Global Supply Chain May 2025 Issue

GWC Logistics Empowering Efficiency

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All eyes were on the UAE with the recently concluded IATA World Cargo Symposium. We bring you exclusive interviews with the CEO of Wiremind and the Founder and CEO of CargoAI who were some of the main participants of the event.

Our cover story features GWC’s Acting Group CEO, Matthew Kearns, who shares the growth strategy of his company that is transforming logistics in the region. Find out more about dnata Logistics from its Managing Director, Sean Bradley who offers his perspective with us.

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Vice President of FedEx Middle East and Africa operations, Taarek Hinedi, draws a spotlight on multimodal logistics. We also bring you insight from Basatne which is tackling e-waste. We offer you the opinion of Global GSA Group’s CEO, Ismail Durmaz. He explains how his group has managed to stay in business for 30 years. Our issue is also packed with information on trucking from United Diesel. We go behind the scenes with Addverb and Logitech as well.

This besides all the regular breaking news from the world of supply chain and air cargo besides many insightful guest columns, make for an action-packed issue.

For a change, I’d like to end with some food for thought. “Without logistics, the world stops.” – Dave Waters

We wish you a pleasant read.

Abigail Mathias Editor

abigail@signaturemediame.com www.globalsupplychainme.com

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Empowering efficiency: GWC Logistics delivers excellence at every turn

GWC Logistics, officially known as Gulf Warehousing Company

Q.P.S.C (GWC), is a leading logistics and supply chain solutions provider based in Qatar. Offering a wide range of services, including warehousing, distribution, project logistics, and relocation services, GWC was the official logistics partner for the FIFA World Cup 2022, showcasing their expertise in handling large-scale events.

GWC is known for its innovative solutions, such as the GWC Flow Port, which facilitates efficient cargo movement across borders. Speaking exclusively to Global Supply Chain, GWC’s Acting Group CEO, Matthew Kearns, shares the growth strategy of a company that is transforming logistics in the region.

GSC: GWC has seen rapid growth over the past few years. How do you plan to build on this in 2025?

MK: The GCC logistics industry is evolving at an unprecedented pace, with projections exceeding $100 billion by 2030. At GWC, we’re helping to drive this transformation. Our focus remains on expanding, innovating, and shaping the future of logistics in the region and beyond.

Over the past two decades, we’ve established a strong regional presence, built on trust, innovation, and consistent performance. As we step into the next chapter, 2025 marks a pivotal year of accelerated growth. We’re scaling our operations, enhancing our diverse service portfolio and expanding our presence across key markets.

In Saudi Arabia, were advancing strategic infrastructure developments to support long-term growth and regional connectivity. In Oman, we’re reinforcing our presence and expanding capabilities to meet evolving market needs. And here in Qatar, we’ve recently inaugurated a new supply base in Ras Laffan Industrial City, adding another strategic asset to our growing network. But this is just the beginning. With e-commerce logistics growing across the region, we’re making bold investments in infrastructure and technology to deliver faster, cheaper more reliable supply chain solutions. At the same time, we’re intensifying our focus on regional connectivity - leveraging Qatar’s worldclass logistics infrastructure through new innovations. A standout example is our new re-export product GWC Flow Port that’s has been designed to tackle the port congestion issues we are seeing in the region by offering fast, reliable cargo movement from China to Saudi Arabia.

Matthew Kearns GWC’s Acting Group CEO

“The GCC logistics industry is evolving at an unprecedented pace, with projections exceeding $100 billion by 2030. We’ve set clear targets, like reducing Scope 1 and Scope 2 emissions by 3% and 6% respectively by 2030.”

2025 will be a pivotal year as we take our growth to the next level, setting new benchmarks in the industry.

GSC: What new projects is GWC currently working on?

MK: As part of our growth strategy, we have several exciting projects in the pipeline that will strengthen our position as one of the region’s leading logistics providers. Our focus is on strategic expansion, innovation, and sustainability - ensuring that we grow in a way that adds long-term value to our partners and communities.

We’re actively expanding our footprint with new specialised warehouses, logistics hubs, and acquisitions, both within the region and further afield. At the same time, we remain committed to sustainable growth. Our successful water and waste recycling initiatives are already driving progress toward our goal of reducing waste by 20% by 2030.

In a landmark move, we’ve also just announced one of the largest private solar energy projects in the region. The initiative will see us develop solar farms across several strategic warehouse locations generating enough clean power to offset close to a third of our energy requirements. It is estimated we will produce nearly 50,000 megawatthours (MWh) of clean energy each year - eliminating around 25,000 metric tons of carbon emissions. That’s the equivalent of planting over 405,000 trees, powering 1,900 homes for a year, or charging more than 3.1 billion smartphones.

As mentioned, another key priority is e-commerce logistics. We recently partnered with Huawei to streamline e-commerce deliveries across Qatar, leveraging our extensive network and last-mile expertise to provide faster, more efficient service for shoppers. We’re looking to make more

investments in digital technology to support the region’s Micro, Small and Medium-sized Enterprises so their online shops can interact with physical logistics infrastructure that we offer.

GSC: What is the GWC strategy to dominate the GCC’s logistics sector?

MK: Our goal is to make GWC the most trusted and forward-thinking logistics provider in the region. And we’re making that happen by staying ahead of the curve.

Our vision is built around four core pillars: Growth, Reliability, Innovation, and Impact. These pillars shape everything we do - from expanding our international footprint to pioneering new solutions for our clients and strengthening our partnerships.

Logistics is evolving fast, and we’re integrating tech such as AI and automation to build smarter, faster, and more transparent supply chains. Our collaboration with Huawei is just one example of how we’re pushing boundaries in e-commerce logistics.

But growth isn’t just about business - it’s about impact. We’re committed to sustainability, from investing in clean energy to cutting waste, ensuring we create lasting value for our customers, partners, and communities.

GSC: What challenges has GWC faced due to global supply chain disruptions, and how have you overcome them?

MK: The past few years have tested global supply chains like never before with disruptions, delays, and global uncertainty. Even now, ports across the region are seeing congestion issues. At GWC, we’re facing these challenges head-on, by means of turning them into opportunities to reinforce the region’s logistics resilience and offering clients smarter, more agile solutions.

A key advantage lies in our ability to fully leverage Qatar’s world-class logistics assets.

GWC Flow Port is a prime example - by capitalizing on lower port congestion in Qatar, our extensive fleet of more than 1,600 vehicles, and our strategic presence within free zones, we’re able to offer highly costeffective, end-to-end solutions. Few logistics

providers can integrate these capabilities within a single country, and even fewer can tie them together seamlessly across the GCC. This combination sets GWC apart in the region.

We’ve also enhanced multimodal transport options, strengthened partnerships with key carriers, and deployed advanced analytics to improve forecasting and inventory control. With AI-powered planning tools and digital fleet management, we’re reducing inefficiencies and keeping client operations smooth.

GSC: GWC is putting sustainability at the heart of its expansion plans. How are you integrating sustainable practices into your operations?

MK: Sustainability is a core part of our DNA. It drives everything we do, from reducing emissions to optimizing resources for the

“Our Biobin project processed food waste into 40 tons of premium compost that was donated to community garden projects last year. We recycle up to 120,000CM of sewage water annually at the Bu Sulba Warehousing Park, using it to irrigate trees and shrubs.”

long-term. We’ve set clear targets, like reducing Scope 1 and Scope 2 emissions by 3% and 6% respectively by 2030, and we’re aligning with Qatar’s broader carbon reduction goals.

As well as the landmark solar project I’ve already mentioned, we’re transitioning to Euro V and electric vehicles and optimizing transport routes to cut fuel use.

Waste management is another key focus. Through our Biobin project we processed food waste from our sites into 40 tons of premium compost that was donated to community garden projects last year. We also recycles up to 120,000 cubic meters of sewage water annually at the Bu Sulba Warehousing Park, using it to irrigate trees and shrubs

Forbes named us a Middle East Sustainability Leader for the last two years in a row and we’re proud of the wider recognition we’ve received across the industry, but we’re just getting started in our journey toward a greener, more resilient future.

GSC: How does GWC adapt to the fastchanging dynamics of international trade and logistics?

MK: The logistics industry is evolving rapidly, and at GWC, we see every challenge as an opportunity to adapt, innovate, and stay ahead. We constantly refine our operations, diversify our offering, invest in new technology, and strengthen our global partnerships to keep pace with change.

But for me it’s also about mindset. We embrace change, anticipate challenges, and find solutions before they become problems. That’s what keeps GWC moving forward, no matter what the future holds.

GSC: What strategies does GWC employ to enhance customer experience and satisfaction?

MK: For me, customer satisfaction is the foundation of everything we do at GWC. Logistics is about trust, reliability, and delivering seamless experiences, and we’ve built our entire strategy around ensuring our clients get exactly that.

First, we listen. We work closely with our clients to understand their needs and challenges, then tailor solutions that add real value. Whether it’s optimizing supply chains, enhancing last-mile delivery, or integrating smarter technology, eve ry decision is made with the customer in mind.

“We’re expanding our footprint through specialised warehouses, logistics hubs, and strategic acquisitions, while staying rooted in sustainability. Our water and waste recycling initiatives are already driving us toward our goal of reducing waste by 20% by 2030.”

Second, we invest in innovation to ensure faster and smarter logistics that holds more value. Finally, we focus on consistency. From our world-class logistics infrastructure to our dedicated client relationship teams, we ensure every interaction is smooth, efficient, and solution-driven

GSC: How do you ensure that GWC’s services remain competitive in such a price-sensitive market?

MK: We maintain our competitive edge by embedding lean principles at every level of the business. Through structured continuous improvement techniques, a supportive organizational design, and targeted investments in new cuttingedge technology, we consistently find ways to reduce our cost to serve without compromising quality.

For instance, innovations like vision picking and investments in automated cycle count robotics have helped us enhance both efficiency and productivity. Ultimately, this is about more than just tools - it’s about

fostering a culture of operational excellence, where a lean mindset is embedded across all functions and reinforced through disciplined execution and robust controls.

GSC: Finally, sum up your overarching ambition for GWC.

MK: As GWC continues to grow, our ambition goes far beyond scale - we’re building a more connected logistics ecosystem that empowers businesses, supports the regional economy and sets new benchmarks for the industry.

By leveraging Qatar’s world-class infrastructure, expanding across the GCC, and launching new integrated solutions, we’re redefining what regional logistics can achieve.

At the heart of this journey is our experienced team whose expertise and innovation are the driving force behind every milestone. From sustainability to technological transformation, we’re committed to delivering consistent value to our clients and raising the bar for what logistics excellence looks like.

Taking logistics to new heights: the digital impact of CargoAi

CargoAi is a digital platform revolutionising the air cargo industry by offering innovative solutions for freight forwarders, airlines, and logistics players. It provides tools for eBooking, tracking, and managing air cargo shipments efficiently.

CargoAi has significantly impacted the logistics industry by introducing digital solutions that enhance efficiency, sustainability, and decisionmaking in air cargo operations.

At the recently concluded World Cargo Symposium, Global Supply Chain Editor, Abigail Mathias spoke with CargoAI Founder and CEO, Matt Petot. We bring you excerpts.

AM: What inspired you to create CargoAi, and how has the journey been so far?

MP: I started my career in a forwarding company in Australia. I escaped the air cargo industry, (smiles) and worked for Dyson and with them, I did a lot with technology and then that’s where I realised that cargo was very late in terms of digitalisation.

That was six years ago. I decided to create CargoAI to basically operate a tech company in digitalisation. We set up in Chicago and yes the beginning was a bit overwhelming but now we have managed to connect 106 airlines to 20,000 forwarders in the world.

At the time when I started, there was no AI, it was just more for machine learning and for data, now there are so many user cases that we are exploring. It’s fascinating and very impressive.

I started in 2019. We have zero offices, but we have 50 people around the world working remotely. It’s also another journey that has been very interesting --to develop the company, how do you develop culture, how do you develop corporate belonging, since everybody is remote and that’s something that we are very happy to have achieved.

Our headquarters are in Singapore. They’re also very big on sustainability. We have basically developed very in its early stages a CO2 tracker, so we can track the exact aircraft type for each shipment, the exact C02 number. And we use in our booking portal, so a forwarder can basically sort the different options shown to select the least cargo footprint for the shipment. We also have a tracking application, where we have 226 airlines that can be tracked.

AM: How does cargo AI differentiate itself from other digital platforms in the industry?

MP: When I started, we were a lot of different platforms trying at the same time. Now there are three platform only that exist. Each platform has a bit of a difference. Platform is only one third of our cargo activity, even if it’s the most famous. But where we are, the difference is the fact that we can do sports requests. We can access airlines and schedule that even if they are not fully convicted and they don’t have a PS. So basically, the top 50 and nine are having APIs and I’ve made the investment to be able to connect with the rest will not make the investment, and that’s where we have a special solution to help all the smaller airlines that don’t want to invest to use still be visible and receive digital bookings. I think that’s the main advantage that we will see where we see in the future. We also connect directly to TMS. So we’ve been selected by the top five TMS in the world to be their provider, so we connect the data directly into an system and then they can look at the rates, make a spot request, or make a condition to the customer and then make the booking layer. This is, I think, on the long term very promising for us.

