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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
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BUSINESS
CEO: Ben Weaver ben.weaver@outpb.com
Managing Director: James Mitchell james.mitchell@outpb.com
Chief Commercial Officer: Nick Norris nick.norris@outpb.com
HEADS OF PROJECTS
Callam Waller callam.waller@outpb.com
Deane Anderton deane.anderton@outpb.com
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Ryan Gray ryan.gray@outpb.com
BUSINESS DEVELOPMENT DIRECTOR
Thomas Arnold thomas.arnold@outpb.com
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Donovan Smith donovan.smith@outpb.com
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TRANSFORMING TRANSPORT
Welcome to our second edition of Supply Chain Outlook magazine.
If a product has to be transported by truck – and almost everything does – there’s a good chance that our cover star, Ruan Transportation Management Systems (Ruan), has hauled it.
Operating across the US and serving a diverse range of industries, Ruan is one of the largest family-owned transportation management companies in the country.
We deep dive into how Ruan has become a leader in the transportation and logistics industry, relentlessly committed to excellent service and continuous improvement.
“Our customers range from small businesses to multinational corporations, reflecting our ability to handle various transportation and logistics needs,” expands Vice President of Operations, Jeremy Carmichael.
Elsewhere, an enduring impact has been made on public transport in Australia by MTR Corporation (MTR), a recognised, world-class operator of sustainable rail services.
As a vital component of MTR’s network, the company’s operations in the country aim to deliver global best practices and continually improve transport options to better serve the communities around them.
Thrilled to be celebrating 15 years of dedicated service in Australia, we learn about its involvement in the Sydney Metro City and Southwest project, which represents a transformative milestone for MTR’s presence Down Under.
“We are excited to share our progress at the Sydney Metro City and Southwest project, where our involvement goes beyond our operations and maintenance responsibilities, as we deliver the trains and systems package,” outlines Property and International Business Director, David Tang.
Standing proudly at the forefront of the maritime and logistics industry, meanwhile, is Sedres Group, the ship agency service provider whose aim is to streamline operations for vessel owners, shippers, and charterers conducting business in Saudi Arabia.
We find out how the company navigates the ever-changing seas of the logistics industry by prioritising innovation and client satisfaction.
“We’re not content with simply following the current – we actively seek out emerging trends and translate them into cutting-edge solutions,” elaborates Vice President, Adil Zobair.
This issue also delivers the latest corporate stories from Daifuku Intralogistics America Corporation, Trident Services Australia, Etalex, and many others from across the supply chain sector.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
FEATURES
24 SHOWCASING LEADING COMPANIES
Tell
26 Ruan Transportation
Transporting
Automation
ASIA PACIFIC
64 MTR Corporation
Enabling a Better-Connected Tomorrow
Shaping the future of public transport
74 Trident Services Australia
Keeping People and Property Safe
Tailored security services for the aviation and maritime sectors
EUROPE & MIDDLE EAST
84 Sedres Group
Maritime Masterclass Committed to providing solutions
94 Kelrn Vervoer
Local Farmer to National Supplier
A family-run enterprise
ZARA’S TAKE ON SUSTAINABLE PACKAGING
INTIDEX, THE parent company of Zara, has joined an initiative to influence fast-fashion brands to convert to sustainable packaging alternatives. Working with environmental not-for-profit organisation, Pack4Good, Intidex has pledged to eliminate materials from endangered and ancient forests in its paper packaging.
The fashion industry contributes to the worldwide issue of consumerism, however, since Intidex launched
Green to Pack, a programme that reuses packaging, rates of consumption have reduced by 47 percent. Shipping boxes and envelopes are reused four times prior to being recycled, therefore increasing the sustainability of the products.
The fashion industry has taken steps towards reducing, reusing, and recycling, and Intidex has committed to making fashion packaging sustainable.
CHILD LABOUR LINKED TO LUXURY PERFUMES
POPULAR LUXURY perfume brands have recently disguised a scandal and lied about the source of their products. Lancôme, owned by L’Oréal, and Aerin Beauty, owned by Estee Lauder, claim to have a zero-tolerance policy for child labour,
LEVI STRAUSS UPDATES DISTRIBUTION NETWORK
LEVI STRAUSS is moving away from a primarily ownedand-operated distribution logistic network to one that includes thirdparty logistics (3PL) providers.
This shift to a hybrid model aims to reduce costs and grow the company’s direct-to-consumer (D2C) channels by leveraging third-party capital.
Levi Strauss’ distribution networks require investment, including upgrading their existing capacity with omni-channel capabilities, as it continues to pivot to a D2C-first company.
As part of these continued efforts, Levi Strauss is constantly looking at opportunities to operate with increased speed and streamline processes to get products in the hands of consumers faster.
suggesting ethical practices are followed.
However, footage from Egypt has uncovered a significant number of pickers working on smallholder farms, many of which were under the age of 15, which is illegal in the country.
The lack of oversight from luxury perfume brands towards their supply chains and where ingredients such as jasmine come from has therefore become apparent.
MEDICAL SUPPLY CHAIN FACES GLOBAL SHORTAGE
CURRENTLY, OVER 300 medicines globally are in short supply, with delays on medication prolonging many patients’ recovery process.
There is high demand due to issues surrounding costs and resources, compounding the very slim margins that some generic medicines make. Not-for-profit organisation, Angels for Change, is pressuring manufacturers to bolster the supply chain in response to the drug
THE LOGISTICS OF A FOOTBALL FRENZY
THE UEFA European Championship 2024 has a complex supply chain across the continent to ensure security, safety, and success. Its complicated nature may even be more challenging than winning the tournament itself.
A total of 10 host stadiums in Germany were tasked with accommodating the large number of fans that attended
shortages, which have reached historic highs.
In the US, the Biden administration is working to pass legislation to resolve the issue.
games at EURO 2024. As part of preparations, the stadiums had to comply with a number of sporting area requirements, such as pitch dimensions, grass types, and fully automated drainage systems.
On top of this, other necessities included safety and security, food hygiene standards, dietary requirements, and a sustainable way to dispose of waste across the country. This was no mean feat, as every element was put into place to ensure success.
EUROPEAN RETAILERS PREPARE FOR CHRISTMAS
EUROPEAN
RETAILERS have already begun preparing for Christmas due to various trade route disruptions and increased shipping costs.
It is hoped that ordering early will confirm the delivery of products in time for the festive season. Due to the armed conflict between Hamas and Israel, vessels belonging to Western firms have been attacked in the Red Sea, meaning trade routes have had to be adapted.
Currently, only around 50 percent of global shipments are being completed on time and there has been a 140 percent increase in the cost of shipping a 40 foot (ft) container.
ONLINE FASHION RETAILERS SUFFER SHIPMENT SCRUTINY
ONLINE FASHION retailers are being targeted in the European Union (EU) due to companies taking advantage of shipping large volumes at low prices.
This will affect many duty-free items imported into the EU in July when a new proposal for these goods will be discussed. Currently, the EU allows imports under €150 to arrive duty-free.
Retailers such as Shein and Temu have taken advantage of this and other so-called de minimis thresholds by shipping in large volumes of lowpriced goods that are subject to little scrutiny from customs officials to avoid import duties.
Billions of duty-free items imported into the EU will potentially be affected by the proposed crackdown, which would do away with the €150 threshold.
Olympiastadion, Berlin
How ‘Glocalising’ Supply Chains Can Be the Key to Increasing Resiliency
Kapila Mehta, Sustainability Vice President of Power Products
at
Schneider Electric
, outlines the implications of adapting global products and services to local markets
Writer: Kapila Mehta, Sustainability Vice President of Power Products, Schneider Electric
Globalisation has enabled many multinational corporations to expand into new markets and achieve rapid growth, but being part of a larger network also makes them more vulnerable to external risks.
Extreme weather or geopolitical conflict can cause unexpected disruptions, and globalised businesses can find their entire supply chain impacted by something out of their control.
Companies are increasingly building more regional approaches into their strategies to mitigate the effects of disruption. As a result, supply chains are undergoing a transformation known as ‘glocalisation’, which embraces both a global and local model.
As this transition takes place, many organisations are discovering that by going ‘glocal’, they can, in turn, improve their sustainability efforts and transparency. For these organisations, a hybrid strategy combining global and local can help promote resilience and sustainability.
WHAT DOES GLOCALISATION LOOK LIKE?
Transitioning from a global to a glocal supply chain model can significantly contribute to sustainability and resiliency. During the COVID-19 pandemic, for example, businesses were forced to adapt quickly, find creative ways to build resilience into their supply chains, and take advantage of resources a little closer to home. This shift, commonly known as glocalisation, empowers companies to adapt their supply chains to suit the specific needs of local markets.
By tailoring products and services to meet regional demands, businesses can establish a deeper connection with customers and communities while minimising the environmental footprint associated
with long-distance shipping. Although metrics suggest we have made it through the worst stages of the supply chain crises, the trend towards glocalisation and local supply chains will likely continue. Glocalisation will prove vital as companies seek to improve their agility, competitiveness, customer experience, and global positioning.
THE UNTAPPED POTENTIAL OF GOING GLOCAL
Embracing glocalisation and local supply chains offers numerous advantages for businesses. In an increasingly uncertain and dynamic global marketplace, companies can gain greater agility and flexibility through glocalisation, responding swiftly to individual market changes such as currency inflation and evolving customer preferences. A hybrid global and local approach enables companies to safeguard against unpredictable shocks in the future.
