne + Nagel Ltd. Lakeside Logistics Inc. Lantrax North America Logistics Lean Supply Solutions Inc. Lynden International Logistics Co. Maisliner Toronto Manitoulin Transport McKenna Logistics Centres Menlo Worldwide Logistics Metro Supply Chain Group Inc. Midland Transport Mighty Expedite Milgram & Company Ltd. MIQ Logistics Mosaic Logistics Ltd. MTE Logistix Edmonton Inc. Mutual Transportation Services Inc. National Logistics Services Inc. Neovia Logistics NFI Canada OPTVIA Logistics Inc. Penske Logistics Pival International Polaris Transportation Group Porter Warehousing & Distribution Inc. Precision Total Fulfillment ProMiles Canada Inc. Propulsion + QRC Logistics (1978) Ltd. Quik X Remco ReTrans Canada Rodair International Ltd. RTL Reliable Transportation Link Ryder Canada Saddle Creek Logistics Services Sameday Worldwide Schneider National Carriers, Canada SCI Logistics SDV Logistics Inc. SGT 2000 Inc. Sherway Group SLH Transport Inc. Sotech Nitram Inc. Specialized Transportation Inc. (STI) Spencer/Butcher Group of Companies Starship Logistics Inc. Stonegate Logistics Tandet Tec Freight Technicolor Global Logistics

20

01-3PLguide&dir.indd 20

TRANSPORTATION

CUSTOMS

Areas Se rved A sset-Ba sed ISO Cert ified Distribu tors Manufa cturing Retail Service Industri es Air Bulk Dedicate d Contr act Carr Drivers iage Expedite d Fleet Ma na g e m e nt Hazardo us Mate rials High-Va lue Intermo dal Leasing LTL Ocean Rail Seaway Small Pa ck ag e TL ACE ACI C-TPAT FAST Licensed Custom s Brokers PIP

C: Canada N: North America G: Global

G NA N G N G CN G CN CN N C G G G G N N NA G NA CN C G C G CN G G C N C G N G C CN CN G G CN G N G N C G N C CN G CN CN CN N CN G CN

A A • A A AN

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MM&D | January/February 2014

14-02-12 2:13 PM

WAREHOUSING

SPECIAL SERVICES

TECHNOLOGY

Carrier S election Cross-Bo rder Forw arding Inbound Logistic s Integrate d Lo Inventory gistics M a na g e ment Just-In-T ime Process Planning Product Lifecycle M a na g e Project C ment argo Service Parts Lo gistics Shipmen t Trackin g Tempera ture Con trolled Vendor M a na g e ment Wareho using Consolid ation/D econsoli Cross-D dation ocking Distribu tion Cen tre Man Fulfillme ag e m e n nt t Location Services Pick/Pac k Sub-A ssembly Vendor M a na g e d Invento Consult ry ing Delivery -To-Hom e Delivery -To-Store Finance H u ma n Resourc es Import/E xport/C ustoms Insuranc e Marketi ng/Cust omer Se Paymen rvice t Audit/P rocessin Quality g A ssuran ce Regulato ry Comp liance Reverse Logistic s Security Services Vehicle Mainten ance Advance Shippin g Notice D o cu m e ntation ED I Real-Tim e Invento ry Visibil RFID Ca ity pable Satellite / Wireless Commu Transpo nication rtation M a na g e m e Wareho nt Syste use Man ms ag e m e n Web-Ba t System sed Ship s ment Tra cking

LOGISTICS

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www.mmdonline.com | January/February 2014

01-3PLguide&dir.indd 21

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21

14-02-12 2:13 PM

3PL Capability Guide: Services MARKETS SERVED LEGEND

OVER- MARKETS VIEW SERVED

OVERVIEW LEGEND A: Asset-Based N: Non Asset-based AN: Both

COMPANY NAME

Thomson Terminals Limited (Thomson Group of Companies) Total Logistics Group of Companies Trailcon Leasing Inc. Trans Plus Logistics Inc. Transpro Freight Systems Ltd. TST Overland Express UPS Canada UTi Worldwide Versacold Logistics Services Vimich Traffic Logistics Western Canada Express / Apex Motor Express Wheels Group of Companies XTL Logistics Inc.

TRANSPORTATION

CUSTOMS

Areas Se rved A sset-Ba sed ISO Cert ified Distribu tors Manufa cturing Retail Service Industri es Air Bulk Dedicate d Contr act Carr Drivers iage Expedite d Fleet Ma na g e m e nt Hazardo us Mate rials High-Va lue Intermo dal Leasing LTL Ocean Rail Seaway Small Pa ck ag e TL ACE ACI C-TPAT FAST Licensed Custom s Brokers PIP

C: Canada N: North America G: Global

N CN CN CN CN CN G G C CN C G N

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3PL Capability SHERWAYGROUP SHERWAY SHERWAY

WAREHOUSING WAREHOUSINGINC. INC.

Customized logistics and supply chain solutions TRANSPORTATION

• 24/7 operations • Same day/next day/ expedited service • Dedicated fleet management • GPS real-time tracking • Food-grade transportation • Retail expertise • Rockett service

WAREHOUSING

• 1 Million+ sq. ft.

• Dry and Cooler space • AIB superior warehouse rating • In-house co-packing • Food-grade storage • Organic certified • NHP certified • HACCP compliant

LOGISTICS

• Transportation management • LTL and FTL North American ground transportation • Seamless coast-to-coast distribution • Container transfers • Customs brokerage • Courier services

www.sherwaygroup.com

AXSUN INC. St. Hubert, QC 450-445-3003 info@axsungroup.com www.axsungroup.com

A52 WAREHOUSE INC. Langley, BC 866-966-0252 aweiland@a52.ca www.a52.ca

BONNEAU FREIGHT MANAGEMENT INC. Leamington, ON 519-326-0101 operations@bonneaufreight.com www.bonneaufreight.com

ACCURISTIX Oakville, ON 905-829-9927 marketing@accuristix.com www.accuristix.com

BOWDEN TRANSPORT Whitby, ON 905-665-1940 corey@bowdentransport.com www.bowdentransport.com

AFFILIATED CUSTOMS BROKERS LTD./ GLOBAL LOGISTICS Laval, QC 450-681-4555 dpaquette@affiliated.ca www.affiliated.ca

BULK PLUS LOGISTICS Burlington, ON 4037773545 ryoung@bulkplus.com www.bulkplus.com