AM: Do you find that most of the forwarding companies are net savvy now or there’s just no other alternative?

MP: I think we have made one of the big changes if you look at the previous system lingo, being an airline or being for cargo. There are still those very black and white systems where you actually don’t use your mouse, you go from one field to another. The system from the ‘80s, right? So a lot of system has never changed their interface

Six

years ago, I decided to create CargoAI to basically operate a tech company in digitalisation. We set up in Chicago and yes the beginning was a bit overwhelming but now we have managed to connect 106 airlines to 20,000 forwarders in the world.

until recently. And then you need to have a complete training to know how it works. what we did is that we took a really modern approach. It’s easier because we just started, of course. We don’t have a legacy. Today when you use a Gmail or TikTok you don’t need to have a training on how it works. It’s intuitive. We did exactly the same. And that’s, I think, quite important because that’s how we manage to go online so fast to make it useable it and user friendly.

AM: Can you share an example of how CargoAi has revolutionized air cargo processes?

MP: On all the rate management systems the booking, we have also have a plug in. That’s where you receive an email from a customer, or from the shipper. He can click on the plug in out clock, and it automatically reads the email, translates that into a shipment, all the dimensions. If there is an attachment, you can read the attachment and then create a shipment in their system. And then from that, they can then finish the quote. I think that’s where we are now after one year of development. But this year we will also go even faster where the accuracy is so good that very soon it will be the forwarder will have the option to basically automate that and send directly the quotes to their customer. I think that’s really sure the base of the eye and how fast it is in the development. It also translates. We’re using large language model that actually have 50 languages. And sometimes it’s good when they do a demo in a country and I don’t even know the language and then it works.

AM: CargoAi is known for promoting sustainability—how do you see technology playing a role in building a greener air cargo industry?

MP: We can help make the right choice. We also do reporting, so at the end of the customers receive reports, they are always aware where they stand, and I think most importantly, on each route that they do bookings, they know how they stand compared to the others, to the industry, and if they need to do something. If you ship freight from Singapore to Frankfurt, depending on how long the flights you take, how many stops, what are the aircraft type, then it can be a lot of CO2. We are really in high demand right now. We are replacing a lot of previous rate management systems. We have a feature that are very in demand. Okay, so for us, we are growing quite fast and it’s accelerating.

AM: What is the impact of an event like the World Cargo Symposium?

MP: I think one’s presence here is important. We received so much feedback and it makes a big difference to meet our partners. When you are offline like this, you actually have a great advantage. There’s much more conversation around the topic and that helps you to understand the industry and markets more.

AM: How does CargoAI perceive the Middle East as a growing hub for air cargo?

MP: Some of our main clients are in the Middle East on K, Qat had a few others, so they are already there, bookable from everywhere in the world. So for us, definitely, it’s a very strong market. We have a lot of users in different countries around here. And it’s fascinating to see that digitalisation can touch everybody. In the beginning, when we launched we were launching a new market. But in the end now we have users in 140 countries and believe me, it’s the same for cargo.

Shaping the future: dnata Logistics launches next-gen facility to lead logistics evolution

dnata Logistics, the logistics arm of the dnata group, has officially started construction on a cutting-edge 57,000m warehouse in Dubai South.

Strategically situated near Dubai World Central - Al Maktoum International Airport (DWC), this development marks a major milestone in bolstering Dubai’s status as a global logistics hub.

Strategically located near Al Maktoum International Airport (DWC), the AED 100 million (US$ 27 million) investment will significantly enhance dnata Logistics’ capacity. Designed to handle 400,000 tonnes of cargo annually, the new facility will boost storage capacity by 50% and create over 50 new jobs.

We sat down with Sean Bradley,

Managing Director of dnata Logistics, to gain insights into what makes this project stand out.

dnata Logistics offers a comprehensive range of freight forwarding, warehousing and supply chain services to its global customer base, specialising in the aviation, petro-chemical, art, exhibitions, projects, relocations and AVI verticals, servicing partners across multiple industries.

The groundbreaking of its newest facility follows significant investments in infrastructure and offering to meet evolving market needs. Key highlights in recent years include the acquisition of a new warehouse facility at DWC, and the introduction of cross border road transport, perishable import and distribution, as well

as digitised documentation management and confidential level shredding services.

dnata Logistics is part of dnata, one of the world’s largest air and travel services provider. In Dubai, dnata employs over 28,000 staff, delivering world-class ground handling, cargo and airport hospitality services to more than 170 airlines and over 90 million passengers annually.

Automation meets sustainability

The facility is equipped with state-of-theart automation, truck-loading robotics, and an AI-powered warehouse management system. “This will help us deliver better value to our partners through speed, accuracy and efficiency,” says Bradley.

Environmental sustainability is also at

the core of the design. The warehouse will feature solar panels, rainwater harvesting, smart HVAC systems and is targeting LEED certification within its first operational year. “Our commitment to sustainability is more than a goal—it’s a requirement for future readiness,” he adds.

A History of Resilience

Bradley’s career in logistics spans over three decades across Europe, the US, Africa and the Middle East. Under his leadership, dnata Logistics has weathered numerous challenges, including the global pandemic. “COVID forced us to reset,” he recalls. “We were 300% busier, but with fewer staff due to the pandemic.”

With over 20,000 shipments moving every morning from their Remoull warehouse to the airport, dnata Logistics plays a crucial role in Dubai’s supply chain—especially for Emirates Flight Catering. “The majority of non-perishable items that you see on any Emirates flight come from our warehouse.” he quips.

Strategic expansion with purpose

While the new Dubai South warehouse is the largest in their network, dnata Logistics operates from 11 UAE locations and has a virtual presence globally. The company has its eye on expansion in Saudi Arabia, though Bradley stresses a cautious approach: “We don’t invest unless we’re sure there’s value from day one.”

From supply chain solutions to heavylift GSE logistics and e-commerce fulfilment, dnata Logistics caters to diverse sectors, including oil and gas, fashion, pharmaceuticals, and government entities.

Safety and people first

“A major USP of dnata Logistics’ operation is its strong safety culture and investment in people.” Bradley and his leadership team are NEBOSH-certified, and health and safety compliance is embedded from the supervisory level upwards. “Every truck at our docks must meet 100% safety compliance. If they don’t, they’re banned. It’s non-negotiable.”

The company boasts of long-serving team members and outsourced workers, all held to high standards. “Tenure in my management team is over 12 years. I have the same management team I inherited, the average staff member stays for eight to nine years. We grow people from within whenever possible,” he says.

Future-proofing for innovation

The Dubai South warehouse is also futureready, with room for an additional 5,000m of development earmarked for high-margin verticals like pharma and fine art logistics. It already has a long-term tenant occupying more than half the space and offers a unique proposition—managing dutypaid and duty-unpaid cargo in the same warehouse, on a single WMS.

For Bradley, success comes from trust, teamwork, and strategic foresight. “We’ve doubled our profit in two years and increased revenue—but it’s not just me. It’s the entire team. That’s what sets dnata Logistics apart.”

Sustainable, data-driven supply chains imperative to withstand trade disruptions

n Carbon-negative regenerative supply chains with focus on local procurement to lower cost burden in times of high tariffs and will help mitigate climate risks while boosting local economies

n Smart procurement and In Country Valuation (ICV) have redirected AED 145 billion to the UAE economy since 2018

Reaffirming the UAE’s global commitment to sustainability and innovation, His Excellency Sheikh Nahayan Bin Mabarak Al Nahyan, Minister of Tolerance and Coexistence, said data-driven, resilient and sustainable supply chains are imperative to help withstand global trade risks.

Sharing his insights at the International Procurement and Supply Chain Conference (IPSC 2025) in Dubai organised by the global leader in supply chain training and consulting, Blue Ocean Corporation, Sheikh Nahayan said that supply chains must be effective and responsive to rapid change, and should continue to improve.

“We have come to realise the fragile nature of supply chains, and to appreciate that, in this globalised world, we must have supply chains that can respond to freer trade, to technological advancements, to increased automation and use of robotics, and to the forces of market economies. We fully understand that supply chains must be sustainable, resilient, secure, innovative, data and evidence-driven, and cost efficient,” he said in his keynote address.

Paying tribute to the nation’s leadership, His Highness Sheikh Mohammed bin

Zayed Al Nahyan, President of the UAE, and His Highness Sheikh Mohammed bin

Rashid Al Maktoum, Vice President, Prime Minister, and Ruler of Dubai, Sheikh Nahayan acknowledged their visionary contributions to infrastructure development, economic resilience, and sustainable growth.

Congratulating Blue Ocean Corporation for organising IPSC, he said that procurement systems and supply chains are susceptible to complexity and vulnerability in the face of unforeseen global circumstances and it is the collective responsibility of governments and businesses to ensure that they remain sustainable, resilient, and beneficial to society and to the wellbeing of the planet.

IPSC 2025 was held under the theme of ‘Redefining Global Trade: The UAE Shaping Sustainable Supply Chains for the Future.

Regenerative supply chains, local economic growth

Focus on carbon-negative regenerative supply chain models that even goes beyond sustainability practices are a must in the current times of trade to further reinforce circular economy, said Dr. Sathya Menon, Group CEO of Blue Ocean Corporation, at IPSC 2025.

“Regenerative supply chains are increasingly seen as a panacea for trade disruptions like higher tariffs, climate change and geopolitical bottlenecks as it focuses on local procurement leading to reduced burden on logistics and supply chain costs.

Local procurement is also carbon negative as sourcing happens locally resulting in reduced carbon emissions, and also comes at lower transportation costs, in turn helping local economy thrive,” he said.

Experts at the IPSC 2025 said digitally empowered and purpose-led local procurement has become a tool of economic empowerment in communities across the world, fostering innovation and ESG (Environmental, Social and Governance) integration. For instance, Dubai’s smart strategy through its DubaiNow app platform has unified procurement across over 40 government entities, improving efficiency, vendor experience and public spending transparency.

“Procurement has shifted to national value creation and digital excellence, fostering local supplier growth driving economic diversification and innovation partnerships,” said Nabil Sousou, Vice President & Chief Procurement Officer for Africa, Middle East, and South Asia at PepsiCo, adding that key initiative like the implementation of the In-Country Value (ICV) Program tied to procurement contracts has helped redirect AED 145 billion into the UAE economy since 2018.

– Sheikh Nahayan

Reliable in the Heat, Precise in the Cold

Fluctuating temperatures cost more than product quality — they cost trust.

SSI SCHAEFER brings advanced automation to cold storage — combining high-density storage systems and intelligent software for full visibility and control.

From pallet shuttles and ASRS to WMS integration, our solutions keep your goods moving and your temperatures constant.

Partner with SSI SCHAEFER — where cold chain logistics meet German engineering.

We are implementing a comprehensive expansion strategy. SHEIKH ABDULLA BIN FAHAD

We aim to deliver innovative logistics solutions to our clients.

MATTHEW KEARNS

GWC discloses Q1-2025 financial results

Gulf Warehousing Company Q.P.S.C (GWC) – one of the leading logistics providers in the MENA region, announced its financial results for the first quarter (the three-month period ending March 31, 2025). The company reported total revenues of QAR 367.65 million, a net profit of QAR 37.69 million, and earnings per share of QAR 0.064. His Excellency Sheikh Mohammed Bin Hamad Bin Jassim Bin Jaber Al Thani, GWC Chairman, said: “We succeeded in achieving a growth in our net profits by 54% on a quarterly basis of QAR 37.69 million in the first quarter of this year as compared to QAR 24.87 million during the last quarter of 2024. At the same time, the company remains focused on achieving its strategic goals, which include sustaining profitability, expanding into promising sectors and markets, while contributing to the implementation of the Third National Development Strategy and Qatar National Vision 2030, and strengthening its position as one of the leading logistics providers in the MENA region.” He added: “We are continuing our efforts to solidify the company’s financial position, enhance operational efficiency, and develop the infrastructure and human capital, while implementing a well-planned

expansionstrategy and adopting a prudent approach to mitigate potential risks. This calls for greater flexibility and adaptability to changing economic conditions in order to ensure long-term stability, achieve sustainable returns, and maximize shareholder value.”

His Excellency Sheikh Abdulla Bin Fahad Bin Jassim bin Jaber Al Thani, GWC Managing Director, said: “GWC is actively implementing a comprehensive expansion strategy aimed at enhancing returns and diversifying its investments by solidifying its presence in promising markets that offer opportunities for sustainable growth. This will further strengthen our leadership in the regional logistics sector while expanding our local logistics network to provide best in class services to our clients.” By the end of February 2025, GWC launched a cutting-edge logistics hub in Ras Laffan Industrial City, dedicated to servicing Qatar’s vital oil and gas industry, particularly with the implementation of the North Field Expansion Project — the world’s largest LNG project currently under construction. In March, GWC signed a strategic partnership agreement with Huawei to provide delivery services for its e-commerce store across Qatar, ensuring an exceptional customer experience following the official launch of

Huawei’s e-commerce store in Qatar on March 20, 2025.