With this hybrid approach, striking the right balance is key. Global supply chains are favourable as they provide economies of scale; on the other hand, local supply chains bring more resiliency. With a balance between the two, companies can remain competitive whilst becoming more resilient and adaptable to changing market conditions and ensuring a consistent flow of goods and services during challenging times like natural disasters, geopolitical tensions, or product shortages. Multi-sourcing and onshoring play into this, with more local options being added to supply chain strategies to boost resilience. Through glocalisation, businesses can empower the local communities in which they reside. By fostering strong ties with local suppliers and manufacturers, companies can contribute to developing regional economies, generating more employment opportunities, and nurturing a sense of community engagement.
AIMING FOR SUPPLY CHAIN GLOCALISATION
The benefits of glocalisation are clear, but what does this look like in practice? Building a network of factory and distribution centres in different regions can help maximise flexibility. Still, businesses need to establish what outcomes they want to achieve and understand the tools and resources they need to accomplish this.
At Schneider Electric, global and local supply chains have helped foster resiliency and self-sufficiency in each region where the company operates. Our smart factory in Lexington, Kentucky utilises smart manufacturing solutions to reduce energy costs and usage while improving operational efficiency. As a result, it has driven a 26 percent energy reduction, a 78 percent CO2 reduction in conjunction with renewable energy credits (RECs), and a 20 percent water use reduction – all whilst reducing equipment downtime by 20 percent. This is just one of nearly 300 factories and logistics centres across 40 countries which use Industrial Internet of Things (IIoT) solutions to create a customised, sustainable, and end-to-end connected supply chain.
During the pandemic and subsequent global shortages of parts such as semiconductors, it was vital to provide an agile response. Giving procurement teams the freedom to do whatever they needed to adapt quickly to changes in the market and continue meeting customers’ needs made supply chains more shockresistant and customer-centred.
Nurturing relationships with partners and suppliers is crucial to building resiliency and ensuring operational continuity. Moreover, the growing emphasis on Scope 3 will require larger organisations to create transparency across their supplier network.
While glocalisation may be an
essential part of this process, it also presents significant challenges. Key suppliers in specific parts of the world have the resources and structures to track emissions data and decarbonise operations. However, Tier 2 and Tier 3 suppliers operating in regions with insufficient regulatory support aren’t prepared or able to report their emissions. Businesses should still strive to reduce emissions however they can, but strengthening regulations around Scope 3 will significantly help accelerate decarbonisation.
As more organisations embark on the path of glocalisation, we can expect sustainability and resiliency to become a bigger priority. By adopting a hybrid approach that integrates global and local, businesses can improve their bottom line while positively impacting the environment and communities worldwide.
ABOUT THE EXPERT
Kapila Mehta is an experienced industrial product and system specialist with a demonstrated history of working in new product development and launches with end-to-end experience. Mehta has nearly two decades of experience and exposure to working with local, global, and ‘glocal’ environments with the best industry leaders. Her key role at Schneider Electric includes defining and executing a sustainability strategy and building an offering portfolio with the highest positive impact on climate, decarbonisation, and resources in the company’s innovation process.
TRANSFORMATION THROUGH TRANSPARENCY
Promoting the rights and well-being of supply chain workers worldwide, the Ethical Supply Chain Program works with organisations to create a more transparent supplier network. Carmel Giblin, CEO and President, enlightens us on the importance of social compliance and fair labour standards
Writer: Lucy Pilgrim
In recent years, organisations across the world have endeavoured to promote a more transparent supply chain in order to increase customer, stakeholder, and employee satisfaction. Regarding the latter, issues around social compliance and labour standards have increasingly become a major challenge in modern international supply chains, whilst it is
widely recognised that more can be done to achieve sufficient workers’ rights and community empowerment.
To combat this challenge, major network players, including manufacturers, brands, licensors, and retailers, must establish a culture of collaboration and accountability.
“Crucially, it’s important that manufacturers feel they are in a supportive environment where they
can disclose any issues. It is only when this happens that problems can be addressed and rectified,” opens Carmel Giblin, CEO and President of the Ethical Supply Chain Program (ESCP), a global non-profit organisation that exists to create a better life for supply chain workers worldwide.
Conversely, it is also important for organisations to provide clear
guidance and communication on what they require from suppliers and other business partners.
“Issuing a supplier code of conduct is a good place to start, as it raises the question of whether suppliers can meet the expectations outlined and how they plan to do so,” informs Giblin.
“The focus should be on organisations working with suppliers to build a multi-year plan that outlines
clear steps and the resources and processes needed at each stage to reach the end goal,” she adds.
For this reason, ESCP has become more important than ever, helping to steer supply chain entities towards greater consideration for social responsibility and compliance.
VALUABLE SUPPLIER SUPPORT
ESCP operates across a range of industries to partner with companies who are committed to ensuring that supply chain workers are treated with respect in a safe environment.
The organisation first began its journey in 2004 when the International Council of Toy Industries (ICTI) sought assurance that its members were complying with the high standards it had created to ensure workers in the industry were being treated fairly.
Today, ESCP has expanded far beyond the toy industry to partner with a vast range of sectors and deliver programmes that protect workers’ rights, the communities in which they operate, and the environments in which they live and work.
The organisation verifies the maturity of a business’s social compliance system by introducing key initiatives such as its Supplier Certification Programme and Social Impact Assessment, as well as the Worker Helpline, offering free, confidential information and advice for those in a range of sectors including manufacturing and construction.
“Our helpline has proven a highly effective grievance mechanism and an essential component for improving transparency and understanding the real issues on the ground in supply chains,” Giblin shares.
ESCP’s valuable support contributes to achieving true transparency across modern supply chains, which can prove difficult given the scale and complexity of global operations.
“Logistics is a prime example where several contractors are often required to fulfil customer expectations. Each of these subcontractors will engage its workforce in a different way, through flexible, temporary, and zero-
“WE WANTED TO PROVIDE A SOLUTION TO HELP FACTORY WORKERS OBTAIN SAFE AND ACCESSIBLE CHILDCARE, ALL WHILE SOLVING LABOUR SHORTAGE ISSUES IN THE MANUFACTURING INDUSTRY”
– CARMEL GIBLIN, CEO AND PRESIDENT, ETHICAL SUPPLY CHAIN PROGRAM
For example, companies utilising subcontractors will have less visibility and control over the conditions and contracts of the workers involved.
In fact, ESCP has witnessed many issues related to the non-payment of workers, serious breaches of health and safety standards, and even forced and child labour.
“Our data shows that breaches of labour standards are typically found to be more egregious further down the supply chain. That is why it is vital that companies seek to have a greater understanding of their supplier network,” urges Giblin.
ESCP –AT A GLANCE
• 98 percent retailer acceptance
• 1,500+ brands, retailers, and licensors
• 1,000+ suppliers in the programme
• 19+ years of experience
IMPLEMENTING CHANGE
ESCP delivers its support through a variety of comprehensive programmes and initiatives. The Supplier Certification Programme, for example, is designed to help suppliers meet their obligations for labour standards.
“One of the ways this is achieved is through factory audits that ensure facilities are operating ethically across areas such as employment practices, working hours, forced labour, and environmental, health, and safety standards,” Giblin outlines.
These audits ensure adherence to ESCP’s Code of Business Conduct, helping organisations implement effective control measures across their supply chains.
Additionally, the company is partnering with UNICEF to create the Family-Friendly Factory Programme, which has installed childcare
and training facilities in factories worldwide.
“We began to develop the programme in 2015, triggered by wanting to do more with insights collected from workers during audit interviews and calls made to the Worker Helpline,” she recalls.
The helpline and interviews revealed that the leading reason workers were leaving their factory jobs was due to childcare issues. The results indicated that this was especially prominent in China, with the government estimating that more than 66 million children were uncared for in 2023 due to parents migrating for work.
“We wanted to provide a solution to help factory employees obtain safe and accessible childcare, all while solving labour shortage issues in the manufacturing industry.”
Therefore, by utilising UNICEF’s policy guidance and expertise and working with a subsidiary of Save the Children, ESCP developed a pilot programme known as Family-Friendly Spaces. This initiative witnessed the installation of childcare facilities and the training of teachers to run them at four piloting factories.
Funded by its suppliers and customers, the initiative has since achieved significant success and is on track to benefit 30,000 children
“OUR DATA SHOWS THAT BREACHES OF LABOUR STANDARDS ARE TYPICALLY FOUND TO BE MORE EGREGIOUS FURTHER DOWN THE SUPPLY CHAIN. THAT IS WHY IT IS VITAL THAT COMPANIES SEEK TO HAVE A GREATER UNDERSTANDING OF THEIR SUPPLIER NETWORK”
– CARMEL GIBLIN, CEO AND PRESIDENT, ETHICAL SUPPLY CHAIN PROGRAM
throughout 100 childcare spaces in 50 factories by 2025.
The Family-Friendly Factory Programme is now being implemented beyond China into Vietnam and Mexico, with further geographical expansion plans in the pipeline.
MOVING THE NETWORK FORWARD
Taking into consideration the supply chain horizon, scrutiny of the global network will continue to increase as more international legislation is introduced. As such, businesses across the world must adapt their processes to ensure transparency at every stage.
Going forward, it will not only become common practice to know the provenance of products in the supply chain but also the wages and hours worked of those who made them.
Therefore, programmes exist to enable companies to achieve the transparency needed and help their suppliers improve in an efficient and cost-effective way.
“Customers trust the brands they buy from, and if that trust is misplaced, customer confidence will be damaged and business lost. Knowing who is in your supply chain and ensuring they operate to the required standards is a company imperative,” Giblin closes.