AGILITY Mississauga, ON 905-612-7561 mshum@agilitylogistics.com www.agilitylogistics.com

www.sherwaygroup.com

CANADA CARTAGE SYSTEM Mississauga, ON 905-564-2115 info@canadacartage.com www.canadacartage.com

A.G.O. TRANSPORTATION INC. Montreal, QC 514-631-6663 ago@agotrans.com www.actionago.com

CAVALIER TRANSPORTATION SERVICES INC. Bolton, ON 905-857-6981 bledson@cavalier.ca www.cavalier.ca

ALL-CAN PRO LOGISTICS INC. Belleville, ON 613-966-0796 info@allcan3pl.com www.allcan3pl.com

CEVA LOGISTICS Houston, TX 8008884949 kathleen.norris@cevalogistics.com www.cevalogistics.com

ALL-CONNECT LOGISTICAL SERVICES INC. Oakville, ON 905-847-6555 customerservice@allconnect.ca www.allconnect.ca

CHALLENGER Cambridge, ON 519-653-6226 info@challenger.com www.challenger.com

A.N. DERINGER, INC. Saint Albans, VT 802-524-8110 www.anderinger.com

For more information on how Sherway Group can make a difference to your business, contact: Andrew Kirkpatrick, Director of Sales and Marketing Sherway Group

APL LOGISTICS Etobicoke, ON 866-896-2005 inquiries@apllogistics.com www.apllogistics.com

Tel: 905-362-9070 – Cell: 416-420-3257 Email: akirkpatrick@sherwaygroup.com – Website: sherwaygroup.com

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01-3PLguide&dir.indd 22

3PL LINKS INC. Woodbridge, ON 905-850-9002 wgrossi@3pllinks.com www.3pllinks.com

C.H. ROBINSON WORLDWIDE, INC. Eden Prairie, MN 800-323-7587 solutions@chrobinson.com www.chrobinson.com

MM&D | January/February 2014

14-02-12 2:13 PM

WAREHOUSING

SPECIAL SERVICES

TECHNOLOGY

Carrier S election Cross-Bo rder Forw arding Inbound Logistic s Integrate d Lo Inventory gistics M a na g e ment Just-In-T ime Process Planning Product Lifecycle M a na g e Project C ment argo Service Parts Lo gistics Shipmen t Trackin g Tempera ture Con trolled Vendor M a na g e ment Wareho using Consolid ation/D econsoli Cross-D dation ocking Distribu tion Cen tre Man Fulfillme ag e m e n nt t Location Services Pick/Pac k Sub-A ssembly Vendor M a na g e d Invento Consult ry ing Delivery -To-Hom e Delivery -To-Store Finance H u ma n Resourc es Import/E xport/C ustoms Insuranc e Marketi ng/Cust omer Se Paymen rvice t Audit/P rocessin Quality g A ssuran ce Regulato ry Comp liance Reverse Logistic s Security Services Vehicle Mainten ance Advance Shippin g Notice D o cu m e ntation ED I Real-Tim e Invento ry Visibil RFID Ca ity pable Satellite / Wireless Commu Transpo nication rtation M a na g e m e Wareho nt Syste use Man ms ag e m e n Web-Ba t System sed Ship s ment Tra cking

LOGISTICS

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Guide: Contacts CK LOGISTICS Saint-Laurent, QC 514-856-7580 info@cklogistics.ca www.cklogistics.ca

DHL GLOBAL FORWARDING Mississauga, ON 289-562-6500 jamie.beggs@dhl.com www.dhl-dgf.com

CLARKE TRANSPORT Concord, ON 416-665-5585 kobrien@sales.clarketransport.com www.clarkelink.com

DN LOGISTICS LTD. Maple Ridge, BC 604-380-3000 info@dnlltd.com www.dnlltd.com

COLE INTERNATIONAL INC. Calgary, AB 403-262-2771 nicole.gordon@cole.ca www.cole.ca

DOMINION WAREHOUSING & DISTRIBUTION SERVICES LTD. Toronto, ON 416-744-2438 bdineen@godominion.com www.godominion.com

CONFEDERATION FREEZERS Brampton, ON 905-791-1564 www.confederationfreezers.com CONSOLIDATED FASTFRATE INC. Woodbridge, ON 905-893-2600 sales@fastfrate.com www.fastfrate.com C.W. HENDERSON TRANSPORTATION Etobicoke, ON 416-674-5826 dhardy@cwhenderson.ca www.cwhenderson.ca DAMCO Madison, NJ 973-514-5126 www.damco.com THE DAY & ROSS TRANSPORTATION GROUP Hartland, NB 800-561-0013 custservice@dayandrossinc.ca www.dayrossgroup.com DB SCHENKER Mississauga, ON 905-676-0676 sales.canada@dbschenker.com www.dbschenker.com/ca DELMAR INTERNATIONAL INC. Montréal, QC 514-636-8800 www.delmarcargo.com

THE ERB GROUP OF COMPANIES New Hamburg, ON 800-665-2653 contactus@erbgroup.com www.erbgroup.com EVERYPOINT LOGISTICS SOLUTIONS Pointe-Claire, QC 514-426-3043 sales@everypoint.ca www.everypoint.ca EXPEDITORS CANADA INC. Mississauga, ON 905-290-6000 ric.condello@expeditors.com www.expeditors.com FARGO TRANSPORTATION SERVICES LIMITED Georgetown, ON 905-873-1199 jim@fargotransportation.com www.fargotransportation.com

FEDEX TRADE NETWORKS TRANSPORT & BROKERAGE (CANADA) INC. Mississauga, ON 9056777382 www.ftn.fedex.com FIRST CHOICE LOGISTICS - DIV. OF THOMPSON AHERN INTERNATIONAL Mississauga, ON 905-677-3471 mjohnston@taco.ca www.taco.ca

www.mmdonline.com | January/February 2014

01-3PLguide&dir.indd 23

FORT STORAGE WAREHOUSING & DISTRIBUTION Winnipeg, MB 204-488-9774 alan.s@fortstorage.com www.fortstorage.com

KATOEN NATIE CANADA Mississauga, ON 905-821-0514 canada@katoennatie.com www.katoennatie.com

MANITOULIN TRANSPORT Mississauga, ON 905-670-8990 svalenzuela@manitoulintransport.com www.manitoulintransport.com