Matthew Kearns, GWC’s Acting Group CEO, said: “Innovation is our top priority as we aim to deliver leading logistics solutions that meet all customer needs and keep pace with future developments. In addition to our commitment to the highest standards of sustainability and governance, we are dedicated to supporting small and medium-sized enterprises, delivering world-class logistics services, expanding our customer base, and forging strategic partnerships with promising companies that add value to our business. These will not only offer profitability opportunities, and enhance operational excellence, but also increase efficiency and reinforce our brand presence locally, regionally, and globally.”

In early April, GWC received its first Long- and Short-Term ratings on the Qatar National Scale of ‘qaA-’ and ‘qaA2’, respectively, from Capital Intelligence, with a stable outlook. The international agency confirmed that GWC is the largest logistics services provider in Qatar, with a dominant market share in its home market, a strong financial position, and a focus on improving margins by offering higher value-added supply chain services, supported by its solid capital base.

Air cargo demand shows slight decline in February: IATA

n Total demand, measured in cargo tonne-kilometres (CTK), declined by 0.1% compared to February 2024 levels (+0.4% for international operations). This marks the first decline since mid-2023.

n Capacity, measured in available cargo tonne-kilometres (ACTK), decreased by 0.4% compared to February 2024 (+1.1% for international operations).

February saw a small contraction in air cargo demand, the first year-onyear decline since mid-2023. Much of this is explained by February 2024 being extraordinary—a leap year that was also boosted by Chinese New Year traffic, sea lane closures and a boom in e-commerce. Rising trade tensions are, of course, a concern for air cargo. With equity markets already showing their discomfort, we urge governments to focus on dialogue over tariffs,” said Willie Walsh, IATA’s Director General.

Several factors in the operating environment should be noted:

In January, the industrial production index rose 3.2% year-on-year, the highest growth in two years and world trade expanded by 5%.

Jet fuel prices averaged $94.6/barrel in February, a 2.1% drop from January.

In February, the Purchasing Managers Index (PMI) for global manufacturing output was above the 50-mark (51.5), indicating growth. The PMI for new export orders rose slightly to 49.60 from the previous month, remaining just shy of the 50-mark, which is the growth threshold.

In February, consumer inflation remained elevated in the US, Europe, and Japan, easing only slightly from the previous month. In contrast, China recorded its first decline in consumer prices in 11 months, reinforcing signs of persistent deflationary pressure in the economy.

February Regional Performance

Middle Eastern carriers saw an 11.9% yearon-year decrease in demand growth for air cargo in February, the slowest among the regions. Capacity decreased by 4.0% year-on-year.

Asia-Pacific airlines saw 5.1% year-on-year demand growth for air cargo in February. Capacity increased by 2.7% year-on-year.

North American carriers saw a 0.4% yearon-year decrease in demand growth for air cargo in February. Capacity decreased by 3.5% year-on-year.

European carriers saw a 0.1% year-onyear decrease in demand growth for air cargo in February. Capacity decreased 0.2% year-on-year.

Latin American carriers saw 6.0% yearon-year demand growth for air cargo in February, the strongest growth among the regions. Capacity increased 7.6% year-onyear.

African airlines saw a 5.7% year-onyear decrease in demand for air cargo in February. Capacity decreased by 0.6% year-on-year.

Trade Lane Growth: The Trans-Pacific corridor remained the busiest trade lane in February. Intra-Asia led growth, becoming the fifth busiest. Europe–Asia and Transatlantic routes also expanded, while Middle East–Asia and European routes declined.

GROHE presents the Aqua Gallery at Milan Design Week 2025

n The GROHE Aqua Gallery at the historic Garden Senato celebrated the beauty of the ‘Pure Joy of Water,’ offering an immersive display of precision-crafted artifacts that deliver water, and seamlessly blend form and function.

n The thoughtfully designed installation showcased the beauty, creativity and humanity of the brand, and the poetic juxtaposition with its more rational side. Blending human centric industry-leading innovations and proprietary technologies, which elevates every water experience.

n Within the architectural garden, the Aqua Atelier space invited guests to craft their own Aqua Poem, capturing their reflections and personal experiences of water before enjoying refreshments at the thought-provoking GROHE Aqua Bar.

GROHE, a leading global brand for complete bathroom solutions and kitchen fittings, returned to Milan Design Week 2025 with a new immersive experience in one of Milan’s most historic locations: The Garden Senato. Located at Via Senato 14 in Milan’s fashion district, the garden blends historical charm with contemporary design, making it a high-profile venue for cultural events and exhibitions—the ideal backdrop for the GROHE Aqua Gallery. Following on from the brand’s previous success with the Red Dot “Best of the Best” awarded GROHE SPA installation at the Palazzo Reale during Milan

Design Week 2024, GROHE transformed the Garden Senato into an immersive exhibition space from April 8-13.

“Guided by GROHE’s brand purpose of ´Pure Joy of Water´, our design philosophy, and Fuorisalone 2025’s theme of ‘Connected Worlds’, we’ve curated a unique exhibition that offers compelling insight into the innovation, design, and development of our products,” explains Patrick Speck, Leader, LIXIL Global Design EMENA.

Within carefully curated spaces, the GROHE Aqua Gallery showcased GROHE products as both efficient objects (Function) and crafted artifacts (Form) that deliver

meaningful water experiences (Impact). Visitors could explore how these products create a bridge between humans, water, and the environment.

“Design plays a crucial role in linking various aspects of our lives. It requires a deep investigation, analysis and understanding of people’s needs, cultures and traditions. As well as the exploration of the natural environment that create pathways to develop future innovations and technologies. The GROHE Aqua Gallery reflects the brand’s commitment to shaping a future where design, functionality and responsibility coexist in perfect harmony,

GROHE

crafting the products and experiences that enable people to experience the ‘Pure Joy of Water’,” Speck concluded.

Conceived by the in-house LIXIL Global Design and Brand Identity team, the installation seamlessly blends indoor and outdoor elements, offering a unique gallery experience. Featuring for the first time in Milan is the recently launched GROHE Purefoam, with its proprietary technology that mixes the perfect balance of water and Kinuami soap to deliver a cocooning foam, creating a revolutionary vertical bath like experience, enveloping users in a unique and hydrating skincare sensation.

Another exciting highlight is the new GROHE Essence Crafted Lever. The awardwinning GROHE Essence Collection is the brand’s most-specified faucet — in the affordable luxury segment — for projects across Europe and delivers harmonious proportions and sensual-minimalist transitions. The introduction of the new crafted lever variants and an array of colour options affords the Essence Collection greater freedom for customisation.

Nestled within the secluded garden is an Aqua Atelier space for reflection and the creation of an Aqua Poem. More than just a place for refreshment, the adjacent Aqua Bar serves as a powerful statement on sustainability: constructed from recycled bottles, it highlights the environmental impact of single-use plastics and the growing issue of water pollution. As a brand dedicated to ecological water enjoyment, GROHE offers tangible solutions to tackle plastic pollution—such as its advanced water filtration systems, reducing the need for disposable plastic bottles. By integrating thoughtful design with environmental responsibility, GROHE continues to shape a more sustainable future.

GROHE AQUA

Etihad Cargo increases main deck capacity by 18% to support increased demand in Greater China

n Etihad Cargo has expanded its flights to and from China from 11 in 2024 to a planned total of 18 in 2025.

n Cargo carrier recorded an 18% growth in main deck cargo.

n Etihad Cargo is introducing three additional weekly freighter flights to Shenzhen and two additional weekly flights to London.

Etihad Cargo, the cargo and logistics arm of Etihad Airways, has expanded its capacity to meet increasing customer demand in Greater China. The carrier has increased its total flights to and from China from 11 in 2024 to a planned total of 18 in 2025, strengthening trade links between key global markets.

Etihad Cargo’s capacity will be supplemented by a wet-lease 747-F and will support increased freight movements on high-demand routes and provide customers with greater flexibility in shipping cargo to and from key markets.

To accommodate growing market demand, Etihad Cargo has added three additional weekly freighter flights to Shenzhen and two additional weekly flights to London. The expanded operations will improve/strengthen connectivity between China, Europe, and the Middle East, offering increased capacity for the transportation of e-commerce, pharmaceuticals, perishables, and other critical shipments.

The increase in capacity aligns with Etihad Cargo’s strategy of expanding its global network to provide reliable, customer-centric solutions. The carrier remains committed to delivering efficient and flexible freight services while strengthening Abu Dhabi’s position as a leading global logistics hub.

Stanislas Brun, Chief Cargo Officer at Etihad Cargo, commented: “Etihad Cargo continues to invest in expanding its network and capacity to support the evolving needs of global trade. The introduction of the additional capacity and flights to Shenzhen and London Stansted demonstrate our commitment to meeting customer demand with increased availability and connectivity across key trade routes.”

By strengthening its presence in China and increasing links to Europe, Etihad Cargo is providing additional capacity to facilitate the movement of goods across international markets.

Smarter Logistics, Stronger Future

Founded in 1979 and joining ClMC Group in 2014, we are a proud member of ClMC TlANDA and a global leader in intralogistics and material handling solutions. With 40+years of expertise and 1000+ large-scale projects, we provide customized automation system solutions for industries including 3PL, retail, express, pharmaceuticals, FMCG， petrochemicals, new energy, F&B, cold storage, and CHS.

Our systems ensure faster order fulfillment, higher accuracy, and smarter space utilization—empowering businesses for greater success. Innovation Drives Your Success.

Our solutions are designed to adapt to your unique needs, del ivering measurable improvements in productivity and speed.

3 Reasons to Choose CIMC TIANDA Automation Solutions

Seamless Integration: Enhance your warehouse with our automated storage systems and robotic picking solutions.

Advanced Control: Real-time monitoring and predictive analytics to optimize performance.

Scalable Solutions: Adapt to growing demands with flexible, customizable systems.

We are excited to introduce Aron Schiller, our new Sales Director for the GCC and MEA regions, who brings over 11 years of experience in supply chain automation and intralogistics.

He has built a strong track record in e-commerce, manufacturing, retail, wholesale logistics, as well as pharmaceutical and medical distribution centers. Our team will be available at the expo to discuss how CIMC TIANDA can help optimize your logistics operations and drive innovation.z

Delivering 30 Years of Exceptional Service: Global GSA Group

The renowned Dutch company, Global GSA Group, proudly celebrates its 30th anniversary this year. Since its inception in 1995, the company has been a trusted ally for airlines worldwide, supporting their growth through strategic market access, operational excellence, and enduring partnerships. Over the past three decades, Global GSA Group has continuously adapted to the evolving air cargo industry, becoming a trailblazer in digital transformation and operational innovation. Reflecting on this milestone, Ismail Durmaz, CEO of Global GSA Group, explains the relevance of longstanding partnerships.

Over the years, the company has played a pivotal role in helping airlines expand geographically, optimise revenues, and navigate market challenges. Notably, over 35% of the Group’s offices were established specifically to meet the needs of its airline partners, demonstrating its long-term commitment to mutual growth.

GLOBAL GSA GROUP

GSC: What inspired the founding of Global GSA Group in 1995?

Ismail Durmaz: Well, it was not planned. In 1988, I started working in a company that dealt with freighters. Later, I worked with Turkish Airlines. The company asked me to collect every bill in their warehouse, and this helped me make a lot of contacts. After some time, Turkish Airlines said, “We’re going to move out of the Netherlands. We will return, but we want representation. You know our business. Can you do it for us?”

So suddenly, I was in my 20s, representing the company. Soon after, we established Global GSA Group.

Global GSA Group began operations in 1995 in Amsterdam, the Netherlands, as the first independent cargo General Sales Agent (GSA). This was in response to the emerging and professional development of the air cargo business. Today, we proudly represent around 62 carriers and have our own establishments in 47 countries.

Global GSA Group’s story began with its first clients, China Southern Airlines and Turkish Airlines in the Netherlands. These early cooperations laid the foundation for a global network of alliances with leading carriers.

In recent years, Global GSA Group has accelerated its digital transformation while preserving its core human-centric values. By leveraging cutting-edge business intelligence tools and cargo handling systems, the company has optimised revenue streams, streamlined operations, and enhanced market responsiveness. Its collaboration with CargoTech has further elevated operational transparency and efficiency, allowing Global GSA Group to deliver tailored solutions that meet the unique needs of airlines.

GSC: How does Global GSA Group maintain its competitive edge in the air cargo market?

ID: We have a highly diverse team in our offices — we have Chinese, Taiwanese, Turkish, Iranian, and people from many different backgrounds.

It’s not that we are a Dutch or French company exclusively; we are truly international.

We have also been fortunate. When I started my career, Turkish Airlines had only

three flights a week. Now, Turkish Airlines is in many cities and operates at least five or six flights a day within Europe itself.

GSC: How does the company ensure the highest standards of expertise and reliability in its services?

ID: When I started in the freight forwarding business, I had a mentor who owned the company. I saw many people finishing university and high school, while I was starting in the warehouse. One day I asked him, ‘I have no university background, you know, high level. How will I succeed?’ He said, “Ismail, forget about schooling. There are two things you must do: always deliver on your promises and always call people back.”

This advice stuck with me. Today, 80% of people don’t call back — but I do, every day.