Family-Friendly Factory Programme
JEWEL IN THE LOGISTICS CROWN
Crown Worldwide makes it simpler to live, work, and do business anywhere in the world through its broad portfolio of complementary brands. We find out how the company is continuously looking to diversify and innovate with EMEA CEO, Barry Koolen
Writer: Jack Salter
Established in 1965 in Japan, Crown Worldwide (Crown) has expanded into a global business encompassing six brands over the course of six decades.
Since Founder, Jim Thompson, first arranged a shipment from Japan to the US in 1965, Crown has adapted from its roots as a relocations business, building up its assets and diversifying its services to meet new and emerging needs as globalisation has accelerated.
With more than 250 facilities in over 40 countries, Crown is a specialist logistics business, offering everything from global and domestic relocations to records management, digitalisation services, workplace solutions, fine art handling, and more.
Since the 1960s, the company’s brands have developed into purposeful entities, each seeking to make it simpler to live, work, and do business anywhere in the world with a rich history of investing in people and giving back to communities.
Supply Chain Outlook (SC): Can you tell us about the wide range of people and goods movement services that you provide?
Barry Koolen, EMEA CEO (BK): The early focus of the company was on providing exceptional moving services to expats and corporate clients in the Asia Pacific region, a venture that would grow into a global force in the logistics industry.
Establishing a presence in key markets worldwide allowed the business to diversify its offering to encompass a wide range of services, leveraging an asset base that has enabled us to
respond to the ever-changing needs of customers in a world that is becoming more complex.
This includes a corporate relocation division, solving all the challenges of organisations with global, mobile workforces moving people to achieve growth in new markets.
Crown Records Management provides solutions for document scanning, paper shredding, records storage, digital information, and document management, whilst Crown Workspaces provides a tailored and sustainable approach to workplace change projects such as company moves and relocations, business removals, IT relocations, and interiors.
SC: What about the other bespoke logistics services that Crown provides?
BK: As customer needs and expectations have evolved, Crown knew it had to adapt and diversify its offerings to meet their changing needs.
Barry Koolen
The company introduced several bespoke services into its offering, such as Crown Wine Cellars, a wine storage facility and private members’ club in Asia, acknowledged as one of the finest in the industry.
With our heritage business being a specialist logistics company that relocated families, it made sense to diversify using our asset base to provide simple solutions as the world has globalised.
Crown Fine Art transports some of the most valuable pieces of art around the world, ensuring safe handling for galleries, auction houses, private collectors, and museums – this is a growing business for us, with a successful footprint in the UK, Italy, and the Middle East, expanding into several high-growth markets in Asia.
Dedicated to the needs of high-end brands in fashion, cosmetics, and health products, Crown Logistics also offers a complete outsource supply chain management service in the Asia region.
SC: How does Crown make it simpler to live, work, and do business anywhere in the world through its broad portfolio of complementary brands?
BK: We live in a world characterised by complexity: macroeconomic volatility, geopolitical uncertainty, ever-changing legislation, technological disruption, new ways of working – the list is endless.
That’s why Crown is purpose-led to make it simpler to live, work, and do business anywhere in the world.
This translates into helping our clients overcome the hurdles of digitalising to become more efficient through our Crown Records Management brand.
It means the Crown World Mobility team working with individuals and businesses to relocate, settle, and upskill employees on assignment and overcome barriers around immigration, housing, transport, and cultural integration.
It’s also about our Crown Fine Art experts ensuring precious art is moved from A to B safely and securely, and helping clients adapt to the evolving landscape of work, reinvent their workplaces, and achieve their sustainability targets through relocation, refurbishment, or storage with Crown Workspace.
Everything we do for our clients involves conquering complications brought about by red tape, logistics,
or change to make doing business or relocating a whole lot easier.
SC: How is Crown continually looking to diversify and innovate in keeping with its dynamic history?
BK: As Singapore becomes an increasingly important business hub, our Crown Workspace team is investing to ensure companies there can capitalise on growth opportunities through workplace modernisation.
We recently acquired i.Dezign, an interior architecture design studio that works strategically to create innovative, green, smart offices.
To help these forward-thinking organisations reduce their carbon footprint, we have launched Office Resale, a Crown Workspace stream which breathes new life into unwanted furniture.
In EMEA, we have launched Circulate, helping big organisations to put circular economy principles at the heart of the workplace.
In that vein, sustainability remains a central strategic priority for us at a group level. We are taking an approach driven by data, investment, and education to ensure that the initiatives we invest in are backed by data and executed by a knowledgeable team that understands climate change.
The result is the delivery of meaningful, positive impact.
Across the world, we are investing in technology to reduce carbon emissions and increase energy efficiency across our large property portfolio, incorporating electric vehicles (EVs) and seeking to reduce waste while continuing to give back to communities and take a peoplecentric approach to the care and development of our diverse team. In the coming months, we hope to set a global net zero target –complementing local targets that have already been set – which will trigger further investment.
We continue to prioritise investment in people to deliver quality expertise and service across our brands, both through hiring and onboarding talent in the areas of digital transformation, art handling, and workplace consultancy, as well as the ongoing development and training of existing staff to ensure they’re ready to innovate and face up to new challenges.
We are also continuing to invest in commercial property and currently own a property portfolio worth over USD$1.2billion. This is significant, as is our ongoing strategic investment in property, because it demonstrates our long-term commitment to the markets we serve while strengthening the overall financial health of the company.
SC: What insights can you provide about the widespread shift to digitalisation and how workflows and ways of working have evolved in Asia Pacific over the years?
BK: The records of an organisation, in many cases, are mission critical, but what is surprising is that even in 2024 – where digital transformation is advancing rapidly – a large portion of these records are still kept in paper form.
In fact, research from Adobe found that in Asia Pacific, only 12 percent of organisations have adopted fully digitised document workflows.
The reluctance to go digital has, in part, come from organisations themselves. Some leaders, particularly in small or medium-sized enterprises (SMEs) where budgets and resources are under more strain, struggle to justify the cost of investing in digital transformation. Others simply fear parting ways with their traditional paper-based legacy systems for records management.
Legislation in some parts of Asia Pacific is also a key barrier. In Hong Kong, for example, all businesses are required to keep a minimum of seven years’ worth of records that prove key financials, such as income, expenditure, and profit. While some digital records are accepted by authorities, the source document is legally required to be kept in its original print format too, either as paper or on CD/DVD.
Despite physical records being a legal necessity for some businesses in order to avoid fines and penalties, they pose a serious risk to business continuity in the event of a weather crisis. It’s clear that a movement away from physical records is becoming imperative for organisations, particularly in Asia Pacific, where the risk of damage is significantly higher.
For some, this shift might only be partial, with a hybrid model of both paper and digital records still needed in sectors such as legal and government, but it’s an inevitable shift in the way we work which offers so much potential for efficiency and productivity gains as well as business continuity.
More broadly, across Crown’s entire client base, we are collaborating on and encouraging digitalisation. People now want information and
reports in real-time and on a selfserve basis, so we are developing those capabilities. This includes the development of client portals to help track shipments and manage assignments and assets.
SC: Looking ahead, what are your key priorities for the rest of 2024 and beyond?
BK: The global business community continues to face the scourge of stubbornly high interest rates, which are stifling investment. Freight costs also remain high as shipping continues to navigate difficulties posed by conflict in the Middle East, and a year of elections is bringing uncertainty around policy and where and when to invest.
We are therefore focused on working with clients to demonstrate
the return on investment that initiatives like digitisation can bring through productivity and efficiency gains.
Recent developments are paving the way for businesses to adopt more secure, paperless record management systems. The introduction of the Personal Information Protection Law (PIPL) in China, for example, has outlined what the digital processing and storage of sensitive personal data should look like for businesses –much like the General Data Protection Regulation (GDPR) already has in the EU.
The advent of hybrid working is also exposing hesitant business leaders to the benefits of digital record management systems. Employees today need easy, secure access to business records, no matter where they are based.
We are also focused on highlighting the benefits of relocation for corporates as they seek to retain staff in a competitive hiring environment. As interest rates start to come down and elections bring an end to political uncertainty, investment should increase and there is a prospect for a new dawn when it comes to global talent mobility.
“Crown is purposeled to make it simpler to live, work, and do business anywhere in the world”
– BARRY KOOLEN, EMEA CEO, CROWN WORLDWIDE
This, too, comes with a need to continue the workplace evolution to suit hybrid working models that ensure greater collaboration between staff while supporting retention and talent acquisition. These are all huge
opportunities for businesses to grow and become more efficient, and we are well-placed to support in these areas.
I have already remarked on the importance of sustainability and how it is a key priority for Crown, while taking a people-centric approach with our team is also important. As we continue to live through uncertainty and conflict in the world, we recognise it is vital that we stand by our most important asset – our diverse team of people.
Like all good global companies, we also want to continue to grow and collaborate with clients and partners on new ventures that deliver mutual benefits and capitalise on the opportunities I’ve set out, whether that’s through digitalisation, storage and asset management, or better logistics.
As complexity increases, we’re ready – as we always have been –to forge new paths and leverage our property asset base and team of global experts to help deliver prosperity in a changing world.
The global resource for supply chain professionals and organisations
Building on the global success of our regional titles – Africa Outlook, APAC Outlook, EME Outlook, and North America Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform, dedicated to the supply chain sector.