KENCO LOGISTIC SERVICES Chattanooga, TN 800-758-3289 info@kencogroup.com www.kencogroup.com

MCKENNA LOGISTICS CENTRES Mississauga, ON 905-274-1234 sales@mckennalogistics.ca www.mckennalogistics.ca

FREIGHTMATE INC. North York, ON 416-633-4331 www.freightmateinc.com

KRG LOGISTICS INC. Mississauga, ON 905-501-7277 kbartlet@krglogistics.com www.krglogistics.com

MENLO WORLDWIDE LOGISTICS San Mateo, CA 630-449-1084 info@menloworldwide.com www.menloworldwide.com

GEORGETOWN TERMINAL WAREHOUSES Georgetown, ON 905-702-7084 hvisser@gtwcanada.com www.gtwcanada.com

KTS LOGISTICS INC. Vaughan, ON 866-270-7773 sales@kts.ca www.kts.ca

METRO SUPPLY CHAIN GROUP INC. Concord, ON 905-738-5577 rcranwill@metroscg.com www.metroscg.com

FRASER DIRECT LOGISTICS LTD. Georgetown, ON 905-877-4411 customsbrokers@fraserdirect.ca www.fraserdirect.ca

HTS FREIGHT LOGISTICS Bolton, ON 905-951-2119 john@htsfreight.com www.htsfreight.com HYPHEN TRANSPORTATION MANAGEMENT INC. Concord, ON 905-695-3817 richard.tremblay@hyphentmi.com www.hyphentmi.com INDIS Concord, ON 905-761-8251 ted.brown@muirscartage.com I TO I LOGISTICS INC. Mississauga, ON 905-362-1603 mdocherty@i2ilog.com www.itoilogistics.com J.D. SMITH & SONS LIMITED Vaughan, ON 905-669-8980 Ext 347 sales@jdsmith.com www.jdsmith.com J.P. ENTERPRISES - LOGISTICS CORP. Mississauga, ON 905-949-0046 jponeill@jpent.com www.jpent.com

KUEHNE + NAGEL LTD. Mississauga, ON 905-502 7776 info.canada@kuehne-nagel.com www.kuehne-nagel.com LAKESIDE LOGISTICS INC. Oakville, ON 905-338-4000 jeff@lakesidebesmart.com www.lakesidebesmart.com LANTRAX NORTH AMERICA LOGISTICS Surrey, BC 604-526-8729 rod@lantraxlogistics.com www.lantraxlogistics.com LEAN SUPPLY SOLUTIONS INC. Toronto, ON 866-924-5777 info@leansupplysolutions.com www.leansupplysolutions.com LYNDEN INTERNATIONAL LOGISTICS CO. Vaughan, ON 905-879-0114 salesinfo@lynden.com www.lilco.lynden.com MAISLINER TORONTO Toronto, ON 416-767-1700 noah.maislin@maisliner.com www.maisliner.com

MIDLAND TRANSPORT Dieppe, NB 506-858-5555 www.midlandtransport.com MIGHTY EXPEDITE Burlington, ON 905-332-9900 info@mightyexpedite.com www.mightyexpedite.com MILGRAM & COMPANY LTD. Montréal, QC 514-288-2161 sales@milgram.com www.milgram.com MIQ LOGISTICS Mississauga, ON 905-542-7525 contact_us@miq.com www.miq.com MOSAIC LOGISTICS LTD. Peterborough, ON 888-291-4442 gmarsh@shipmts.com www.shipmts.com MTE LOGISTIX EDMONTON INC. Edmonton, AB 780-944-9009 mteinfo@mtelogistix.com www.mtelogistix.com

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14-02-12 2:13 PM

3PL Capability Guide: Contacts MUTUAL TRANSPORTATION SERVICES INC. Oakville, ON 905-339-3889 c.chapin@mutualtransportation.com

PROPULSION + St-Colomban, QC 514-917-4575 ygagnon@propulsionplus.com

SCHNEIDER NATIONAL CARRIERS, CANADA Guelph, ON tumberd@schneider.com www.schneider.com

NATIONAL LOGISTICS SERVICES INC. Etobicoke, ON 416-246-9536 ext 7018 hmacpherson@nls.ca www.nls.ca

QRC LOGISTICS (1978) LTD. Mississauga, ON 905-791-9004 jdrew@qrclogistics.com www.qrclogistics.com

SCI LOGISTICS Toronto, ON 888-755-1528 business.development@scilogistics.com www.scilogistics.ca

NEOVIA LOGISTICS Downers Grove, IL 630-743-4156 www.neovialogistics.com

QUIK X Mississauga, ON 905-565-8811 jking@quikx.com www.quikx.com

SDV LOGISTICS INC. Saint-Laurent, QC 514-956-7870 n.painchaud@sdv.ca www.sdv.com

REMCO Lachine, QC 514-625-1022 jcohen@remco.ca www.remco.ca

SGT 2000 INC. St-Germain, QC 800-363-4216 info@sgt.qc.ca www.sgt2000.com

NFI CANADA Mississauga, ON 905-625-2300 rudy.tahmizian@nfiindustries.com www.nfiindustries.com OPTVIA LOGISTICS INC. Guelph, ON 519-823-7860 scott@optvialogistics.com www.optvialogistics.com PENSKE LOGISTICS Reading, PA 800-529-6531 logistics@penske.com www.penskelogistics.com PIVAL INTERNATIONAL Dorval, QC 5146841600 mlabarbera@pival.com www.pival.com POLARIS TRANSPORTATION GROUP Mississauga, ON 905-671-3100 pgl@polaristrarnsport.com www.polaristransport.com PORTER WAREHOUSING & DISTRIBUTION INC. Edmonton, AB 780-453-5192 porterinfo@porterwarehousing.com www.porterwarehousing PRECISION TOTAL FULFILLMENT Woodbridge, ON 905-850-5044 admin@precisiongroupag.com www.precisiontotalfulfillment.com PROMILES CANADA INC. Bowmanville, ON 888-736-4537 info@promilescanada.com www.promilescanada.com

RETRANS CANADA Toronto, ON 416-213-0131 lthompson@re-trans.com www.re-transcanada.com RODAIR INTERNATIONAL LTD. Mississauga, Ontario 905-671-4655 jeff-cullen@rodair.com www.rodair.com RTL RELIABLE TRANSPORTATION LINK Concord, ON 905-660-7766 compellingsolutions@goreliable.ca www.goreliable.ca