There were many GSAs in the world during the ‘70s and ‘80s, but many disappeared. We were lucky to work with airlines that grew to become global leaders. Still, it comes down to something simple: do what you promise and always follow up.

GSC: How has Global GSA Group adapted to the rise of e-commerce and the increasing demand for efficient logistics?

ID: Our airlines depend heavily on economies like China, where e-commerce is booming.

In the past few years, we’ve also seen growing e-commerce activity in regions like India, Afghanistan, and others. Since our network is strong in Europe, we don’t have as much e-commerce export-wise. However, we recognize that e-commerce impacts the business significantly.

There will be a lot of capacity that was initially planned for routes from China to the U.S. but will now come to Europe instead. So, we expect much more available capacity in Europe.

As a GSA, we work with all major e-commerce companies — and these partnerships have been very successful.

GSC: Are there any new technologies Global GSA Group is exploring to improve air cargo operations?

ID: We have a partnership with CargoTech, working with companies like Rotate, Cargo AI, and many others. We are implementing

these technologies into our operations.

Beyond just representing airlines in Europe, we also deeply understand the cultures of the countries where our airline partners originate, which strengthens our service.

GSC: How important is the Middle East market for you?

ID: I think the Middle East is a very fastgrowing market. It’s going to play a major role in serving Africa as well.

The Middle East is a safe and strategically important region. Dubai, for instance, is becoming more and more like the central hub of the world.

More business is originating from Dubai, and for us, we are already very strong there. We also hope to expand further into Saudi Arabia in the near future.

GSC: What are the sustainability initiatives led by Global GSA Group?

ID: Despite our strong focus on technology, we remain committed to human interactions, recognising our workforce as the key driver of our success.

With deep local knowledge across our global network, our teams are uniquely positioned to understand and serve the specific needs of each market.

We aim to attract, develop, and retain top talent by providing essential skills and certifications to stay at the forefront of the industry.

Our training programs include on-thejob learning, mentoring, workshops, online courses, and industry events covering subjects such as dangerous goods, IATA standards, digital tools, and sustainability.

GSC: How do you approach building strong, long-lasting relationships with airline partners?

ID: The partners we started working with in 1995 are still with us today.

It’s a testament to how seriously we take long-term partnerships.

“30 years of partnerships” is not just a tagline—it symbolises the trust, collaboration, and shared success we have built with our airline partners.

This incredible journey has been shaped by common goals, adaptability, and unwavering loyalty. We are profoundly grateful to everyone who has been part of our story.

TIACA expands team, adding border management expertise and global representation

The International Air Cargo Association (TIACA) has announced that the Association has expanded its team to increase Border Management Expertise and to provide a dedicated representative in the important Middle East region.

As the air cargo industry becomes more complex every day, with trade restrictions, tariffs, Pre-Loading Air Cargo Information (PLACI) requirements, security compliance and other challenges TIACA has contracted Gordon Wright, an industry leading expert on air cargo border and security issues.

Wright has led capacity-building projects on behalf of prominent organisations such as the UK Department for International Development, World Customs Organization, Asian Development Bank, and the European Commission.

Wright’s impressive career also includes senior positions at the International Air Transport Association (IATA), the European Commission, and the International Road Transport Union (IRU), UK Border Force, HM Revenue and Customs, DHL and CT Strategies.

“We are so pleased that Gordon will bring his wealth of knowledge in air cargo compliance and Border management to the TIACA team. Our members look to us for guidance to help them through these times of great complexity and rapidly changing regulatory environments,” stated Steven Polmans, TIACA Chair.

In addition, TIACA, with its expanding global membership has extended its regional presence by appointing Mazen Al-Homsi as its Regional Director for the Middle East, to lead association activities in

this important region for air cargo and the venue for the Air Cargo Forum in November 3-6, this year.

Al-Homsi has had a long and distinguished career in air cargo with over 30 years of global experience in aviation, airline, and logistics management. Expertise spans sales, commercial operations, product development, strategic planning, and aero political relationships.

His career has included positions with World Top Cargo Alliance, IATA, Emirates, Etihad, and Gulf Air.

“We are so pleased that Mazen has joined the TIACA team to bring his great knowledge and network in the Middle East to help TIACA serve our members in that community more effectively. Mazen will enhance our relations with governments, regulatory authorities, and the entire supply chain throughout the region. With regional representation already established in Latin America and India this is further illustration of TIACA’s Board commitment to support the entire global air cargo community” said Glyn Hughes, TIACA Director General.

Wiremind Cargo: Optimum solutions for a wired world

Wiremind Cargo specialises in providing advanced AI-driven SaaS solutions for air cargo management. Their tools, such as the CARGOSTACK CMS and SKYPALLET, help airlines, freight forwarders, and other stakeholders optimise cargo space, automate processes, and enhance decision-making.

Speaking with Abigail Mathias, Global Supply Chain, Editor at the recently concluded World Cargo Symposium in Dubai, Nathanaël de Tarade – Chief Executive Officer Wiremind Cargo elucidates on his company’s contribution to the industry.

AM: How has Wiremind Cargo evolved since its inception, and what inspired its creation?

NT: Wiremind Cargo was first established as a group which specialised in inventory management in the passenger industry. We started cargo operations in 2017. That was when we first launched our product called Skypallet, with our biggest client at the time –Emirates. By the end of 2021, we transformed into a specific cargo company. We took an investment from our partner, Cargo Tech, and there was the launch of a10 year plan to build one of the leaders in the cargo industry. Our ambition, from day one is to ensure the space of our cargo software is utilised. It is potentially something we want to tap. We started with where we had the most business knowledge, which is in decision support systems, such as revenue management and cargo management systems. So that’s where we are now and that’s where we want to keep growing in the next few years.

AM: What sets Wiremind Cargo apart from other solutions in the air cargo industry?

NT: One of the first things that comes to mind is the fact that it was founded by people who came from the air cargo industry as users. In other words, we’re building the tools that we would have liked to use ourselves. Most software companies, usually they would go to the customers or

the airlines and say, ‘What do you need?’ or, ‘Why is this useful for you?’ But we already have some elements of answers to those questions because we knew how to answer them ourselves. We understood that this is really a pain point for an airline, because we suffered from that pain point ourselves. We knew that if we build something that solved that pain point, it would for sure encounter an audience. When you’ve been using a system yourself, you know exactly what works and doesn’t work.

Synergies we get by working together with various companies, is quite key because we know everyone has their own strengths and we focus on what we’re good at. We don’t try to address everything at the same time.

The other, differentiator we have is that we are the only company who offer a cargo management system that includes a 3D ULD digitalisation, which is our Skypallet. We are the only software company who sell cargo management system, revenue management system, who also have that 3D optimisation ability with our in-house algorithms, and so that combination of products is something quite unique in the market as well. Skypallet takes different use cases into account and uses comprehensive algorithms to help airlines, GSAs, GHAs and freight forwarders with their daily tasks for the quotation

process, capacity control, ULD build-up and weight and balance.

AM: How does Wiremind Cargo address current trends or challenges in the air cargo sector?

NT: More than a trend, it’s a complete change of mindset for our cargo is that realising since for a few years now, how much data is something that you should put at the core of your strategy and using that data. One of the ways we addressed that is by having a very high level of expertise when it comes to handling data. So not only data engineering, which is really how do you store the data, how do you exchange data between a system another system, but also what do you do? Because exchanging data is nice, but you don’t exchange data for the sake of exchanging, you want to do something with it. And what is that something is what we’re good at. We know how to use the data, what models to train on that data and derive value to our partners for that. One example, is our capacity forecasts AI model. We have years of data that we can get from our customers and then we train AI models that we then basically use to tell our customers what is the capacity that they’re going to have based on baggage, forecasts. So, for example, if there is a peak season in

the summer where there’s more baggage, our model is able to learn from that and then make a more accurate prediction during that season or during that week, then you will have less space for cargo, because, more containers are used for baggage.

AM: What role does technology and data analytics play in revolutionising air cargo operations at Wiremind Cargo?

NT: When it comes to data, if you look at how people in our cargo industry worked 15 years ago, data was not nearly as used and as you find it is today. A lot of people are also adapting AI into their businesses. I think we should be careful when we speak about AI, because currently, if you say, what you know about AI to someone, even whether they’re in the industry or outside it, the first thing that will come to mind is Chat GPT which is an LLM, a large language model. It’s one type of AI.

AI is not all about Chat GPT or Gemini, Claude and these kind of models. Those are LLMs, and those are very specific branch of AI. Before those appeared in the market, AI was already something that we were working on, and we already had machine learning models, which is also a branch of AI. There are many applications. We specialised in machine learning models, which are a part of AI, and that’s clearly one of the things that we do very well. We have dozens of customers where we have implemented AI machine learning models. Now, when it comes to LLM, it’s also something that we believe has value for the cargo industry.

Typically, what we like to call sort of an AI assistant in the future is something that we’re heavily looking at, and investing resources in, which could be something that automates or helps automate lots of tasks in the air cargo business right now, because lots of things are repetitive, and that’s typically a good thing when it comes to implementing AI, because you want to reproduce stuff that people have been doing in a very standard way.

AM: What is Wiremind Cargo’s approach to sustainability and environmental responsibility in logistics?

NT: The way we address sustainability is through an indirect approach, because our aim with our skypallet products is to minimise the amount of empty space that is loaded. You don’t load empty space by

definition. When you load shipments, you have empty space in the aircraft, because it’s not like water, right? If you fill a tank of 10 litres, you put 10 litres of water, it’s full, there’s no waste. But cargo is not water. If you put a few boxes in a pallet, you always have some space that is not used. And you don’t always have the exact cargo that could fill those gaps. So you are going to a blue space. The question is how much space are you going to lose? And you want that figure to be the lowest possible? And that’s what DAR Sky Pallet solution helps to do so. Our way of contributing there is more in the maximising efficiencies, rather than other parts, and maximising efficiencies means do not waste the capacity that you have and make the most use of it, thanks to properly optimising.

AM: What key benefits do Wiremind Cargo’s solutions offer to airlines, forwarders, and GSAs?

NT: I like to think of dozens of benefits, but I won’t go over all of them as it would take too long. Our Congress optimiser Pro, it’s revenue optimisation is a key benefit. It offers a cost reduction as well, because we automate a lot of the tasks typically, decisions that are made on flights, on bookings, we’re able to automate that, for models and through business rules.

AM: Can you explain how Wiremind Cargo optimises capacity management and revenue in practical terms?

NT: If you think of cargo supply, we’re looking at something quite different from passenger supply, right? On a passenger aircraft, you have approximately 300 seats, so you know exactly that if you get one reservation, you will get one seat occupied, and you’re remaining capacity will be 299 seats. It’s very easy to measure occupancy. In cargo, that’s not possible. You have capacity, it’s attendants in weight. Capacity is not measured in seats. It’s measured in three dimensions. Weight, volume, and ULD’s. And you could very well max out a flight in one of the dimensions, but not the other, typically, if your flight can have 10 pallets, but only five tons, and maybe you load three pallets and you’re already hitting that five tons maximum. And you have space for seven more pallets, but the aircraft cannot lift more tons. In some cases, you have a weight

limitation. In other cases, a volume limitation. So that varies. The way we approach it is really a holistic approach where we want to forecast both the weight, the volume, and the ULDs that you’re going to be available to use. And then in our optimisation processes and typically in our ballet system, for example, those three dimensions are taken into account. That’s very specific compared to most systems. You have what we call stacking loss. In other words, the maximum amount of shipment in real life that you will be able to load is always going to be smaller compared to your capacity. And so taking that into account in our algorithms is a key part of what we do.

AM: What is your vision for Wiremind Cargo in the next five years?

NT: I’m quite excited. We’re growing our customer base in our different product portfolio. One of the key things for us moving forward is our cargo management system. So, obviously, I think we’re the market leaders when it comes to Sky pace or 3D optimisation systems. We’re clearly the leaders with more than 20 customers already on board with that system.

Then we have our optimisation system, revenue management system, where we are also among the leaders. We just have two big customers and will soon announce a third customer as well.

We have some new modules, of course, we will add, but probably fitting within those three big products. And each of these three products has a different maturity level and we want to keep pushing the growth for all three of these product lines. Of course, at a different strategy, because if you have already 20 customers or if you don’t have a customer yet, you don’t approach product development the same way. So we are really having a tailored, approach that caters for every product line we have, and we intend to keep growing in the next few years. with that plan.

AM: When it comes to the Middle East, are there any plans to grow in this part of the region as well?

NT: The Middle East has been one of the key regions in our growth in the past. Our biggest customer, for example Emirates, has taken that place. The Middle East is a strategic market for us.

Supply Chain 4.0: Unlocking the competitive advantage through innovation

In today’s rapidly evolving business landscape, supply chains have transcended their traditional role as operational backbones to become strategic differentiators that drive financial success and market leadership. Organizations that prioritise their supply chain as a core business function— integrating cutting-edge technology, datadriven decision-making, and innovation— are poised to gain a significant competitive edge. Post-pandemic, the role of Chief Procurement Officers (CPOs), Supply Chain Heads, and other top professionals has become indispensable, securing a permanent seat at the leadership table. This shift is evident in the surge of supply chain seminars, leadership talks, podcasts, and coaching programs.