As supply chain organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organisations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
THENETZERO RACETO
ZERO TO
As Formula 1 accelerates towards achieving net zero by the end of the decade, we take a look at how the pinnacle of motorsport is moving around the world more sustainably than ever before thanks to innovative logistics solutions
Writer: Jack Salter
2023 Australian Grand Prix
2024 F1 SEASON BY REGION
ASIA PACIFIC
Australia, China, Japan, Singapore
EUROPE
Austria, Azerbaijan, Belgium, Hungary, Italy, Monaco, Netherlands, Spain, UK
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SUPPLY CHAIN OUTLOOK is a quarterly digital publication and media brand showcasing the latest innovations, industry insights and corporate stories from across the international supply chain sector. Its world-class team collaborates with the biggest and most exciting brands to craft engaging and authoritative content for a global audience of industry players.
As supply chain organisations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
The expertise of our in-house design and production teams ensures delivery to the highest standards, as we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of the global supply chain sector.
As a multi-channel brand, Supply Chain Outlook reaches an international audience through various platforms, with exclusive content distributed through our website, online magazine, social media channels, and bi-weekly newsletter.
Through this compelling venture, we intend to foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers or our Managing Director, James Mitchell, today.
TRANSPORTING THE FUTURE
Jeremy Carmichael, Vice President of Operations at Ruan Transportation Management Systems, provides us with a deep dive into how the company has become a leader in the transportation and logistics industry, relentlessly committed to excellent service and continuous improvement
An industry partner that collaborates like a co-worker; a logistics provider that thinks like a shipper; a business that feels like a family.
This is the mindset that Ruan Transportation Management Systems (Ruan) has proudly lived and abided by for over 90 years.
Founded by John Ruan at the tender age of 17 during the Great Depression, the company was born out of an attempt to support his family after his father’s passing, spurred by John’s drive to find success despite the myriad challenges at hand.
Within months of trading in the family car to buy his first truck, John turned that one truck into three, and just two years later, he was running a
fleet of a dozen trucks throughout the Midwest.
Today, the company is still in family hands and continues to operate and lead according to its founding principles of integrity, hard work, innovation, quality customer service, and compassion.
“We are one of the largest privately held companies in the transportation and logistics industry, known for our comprehensive integrated supply chain solutions,” introduces Jeremy Carmichael, Vice President of Operations.
“We offer a range of transportation and logistics services tailored to meet the needs of various industries with a focus on providing efficient, reliable, and cost-effective solutions.”
Ruan operates across the US with a range of products and services that include dedicated contract transportation, managed transportation, value-added warehousing, and brokerage support.
If a product has to be transported by a truck – and almost everything does – there’s a good chance Ruan has hauled it.
The company serves a diverse range of industries and products, such as retail, food and beverage, medical and pharmaceutical, manufacturing, metals, chemical and industrial gases, mining, earth products, and bulk agricultural.
“Our customers range from small businesses to large multinational corporations, reflecting our ability
to handle various transportation and logistics needs,” expands Carmichael. Ruan is a proud leader in providing tailored transportation and logistics solutions. With a robust service offering, extensive network, and a strong focus on customer satisfaction, the company continues to be a trusted partner for businesses looking to optimize their supply chains and transportation operations.
A DYNAMIC INDUSTRY
“What started as a summer job in college turned into a career of 28 years and counting,” reflects Carmichael.
Having begun working for UPS in 1996 as a package handler loading trucks on the morning shift,
Carmichael quickly found his passion and flourished within the industry, taking on a variety of fast-paced, problem-solving leadership positions before making the leap to Ruan in 2021.
“What attracted me and has continued to pique my interest in the industry comes down to a few key factors. The people are fantastic, driven, and work together to solve collective problems, the pace of change is invigorating, and continuous improvement is a challenge I thoroughly enjoy.
“Finally, the relationships built within the industry last a lifetime, and it truly is a network I enjoy working with. I love providing and executing solutions that work and experiencing
customers’ delight in response to excellent results!”
Currently, the supply chain industry is experiencing several dynamic and transformative trends, making the adventure as exciting as ever.
Some of these evolutionary changes include new technological advancements, a shift toward alternative fuel vehicles, exploring the use of hydrogen fuel cells and biofuels as opposed to traditional fossil fuels, and the perpetual demand of e-commerce.
Additionally, customers are increasingly prioritizing convenience, comfort, and connectivity in their transportation choices, leading to the development of more user-centric solutions and services.
“The transportation industry is at a pivotal moment, characterized by rapid innovation, significant investment, and a focus on sustainability. For professionals in the field, this is a time of great opportunity to influence the future, work on cutting-edge technologies, and contribute to addressing some of the industry’s most pressing challenges,” insights Carmichael.
TAILORED TRANSPORTATION AND LOGISTICS SOLUTIONS
With a history spanning nearly a century, Ruan has become recognized for its reliability and excellence in the transportation and logistics industry.
Its long-standing reputation for delivering high-quality, safe service, and innovative solutions sets it apart from the competition.
“We differentiate ourselves through our integrated and customized services, strong safety focus, advanced technology, skilled workforce, customer-centric approach, sustainability initiatives, and proven track record,” prides Carmichael.
“Collectively, these factors contribute to our ability to provide exceptional value to our clients and maintain a competitive edge in the industry.”
Additionally, Ruan’s guiding principles, which consist of people first, safety focus, exceptional performance, enduring partnerships, and continuous improvement, allow the company to be confident in providing unrivaled expertise, uncovering insights, sharing knowledge, and tailoring solutions designed to enhance efficiency and deliver results.
These guiding principles are integral to the company’s operational strategy and business model.
“By engaging in these objectives, we have built a resilient and dynamic organization. This approach not only leads to high levels of customer loyalty and satisfaction but also drives long-term growth and sustainability in a highly competitive industry,” explains Carmichael.
Equally as important to the longevity and success of the company are Ruan’s supply chain operations and partnerships with its suppliers.
As well as offering a full suite of supply chain services, which allow clients to streamline their operations and improve overall efficiency, the company manages the entire transportation process, providing customers with a single point of contact and accountability.
SUPPLY CHAIN OUTLOOK: WHAT ONGOING PROJECTS IS RUAN CURRENTLY WORKING ON?
Jeremy Carmichael, Vice President of Operations: “A current project that is substantial in nature and of great interest to many of our customers is focused on optimization and empty miles reduction.
“Through the efforts of our team, paired with our vast and wide network in which we are able to align freight solutions, we have reduced empty miles by 37 percent and helped one of our largest customers recognize a seven-digit reduction in annual expenditure over the past 24 months.
“We also continuously strive to provide additional value through our extensive thirdparty relationships to enhance our customers’ experiences by generating revenue-sharing opportunities.”
TRUCK COUNTRY IS PROUD TO SUPPORT OUR DEDICATED BUSINESS PARTNER, RUAN TRANSPORTATION. RUAN IS A DYNAMIC CUSTOMER THAT IS DEVOTED TO BEING THE BEST IN THE TRANSPORTATION INDUSTRY.
Our partnership with Truck Country began in 2015 with the acquisition of Freightliner trucks. Since then, they have been a strategic partner, providing exceptional vehicles and support. Their involvement includes driver and technician training and keeping our team proficient and up-to-date, which has been vital to our operational efficiency and overall growth.
At Truck Country, we take a different approach to marketing trucks through our Corporate Fleet Sales program. We are not here to simply sell you trucks. We are here to build long, sustaining business partnerships. We deliver:
• Expert account management
• Dedicated uptime support
• Quality delivery process
Scan to learn more about Truck Country’s Corporate Fleet Team and what we can do for your fleet.
“BY ENACTING FAMILY-CENTRIC VALUES IN OUR DAY-TO-DAY OPERATIONS, WE CREATE A POSITIVE WORKPLACE AND DRIVE SUSTAINED BUSINESS SUCCESS THROUGH LOYALTY, INTEGRITY, AND CONTINUOUS IMPROVEMENT”
– JEREMY CARMICHAEL, VICE PRESIDENT OF OPERATIONS, RUAN TRANSPORTATION MANAGEMENT SYSTEMS
Ruan collaborates closely with its partners to ensure seamless integration and coordination across the supply chain, seeking to establish mutually beneficial relationships and focusing on long-term growth and success for all parties.
“Our supply chain operations are the cornerstone of our ability to deliver high-quality transportation and logistics services,” details Carmichael.
“The company’s success is heavily
reliant on strong partnerships, which are essential for ensuring reliability, innovation, risk management, and cost efficiency. By fostering collaborative relationships, Ruan optimizes the supply chain, enhances service, and achieves long-term success.”
DRIVING TOWARD A BETTER FUTURE
Ruan’s history as a family-owned business significantly shapes its company culture and daily operations.
RUAN TRANSPORTATION MANAGEMENT SYSTEMS AT A GLANCE
• Founded in 1932
• 300+ operations nationwide
• 5,000 team members, including 4,200 truck drivers
• Ongoing commitment to quality and process improvement
• 24/7 customer care
• 1.5 million square feet of dedicated warehouse space
• $1.75 billion in total revenue
• 4,000 late-model power units
• 10,000 trailers owned and operated
Ruan was operating back in the 1940s
Kevin King receives Driver of the Year Award 2024
Ruan’s first haul of gravel in the 1930s
Fitzgerald Collision Repair brings an innovative approach to Class-8 collision repair. FCR utilizes an assembly line process with customized fleet solutions, parts warehousing, and individualized customer service to reduce downtime for fleets and owner-operators.