RYDER CANADA Mississauga, ON 800-565-8495 cluzena@ryder.com www.ryder.com SADDLE CREEK LOGISTICS SERVICES Lakeland, FL 863-665-0966 sales@sclogistics.com www.sclogistics.com SAMEDAY WORLDWIDE Mississauga, ON 905-676-8960 kal.atwal@dayandrossinc.ca www.sameday.ca

SHERWAY GROUP Mississauga, ON 416-420-3257 akirkpatrick@sherwaygroup.com www.sherwaygroup.com SLH TRANSPORT INC. Kinston, ON 800-661-2146 marlena.singh@slh.ca www.slh.ca SOTECH NITRAM INC. Laval, QC 877-664-8726 ventes@sotechnitram.com www.sotechnitram.com SPECIALIZED TRANSPORTATION INC. (STI) Fort Wayne, IN 800-234-2788 marketing@stidelivers.com www.stidelivers.com

SPENCER/BUTCHER GROUP OF COMPANIES Windsor, ON 5199449200 gspencer@butcherent.com www.spencerbutcher.com

TST OVERLAND EXPRESS Mississauga, ON 905-625-7500 marketing@tstoverland.com www.tstoverland.com

STONEGATE LOGISTICS Mississauga, ON 905-671-9072 wayne@stonegatelogistics.com www.stonegatelogistics.com TANDET Oakville, ON 905-603-2310 lwoodruff@tandet.com www.tandet.com

UPS CANADA Mississauga, ON 905-364-5941 mmendes@ups.com www.ups.ca

TEC FREIGHT Mississauga, ON 905-828-8132 info@tecfreight.com www.wesolveit4you.com

UTI WORLDWIDE Long Beach, CA 562-552-9400 mvalentine@go2uti.com www.go2uti.com

TECHNICOLOR GLOBAL LOGISTICS Camarillo, CA 805-445-3093 supplychain@technicolor.com www.technicolorgloballogistics.com

VERSACOLD LOGISTICS SERVICES Vancouver, BC 800-563-2653 info@versacold.com www.versacold.com

THOMSON TERMINALS LIMITED (THOMSON GROUP OF COMPANIES) Toronto, ON 416-240-0897 sales@thomsongroup.com www.thomsongroup.com

VIMICH TRAFFIC LOGISTICS Tecumseh, ON 800-284-1045 ron@vimich.com www.vimich.com

TOTAL LOGISTICS GROUP OF COMPANIES Vaudreuil-Dorion, QC 450-424-1700 jzeppetelli@totallogistics.com www.totallogistics.com

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STARSHIP LOGISTICS INC. Georgetown, ON 800-465-7827 francisr@starshiplogistics.ca www.starshiplogistics.ca

TRAILCON LEASING INC. Mississauga, ON 905-670-9061 mkrell@trailcon.com www.trailcon.com TRANS PLUS LOGISTICS INC. St. Laurent, QC 514-332-5020 vincent@trans-plus.com www.trans-plus.com TRANSPRO FREIGHT SYSTEMS LTD. Milton, ON 905-693-0699 info@transprofreight.com www.transprofreight.com

WESTERN CANADA EXPRESS/ APEX MOTOR EXPRESS Concord, ON 905-738-2106 bpoe@apexltl.com www.westerncanadaexpress.com WHEELS GROUP OF COMPANIES (WHEELS INTERNATIONAL; WHEELS MSM; WHEELS LOGISTICS) Mississauga, ON 905-602-2700 jgrush@wheelsgroup.com www.wheelsgroup.com XTL LOGISTICS INC. Mississauga, ON 416-742-3883 craig.germain@xtl.com www.xtl.com

MM&D | January/February 2014

14-02-12 2:13 PM

DATA CAPTURE

RFID’s star continues to rise MM&D Staff

users. IDTechEx Research expected 3.1 billion passive UHF RFID tags to be sold in 2013.

A

ccording to a new RFID sector survey (RFID Forecasts, Players and Opportunities 2014-2024)

by IDTechEx Research, the RFID market will increase from $6.98 billion in 2012 to $7.88 billion, and will reach $23.4 billion in 2020. This includes tags, readers and software/services for RFID cards, labels, fobs and all other form factors—for both passive and active RFID. The market for RFID has grown steadily despite the economic meltdown due to the diverse nature of its applications from tagging retail apparel to transport ticketing to animals.

Historically and today, governments have driven most RFID orders as they improve efficiency (transit systems), safety (passport tagging) and protect industries (animal tagging).

Since 2000 there has been a strong push to use passive RFID to improve supply chain visibility, with a wide range of investment in new RFID technologies, new standards and much publicity. Inevitably, as with most new technologies, aspects were over-hyped and demand not in sync with capacity, but as we entered 2010 the industry emerged from the hype cycle and over the following years until now, has entered a period of rapid growth and profitability for some. There are different rates of growth for different applications and many challenges, and opportunities still exist. In total, IDTechEx finds that 5.9 billion tags will be sold in 2013 versus 4.8 billion in 2012.

The last five years has seen consolidation throughout the value chain in passive UHF RFID with some companies emerging in true phoenix-from-ashes style. This is mainly driven by one application—retail apparel— which demanded 2.25 billion RFID labels in 2013. As in most emerging technology, there will be blips along the way, such as the current UHF RFID litigation. But we do not believe this is a show stopper—no-one makes money then.

After apparel tagging, passive UHF is deployed in many different application areas for asset tracking and other applications.

These are small volumes in their own right, but add up to hundreds of millions of tags per year given the strong payback they give January/February 2014

01MMD-DataCapture.indd 25

For more details on the study, visit www.idtechex.com/rfid.

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25

14-02-11 5:46 PM

Materials handling innovation at Modex Destination Atlanta from March 17 to 20

By MM&D staff

M

odex 2014 will include more than 800 exhibits over the course of four days from March 17th to 20th at the Georgia World Congress Center in Atlanta, Georgia. The 250,000-sqf show floor will feature manufacturing, distribution, and logistics solutions for the supply chain.

MODEX 2014 attendees can choose from a variety of educational sessions covering the latest manufacturing and supply chain trends, technologies and innovations.