Transforming B2B and supply chains

As industries continue to evolve, businesses face increasing demands for customization,

efficiency, and reliability. To stay ahead, companies must invest in advanced supply chain technologies, robust infrastructure, predictive analytics, and top-tier talent.

Take Siemens, for instance. By integrating digital twin technology into its supply chain, the company has enabled real-time simulations that optimize production and logistics. This innovation has resulted in a 20% reduction in lead times and a substantial boost in operational efficiency. Similarly, Boeing has leveraged AI-driven predictive maintenance to minimize aircraft downtime, ensuring seamless operations and enhanced supplier coordination.

In sectors like fast fashion and retail, the stakes are higher than ever. Retailers impose stringent delivery requirements, and missing a deadline can result in hefty penalties. However, forward-thinking manufacturers are turning this challenge into an opportunity. By leveraging their supply chain capabilities, companies can guarantee on-time delivery, transforming

reliability into a competitive advantage. After all, logistics plays a pivotal role from production to warehousing to the destination—the customer’s hands, often referred to as the “moment of truth.”

B2C Supply Chains: The power of digital transformation

For consumer-focused industries, digital transformation is reshaping supply chains at an unprecedented pace. A leading Consumer Packaged Goods (CPG) company, for example, implemented big data and AI-driven supply chain planning, reducing inventory by 30% while achieving a 95% on-time-in-full (OTIF) delivery rate. Similarly, Tesla has revolutionized its supply chain through a vertically integrated model, granting direct control over production and logistics. By harnessing real-time data and AI, Tesla has slashed order-to-delivery cycles while maintaining high levels of customer customization. Meanwhile, giants like Amazon, Nike, and

Landmark Group (Dubai) have invested heavily in automation and robotics within their distribution centres, streamlining fulfilment processes and cutting processing times by nearly 50%. These advancements not only enhance efficiency but also reduce turnaround times (TAT) across the product management lifecycle.

Predictive Analytics: The future of forecasting

Advanced analytics are redefining supply chain management, enabling businesses to predict demand fluctuations, optimize inventory levels, and drive profitability. For instance, Walmart has implemented AIdriven demand forecasting to dynamically adjust inventory, reducing stockouts and excess stock while ensuring product availability. Similarly, Next Plc, a European retailer, automated its warehouse network, cutting logistics costs by 15% while maintaining exceptional service levels.

Data-driven supply chains also empower businesses to respond in real-time to market trends. Whether predicting the impact of a heatwave on ice cream sales, capitalising on viral fashion trends, or anticipating regulatory changes, companies equipped with predictive analytics can adapt swiftly and outpace competitors. Beyond sales, data management services are also critical for risk management in procurement, a topic I’ll delve into shortly.

Building resilience through strategic partnerships

While technology is a cornerstone of supply chain innovation, resilience is equally dependent on strategic collaborations. Diversifying supplier partnerships mitigates risks and ensures continuity, particularly in volatile industries like consumer electronics, where component shortages can disrupt production.

For example, Apple maintains strong relationships with multiple semiconductor manufacturers to secure a steady chip supply, reducing dependency on any single supplier. Similarly, Toyota’s renowned Just-in-Time (JIT) supply chain strategy relies on close collaboration with suppliers, minimizing inventory costs while maintaining production flexibility.

However, the global supply chain landscape faces new challenges, such

as potential tariff changes in the Trump 2.0 era, which are causing unease across industries. Supply chain disruptions are not new, but today’s leaders recognize the need for bold, transformative moves. Incremental improvements are no longer sufficient to navigate the current volatility and persistent constraints. For instance, while semiconductors account for only 10% of global trade, products dependent on them represent 65% of all goods exports, magnifying the impact of supply disruptions.

Reengineering global business models is a complex endeavour—both technically and culturally. Leaders must rethink network footprint strategies and practices from the ground up, a challenge few have faced before.

Key steps to a highperformance supply chain

To achieve supply chain excellence, businesses should focus on the following strategies:

1. Assess Investment Strategies: Evaluate supply chain spending as a percentage of total capital expenditure and identify gaps in meeting customer expectations. The 80/20 cost model by McKinsey offers valuable insights here.

2. Track Market Trends: Monitor venture capital and innovation investments within the supply chain sector to identify emerging opportunities.

3. Leverage Strategic Partnerships: Build strong relationships with suppliers and logistics providers to enhance flexibility and mitigate risks.

4. Commit to Continuous Improvement:

Supply chain optimization is an ongoing journey, requiring sustained investment in technology, talent, and partnerships over a 5-10 year horizon.

Conclusion

Supply Chain 4.0 is not merely about adopting new technologies—it’s about embedding innovation into the very fabric of business strategy. Companies that strategically invest in supply chain capabilities will not only drive efficiency and reduce costs but also build resilient, customer-centric, and differentiated business models that stand the test of

time. While this discussion has focused on technology and innovation, the importance of people, partnerships, and sustainability cannot be overlooked. These elements are integral to a holistic supply chain strategy, and I look forward to exploring them in greater detail soon.

chain expert with over 25 years of expertise in operations, procurement, inventory management and distribution. He holds an MITx Master’s in Data Analytics and an MBA in Supply Chain Management. He specialises in sustainable, end-to-end supply chain solutions by leveraging data for risk analysis and applying Six Sigma principles to optimize processes, transforming supply chains into valuedriven networks.

He has held key leadership roles in the e-commerce, retail, and apparel sectors, spearheading logistics transformations, cost reduction initiatives, and technological advancements. As an independent advisor, he collaborates with emerging businesses across various industries, integrating sustainability and efficiency. His expertise includes lean methodologies, supplier coordination, and ESG-aligned sourcing, driving organizational growth through strategic, data-driven decision-making.

Sumit Wadhawan is an accomplished supply

Striking the ideal equilibrium with warehouse software: Addverb’s integrative strategy

The 2011 Cricket World Cup final was more than just a match; it was a study in leadership and vision. MS Dhoni, India’s captain, wasn’t just reacting to events on the field—he was quietly steering them. From behind the stumps, he had a panoramic view of the game, reading the field, anticipating the batsmen’s next moves, and advising his bowlers in real time. Every decision he made was part of a larger, all-encompassing strategy. It was leadership rooted in control, foresight, and adaptation. Today’s warehouse management faces a similar challenge. Warehouses have

transformed into dynamic ecosystems influenced by fluctuating demands, complex product assortments, and unpredictable market shifts. The postpandemic economy demands not just efficiency, but intelligent, adaptive systems that can think and react swiftly.

Pieter Feenstra, CEO – EMEA at Addverb, captures this perfectly: “The real challenge is not just speed or automation, but harmonising the bigger picture with on-ground realities.”

Addverb’s approach brings Dhoni’s philosophy to warehouse floors. Their technology doesn’t simply automate; it orchestrates. Their systems synchronise local actions with global strategy, creating warehouses that can think, adapt, and perform in real time.

One prime example is Addverb’s project with Volvo Eicher Commercial Vehicles (VECV). VECV needed to manage a complex, high-volume inventory while boosting order throughput. Addverb implemented an Automated Storage and Retrieval System (ASRS) and a Multi-Level Shuttle system (“Medius”)

alongside their WMS, WES, WCS, and FMS platforms. The impact was significant:

• 60% increase in daily order lines

• Reduced truck turnaround times

• Higher dispatch accuracy

Every conveyor, robot, and shuttle worked in orchestrated synchrony, much like players executing a captain’s grand plan on the field.

Reliance Retail’s dry grocery automation project offers another testament.

Managing over 300 Smart and Smart Point stores across India required a high-throughput, scalable solution. Addverb’s WES served as the operational nerve center, directing movements across telescoping conveyors, vacuum lifters, and Goods-to-Person stations.

The results were transformative:

• Processing over 40,000 cases daily

• 99.99% order accuracy

• 47% reduction in handling costs

• 19% reduction in storage costs

It wasn’t about automating isolated tasks; it was about weaving them into a living, breathing operational fabric—where each action contributed to a broader purpose.

Systems like Addverb’s Movect (Fleet Management System) push this intelligence even further. Tasks are assigned not merely based on availability, but factoring in energy levels, task priorities, and predictive demand models. Just as Dhoni repositioned his fielders based on evolving game situations, Addverb’s software dynamically adjusts warehouse operations in real time.

Feenstra sums it up aptly: “Our software doesn’t just connect machines—it orchestrates them. Every move is made with the larger strategic goal in mind: speed, accuracy, and agility at scale.”

In the modern warehouse, success isn’t about isolated efficiencies—it’s about synchronisation. The winning edge lies in aligning short-term decisions with longterm vision, much like a World Cup-winning captain. And with Addverb’s intelligent software, businesses are equipped to do just that—achieving not just operational excellence, but strategic mastery.

United Diesel and Daewoo Trucks unveil nextgeneration commercial vehicles

The recent launch of Daewoo Trucks’ Maximus and Dexen models marked a major milestone for the UAE’s commercial vehicle industry.

Drawing key stakeholders from construction, transportation, logistics, and waste management sectors, the event showcased Daewoo’s latest innovations, reaffirming the brand’s long-standing commitment to the UAE market.

High-profile dignitaries, including Mr. Lee Beom Chan, Consul General of the Republic of Korea in Dubai, Mr. Kim Bangshin, CEO of Daewoo Trucks, Mr. Mazen Dalati, CEO of Al Rostamani Group, and Mr. David Sawiras, General Manager of United Diesel, attended the event. Their presence highlighted the strength of UAE–Korea industrial collaboration and the crucial role Maximus and Dexen will play in shaping the future of the region’s logistics and infrastructure sectors.

Mr. Mazen Dalati commented, “At Al Rostamani Group, we are proud of our enduring partnership with Daewoo Trucks, South Korea’s leading commercial vehicle brand. The launch of Maximus and Dexen is more than the introduction of new models; it reflects our joint commitment to delivering innovation, reliability, and long-term value to our customers. This event strengthens UAE–Korea collaboration and our focus on supporting regional growth with advanced solutions.”

Speaking at the launch, Mr. Kim Bang-shin emphasized, “Today is a proud milestone as we introduce Maximus and Dexen to Dubai, a region where we have earned trust over two decades. These new models showcase our dedication to smarter, safer, and more efficient transportation, engineered to perform across the toughest environments.”

Mr. David Sawiras added, “The launch reflects the shared vision between United Diesel and Daewoo Trucks to deliver high-performance vehicles that meet the operational demands of the UAE. Building on the trusted Novus model’s legacy, Maximus and Dexen redefine comfort,

capability, and cost-efficiency. United Diesel is proud to back this innovation with strong after-sales support and deep local expertise.”

Built for the Future

Organised by United Diesel, the launch event provided guests with an exclusive firsthand experience of Daewoo’s latest offerings. The Maximus, Daewoo’s next-generation heavy-duty truck, and the Dexen, the first medium-duty model in the region, are engineered for top performance, comfort, and reliability in demanding conditions.

The Daewoo Maximus is built around four pillars:

• A fully digitised ergonomic cockpit

• Advanced safety systems with a fully floating air-suspended cab

• A powerful 440HP HD Infracore Euro 5 engine

• Comprehensive after-sales support through United Diesel’s seven UAE service centres

Two configurations were unveiled: a 4x2 Prime Mover (up to 60T GCW) for longdistance efficiency, and a 6x4 Prime Mover (up to 100T GCW) designed for heavy construction and industrial operations.

A Glimpse into Tomorrow

The event also previewed Daewoo’s future innovations, including GIXEN, Daewoo’s first electric light-duty truck, boasting extended range and high-efficiency mileage. It aligns with the UAE’s green mobility goals. Attendees also saw early concepts of autonomous trucks featuring lane-keeping assist, adaptive cruise control, and traffic management technologies, alongside H2ICE hydrogenpowered heavy-duty trucks offering diesel performance with zero CO₂ emissions and over 500 kilometres of range.

As Daewoo expands its futureready vehicle lineup, the UAE remains at the heart of its commitment to innovation, sustainability, and transformative mobility solutions.

Seamless connections: how multimodal logistics is powering Asia–Middle East trade

How are international supply chains keeping up with volatile trade dynamics? We offer the exclusive insights from Taarek Hinedi, Vice President of FedEx Middle East and Africa operations.

As global supply chains evolve to keep pace with shifting trade dynamics, the ability to move goods swiftly, reliably, and efficiently across borders has never been more vital. Disruptions in traditional shipping lanes, the rapid rise in e-commerce, and growing cross-border complexities are driving businesses to rethink how they transport their shipments between regions.

These shifts are particularly significant for trade between the Middle East and Asia - two of the world’s most dynamic regions that are experiencing rapid growth in their economic ties. This corridor is emerging as a key route for trade, investment, and travel and is set to reshape the global economy in the coming decade.

Traditionally, intermodal connectivity –where goods move via two or more modes of transport under separate contracts – has long supported global commerce and trade between the Middle East and Asia.

While this approach offers flexibility, it also presents challenges such as longer lead times, fragmented service, and limited endto-end visibility due to the involvement of multiple logistics providers.