When a truck or trailer wrecks, the fleet managers or owners most often have them towed to the nearest body shop for repairs. The number of trucks down across the US can be sizable for larger fleets.Thus, the fleet managers must work with several vendors to obtain estimates, acquire parts, and manage the repairs process until completion which can take 30-60 days.
These logistical challenges result in lost revenue for the company, especially when the average cost of an asset is $750 per day. The goal at FCR is to eliminate the logistical challenges and provide fleet managers and owneroperators with unsurpassed turn times and superior customer service.
FCR is not a typical body shop, the repair process resembles an assembly line.
Each technician is trained for a specific
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The Nation’s #1 Collision Repair Center
task whether it be estimating, frame repair, mechanics, panel replacement, refinishing, painting, inspection, electrical, or detailing.
From the beginning, Fitzgerald Collision Repair wanted to specialize and focus on Freightliner Cascadia and International trucks. Their parts warehouse stocks over $4million in OEM parts at all times providing FCR with an edge that eliminates parts delays. Their team is able to provide customers with superior customer service, quality workmanship, and a strong awareness that excessive downtime is not an option.
FCR also has an in-house transportation team with 12 units that pick up across the US. Why would a company tow a wrecked truck across the US? The answer is simply to save money.
Fitzgerald Collision takes pride in having the best turn times in the industry: light damage 1 -3 days; medium damage 4-7 days; and heavy damage 8-15 days. FCR takes pride in every vehicle they repair, understanding that when a customer hands over a vehicle, they are giving FCR their trust.
FCR’s mission is to be the industry leader in high quality collision repair. Every day they strive to exceed industry standards and customer satisfaction.
Their facilities include three different 75,000+ sqft repair shops staffed by skilled and verified technicians who specialize in all aspects of truck and trailer repairs.
~ Robert Fitzgerald
The cultural mindset that has been embedded in the company since its inception includes characteristics such as a close-knit community with open communication, long-term commitment to both employees and customers, and strong core values that emphasize integrity and ethical practices.
Additionally, it highlights employee development and recognition that results in low staff turnover, flexibility, and the ability to quickly adapt to market changes and customer needs, encouraging an appropriate
work-life balance, community service and philanthropy, and transparency and trust to enhance morale and engagement.
“Our identity as a family-owned business fosters a supportive, ethical, and community-oriented environment that values long-term relationships with employees and customers alike,” enthuses Carmichael.
This ethical and communityoriented work environment goes hand-in-hand with the corporate responsibility (CSR) practices Ruan engages in.
The company’s involvement in CSR initiatives showcases its strong commitment to making a positive impact on society and the environment and is integral to Ruan’s identity and success, further reflecting its dedication to being a responsible corporate citizen.
“Through philanthropic efforts, environmental stewardship, employee initiatives, ethical business practices, and community engagement, we not only contribute to the betterment of communities but also reinforce our values and commitment to
“WHETHER IT’S THROUGH DEVELOPING NEW TECHNOLOGIES, CREATING SMARTER SOLUTIONS, OR OPTIMIZING LOGISTICS AND SUPPLY CHAINS, THE POTENTIAL FOR IMPACTFUL AND REWARDING WORK IN TRANSPORTATION HAS NEVER BEEN GREATER”
– JEREMY CARMICHAEL, VICE PRESIDENT OF OPERATIONS, RUAN TRANSPORTATION MANAGEMENT SYSTEMS
sustainable and responsible business operations,” details Carmichael.
Ruan has explored and implemented numerous sustainable practices into its business, including alternative fuel options like compressed natural gas (CNG), renewable natural gas (RNG), biodiesel blends, and renewable hydrocarbon diesel,
as well as utilizing wholly electric yard tractors in multiple operations.
Since embarking on this journey, Ruan has significantly reduced greenhouse gas (GHG) emissions. Additionally, the company has continued to purchase biodiesel blends since 2014, resulting in further CO2 emissions reductions.
As the company looks towards the future, its key priorities encompass safety excellence, growth and expansion, technology enhancements, sustainability, employee development, and operational excellence.
“We aim to achieve specific targets, expand our market reach, drive continuous improvement, and increase our leadership position in the transportation and logistics industry, while ensuring that Ruan remains a forward-thinking, responsible, and successful company in the years ahead,” concludes Carmichael.
Tel: (866) 782-6669
communications@ruan.com
www.ruan.com
Orange EV
AUTOMATION THAT INSPIRES
At the center of the rise of e-commerce, Daifuku Intralogistics
America Corporation is a vital link in the sector’s national growth. Dany Rheault, Senior Vice President of Engineering, highlights the company’s innovative storage and data software solutions that have sustained its success for over a decade
The emergence of e-commerce has been on the horizon since the late 1990s as the newfound capabilities of the internet took a hold of the retail industry.
Today, the sector’s revenue is expected to total over $1.4 trillion in North America, spurred by the heightened use of mobile devices, apps, and social media.
Yet, operating behind the scenes of this retail convenience, the intralogistics sector is a key supporting pillar of e-commerce’s fast-paced growth.
A major player in the rise of e-commerce, Daifuku Intralogistics America Corporation (Daifuku Intralogistics) is the regional subsidiary of the Japanese automated handling solutions giant, Daifuku.
Designing, producing, and installing forward-thinking manufacturing solutions, the company aids businesses by moving products safer, faster, and more affordably.
Daifuku Intralogistics comprises two types of solutions – traditional conveyance/sortation and automated storage and retrieval systems (ASRS).
The company diligently handles the former in a case format, including anything that is of reasonable size and can be enclosed in a box.
“One of our core businesses is to supply all of the equipment needed to stock the market, including conveyors, sorters, and print and apply machines to produce labels for products as they exit the facility,” introduces Dany Rheault, Senior Vice President of Engineering.
SUPPLY CHAIN OUTLOOK:
HOW IMPORTANT IS YOUR RELATIONSHIP WITH DAIFUKU TO STREAMLINE THE SUPPLY CHAIN?
Dany Rheault, Senior
Vice President of Engineering:
“Our relationship with Daifuku, our mothership in Japan, is getting a lot stronger as we conduct an enormous amount of collaboration.
“In fact, I recently spent three days in Chicago with our peers from Japan to discuss better ways of integrating new technology into our products so that we can meet the needs of the North American market more efficiently. With this stronger collaboration comes a greater understanding of each other’s needs.
“We have tremendous support from Daifuku to help us grow and they understand we need their tools and investment to continue to evolve and develop our products, as well as the new facility, which will be heavily subsidized by the organization.”
Daifuku Intralogistics’ ASRS business, meanwhile, delivers storage systems that can be used at case level, pallet level, and beyond. The company offers products known as unit loads, mini loads, and shuttles that provide vertical storage solutions to ensure that its clients’ facilities are streamlined and operate at maximum efficiency.
The opportunity for vertical storage reaching 40 meters (m) in height means that an agglomeration of cases can be placed in pallets, which can then be shuttled into the facility using conveyors that operate at varying speeds.
As such, the company has become recognized as a key industry innovator, demonstrated by its ISO 9001 certification for its high-quality management and products.
MANUFACTURING IN AN E-COMMERCE AGE
Since Daifuku Intralogistics’ inception in 2013, the manufacturing industry and its consequential supply chain have gone through various transformations.
“The explosion of e-commerce has massively spurred our growth and we’ve been doing work with major players in the industry, which has definitely fueled our expansion since 2016,” highlights Rheault.
Namely, the company has a close partnership with major food and beverage enterprises, as well as other multinationals that utilize Daifuku Intralogistics’ capabilities in ASRS technology and e-commerce.
These notable organizations acknowledged the estimated growth of e-commerce early on, which has subsequently been beneficial for companies such as Daifuku Intralogistics in recent years.
However, as was the case across the world, the COVID-19 pandemic caused major disruptions to the company’s supply chain operations,
whilst also fast-tracking the need for e-commerce.
“We’ve been extremely busy ever since the pandemic, where we supported e-commerce customers that were suddenly in a rush to meet demand and ensured everyone had what they needed,” Rheault expresses.
Working with such a vast repertoire of top companies has enabled Daifuku Intralogistics to not only grow in size, but also capability, as the business has evolved by leveraging the extensive expertise of its partners and harnessing their desire to deliver to customers.
“Due to e-commerce, at the click of a button, there’s an expectation that within 24 to 48 hours you will have a package arrive at your door,” highlights Rheault.
As a result, the company has navigated challenges in the preparation, velocity, and execution of projects, as it must constantly be ready to meet pressing demands.
“I often say to my team that preparation is everything, and by doing our due diligence ahead of time whilst everyone else is asleep, we can limit our time in the field, thus improving system efficiency,” he adds.
Therefore, Daifuku Intralogistics’ central focus on e-commerce has helped it embrace delivery and push for better, faster, and more affordable products.
“It has been a great sector to be involved in and it’s definitely exciting, particularly as my background is in another industry, so the differing mindset has certainly changed my perspective.”
INCREASING CAPACITY
With a multitude of engineering offices across North America, Daifuku Intralogistics predominantly operates from its manufacturing facility in Hobart, Indiana, which was completed in 2018 to meet the company’s evolving needs.
However, within a year of COVID-19 and the resulting growth in demand for e-commerce, the facility was overrun, reaching full capacity in a short amount of time. Therefore, Daifuku Intralogistics is currently in the process of evaluating various strategies to enable further growth. Meanwhile, the company is currently working on substantial
ASRS projects that will deliver robotic solutions for palletizing.