The Supply Chain Conference will include three keynotes and over 100 educational sessions. The keynotes are: Shipping Trends for Global Supply Chains by Edward Bastian, president of Delta Airlines; A Conversation with Lee Scott, American businessman and former CEO of Wal-Mart, moderated by Mitch MacDonald, president and CEO of AGILE Business Media, LLC; and a Preview of the MHI Industry Report, with George Prest, CEO of MHI and Scott Sopher, principal with Deloitte Consulting LLP. This year the show is co-located with the Supply Chain & Transportation USA Exhibition & Conference (SCT).

Here are some highlights of the new technologies that will be on display.

Dematic is offering the “Picking Palooza” at the show. A variety of piece-picking solutions for order fulfillment operations and kitting applications will be on display. Each picking solution featured supports different activity profiles so users can evaluate solutions appropriate for their requirements: slow/ medium/fast rate, low-high number of SKUs, and low automation to high automation.

Applied Energy Solutions will be exhibiting its battery charging solutions. The company will be featuring its award-winning Lithium Ion Superion Charger and its Maverick High-Frequency Fast 26

01MMD-Modex.indd 26

Charger, along with other products.

The company manufactures battery-charging applications, and has recently released several new products that offer opportunity- and fast-charging capabilities.

The Superion Lithium-Ion charger and battery pack received MHI’s Innovation Award in 2014 for its ability to provide pallet jacks with more energy-dense and cost-effective battery power than the traditional lead-acid battery.

ARPAC will be featuring the Semi-Automatic Pro Series LP Wrap-N-Weigh, a heavy-duty pallet stretch wrapper with a 4,000-lb capacity. Integrated with a precision scale and digital controls, it combines wrapping and weighing into one operation. This model is available in high-profile (for forklift loading) or lowprofile for pallet-jack loading. This machine can be customized with extended towers for taller loads, and split frames for odd-sized larger loads.

Modex visitors will have a chance to see how drones may soon offer a cost-effective and scalable alternative to traditional palletizing methods at the Emulate 3D booth. With little superstructure or hardware to install, a drone-based palletizing solution could be deployed rapidly, and should be capable of a relatively high, sustained load throughput. Although the current limitation on their usefulness is clearly the weight of the carried load, this is not seen as insurmountable in the medium term—interest from companies like Amazon will continue to drive battery and control development.

Emulate3D develops cost-effective dynamic 3D industrial simulation modeling software products that facilitate the demonstration, understanding, and sale of automated material handling systems. It is partnered with Qimarox, a Netherlands-based manufacturer of components for material handling systems, including palletisers and vertical conveyors.

Power Automation Systems (PAS) will have a PowerStor automated pallet storage system in operation, along with a semi-automated PAS Voyager system. PAS is also demonstrating its newest WMS software, PASWare 3.0. Also on display will be the robotic vehicles, known as Aisle Way Carts (AWCs) and Row Rail Carts (RRCs), used in the PowerStor automated system and the PAS Voyager system.

MM&D | January/February 2014

14-02-12 11:04 AM

Seegrid will demonstrate its new GWS35 walkie stacker. MODEX will be the first time the GWS35 will be demonstrated for the materials handling industry. The GWS35 automatically picks, drops, stacks and puts away loads up to 72in. Previously, the Seegrid flexible AGV suite included only automatic horizontal transportation of goods. Seegrid will be giving attendees an opportunity to win a fully installed GWS35 walkie stacker.

Kardex Remstar will display an expanded product line of Shuttle XP Vertical Lift Modules (VLM) and Megamat RS Vertical Carousels. The Shuttle XP VLM ranges from light-duty storage in the 250 model, to heavy-duty storage in the new Shuttle XP 1000 model, with a 1000-kg capacity per tray.

Integrated Systems Design (ISD) is introducing a full range of guaranteed manual, semi-automated and automated order-picking systems. ISD systems match an organization’s SKU profile, floor space, labour, throughput and velocity requirements. Being a consultant and integrator allows ISD to be technology and brand neutral. This allows ISD’s order picking and fulfillment systems to be designed with performance first and foremost to mitigate customers’ risk and help to assure success.

ORBIS Corporation will reveal its “5-Step Supply Chain Optimization Process”. The company says this will be the first opportunity for audiences to receive a personal first-hand tour of this process from the experts who manage it.

ORBIS will also showcase new reusable pallets, totes, bulk containers and trays for the food, beverage, consumer product and industrial supply chains.

Columbia Machine will demonstrate the Load Transfer Station with Pallet Cart. The LTS-C can transfer products that are packaged in cases, barrels, drums, bags and pails from one pallet type to another, including Plastic, CHEP and GMA pallets that are commonly used in both receiving and shipping applications.

Ravas will show its iForks Touch, wireless scale forks that can be installed on any forklift truck in three minutes. Besides the iForks Touch, Ravas will show the ProLine Touch, a hand pallet truck scale, which weighs loads in 0.2-lb increments. MM&D

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01MMD-Modex.indd 27

14-02-12 11:04 AM

way Make for the Diesels

New Clark trucks with 3.6 diesel Clark Material Handling Company has released its C40-55 Series (8,000 to 11,000lb pneumatic tire lift trucks) with Tier 4 Final Compliant Engines. The new series trucks use the Deutz TD3.6 diesel engine with a common rail direct injection fuel system delivering 74hp at 2200rpm and 243ft/lbs of torque at 1600rpm. The advanced design and efficiency of the Deutz engine is tier 4 final compliant without the need for costly additional diesel particulate filters, UREA additives or time-consuming “burn off ” cycles.

Toyota 8 series with 1ZS engine

Toyota 8-Series

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01MMD-Forktrucks.indd 28

Toyota Material Handling, USA, Inc (TMHU) has expanded its 8-Series lift truck line with the introduction of a new 3,000- to 6,500-lb capacity diesel series powered by a clean-burning Toyota engine. The 8-Series small-capacity lift trucks offer significant advancements in durability, ergonomics, productivity and fuel efficiency, while meeting US EPA Tier 4 Final diesel engine standards.

The newest lift trucks expand Toyota’s comprehensive diesel pneumatic line, which now provides 3,000to 17,500-lb capacity models that meet the federal EPA Tier 4 Final regulations.

“Toyota’s new small-capacity diesel lift trucks reflect innovations in product design and fuel efficiency and take lift truck productivity to a whole new level,” said Jeff Rufener, president of TMHU. “Our customers can expect a quality lift truck that exceeds the performance demands of tough workplace environments with the added benefit of achieving up to 25 percent greater fuel efficiency over previous models.”