Integrating modes, Simplifying logistics

This growing complexity is prompting a shift from traditional intermodal setups to more streamlined solutions like multimodal transport, which offer greater control and efficiency. The difference between intermodal and multimodal transport may seem subtle, but for businesses, the operational impact is substantial. Multimodal logistics consolidates multiple transportation modes under a single provider, contract, and point of contact, ensuring a seamless flow of goods from origin to destination. This integrated approach improves tracking, reduces operational friction, and enhances

“According to the World Shipping Council, two of the world’s 50 largest container ports are located in the UAE. These seaports handle about 60% of container cargo destined for GCC.”

accountability and service reliability.

Recognising shifting trade dynamics and evolving business needs, FedEx introduced its Less-than-Container Load (LCL) Priority multimodal service, connecting Asia Pacific to key Middle East markets via the UAE. By integrating ocean and road networks into a single, cohesive solution, LCL Priority offers faster transit times than traditional ocean freight - reducing delivery times by 8 to 10 days - while being more cost-effective than air freight. It strikes the ideal balance between speed and affordability - two critical factors in today’s supply chainenabling businesses to scale globally while reducing costs.

At the core of this service is the FedEx Middle East Road Network (MERN), which enables the efficient redistribution of goods arriving by sea to destinations across the Gulf Cooperation Council (GCC) countries and Jordan.

The UAE: A Strategic Logistics Hub

The UAE’s logistics infrastructure has become increasingly critical in facilitating the movement of goods from Asia to the GCC. According to the World Shipping Council, two of the world’s 50 largest container ports are located in the UAE. These seaports handle about 60% of container cargo destined for GCC.

In addition, the UAE’s strategic geographic location, combined with worldclass airports, seaports, road systems, and an expanding rail network, make it an ideal logistics hub for connecting two of the world’s most dynamic economic regions.

Multimodal Logistics: A smarter path forward

As supply chains become increasingly complex, multimodal logistics offers businesses a smarter, more agile way to manage cross-border trade. By unifying transport modes under one provider, companies can simplify operations, improve efficiency, and respond faster to shifting market demands.

In a world where time, cost, and reliability are more critical than ever, multimodal solutions are not just a logistics upgradethey’re a competitive advantage.

Fighting e-waste: Basatne expands sustainable tech efforts with Cartlow

Basatne is a global leader in circular technology, fintech, and sustainable trade solutions. They focus on extending the lifespan of electronics, reducing e-waste, and optimising global trade efficiency. Their services include electronics distribution, refurbishment, reverse logistics, and digital gift cards. In an exclusive interview with Global Supply Chain, Ammar Aboulnasr, Founder and CEO of Basatne, shares more about key initiatives undertaken by the company.

Basatne has recently acquired Cartlow, a UAE-based re-commerce company, to strengthen its position in the Middle East and accelerate the transition to a circular economy. This move comes as the region faces a growing e-waste crisis, with the UAE ranking among the highest in per capita electronic waste generation.

GSC: Tell us more about Basatne’s acquisition of Cartlow and how this impacts the industry.

AA: The acquisition of Cartlow is a gamechanger for Basatne, solidifying our leadership in the circular economy space, particularly in the Middle East. By integrating

Cartlow’s expertise in device collection, diagnostics, refurbishment, and resale, we are not just expanding our capabilities, but reimagining the way tech-enabled circular solutions operate on a global scale. This acquisition is pivotal in accelerating our global expansion and reshaping the industry with innovative, sustainable practices that drive long-term value.

GSC: Basatne focuses on reducing e-waste and promoting a circular economy. What are some of the new initiatives undertaken by the company?

AA: In 2025, our priority is accelerating transformation within the circular economy by integrating key components into a

unified, closed-loop model. As part of this vision, we acquired Cartlow, a leading multi-seller re-commerce platform, to strengthen our foothold in the secondary market. We’ve also introduced Ardroidpowered refurbishing capabilities to address growing regional demand, and partnered with FutureDial, a global leader in AI-driven robotics, to enhance data wiping and diagnostics. These strategic moves are focused on scaling sustainable practices and maximizing device recovery across the entire value chain.

GSC: Can you please highlight some of the key sustainability initiatives undertaken by your company?

AA: Sustainability at Basatne isn’t a function, it’s built into the business model. Following our acquisition of Cartlow, we’ve embedded high-performance reverse logistics and re-commerce infrastructure directly into our operations, enabling us to recover, refurbish, and resell devices at scale. This approach reduces waste, cuts emissions, and unlocks new revenue streams from assets traditionally written off. We’re not just extending product lifecycles, we’re redefining value creation in the supply chain. It’s a smarter, leaner, and more future-proof way of doing business, and it positions us at the forefront of a $1 trillion circular economy.

GSC: What is the impact of sustainability on our environment?

AA: Globally, over 50 million metric tons of e-waste are generated each year, most of it ending up in landfills or processed informally, contributing to environmental degradation and resource loss. Extending the life of electronic products through

refurbishment and reuse directly reduces this waste stream, conserves materials, and significantly cuts carbon emissions. Sustainability, at its core, fuels innovation, driving smarter logistics, more efficient resource use, and future-ready supply chains. Prior to our acquisition, Cartlow alone diverted over 6,000 tons of electronic waste from landfills in 2024, preventing more than 36,000 tons of CO₂ emissions, a clear example of the real, scalable impact circular models can deliver.

GSC: Do you think that industries around the world are taking sustainability seriously?

AA: Sustainability has moved from a corporate buzzword to a strategic imperative, but the depth of commitment still varies across industries. At Basatne, we view sustainability as a powerful engine for growth, innovation, and long-term competitiveness, not just compliance. The real value lies in translating environmental responsibility into measurable, bottom-

line impact. Globally, leading brands and distributors are doubling down on circularity, with the market expected to hit $1 trillion by 2028. We’re not just watching this shift—we’re helping shape it by building the tech, infrastructure, and partnerships that scale circular models from vision to reality.

GSC: Does the company plan to branch out in the rest of the GCC? Please elaborate.

AA: Expanding across the GCC is a key part of our global strategy. We’re leveraging its advanced infrastructure to scale our circular economy solutions throughout key GCC markets like Saudi Arabia, Kuwait, and Bahrain. Beyond the region, we see immense potential in high-growth markets in Europe, North America, and Asia, where the demand for sustainable, tech-enabled supply chain solutions is rapidly increasing. Our vision is to establish a global platform that enables businesses and consumers to embrace circular models.

Countries in the MENA region, notably the UAE, are at the forefront of adopting advanced technologies, driven by ambitious initiatives like Dubai’s AI Strategy and Saudi Arabia’s Vision 2030, aiming to position themselves as global leaders in digital innovation. With the MENA retail market expected to reach $1.4 trillion by 2032, AI-driven solutions are rapidly reshaping the industry.

Let’s explore specific areas in offline retail where AI agents are driving transformative changes.

Inventory management

Offline retailers struggle with inventory challenges due to fragmented systems and manual processes, leading to stockouts and overstocking. In the UAE, retailers like Carrefour and Lulu Hypermarket are testing RFID technology to improve accuracy, while global retailers are exploring computer vision-based real-time shelf monitoring. AI agents take this further by autonomously tracking stock levels, automatically reordering products, and redistributing inventory based on real-time dynamic conditions. This proactive approach minimizes manual errors, reduces out-of-stock scenarios, and optimises inventory continuously.

AI Agents: transforming offline retail in MENA

AI agents—intelligent software systems capable of autonomous decisionmaking—represent a significant evolution beyond traditional machine learning models, which typically rely on human execution after predictions. Unlike passive analytics, AI agents can act proactively and adapt to changing conditions in real time. This shift is particularly critical for offline retail, which historically struggles with fragmented data and unpredictable physical environments.

By ANDRII MOROZOV, Head of AInventory, Yango Tech Retail

Assortment and Planogram Optimisation

Most offline stores rely on static layouts and assortments that are updated infrequently and manually, limiting their ability to respond to customer behaviors and market trends. While current ML systems analyse historical sales data, they cannot dynamically update store layouts in realtime. AI agents transform this process by leveraging computer vision and real-time analytics to continuously optimize product placement and shelf arrangements based on live customer traffic and interaction data. They also provide granular visibility into store-specific characteristics and equipment, enabling more precise and effective layout decisions to enhance sales and customer experience.

Supply Chain and logistics optimisation

Retail logistics in the MENA region face slow response times to disruptions due to infrastructure and climate challenges, leading to inefficiencies and higher costs. While ML-driven forecasting has improved planning accuracy, responding to sudden disruptions still requires manual oversight, limiting full agility. AI agents shift

supply chain operations by autonomously adjusting in real-time, integrating live store data, traffic conditions, and environmental factors to reroute deliveries, dynamically redistribute inventory, and streamline warehouse operations. Additionally, these agents automate supplier negotiations and communications, reducing operational complexity and enhancing agility.

Autonomous retail stores

Current autonomous retail models, like Amazon Go, rely on fixed, pre-defined rules and lack adaptability to unforeseen circumstances. While cashierless stores offer limited autonomy, they require extensive setup and oversight. AI agents holistically support autonomous retail stores by dynamically managing operations, including inventory replenishment, theft prevention, and customer service interactions in realtime. This self-sustaining capability enables seamless operations without constant human intervention, providing customers with a frictionless shopping experience.

AI agents enable numerous opportunities, yet, many scenarios first require significant improvements in data accessibility and quality. Currently fragmented and incomplete datasets pose major hurdles to widespread implementation. Real-time, high-quality data is essential for optimal AI deployment.

This is why digital twin technology is essential—it creates real-time virtual replicas of physical stores by integrating continuous data streams from sensors, cameras, and transactional systems, bridging the gap between physical stores and AI-driven solutions. Yango Tech’s AInventory, a cuttingedge digital twin solution, empowers retailers to unlock the full potential of AI agents.

International Benefits:

+ The FIATA member certificate

+ Use of the Fiata logo

+ Entry in the FIATA members directory & networking events

+ Advertising in the FIATA members directory, review and information (FIATA e-Flash)

+ Special Rates for FIATA publication and articles

+ Access to secretariat›s assistance

+ FIATA arbitration code

+ Use of FIATA documents

+ FIATA worldwide member connectivity

+ Talent Connect Worldwide, E-Learning

+ Discountes rates in participating in global and regional conferences

+ Asssistance in case of legal advocacy

+ Discounts for cargo/logistic events and exhibition stands

+ Discount training for NAFL members

+ Training/Certification for regional/international courses

+ Insurance at discounted rates (cargo/liability/medical)

+ Complimentary internship, Skill upgrade and Mentoring & Innovation ideas

+ Discounted supplier rates for industry products

HWArobotics expands into the Middle East with strategic leadership appointment

HWArobotics, a global leader in intralogistics automation, has announced its expansion into the Middle East, a rapidly growing market for advanced warehousing and automation solutions. As part of this strategic move, the company has appointed Umer Saleem as Vice President of Sales and Business Development for the region. With an impressive track record in leadership and business growth, Saleem is set to spearhead HWArobotics’ operations, bringing the company’s innovative solutions to a wider audience.

Strengthening presence in a high-growth region

The Middle East is experiencing a surge in demand for automated storage and retrieval systems (ASRS) due to the region’s

booming e-commerce sector, increasing reliance on efficient logistics, and the push for digital transformation in supply chains.

HWArobotics, known for its pioneering engineering, patented technologies, and OEM capabilities, is well-positioned to deliver high-value solutions tailored to regional market needs.

“We are excited to enter the Middle East market with Umer leading the charge. His deep industry expertise, strong regional connections, and strategic vision make him the ideal leader to drive our success in this dynamic region,” said Zhentian “Sky” Chen, General Manager of HWArobotics.

A vision for growth

The company has a global presence, with subsidiaries in the United States, Europe, and South Korea, as well as manufacturing

Umer Saleem

plants in Thailand and China. They are known for their innovative technologies, such as AI-driven swarm intelligence for shuttle systems, and their ability to cater to industries like e-commerce, pharmaceuticals, and cold storage.

With extensive experience in business development, Saleem is eager to take on this new challenge. His role will focus on building relationships with key stakeholders, identifying opportunities for growth, and ensuring that HWArobotics’ cutting-edge automation solutions cater to the unique needs of Middle Eastern businesses.

“I am honoured to join HWArobotics at such an exciting time. The company’s reputation as a pioneer in intralogistics, engineering excellence, and commitment to innovation is truly impressive. I look forward to leveraging our world-class solutions to help businesses in the Middle East optimize their logistics and warehousing operations,” said Umer Saleem.

A leader in Intralogistics

HWArobotics has established itself as a global force in automation, offering state-of-the-art ASRS shuttle systems that enhance efficiency, storage density, and operational flexibility. With multiple patents and a strong engineering foundation, the company has consistently delivered high-performance solutions to clients across e-commerce, retail, and manufacturing industries.

“HWArobotics’ success stems from our ability to innovate and provide high-value solutions that drive efficiency and cost savings,” said Julie Sun, Managing Director for the USA & Europe. “Our expansion into the Middle East aligns with our mission to deliver cutting-edge intralogistics technology worldwide. Saleem’s leadership will be instrumental in making this venture a success.”