“A giant vertical buffer will be used by the customer to store their equipment. Therefore, when orders come through on their systems, trucks can be used to extract the materials that need to be transferred,” Rheault explains.
One of the company’s ambitious
Kraft complete site fly by YouTube video
projects will comprise dozens of aisles of ASRS 35m cranes, as well as robotic cells and hundreds of motors running conveyors throughout the center.
When conducting huge operations such as these, Daifuku Intralogistics realizes that it is difficult to achieve success across every single aspect of the operation.
“What makes us different is that, at the end of the day, we know we can stand by our products and our teams can say they’ve tried their hardest to deliver successful projects to customers,” affirms Rheault.
This is evidenced by the number of repeat customers who are a testament to the company’s ability to deliver projects and maintain longlasting relationships, guaranteeing its continued success.
PUSHING THE SUPPLY CHAIN FURTHER
From a supply chain standpoint, the pandemic further presented difficulties as it pushed Daifuku
“THE EXPLOSION OF E-COMMERCE HAS MASSIVELY SPURRED OUR GROWTH AND WE’VE BEEN DOING WORK WITH MAJOR PLAYERS IN THE INDUSTRY, WHICH HAS DEFINITELY FUELED OUR EXPANSION”
–
DANY RHEAULT, SENIOR VICE PRESIDENT OF ENGINEERING, DAIFUKU INTRALOGISTICS AMERICA CORPORATION
Peterbilt’s ASRS: a case study of reconfiguring storage for electric trucks
Intralogistics to accommodate new technologies and redesign various elements of its products in order to cater to the increased demand.
DAIFUKU’S SOLUTIONS – AT A GLANCE
TOTAL SUPPORT – The company provides total support, ranging from consulting through to aftersales service and system renewals.
SKILLED HUMAN CAPITAL
– Comprising over 13,000 consolidated employees across the globe, Daifuku aims to have human resources that are as diversified as possible.
AFTER-SALES SERVICE – The company is on-call 24/7, 365 days a year to ensure its customers’ facilities continue to run smoothly.
“The climate made it extremely challenging for us to deliver projects and I cannot give enough credit to our workforce. Our controls team in particular were dealing with suppliers that would report delays for parts of up to nine months; we therefore had to be quick on our feet and come up with lots of creative ideas,” recalls Rheault.
Meanwhile, the company has changed its internal processes and set up specialized programs for the purchasing team that have allowed them to acquire and retain parts in advance for future projects. For instance, Daifuku Intralogistics orders surplus parts so it can have back-up products to cater to any urgent needs.
To further alleviate supply chain pressures, system applications and products (SAP) software has just been integrated. As a major investment, the company is currently optimizing processes from introducing this software across the
entirety of the organization.
“From our financial department all the way through to the supply chain, the SAP software touches upon everything we do, even in the way we order products and configure our conveyors to execute projects efficiently.”
AN EXEMPLAR TEAM
Currently comprising approximately 950 employees, Daifuku Intralogistics is expected to extend its workforce in the coming year to execute its extensive pipeline of projects and investments.
“I believe that we have some of the strongest teams in our industry across all levels of the business. We are looking for qualified people to join our team and develop young talent that can help us through our future endeavors,” notes Rheault.
The company’s engineering team in particular is a shining example of how to be responsible and professional
with customers, as they are reaching new frontiers in industry innovation.
“With a background in engineering, I’m super grateful for their efforts and what they do for us as a business. Every time I get the opportunity to meet and break bread with the team, I thank them for their efforts and make sure they have all the tools and technologies they need to succeed,” he affirms.
As such, Rheault’s role is to remove barriers and cultivate an optimal environment for his staff.
“I’m very proud of our team. We have some amazing leaders that are in the trenches every day to make sure that we not only please our customers, but also ensure our employees are happy to be working alongside us.”
LOOKING AHEAD
Daifuku Intralogistics looks forward to enhancing its capabilities further thanks to the implementation of
various forms of software alongside the streamlined implementation of the SAP investment.
From an engineering standpoint, the company is incorporating new forms of technology through a partnership with US software firm, Copia Automation, who is providing a revision control platform for Daifuku Intralogistics’ programable logic controller (PLC) programs.
This exciting collaboration will aid the business in streamlining its internal developments of PLC solutions with tools that were reserved for traditional software development in the past.
Additionally, Daifuku Intralogistics is implementing a complete suite of software that will allow its products to be used via a 3D tool. Currently, it is using Autodesk and AutoCAD software, however by making the switch, the company will be able to boast greater 3D capabilities.
This marks a significant engineering investment for Daifuku Intralogistics
to develop its tools so they can connect to the SAP software. Thus, the company can serve its customers more effectively with industry-leading solutions.
“The final frontier is to integrate all our systems, such as SAP and 3D software, and bring all of our engineering technology to the forefront so we can be more efficient in identifying challenges,” concludes Rheault.
FLAVORFUL CONNECTIONS
Food and beverage is a constantly changing industry, driven by what people want – more sustainability, better health options, and greater convenience.”
This sentiment, as voiced by Bruno Barrientos, COO of GCG, rings true as the world begins to shift towards more modern, eco-friendly, and nutritious food options.
One of the most prominent locations where this dietary transition can be observed is in the fast-paced, ever-busy environment of an airport.
GCG, a leading strategic partner that offers personalized and comprehensive solutions across the aviation, industrial, institutional, and culinary sectors, is paving the way for this cultural shift one airport at a time.
Operating in 22 countries and 30 cities across the US, Caribbean, and Latin America, the company’s history dates back to the 1950s, from which it has evolved into its current status as a multinational organization.
“We are committed to delivering exceptional food and travel experiences that enhance every customer’s journey,” attests Barrientos.
“Personalization and flexibility are key for ensuring we meet our customers’ specific needs and goals. We don’t adhere to a one-size-fits-all approach; our standard is defined by exceptional quality and the tailored objectives we achieve for each customer.”
The company’s adaptability and dynamic service offerings are evident through its four businesslines - sky dining, airport dining, aviation support, and culinary.
A trusted partner and one-stop shop for the airline and aviation industries, alongside other corporate customers, GCG has led the way in food and beverage for 70 years. Bruno Barrientos, COO, tells us more
Writer: Lauren Kania | Project Manager: David Knott
Sky dining, specifically, specializes in providing onboard dining experiences; airport dining manages airport restaurant concessions tailored to passenger needs and tastes; aviation support encompasses a full range of airport ground services; and culinary offers catering services to both public and private institutions.
“Our success is driven by a multicultural team of over 5,500 members, each specializing in diverse technical and administrative roles, with a constant focus on personalization,” details Barrientos.
With a client base that includes major airports, top-tier airlines, multinational companies, and governmental institutes, GCG is committed to delivering strategies and tools that meet customers’ needs and propel them into the future with confidence and clarity.
BUSINESS-CRITICAL TURNKEY SOLUTIONS
Having worked in the restaurant industry since the very beginning of his profession, Barrientos found himself exposed to the airline catering industry in Central America before moving to Florida, where his career at GCG’s headquarters took flight.
Quickly following this, the company executed a diversification strategy to become a stronger partner for its airline customers and provide an alternative to onboard meals for passengers, offering convenient solutions at airports in the Latin American and Caribbean regions.
“The growth, development, and interest in the food and beverage industry was my main career project and where I started the journey that is now being executed and led by a fantastic team of executives and team members,” prides Barrientos.
Currently, GCG is experiencing an exciting time as a dynamic environment propels the company to continuously innovate and develop new solutions.
SUPPLY CHAIN OUTLOOK: HOW DO YOU EMPOWER YOUR STAFF AND RECOGNIZE THE CONTRIBUTIONS THEY MAKE?
Bruno Barrientos, COO: “Our employees are the backbone of our operations, and we are deeply committed to empowering and recognizing their contributions.
“We achieve this through comprehensive training programs, competitive benefits, and a culture prioritizing continuous improvement. Our engagement initiatives include feedback exercises that are crucial for maintaining our high standards of service and fostering ongoing innovation.
“To celebrate both individual and team achievements, we have established a robust recognition program that not only motivates our staff but also strengthens our commitment to a culture of excellence.
“Open communication is a cornerstone of our philosophy; we host regular town hall meetings and feedback sessions, ensuring every member has a voice and can share their ideas and concerns.
“GCG is committed to supporting diversity and inclusion through various initiatives, such as scholarship programs that help our employees and their families advance their careers. Our commitment extends to promoting gender equality and empowering women, which is reflected in our workforce, comprising over 40 percent women.”
By adapting its culinary, sky dining, and airport dining services around its customers’ evolving needs, the company is aiming to enhance its various airline experiences offered across public and private institutions, airports, and onboard services.
“We’re thrilled by the opportunities ahead and are dedicated to offering our customers new, innovative options that elevate their dining experiences.”
GCG has been able to maintain its reputation for providing exceptional dining services that complement the luxury and convenience of modern air travel over the course of its 70-year history due to its constant attention to customers’ needs and desires.
“We prioritize using high-quality ingredients, providing digital solutions, and maintaining culinary excellence led by renowned chefs. Our offerings are meticulously crafted to appeal to the diverse tastes of global travelers, blending local flavors with international cuisines,” expands Barrientos.
With a strong emphasis on customization, GCG’s added value lies in its flexibility and capability to create bespoke solutions that cater to the airport’s demands and optimally address the preferences and needs of their passenger base, considering timing, local context, and operational specifications.
SOLUTIONS BEYOND COMPARE
GCG is currently working toward reshaping airport dining into a delightful journey for travelers worldwide through several key innovations, technological advancements, and culinary prowess.