Powering the small capacity 8-Series line is the powerful 1ZS engine, designed for industrial operation and built by Toyota Industries Corporation (TICO), manufacturer of more than 15 million engines to date.

The new 1.8-litre, 3-cylinder engine has the latest electronic fuel injection system with Controller Area Network (CAN-BUS) technology to deliver substantial improvements over the previous 4-cylinder engine it replaces. Thanks to new engineering advancements, Toyota’s 8-Series engine maintains the horsepower and increases the torque, as the previous engine, while achieving greater fuel savings.

To meet today¹s emissions requirements, the 1ZS electronic common rail fuel injection system works in conjunction with an intercooled, variable nozzle turbocharger and a Diesel Oxidation Catalyst (DOC), minimizing emissions and particulate matter to levels, meeting the Tier 4 Final emissions standards. The result of these advancements equates to less downtime, lower costs and increased productivity compared to other solutions in use today, such as Diesel Particulate Filters (DPF).

In addition, the 8-Series small capacity diesel line offers additional benefits including: • Load Sensing Power Steering that provides steering assistance only when needed, reducing demand on the engine and hydraulic system, and increasing fuel efficiency. Combined with the new 1ZS engine, Toyota says it provides up to a 25 percent fuel savings over the previous engine.

• Automatic Idle-up System that allows feathering of the hydraulic lift lever under load for fast, efficient and smooth load handling.

• Eco Mode to help improve truck fuel efficiency over the course of the work day with minimum power reduction, by optimizing the performance curve of the engine to work conditions.

• Auto Engine off that automatically powers down the lift truck after a user programmable preset amount of time to save both fuel and unnecessary wear and tear on the engine.

The new lift trucks will be manufactured at Toyota Industrial Equipment Mfg, Inc (TIEM), in Columbus, Indiana.

MM&D MM&D | January/February 2014

14-02-12 12:20 PM

An open and shut case Big doorways need fast doors

By Kurt Angermeier

F

or most plants and distribution centres, the dozens of dock doors in the receiving and shipping departments get products in and out of the building. Being open much more than they are closed, the dock doors have the potential for tremendous energy loss, especially in very busy facilities where one truck after another is loaded and unloaded. So while these doors are shut briefly, dock seals around the doorway and sealing systems inside the dock levelers stop energy loss and protect the productive environment inside the building.

To handle larger loads—raw material and equipment—both in the building and out in the yard, most manufacturing and distribution facilities have additional massive doorways. These openings serve important functions, but they present major challenges for building management. With these massive doors having an area comparable to good-sized bedroom floor plan, their operating expenses include the thousands of dollars in heating/cooling energy that pours out of the building, along with potential maintenance.

Space is tight within most industrial/distribution facilities, and people work in proximity to the doorway.

When temperatures hit the extreme on either end of the thermometer and the doors remain open for long periods of time, the productivity of those nearby suffers. Windy days can be especially disruptive in these areas. Any building control system serving the area ends up working harder, driving up energy costs.

Door speed is a big factor in minimizing building exposure to energy loss through large doorways and the effects of the weather. As noted by the facilities manager for a plant that moves large parts and machinery in and out of their building, “Our solid panel doors would take a minute and a half to open.

In the winter, if the doors were opened to move in a part stored in the yard, it would take a while to recover the heat loss in the building.”

These doors may open and close hundreds of times a day. The time that vehicles wait for the doors to open aggregates to hundreds of hours over the course of a year, cutting into material handling productivity and equipment return on investment during the idle time. Some companies have resorted to using their lumbering solid panel door for off-hours lock-up only and adding a fabric roll-up door to handle the traffic during the working day.

But for those days with high temperature differentials between inside and outside, the thin curtain offers no

www.mmdonline.com | January/February 2014

01MMD-DockEquip.indd 29

insulation. This arrangement also means twice the maintenance costs.

Rigid slat roll-up style doors are available that combine the protection of solid panels and the speed of roll-up fabric curtains. Door manufacturers have juiced up the speed of these doors to up to 60 inches per second, minimizing doorway exposure. Vehicles approaching these rapid doors can enter the facility through a 16-foot high doorway in a little over three seconds.

Once closed, the doorway is tightly sealed along all four sides. Users have found the increased productivity of employees in adjacent areas confirms the effectiveness of the reduced drafts and airflow, and by energy audits confirming savings of seven percent or more, depending upon the prevailing climate.

With doors this large, maintenance is another major issue. Losing just one of these massive doors can cause considerable disruption to traffic flow and leave the doorway unprotected against energy loss and intruders.

Conventional doors generally need to be replaced often, and because of their slow speed are prone to being hit as traffic goes through the doorway. Their conventional moving parts wear down frequently, especially considering the weight they have to bear from the panels. These parts require frequent maintenance and lead to downtime. Due to their high speed, these newer door pull out of the way of passing traffic faster, preventing collisions and damage.

These newer roll-up doors are technically advanced, replacing mechanical operating parts with electronics.

Their operating systems can include intelligent processors and variable frequency drives, and can generate an energy-efficient speed curve for smooth motion, soft starting and stopping, for longer door life. Most of the adjustments can be made at ground level, getting the door back in operation in minimal time.

Energy conservation and sustainability will continue to be big issues, especially for those facilities that seek to be LEED-rated. The speed provided by these doors not only beats the clock for more efficient operation, but the electricity and gas meter as well.

MM&D

This spiral, roll-up style door provides solid protection for the ground-level doorway at this DC, yet provides a fully open doorway in under three seconds.

Kurt Angermeier is vice-president marketing, with Rytec High Performance Doors.

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14-02-11 5:46 PM

It’s all downhill from here Flow storage systems can net significant savings

By MM&D staff

W

hich systems enable pallet warehouses with medium to high turnover rates to run particularly economically? This question, posed by planners and purchasers throughout the logistics sector, is answered by a comparative study based on extensive calculations made by the management consulting firm Intralenco, based in Wiehl/Germany, and commissioned by Interroll.

According to its findings, modern flow storage systems—depending on warehouse size and turnover speed—can reduce monthly costs per pallet position by up to 28 percent compared to manual radio-shuttle solutions. At the same time, warehouse capacity can be increased by up to 50 percent—which makes flow storage systems an option worth considering in most cases, including modernization projects.