The road ahead

With this expansion, HWArobotics is set to transform the Middle East’s logistics landscape by introducing state-of-the-art automation solutions that address the region’s evolving needs. As the company strengthens its foothold, partnerships with local businesses and key industry players will play a crucial role in shaping its growth trajectory.

Logitech opens new Distribution Centre in Dubai

The facility set up within Maersk’s warehouse at Jafza cuts delivery times for new innovations and services to customers across Africa, the Middle

East, Turkey and the Central Asia region

Logitech has announced the opening of a new Distribution Centre (DC) at Maersk’s Warehousing & Distribution (W&D) facility in Dubai’s Jebel Ali Free Trade Zone (JAFZA), marking a significant milestone in its mission to enhance service capabilities across the Africa, Middle East, Turkey and Central Asia (AMECA) region.

This strategic investment aims to address the evolving needs of its B2B and B2C customers, aiming to optimize operations, accelerate delivery timelines, and strengthen Logitech’s regional presence.

The newly launched DC, situated in JAFZA, a premier logistics hub bridging East and West, and a gateway to better serve customers across Africa, the Middle East, Turkey and Central Asia, demonstrates Logitech’s commitment to efficiency and operational excellence.

Stephen O’Mullan, Head of Global Logistics at Logitech, said: “Dubai has a well-documented history and an efficient logistics network that has served the AMECA region for several years. The Free

Trade Zone, established in 1985, boasts a strong customer base, making it a strong choice for warehouse operations. In consultation with our customers, they also expressed a strong preference for this location, reinforcing our decision.”

Lisa Park, Managing Director, Maersk UAE, commented, “We are delighted to onboard Logitech at our Integrated Logistics Centre in the UAE and strengthen our commitment to our customers in the Middle East. Our end-to-end logistics offerings connect and simplify our customers’ supply chains.”

Faster delivery and improved access to full portfolio of products

The new DC reinforces Logitech’s commitment to providing better partner and customer experiences:

• Faster Time to Market: Unlocking rapid response to market, shipping time will be reduced by 30 days across the AMECA regions.

• Accelerated Access to Innovation: The facility enables quicker introduction and availability of Logitech’s newest products, addressing the evolving and fast-paced demands of both retail and corporate customers.

• Enhanced Customer Support: Channel partners and end customers benefit from improved inventory proximity, bolstering their competitiveness in a vibrant and dynamic market environment.

• Expanded Product Portfolio: Ensures access to technologies that meet diverse customer needs. The facility stocks a wide range of Logitech’s offerings, including gaming accessories, mice, keyboards, headsets, webcams, and cuttingedge video conferencing solutions.

Moninder Jain, Vice President and Head of Emerging Markets (Africa, Middle East, Turkey and Central Asia) said, “The new DC in Dubai will strengthen the foundation built by our Middle East and Africa teams, bringing us closer to customers and partners while enabling faster response times to market demand. Dubai’s central position is perfectly placed to serve customers across the region.”

He added, “Apart from being a key logistics hub for the GCC, this investment underscores our long-term commitment to these markets and our confidence in the process efficiency of the UAE.”

AFebruary 2025 report by Europhia Consulting highlights how the UAE’s agrifood industry transformation is not only securing its national food supply but also creating avenues for international agritech firms, growers, and fresh food logistics specialists to scale operations and access regional markets.

Government-led innovations driving agritech investment

The UAE’s National Food Security Strategy 2051 focuses on technology, sustainability, and investment to enhance domestic food production and logistics, benefiting both local and international agritech players.

1Blockchain-Enabled Food Traceability

– Improves food safety, fraud prevention, and transparency, strengthening trust and supply chain efficiency.

UAE Agritech Sector: Driving food security through innovation and sustainability

The United Arab Emirates (UAE) is emerging as a global hub for agritech, tackling food security challenges through innovation, sustainable farming techniques, and advanced cold chain logistics aimed at the fresh food sector. By fostering an agritech-friendly ecosystem, the UAE presents new business opportunities for foreign companies, offering a strategic base to expand into the Middle East and Africa.

2Climate-Controlled Logistics –Preserves food freshness, creating opportunities for cold chain logistics firms to expand operations.

3Agritech & Vertical Farming Investments – Projects like Bustanica, the world’s largest vertical farm, drive local and international agritech expansion.

4Funding for Agritech Startups – The Abu Dhabi Investment Office (ADIO) provides $200 million to support vertical farming, hydroponics, and smart foodtracking solutions.

This strategy reinforces the UAE’s position as a hub for agritech innovation and investment.

UAE as a springboard for Middle East and Africa growth

Beyond strengthening its domestic food security, the UAE is positioning itself as the agritech gateway to the Middle East and Africa. Companies specializing in precision agriculture, sustainable farming, and logistics are capitalizing on the UAE’s modern logistics and distribution infrastructure and investment landscape.

Vertical Farming Expansion

The UAE leads regional vertical farming efforts, providing incredible business growth opportunities for international agritech firms. The industry is projected to

expand in the Middle East and Africa region from USD 1.45 billion in 2025 to USD 9.47 billion by 2033, with a CAGR of 26.4%, driven by food security needs and population growth, according to Market data Forecast.

Cold Chain Logistics Growth

The demand for cold chain logistics expertise is rising quickly, with investments focused on temperature-controlled warehousing and efficient transport solutions. International companies specializing in food storage, refrigeration, and distribution can leverage the UAE’s logistics sector to serve a wider Middle Eastern and African market.

Market opportunities for foreign companies

The UAE’s agrifood sector evolution is creating growth prospects for international agritech and logistics providers seeking a regional base for expansion.

1Cold Chain Logistics Expansion

The UAE’s investment in temperaturecontrolled infrastructure enables logistics firms to establish operations, ensuring food safety and supply chain efficiency.

2Agritech Startups and Smart Farming Solutions

International agritech companies focusing on automation, AI-driven irrigation, and precision farming can tap into governmentbacked funding for scaling operations across the Middle East and Africa.

3Blockchain-Integrated Food Supply Chains

Foreign firms offering blockchain technology for food tracking and safety compliance can partner with UAE-based agritech stakeholders to improve regional supply chain efficiency.

4E-Commerce and Agritech Logistics Synergies

The UAE’s booming e-commerce sector presents logistics and agritech integration opportunities, enabling food distributors to optimize digital ordering platforms.

5Advanced Warehousing and Distribution Networks

International firms specializing in automated warehousing and AI-driven distribution can integrate their operations into the UAE’s advanced fresh food cold chain storage infrastructure.

6Strengthening Import-Export Logistics

The UAE’s role as a trade hub supports international companies seeking logistics solutions for efficient food movement across borders.

7Cold Chain Market Growth Projections

According to the Mordor Intelligence Cold Chain Logistics Market Report, the UAE cold chain market is set to grow from USD 0.71 billion in 2025 to USD 1.15 billion by 2030, emphasizing the critical role of logistics solutions for food security.

Conclusion: UAE Leading Global Agritech Innovation and Expansion

Europhia Consulting’s February 2025 report highlights the UAE’s regional leadership in food security, leveraging technology and investment to support agritech and cold chain logistics growth. By integrating vertical farming, blockchain traceability, and advanced logistics, the UAE positions itself as a benchmark for sustainable agriculture and a regional hub for expansion. Foreign firms specializing in grower solutions, agritech, and cold chain fresh food logistics will find strong opportunities to scale into the Middle East and Africa.

By Eelco Dijkstra, Managing Partner

Europhia Consultancy which has been delivering supply chain, distribution and logistics procurement consultancy services since 2005, specialising in the international life sciences, food, and retail industries.

Food Security & opportunity: rethinking the UAE’s supply chain strategy for a global role

The Arabian Peninsula has long defied conventional limitations when it comes to food security. Despite its arid terrain and limited natural water resources, the GCC region, led by the UAE and Saudi Arabia, has consistently secured a position among the world’s top 50 performers in the Economist Impact Global Food Security Index. This progress is not coincidental. It is the result of deliberate national strategies anchored in innovation, policy clarity, and global connectivity.

From vertical farming to AI-powered agricultural analytics, the region has embraced advanced technologies to drive sustainability and output.

The UAE’s National Food Security Strategy 2051 calls for a 50% increase in local agricultural production. Saudi Arabia, through Vision 2030, aims to localise 85% of its food processing. Massive infrastructure investments, from Food Tech Valley in Dubai to agri-clusters in KSA’s special economic zones (SEZ) are reinforcing the region’s capacity to produce, process, and move food efficiently and at scale.

Triggered by the US’s latest tariff hikes, a major realignment of global supply chains is currently underway. With countries like China and India now facing steep US import tariffs, some as high as

145%, the GCC finds itself in a unique position. Gulf economies currently face only a 10% baseline tariff, creating an arbitrage window for re-export-oriented manufacturing.

If certain food products are processed or packaged in UAE free zones or Saudi SEZs, they may qualify under rules of origin for re-export to the US at significantly reduced tariffs. For categories like packaged goods, functional ingredients, or shelf-stable items, this opens new manufacturing and export potential for the region.

The infrastructure is ready with Jafza, KIZAD, and King Abdullah Port already serving as high-efficiency global logistics hubs. National carriers and integrated supply chain operators offer connectivity to key markets, including North America.

These factors, combined with a reputation for political stability and business-friendly regulation, have positioned the region as a dependable food trade gateway between East and West.

Looking ahead, the region’s food security strategy must go beyond selfsufficiency. It’s about building resilient, tech-enabled, and globally integrated supply chains, while also capturing new trade opportunities that reinforce economic sustainability. In this evolving landscape, supply chain and procurement strategies will not only safeguard national food access but may well shape the Gulf’s future as a global food export hub.

By ARUN BRUCE CEO, TransformationX

Arvato opens new central distribution centre in China

n Arvato has officially opened a new central Logistics Centre in China, consolidating multiple smaller sites into a single, modern facility to enhance logistics operations. The center, spanning nearly 20,000 square meters, is strategically located in Jinshan District, Shanghai and ensures optimized supply chain efficiency.

“We are excited to inaugurate our new Shanghai Jinshan Logistics Centre, a significant milestone in our expansion strategy for China,” says Raoul Kuetemeier, Head of Asia at Arvato. “This modern facility allows us to optimize our logistics network, improve operational efficiency, and continue delivering innovative and customized supply chain solutions to our valued clients”

The Jinshan Logistics Centre is designed to accommodate the growing demands of Arvato’s clients from the high-tech and consumer goods industries. With a focus on operational excellence, the new facility integrates modern warehousing infrastructure and logistics technology to enhance efficiency, scalability, and service quality.

Strategic Location for optimal connectivity

Situated in the Jinshan District, Shanghai, the new logistics centre boasts a prime location, strategically positioned just 60 km from Shanghai Pudong International Airport (PVG) and 50 km from downtown Shanghai. Additionally, its proximity to a major highway entrance ensures seamless transportation and distribution efficiency.

“The development of the Jinshan Logistics Centre underscores Arvato’s agility and expertise in logistics project execution.

The implementation phase commenced in mid-January, with foundational work successfully completed within just two months. By early March, the facility was fully operational, marking a swift and efficient transition”, said Raoul Kuetemeier.

Arvato is currently facilitating the gradual relocation of projects from existing warehouses, ensuring minimal disruption to clients’ supply chains. Furthermore, two new clients from the tech industry are set to go live before June, further solidifying the company’s expansion in the region.

SIG and partners pioneer end-to-end recycling solutions

n SIG has partnered with Plastic Bank, Carta Misr, and TileGreen to establish Egypt’s first end-to-end recycling system for used aseptic beverage cartons.

This initiative will help to restructure the Egyptian recycling landscape and turn waste into valuable resources. At present there is no formalized system for waste collection and recycling in Egypt.

The new system that SIG and its partners have now introduced tackles every stage of the recycling process. Plastic Bank oversees the collection of used beverage cartons, ensuring a steady supply of recyclable materials. The collection is backed by a blockchain-secured platform, providing full traceability and transparency in waste collection, empowering waste collectors to convert every piece of discarded material into a source of revenue. Carta Misr, a local paper mill, separates paper fibers from the aluminum and polymer layers of the

cartons to create high-quality recycled paper products. Meanwhile, TileGreen, an Egyptian startup, repurposes the PolyAl mix into durable interlock bricks. “With this strong partner network, we ensure that all materials from used beverage cartons can be recycled, thus preventing components of the packaging from having to be landfilled.

By achieving a system supporting circularity of used beverage cartons in Egypt, we are demonstrating that sustainable innovation is not only possible but also essential,” said Abdelghany Eladib, President & General Manager India, Middle East and Africa at SIG. “This initiative embodies our commitment to creating economic, social, and environmental value, showing how industry collaboration can drive scalable solutions that benefit everyone.”