This includes cultural immersion and local cuisine, sustainability initiatives, digital menus and ordering systems, contactless payments and services, and smart ordering and pick-up solutions.
“By integrating these trendsetting approaches and leveraging
technology to its fullest potential, we are reshaping airport dining into a truly memorable experience for travelers,” highlights Barrientos.
These initiatives can be seen within the company’s key projects, such as the recent acquisition of the operations of an international food company in Colombia, marking a significant milestone in GCG’s strategic expansion.
“We have introduced new catering production facilities that serve leading national and international airlines across major Colombian cities,” Barrientos points out.
“This project is pivotal as it fortifies our regional footprint and advances our service offerings to meet the
growing demands of our clientele.”
Additionally, the company has secured a new concession contract at Princess Juliana International Airport in St. Maarten, allowing it to launch five new locations and a VIP lounge within the airport’s recently renovated, mega yacht-inspired food court.
“Our aim with this project is to craft unique dining experiences that reflect St. Maarten’s rich culinary tradition while catering to the diverse tastes of travelers. This initiative aligns with our goal to become the preferred partner in airport dining, setting new standards for excellence and customer service.”
GCG AT A GLANCE:
• 23 million+ meals served annually
• 25,000+ flights assisted on the ground annually
• 40+ airport restaurant concessions
• 130+ airline customers
• Working with 500+ business partners
• 5,500+ team members
• 30 stations across the Caribbean and Latin America
Both projects are testament to GCG’s commitment to growth and ability to provide high-quality, tailored dining solutions across the region.
Alongside its culinary and dining offerings, the company provides ground handling services through its aviation support business line – a key component of GCG’s comprehensive capabilities.
The company provides a range of services including baggage handling, aircraft cleaning, cargo management, and passenger assistance, with the goal of ensuring the efficient and smooth operation of airport logistics, elevating the traveler experience and operational efficiency, and becoming an integral solution for all commercial airlines, private aviation, and local customers.
“As we look to the future, we plan to expand our ground handling services into new markets, enhancing our reach and capability. This expansion is aligned with our broader business strategy of growth and innovation,” insights Barrientos.
A HIGH-FLYING FUTURE
One of the most crucial components to GCG’s success and longevity is the relationships it maintains with suppliers and partners.
“We collaborate with over 2,000 partners, which is essential for maintaining a steady, high-quality supply of materials and services across our business lines,” explains Barrientos.
“These partnerships enable us to manage costs, drive innovation, ensure compliance with regulatory standards, and enhance operational efficiency and customer satisfaction.”
Equally as important to the company’s core values are GCG’s corporate social responsibility (CSR) practices, which strengthen its overall operational sustainability and positively impact the communities in which it operates.
“We are dedicated to environmental conservation and implement practices that minimize our ecological footprint,” asserts Barrientos.
Notably, the company has recently expanded its renewable energy efforts in the Caribbean, with
photovoltaic (PV) systems installed across seven countries totaling 1.3 megawatts.
GCG’s commitment extends beyond environmental efforts to substantial community involvement. It works closely with local farmers, communities, and suppliers to support sustainable agriculture by providing the necessary resources and training to improve their livelihoods.
“We also focus on food security by providing meals to communities in need, especially during emergencies or disasters,” continues Barrientos.
Through these diverse activities, GCG aims to positively impact society while fostering a culture of responsibility and sustainability within the company.
As GCG continues to look ahead to the coming years, it is entering into a phase of evolution as a brand and company, seeking to expand into new regional and international markets.
A key focus will be enhancing its digital offerings, alongside the exciting announcement of an upcoming launch of an e-commerce platform.
“We remain committed to integrating sustainable practices throughout our operations, ensuring that our growth aligns with our environmental responsibilities.
“These strategic priorities are designed to strengthen our market position while maintaining our focus on personalization and excellence, and offering our customers integral solutions with multiple services,” concludes Barrientos.
Etalex’s commercial shelves and industrial racks cater for warehouses. We discuss the Canadian company’s unique solutions
SHELF
for the requirements of retailers and solutions with CEO, Thierry Lachapelle
Writer: Jack Salter | Project Manager: Scarlett Burke
With the huge expansion of online sales in the last decade, and the recent challenges experienced with the global supply chain, warehouses and distribution centers are growing in numbers and size.
Combined with the arrival of automation and robotics, it makes for a particularly exciting time in retail and warehousing.
Forming the backbone of both fields are the commercial fixtures and industrial racks manufactured by Etalex, a Canadian leader in shelving solutions.
Founded in 1966 by Ludger D’Amour, the company as it is today was born through a merger of Etalex with two other Quebec companies –Boni Equipment and Forma Fil.
Etalex’s three facilities in the Greater Montreal area span over 750,000 square feet (sqft) and thus have the capacity to design and manufacture a wide range of highquality fixtures, racking systems, and displays.
“Our product offer is unique and different to most competitors in the sense that we can provide all the elements necessary in a commercial retail space, including fixtures, counters, displays, cold room shelving, and millwork,” introduces Thierry Lachapelle, CEO of Etalex.
“I would say 90 percent of the products we produce are fairly standard, but there’s 10 percent that are custom-made and give stores a different feel from their competitors.
“The same can be said of our racking solutions for warehouses and distribution centers. We know exactly what type of racking they require, and often it’s not necessarily the same throughout the whole warehouse, so we’ll propose the most efficient system for their needs, which is where we differentiate
ourselves,” he adds.
In both cases, Etalex therefore provides unique and complete solutions adapted to the specific requirements of its clients, whether they be commercial or industrial.
Over 550 experienced members of staff are employed by Etalex across its three plants in Saint-Bruno-deMontarville and Anjou, Quebec, who are dedicated to finding the optimal solution for these various space management, timeline, and budget constraints.
“OUR EMPLOYEES ARE EXPERTS IN ENGINEERING, MANUFACTURING, DESIGN, INSTALLATION, AND SUPPORT. THIS ALLOWS US TO GUIDE OUR CLIENTS THROUGH THEIR PROJECTS”
– THIERRY LACHAPELLE, CEO, ETALEX
“Our employees are experts in engineering, manufacturing, design, installation, and support. This allows us to guide our clients through their projects,” Lachapelle assures.
With a plethora of customers comprising industrial manufacturers, supply chain and storage firms, and large grocery, pharmacy, hardware, and retail chains, Etalex serves an expanse of blue-chip companies in key sectors of the Canadian economy.
“We offer a fully integrated and complete service for our customers, from project assessment, conception, and design through to delivery and installation.”
NEW CORE VALUES
Following a strategic planning process, Etalex has just launched a new set of core values to guide its internal and external behaviors.
ETALEX PRODUCT RANGES AND PROJECT TYPES
PRODUCT RANGES
• Commercial shelving and furniture
• Industrial warehousing
• Wire mesh and decking
PROJECT TYPES
• Grocery stores
• Retail businesses
• Pet stores
• Convenience stores
• Warehouses and distribution centers
• Pharmacies
• Hardware stores
The first of these core values is collaboration, as the company has to ensure its employees work as a team in all aspects.
By the same token, collaboration with customers is important as the mutual success of Etalex and its clients rests on their capacity to rely on each other.
“We need collaboration between our teams to succeed. This means
working together with both partners and customers outside of the company,” emphasizes Lachapelle.
The values of openness and respect, meanwhile, go hand in hand as Etalex has to demonstrate an open mind to new ideas and points of view if it wishes to grow and improve.
Respecting different perspectives allows the company to explore new concepts, whereas a lack of
openness may result in people closing themselves off and not exploring new avenues that might become the source of groundbreaking initiatives.
“Internally, respect for team members is something that we really want to see because if not, they won’t be open and tell you about the great ideas they have,” Lachapelle affirms.
Etalex must also consider the ongoing shortage of labor in Quebec and therefore be open to bringing in temporary workers and harnessing their expertise.
“We have temporary permits for people that come from other countries to work with us for a period of two to three years and sometimes establish themselves in the long run.
“Rather than saying we need these people because we don’t have anybody else, we try to integrate them and utilize their experience, which makes us a better company,” Lachapelle tells us.
Last but not least, the core value of empowerment is key to the growth of
Etalex, for as the company evolves, it becomes harder for a very restricted number of individuals to make all the decisions within the organization.
Helping the team to realize the impact of their actions, giving them the proper framework to understand the field in which they can make decisions, and making sure that communication flows in
order for good ideas and initiatives to be recognized and replicated are elements that guide Etalex’s approach to empowering its staff.
“We need our people to have autonomy, but that comes with responsibility, and you have to work with your team to ensure they understand the impact of their actions or decisions,” Lachapelle acknowledges.
“However, you have to give them some capacity to make decisions and innovate in their own field. That’s how you’re going to grow as a company, so we really want to empower our employees to help us to better serve our customers at the end of the day.”
RACKING PROJECTS
WIPTEC, an Etalex client and expert in order fulfillment, entrusted the company with constructing the racking and mezzanine of a new 1.7 million sqft building on the south shore of Montreal, Quebec.
The project included a four-level picking tower totaling more than 156,000 sqft of storage and order picking space.
To build this impressive facility, more than 2,100 uprights and over 20,000 beams were produced by Etalex, who owes the success of this massive project to the close collaboration between its teams and WIPTEC.
The company is likewise proud of its recent collaboration with BJ’s Wholesale Club, an American chain of retail stores predominantly located in the Eastern US.
Etalex provided commercial racking to BJ’s Wholesale Club for their many new store openings over the last few months.