In order to compare the operating costs of the various storage systems, Intralenco ran a series of comprehensive calculations that factored in initial outlay on hardware, assembly, utilization of floor space, energy costs, workforce requirements and depreciation. Flow storage and radio-shuttle systems of varying sizes (1,000, 3,000 and 5000 pallet positions) and turn rates (12, 24, 36, and 48 per year) were compared as part of this exercise.

The results show that the cost benefit of flow storage systems over radio-shuttle solutions rises significantly in direct relation to the speed of turnover and number of required pallet positions. Reduced staff costs and fewer 30

01MMD-Racking.indd 30

forklifts are required. In addition, the growing diversity of items now being warehoused can require complicated, time-consuming and thus costly transfer of shuttles used in different storage lanes.

“Performance and reliability, combined with the lowest possible operating costs are the key to successful material flow solutions…The savings made on operating costs mean any initial investment on such flow storage systems is generally recovered in fewer than two years,” said Bertrand Reymond, managing director of the global Interroll Centre of Excellence in La Roche sur Yon, France.

In an end-to-end economic assessment, not only the initial investment but also the ongoing operating costs play a particularly important role. For instance, a 2012 study showed that flow storage systems reduce the overall operating costs of internal logistics.

“Flow storage systems offer a manageable and highperformance logistics solution for production, sales and after-sales service. Wherever a limited number of fast-moving items are involved and sustainable logistics is a strategic goal, flow storage systems are hard to beat,” says study author Lothar Schulze of Gottfried Wilhelm Leibniz University in Hannover.

Modern dynamic storage systems are characterized by lane structures. Individual lanes are equipped with non-powered rollers. Movement of the loading units (eg pallets) from entry into the lane through to the unloading position is generated by gravity. The loading units “flow” through the lane over slightly declined roller conveyors. There is no need to handle the pallets using shuttles powered by electric motors.

Along with high availability and economical operating costs, flow storage systems offer a range of other benefits. They can be adapted for use in integrated order picking or dispatch/provisioning systems, and they can handle different pallet sizes.

MM&D MM&D | January/February 2014

14-02-12 12:53 PM

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14-02-12 10:32 AM

LEARNING CURVE

Sobering thoughts: substance abuse in the workplace T Tracy Clayson

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he 2012 movie Flight tells the story of Whip Whitaker, an airline captain who abuses alcohol and drugs on and off the job. When the plane he is flying crashes, killing some of his passengers and crew, he tries to hide the fact that he was inebriated at the time. Sure, it’s a Hollywood film, but it makes wonder you how often the public is exposed to such dangers.

A September 2013 Statistics Canada study says 10 percent of Canadians reported symptoms consistent with several mental health or substance use disorders in the previous 12 months. The disorders measured by the survey were: abuse of or dependence on alcohol, cannabis or other drugs, major depressive episode, bipolar disorder and generalized anxiety disorder.

From these numbers, we know this problem impacts the workplace. In 2013 a Canadian Centre for Substance Abuse report indicated that addictions cost the Canadian economy $24.3 billion in lost productivity. Add health care, policing and security costs, costs due to possible workplace theft, and recruiting and retraining costs and the total swells to $39.8 billion.

But, companies can play an important role in addressing or preventing substance abuse in the workplace.

First, they must have a policy and ensure management knows how to address substance abuse problems.

Managers should be able to spot the clues—including attendance issues, obvious or minimal signs of intoxication, errors in judgment, changes in behavior and attitude, avoidance, lack of concentration—and then take action. In fact, employers have a legal obligation to do so.

At the same time, employees must have a clear understanding of company policy and procedure around substance abuse, and of the disciplinary actions that could result.

The transportation industry is deemed a high-risk sector, so it has a responsibility to ensure public and workplace safety is maintained. As a response to employee engagement and wellness process requirements, many companies offer Employee Assistance Programs (EAP) for issues such as depression, divorce and substance abuse.

Further, companies have a joint responsibility to provide employee support, as well as risk management procedures, to reduce exposure due to employee misconduct. There are stringent protocols for security and safety legislated in some industries—such as

trucking services in the US. As a requirement for US Department of Transportation compliance, Canadian carriers must have pre-employment drug and alcohol testing and random testing programs for US-bound truck drivers.

Where transportation companies are concerned, there had been an historical grey area around drug and alcohol testing. But now, even carriers with a pool of drivers who only do local work (staying within a province or the country) may be tested, due primarily to a decision of January 8, 2005. In the case, Trimac Transportation was challenged by its union with respect to the random testing requirement for drivers operating only in Canada. Non-US bound drivers opposed the testing on the basis of privacy, but the ultimate decision allowed Trimac Transportation to maintain the right to test. The Federal Human Rights Commission Arbitrator determined the human rights requirement did not outweigh the risks to public safety.

There are other serious risks to consider. For example, a company acting prematurely by firing an employee can be charged with discrimination by the employment law tribunal. It pays to do everything by the book.

Of course, even if a company takes proper measures to screen when an employee is suspected of being visibly impaired, things can get missed. Employees may be abusing drugs and/or alcohol but staying at legal blood alcohol levels (BALs). For example, the US National Highway Traffic Association states that alcohol impairs a driver’s ability at a BAL of 0.02 percent but 0.10 percent is the lowest level tested.

So people can be impaired in the workplace and not be disciplined.

Since a percentage of the Canadian workforce clearly suffers from substance abuse problems, companies should ensure information on prevention and treatment is available and well understood by employees and managers.

But employers don’t have to be held hostage. Yes, addiction is considered a disability and employers have a duty to accommodate employees by giving them time to seek treatment when required. But, if all the proper steps are taken and then treatment is refused, an employee can—and must—be terminated MM&D Tracy Clayson is managing partner, business development of Mississauga, Ontario-based In Transit Personnel. tracy@in-transit.com MM&D | January/February 2014

14-02-11 5:48 PM

LEGAL LINK

“I was only following orders” Employees can be personally liable for corporate deceit

I

n the recent case of XY, LLC v. Zhu, the BC Court of Appeal confirmed that employees of a company can be personally liable, and not shielded by the corporation, for their role in the breach of a technology license agreement by their employer and for their active participation in committing the tort of deceit.

The plaintiff, XY, LLC (“XY”), as licensor, entered into a technology license agreement with one of the defendants, JingJing Genetic Inc (“JingJing”), as licensee, and a member of a group of corporations known as the “IND Group”. The technology makes it possible to separate X- and Y-chromosomes in bovine spermatozoa allowing sex-selection in the production of calves. The Agreement required JingJing to pay a royalty based on its revenues from the number of embryos and the amount of sperm it sold in China thanks to its use of the technology.