The system’s impact extends beyond environmental benefits. It offers economic opportunities by creating steady livelihoods for waste collectors. It also engages consumers through tangible applications of recycled materials, such as roof tiles, inspiring greater participation in recycling. “Used beverage cartons are a rich source of high-quality fiber, and this partnership with SIG allows us to harness this valuable resource effectively. By integrating these fibers into our production processes, we produce superior paper products while reducing the need for additional raw materials. This initiative not only strengthens the recycling value chain but also demonstrates how sustainable practices can drive both environmental and economic benefits,” said Mohammed Gamal, CEO of Carta Misr. “We are passionate about turning waste into value. Through our collaboration with SIG, we have demonstrated the transformative power of innovative recycling systems to create a new generation of materials. Repurposing PolyAl into durable building materials using our patented technology not only keeps waste out of landfills but also offers a scalable, sustainable solution for the construction industry.

KEY SECTORS

CTW Global will provide many valuable opportunities to connect with a wide range of individuals who share a common interest in the industry, products, and services being showcased.

WestJet Cargo celebrates significant growth in belly cargo business

n WestJet’s cargo business celebrated a highly successful 2024, marked by growth across multiple fronts. The airline saw a surge in belly cargo demand, expanded its network with new routes and partnerships and embraced digital innovation to enhance the customer experience.

“WestJet’s belly cargo business has emerged as a key driver of success for WestJet Cargo, with a 60 per cent year-over-year increase in revenue,” said Kirsten de Bruijn, WestJet Executive Vice President, Cargo. “We’ve seen strong performance on key routes like Narita-Calgary Incheon-Calgary.”

While the airline recently confirmed it would eventually phase out its four dedicated freighters, it is committed to expanding belly cargo

opportunities in markets where WestJet operates passenger service, as well as offering cargo on new routes.

“As WestJet welcomes more aircraft to its passenger fleet, WestJet Cargo will grow alongside,” said Julius Mooney, WestJet Director of Commercial Cargo.

“Supported by a strong logistics and operations team, WestJet Cargo is poised to continue its successful growth in the competitive belly cargo sector.”

Building global connections with Virgin Atlantic

Last month, WestJet proudly announced a Block Space Agreement (BSA) with Virgin Atlantic from Toronto (YYZ) to London (LHR). The deal boosts cargo capacity

between the East Coast of Canada to London and beyond on Virgin Atlantic’s network, strengthening trade links between Canada and key destinations across Europe, Africa, the Middle East and Asia.

Digital innovation enhances

service

WestJet Cargo has rolled out a revamped website and digital platforms, streamlining the booking and tracking processes for guests. Integrated with digital freight platforms cargo.one and cargoAI, the organization has improved accessibility and operational efficiency radically over the last year. Through this, WestJet Cargo has also been able to add new product offerings such as Campus’Air service for university and research cargo.

Emirates SkyCargo invests in hydrogen-powered trucks

- The move is a part of Emirates SkyCargo’s broader strategy to reduce the environmental impact of its ground operations.

n As part of its continued commitment to implementing fuel saving initiatives across ground operations, Emirates SkyCargo, in collaboration with Allied Transport Company, will add hydrogen-powered trucks into its trucking fleet. Currently in production, the trucks will be onboarded to the fleet by Q1 2026.

Emirates SkyCargo’s truck fleet comprises over 60 trucks and serves as a conveyer between Dubai World Central (DWC) and Dubai International Airport (DXB), as well as the wider domestic region. The airline will deploy five hydrogen-powered trucks, marking a key milestone in the company’s gradual transition to alternate fuel vehicles. The addition of these trucks is expected to reduce Emirates SkyCargo’s CO2 emissions, while contributing to better air quality.

The hydrogen trucks, like the current diesel-powered vehicles, can carry up to 28 tonnes of cargo, ensuring no compromise on capacity. They will be refuelled at two dedicated hydrogen fuelling stations in Dubai - Expo City and the Al Qudra Dewa station, and a full tank can provide a range of up to 700 kms, to ensure seamless and low-emission transport for Emirates SkyCargo’s customers.

Badr Abbas, Divisional Senior Vice President, Emirates SkyCargo, said: “The deployment of hydrogen-powered trucks into our fleet marks an exciting development in our strategy to reduce emissions in our ground operations. We will continue to explore more ways to integrate alternative fuels and technologies and scale up efforts that mitigate our environmental footprint without compromising on the high standards of service our customers expect.”

Mr. Ali Bin Beyat, CEO of Allied Transport Company, expressed strong confidence in the potential of hydrogen-powered

transport, stating: “Through our extensive research, we are confident that achieving significantly reduced emissions is possible with hydrogen trucks, without relying on conventional power sources. In partnership with Emirates SkyCargo, we are introducing Hydrogen-powered trucks across UAEespecially in Dubai-to support a cleaner and sustainable logistics future. This initiative aligns with Emirates SkyCargo’s sustainability goals and supports the UAE’s vision for a greener future.”

The hydrogen trucks are tractor units, compatible with a variety of trailers to accommodate different types of cargo, ensuring that Emirates SkyCargo can meet its diverse customer needs while minimising its environmental footprint.

Reducing emissions is one of the key pillars of the Emirates’ Environmental Sustainability Framework, with multiple initiatives dedicated to efficient operations. In 2023, Emirates achieved IATA Environmental Assessment (IEnvA) Stage One and the IEnvA Illegal Wildlife Trade module certifications, a testament to the airline’s longstanding commitment to impactful environmental sustainability initiatives.

Mawani connects Jeddah Islamic Port with 4 countries

n The Saudi Ports Authority (Mawani) has announced the addition of the new IMB1 shipping service, operated by CSTAR LINE, to Jeddah Islamic Port.

The new shipping service will connect Jeddah Islamic Port with the ports of Nhava Sheva and Mundra in India, Evyap in Türkiye, Novorossiysk in Russia, and Jebel Ali in the United Arab Emirates, with a total capacity of 2,100 TEUs (twenty-foot equivalent units).

The launch of the new service is part of Mawani’s ongoing efforts to enhance maritime connectivity between the Kingdom and the rest of the world and to support the movement of national exports and imports.

This initiative aligns with Mawani’s broader efforts to facilitate smooth trade between Saudi ports and regional and international ports, while boosting operational efficiency to maximize the Kingdom’s competitive

advantage. It also supports the objectives of the National Transport and Logistics Strategy, which seeks to position the Kingdom as a global logistics hub and a vital link between three continents.

Mawani’s partnerships with major

global shipping lines play a crucial role in enhancing the competitiveness of Jeddah Islamic Port, expanding its maritime service network, and boosting operational efficiency, further reinforcing its status as a strategic logistics hub on the Red Sea coast.

- The service will connect Jeddah Islamic Port with the ports of Nhava Sheva and Mundra in India, Evyap in Türkiye, Novorossiysk in Russia, and Jebel Ali in the United Arab Emirates

Massimo Giannetto Integrated Business Planning Director AkzoNobel

Obaida AlSaggar VP of Procurement and Supply Chain Saudi Airlines Catering

Mohanned Badri Vice President Operations Performance Saudia Cargo

Mohamed Salah Dwidar Head of Supply Chain LVMH Beauty

Moghny Chief Supply Chain Officer Bin Awadh Alnaqeeb

Mohammed Al-Ghamdi Executive VP Manufacturing Jubail Chemical Industries Co

Mosaad Al Anazi Assistant Director, Corporate Logistic Ministry of National Guard Health Affairs

Ibraheem Alkahtani Head of Logistics & Trade Compliance Schneider Electric

Saadeh Group Vice President FBH GRP

Jade Marjurum Associate Director - Procurement MACE

Frederick Magana Head of Contracts & Commercial - Energy Sector NEOM

Saad Alqudsi Senior Supply Chain Manager - GCC Amazon

Organized by www.fortinusevents.com

Tarek

Ziad

Forklift provider Wacker Neuson offers innovative solutions

n Whether you’re moving heavy materials, digging tight trenches, or lighting up a night shift on-site, Wacker Neuson has the tools to keep things running smoothly and understand the demands of the industry, which is why the company delivers innovative solutions that power projects from start to finish.

Some of its best sellers include:

TELEHANDLER TH522: Versatile and efficient, this machine combines forklift, crane, and aerial work platform functionality, with a Vertical Lift System for smooth, controlled lifts.

DUMPER DW30: Off-road mobility, flexible movement and safety with an automatic parking brake. Perfect for tough terrain and tight spaces.

MINI EXCAVATOR EZ17: With zero tail swing and a high-performance diesel engine, this compact excavator is designed for efficient work in confined spaces.

WHEEL LOADER WL34: Powerful hydraulic performance and superior traction for heavy-duty tasks, all in a compact, durable package.

TOWER LIGHTS LTN4Y: Delivering powerful, daylight-like illumination with four LED panels and integrated mobility for around-the-clock construction needs.

“At Wacker Neuson, we embody the “All It Takes” spirit, providing the essential tools

for tackling the toughest challenges on-site. Our best-selling machines are designed to boost your productivity, enhance your efficiency, and ensure your projects move forward smoothly—no matter the conditions,” states the company.

XCharge showcases revolutionary battery-integrated charging solution at EV Innovation summit 2025

n XCHG Limited (“XCharge” or the “Company”) , a global leader in integrated EV charging solutions, proudly showcased its Net Zero Series (NZS) in partnership with Powertech Mobility at the Electric Vehicle Innovation Summit (EVIS) 2025, that took place from April 21 to 23 at the Abu Dhabi National Exhibition Centre (ADNEC).

The Net Zero Series was featured at Powertech Mobility’s booth Stand 716, Hall 3, where attendees could view a dedicated video display highlighting NZS’s cutting-edge features, including its Smart Energy Management System and advanced energy optimisation capabilities.

The NZS represents a first-of-its-kind battery-integrated DC fast charger. Equipped with a 233kWh lithium-ion battery pack (expandable to 466kWh), the NZS delivers up to 210kW output power - regardless of site power constraints - ensuring seamless, high-speed EV charging across a variety of locations.

The integrated energy storage system allows operators to store electricity during off-peak hours and discharge it when grid demand and energy prices peak. This supports grid stabilization, reduces electricity costs, and enhances operator revenue through peakshaving capabilities. With its intelligent energy management system, the NZS supports multiple operational modes to accommodate diverse site needs.

Smart B2G/B2X and solar integration for a greener future

The NZS also enables bidirectional energy flow (B2G/B2X), allowing it to supply power back to the grid or power buildings and appliances. For instance, the system can charge overnight and help support a building’s energy needs during peak daytime hours.

Additionally, the system can be upgraded with photovoltaic (PV) integration, making it particularly well-suited to regions rich in solar energy. This enhances sustainability by enabling renewable energy to directly support charging operations.

Accelerating fast-charging infrastructure in the MENA region

As the MENA region continues to accelerate the development of EV infrastructure, the NZS offers a revolutionary, futureready charging solution that combines high power, energy storage, and flexible deployment. Requiring only 30 to 60kW of input power, it avoids the need for

major infrastructure upgrades and enables quick and simple installation.

This makes the NZS especially wellsuited for municipalities, energy providers, and charge point operators (CPOs) across the region seeking to rapidly expand access to high-power EV charging and lay a robust foundation for a smooth and scalable transition to electric mobility.

Flight frequencies and new destinations

Halit Tuncer is VP Cargo Sales MEASA at Turkish Cargo. He has been instrumental in expanding Turkish Cargo’s operations in India, focusing on increasing flight frequencies and introducing new destinations. In conversation with Abigail Mathias, Editor, Global Supply Chain, we discover how he manages operations for one of the largest international air cargo networks while making time for personal goals.

Abigail Mathias: What’s your typical day like?

Halit Tuncer: If I am in Dubai, I wake up around 6 am. I catch up on any urgent work which may have transpired, as operations are always on. I don’t take breakfast, just maybe some curd and something healthy not too heavy. I then head to work. I spend all day at work and I skip lunch. I usually have few dates to give me energy. In the evening, I spend two to three hours with family and then catch up with work if required.

AM: Are you a coffee or tea person? If so, how many cups a day?

HT: Both, but mostly tea. I drink it very light. I don’t drink a lot of water. My tea is very diluted. I sometimes end up drinking around 20 cups a day.

AM: What do you do to keep yourself fit?

HT: I play golf. I also cycle whenever I find the time.

AM: What time do you break for lunch?

HT: I don’t take a specific lunch break but sometimes I just pause to catch up and spend some relaxed time with colleagues around noon.

AM: Around what time of day do you wrap up work at the office?

HT: Around 7pm.

AM: How do you unwind in the evening?

AM: When and to which location is your next holiday?

HT: My next holiday is in India. This time to Chennai and maybe next time to Mumbai, to catch up with friends and go to the restaurants my family likes. We are planning to travel at the end of April for two to three days.

AM: What advice would you’d give other business professionals juggling time?

HT: I like quiet and dark environment and I like to spend quality screenless time with family.

HT: Try to prioritise things. It is best to delegate work and use technology in the best way possible. For instance, use the Outlook calendar to plan your schedule. Use a tablet to make work faster when you are moving around.

AM: When do you catch up on world/business events?

HT: There’s not a regular time because I don’t watch TV for the news, but LinkedIN and Whatsapp groups with friends and colleagues help keep me updated.

AM: To me and our association Global Supply Chain Magazine is…

HT: You are one of the publications that I look at every morning and check for developments. It keeps me updated on everything. It’s a good way to receive the news.