The trial judge found JingJing breached the contract and committed the tort of deceit by falsifying its records to significantly underpay the royalties it owed to XY. The controlling shareholder of JingJing, Jesse Zhu, and two of its employees, Jin Tang and Selen Zhou, were also found to have committed the tort of deceit and were jointly and severally liable, with JingJing, for the payment of damages in excess of $8 million.

By the date of trial, JingJing declared bankruptcy.

It was, therefore, critically important for the plaintiff to be able to recover its damages awarded at trial from the personal defendants. The defendants, except JingJing, appealed.

Appellate court decision The BC Court of Appeal upheld the trial judge’s finding that the three personal defendants were personally liable and that they were not shielded by the corporate vehicle for liability for their active participation in deceiving XY. The Court stated: “...It appears to be the law in Canada that as long as tortious conduct on the part of an employee or agent of a corporation (or any other employer) is properly pleaded and proven as an “independent” tort by the employee or agent, the wrongdoer can be held personally liable, notwithstanding that he or she may have been acting in the interests of (and at the behest of) the employer or principal...”

“In any event, it is clear that fraud or fraudulent conduct has historically fallen into an established category in which personal liability has been imposed on agents and employees...”

“In the result, it cannot in my view be said that the www.mmdonline.com | January/February 2014

01MMD-ll.indd 33

claims of deceit or civil conspiracy were not available to XY against the Personal Defendants as a matter of law merely because they were employees of JingJing and acting in the course of their duties to further the objectives of JingJing.”

The two personal defendants, who were merely employees of JingJing, further argued that in carrying out the conduct complained of, they were “only following orders” and could not be expected to refuse to carry out the scheme apparently devised by their boss, Mr Zhu, the directing mind of JingJing and the IND Group.

The Court of Appeal agreed that an employee who simply carries on doing the job he or she has always done, despite that his or her typing or bookkeeping may assist in the fraud, should not without more be regarded as a fraudster or conspirator himself or herself.

However, in this case, the trial judge found that Zhou and Tang went beyond mere bookkeeping or “typing” lab reports and Mr Zhu’s instructions.

Rather, both defendants actively assisted in devising how best to deceive XY. Therefore, their acts were “tortious in themselves” and were not part of their regular duties. As a result, the “following orders” defence asserted on behalf of Tang and Zhou was rejected by the Court of Appeal.

Marvin Huberman

A cautionary tale This case is a very important decision for both employers and employees. It thoroughly analyzes the relevant principles of law and applies them to the pertinent facts, resulting in personal liability for employees of a company for their role in assisting their employer in carrying out a fraud.

In those circumstances, the Court extended liability to the three personal defendants who were not shielded by the corporate vehicle from liability for their active participation in the commission of actionable civil wrongs. It then held the personal defendants liable to personally pay damages assessed in excess of $8 million.

MM&D Marvin J. Huberman, LLM, (www.marvinhuberman.com) is a Toronto trial and appellate lawyer, mediator and arbitrator.

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14-02-11 5:48 PM

MATERIALS HANDLING

Is there a drone in your future?

Supply chain applications for unmanned aerial vehicles

U Dave Luton

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sing an idea from an old comic book would seem far-fetched for developing potential applications for a new logistics technology, but that is where our column starts today. Oldsters like myself remember that Superman was “Able to leap tall buildings with a single bound.” That is one of the potential applications for new drone technology that small package delivery companies would love to use, as transportation delivery technology today can only handle two dimensions.

Imagine the potential for downtown city delivery if you had a technology that was not ground-based, but three-dimensional, to solve the nightmare of apartment and office tower deliveries. In a perfect world delivery right to the user’s floor. Of course there might be an interesting cost saving side benefit if you could do it without any of today’s ground based concerns about city traffic. While overcoming the third dimension of logistics in downtown cities, there is a need to consider the problem of obstacles like wires, and the real risk of the consequences of a crash.

There is a characteristic of Canadian cities, however, that makes them potentially suitable for a drone logistics application. To understand that we have to go back to the founding of our country. Water transportation was the only efficient mode available. It led to the founding of many of our major cities, but also left them with an interesting metropolitan area water barrier.

As you go from coast to coast in Canada from Halifax-Dartmouth to Montreal-South Shore right to Vancouver-North Vancouver, it is amazing how many have a major water barrier dividing parts of their metropolitan areas. Large bridges have been required to overcome the water obstacles.

But imagine if, instead of crossing a bridge, you could fly over the water anywhere, using a drone.

Obstacles are limited over the water, and those that

exist can be identified and avoided. Travel by drone is possible not only across a river, but also along a river or water barrier. Imagine the potential for intracity travel if you could use the existing water network as your highway.

Even cities that do not have obvious water pathways within their limits, like Toronto, could use them for broader urban travel. Lake Ontario would allow a Toronto to Hamilton route, or a drone could fly from Montreal to Quebec City over the St Lawrence.

In addition to local deliveries, there are some interesting potential long-distance applications in Canada, particularly for business-to-business logistics. But to take full advantage of these, you have to first reinvent what you mean by a ‘logistics drone’. The drones being popularly discussed lately are those used in modern military applications. These, however, are severely limited in their payload capacity.

Most people forget that the first commercial airline in revenue service did not use fixed-wing aircraft but rather relied on rigid airships popularly called the Zeppelin, for their German inventor. These have an interesting application in Canada’s far north where there are no roads except winter ice roads. The big advantage is they can be scaled up to handle large payloads of both weight and cubic volume. If global warming is the way of the future, maybe these ‘airship’ drones will be the logistics vehicles of the future.

Certainly there are a lot of mines that can use them for critical shipments like spare parts and maybe even for outbound shipments.

Another supply chain drone application is enhanced management control and security in larger facilities.

This is an expansion of the old management technique of “management by walking around” on a larger scale.

An example is large transport yards for operations like identifying trailers and placing them in open positions.

Perimeter security for large manufacturing and warehouse facilities is another drone application.

They can cover a wider area and use sensing technology like infra red, which means the bad guys cannot use the cover of darkness to hide.

These examples only scratch the surface of logistics application for drones. Which ones are commercialized first will be interesting to watch.

MM&D Dave Luton is a consultant in the greater Toronto area. dluton@cogeco.ca MM&D | January/February 2014

14-02-12 12:19 PM

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