“We feel this is a great partnership in which we can contribute to their success through our expertise, assessment, and flexibility,” insights Lachapelle.
These two significant endeavors reflect Etalex’s competitive position to bid on and participate in big projects.
“Our ability to understand and serve our customers is something that we are really proud of,” he acclaims.
The company equally prides itself on leading its own automation projects and creating momentum around the associated productivity gains, conscious of the pressure on manufacturers to improve their efficiency to compete in today’s market.
“It’s a matter of being more efficient and increasing value for our customers, so it’s something that differentiates us.”
SUPPLY CHAIN SUCCESS
The supply chain is just as key to the success of Etalex, who deals with local and international steel partners.
Understanding the logistical risks involved with being supplied by the latter is a strategic element that has a direct impact on the company’s operations.
“Steel is the main component that we’re using, so if we have issues with our steel purchasing in terms of price or availability, we can’t be competitive or manufacture our products, so it’s key for us,” Lachapelle asserts.
Being local gives Etalex an edge as it is able to quickly serve nearby customers, understand their issues, and turn around their orders.
With customers throughout Canada and now the US, however, logistics is also crucial to Etalex in order to deliver products on time, which is mostly done
FORMULATING THE RIGHT MIX.
www.theprotechgroup.com
“WE OFFER A FULLY INTEGRATED AND COMPLETE SERVICE FOR OUR CUSTOMERS, FROM PROJECT ASSESSMENT, CONCEPTION, AND DESIGN THROUGH TO DELIVERY AND INSTALLATION”
– THIERRY LACHAPELLE, CEO, ETALEX
by truck and occasionally by train in some circumstances.
“Logistics is vital to the business, because if we’re not there on time or when a store is setting up, it’s a huge burden for us and the customer,” he says.
For Etalex, it is also important to support causes that are cherished by employees, customers, and suppliers.
The company is privileged to contribute to a number of strong causes, and firmly advocates giving back to help those in need and develop the leaders of tomorrow.
“It’s part of our responsibility,
but also something we should be proud of doing. In some cases, our contributions can help people that are directly linked to our partners, which allows us to experience the impact that our actions can have even more closely,” shares Lachapelle.
Another of Etalex’s responsibilities is workplace safety, ensuring that employees return home to their families in good health.
This ties into the optimization of its manufacturing processes through automation, one of a number of key priorities for the year along with market development, business
intelligence, and branding.
“Right now, the company is working to expand our market and geographical reach in North America. Eventually, we will probably have to make some acquisitions to grow and keep moving forward,” Lachapelle concludes.
In terms of business intelligence, the company is starting to look in a more strategic way at different market segments that it wants to attack in retail and warehousing, whilst building the brand so people understand that Etalex is more than just a metal folding and welding business.
As a company that values professionalism and dedication to customers above all else, it is no wonder
BMS Moving and Storage has grown exponentially since its inception. President and COO, Scott Harvey, tells us more
Afamily-owned company with a long and well-established history, BMS Moving and Storage (BMS) is committed to achieving industry excellence.
Founded in 1944, the family-owned company witnessed significant transformation under the leadership of David Caruso, who in 1980 took the helm of Ace Moving & Storage, as it was then known.
Since then, BMS has expanded from a single site to 17 locations across the
US, strategically situated on the east and west coasts and with corporate offices in Florida.
“This growth has solidified our reputation as a leading provider of comprehensive transportation,
warehousing, and logistics services,” introduces Scott Harvey, President and COO.
As the largest agent for Bekins Van Lines, which provides the business with access to a network of other moving companies, BMS’ extensive range of services comprise household and commercial moving, local and long-distance relocations, and interstate moves.
“Our core focus is centered around serving the general public, including an extensive military moving program with specialized moving and storage solutions,” he adds.
As such, in many of the markets where it operates, BMS is considered the highest-rated service provider for the nation’s military members.
In terms of commercial services, BMS handles traditional office moves as well as specialized services for warehousing and workplace logistics.
As one of the few independently owned transportation companies in the industry with multiple locations, BMS’ personalized touch and commitment to quality contribute to its reputation for excellence.
DEEP-ROOTED DEDICATION
Having started his journey with BMS over 24 years ago sweeping warehouse floors to fund his college education, Harvey embodies the company’s ethos of dedication and hard work.
“I AM DEEPLY PASSIONATE ABOUT OUR CUSTOMERS, TEAM, COMPANY, AND THE INDUSTRY AS A WHOLE. WE ARE GROWTHORIENTED AND COMMITTED TO ACHIEVING NOTHING LESS THAN BEING THE BEST AND MOST RESPECTED IN THE INDUSTRY”
– SCOTT HARVEY, PRESIDENT AND COO, BMS MOVING AND STORAGE
David Caruso
Throughout his career at BMS, Harvey has worked his way up through various roles including moving, driving, general management, sales, and corporate positions, before assuming the role of President in 2017 under Caruso’s careful mentorship.
“I am deeply passionate about our customers, team, company, and the industry as a whole. We are growth-orientated and committed to achieving nothing less than being the best and most respected in the industry,” he asserts.
Today, BMS offers a variety of specialty moving services. These include a full blanket-wrap service and specialized home protection for local household moves to ensure the safety and security of its clients’ possessions throughout the moving process.
Additionally, the company offers a wide array of storage solutions, including both long-term and short-term options, 24/7 monitored warehouses, as well as climate-controlled warehousing for specific markets.
“On the commercial side, we provide comprehensive warehousing, office moving, and installation services handled by highly experienced tradesmen.”
As such, BMS’ professionalism and dedication to its clients is second to none.
“Our goal is excellence at every level,” Harvey states confidently.
TOP TIER TECHNOLOGY
As a long-standing company, BMS has witnessed significant industry evolutions in its time, including the incorporation of new technologies
to better understand and meet its customers’ needs.
“Modern technology has revolutionized how we route our trucks, manage transportation lanes, and provide real-time data to our customer base,” Harvey imparts.
BMS utilizes advanced and innovative systems for dispatching purposes to reach out to its customers and conduct efficient inventory warehousing.
One of the company’s key innovations has been the development of a proprietary system designed to enhance storage offerings for its commercial customers.
“This system has enabled us to offer more cost-effective storage solutions and increased availability in highdemand markets across the US,” he reveals.
Furthermore, the company’s fleet of 300+ trucks feature air-ride suspension, e-track capabilities, and the latest technologies such as interior and exterior cameras, electronic
SUPPLY CHAIN OUTLOOK: WHAT DIFFERENTIATES BMS FROM THE COMPETITION?
Dedrick
Hill, General Manager – San Diego, California branch:
“Despite the distance between our sites, what really hits home for me about working at BMS is knowing that the General Managers and corporate team are just a phone call away.
“These connections are more than just business; they’re genuine friendships, daily phone calls, and even a bit of friendly competition. This sense of connection between all the locations in a company the size of BMS is a first for me in my lifelong career in the moving industry.”
Andrew
Hernandez, General Manager – Tucson, Arizona branch: “At BMS, it is common to hear from everyone across the company. There is always a direct line of communication open to chat or tackle problems head-on; that’s the backbone of our operation.”
identification (e-ID) to monitor driver hours, and real-time updates on engine issues.
In addition to new technologies, BMS’ commitment to fostering a company culture that promotes leadership, growth, and entrepreneurship has been instrumental in attracting top industry talent.
“Our dedicated team share our vision of prioritizing customer needs and delivering exceptional service.”
While customer satisfaction is paramount to the company, BMS recognizes its service providers as the backbone of its operations.
“Their dedication and expertise are essential to delivering superior services to our customers and ensuring our commitment to excellence is consistently met,” Harvey divulges.
NO STRESS WITH BMS
This exceptional company culture and focus on providing firstclass customer service is what differentiates BMS from the competition.
BMS FACTS
80+ years in business
300+ company-owned trucks
1.6 million sqft of warehousing space nationwide
19+ miles of commercial racking within its facilities
750+ background-checked employees
“Our culture fosters open communication, allowing each and every staff member the opportunities to ask questions and receive support.”
Combined with genuine care for one another and a healthy sense of competition between branches, this creates an environment in which BMS’ teams thrive.
The company’s motto – ‘No Stress with BMS’ – further cements its dedication to addressing its customers’ needs.
“This is not just a slogan, but the driving force behind our customer experience,” Harvey points out.
BMS strives to relieve the stress associated with moving house by ensuring each customer interaction and service is geared towards making the process smooth.
“Our commitment to a stress-free experience sets us apart and makes us a preferred choice for many,” he enthuses.
In addition, BMS places high
priority on the safety of its workforce, especially given the physical nature of the work.
As such, it has a dedicated safety and compliance department responsible for ensuring the company is continually up-to-date with the latest regulations and best practices.
“Our drivers are safety-minded. It is not unheard of to see BMS drivers stop on the road to help stranded motorists or other long-haul drivers,” Harvey prides.
“Our crews also undergo rigorous training and retraining programs focused on safe heavy lifting techniques and overall workplace safety.”
This continuous education helps BMS to ensure its employees are well-equipped to handle the physical aspects of their jobs.
“By prioritizing health and safety, we not only protect our workforce but also enhance the quality of service we provide to our customers,” he explains.
PROUD TO SERVE
BMS Moving + Storage
Specializing in National Transportation Including Moving and Storage
DAVE VOIGHT, CIC, CRM dave.voight@assuredpartners.com
GINO BARTOLI gino.bartoli@assuredpartners.com
PROJECTS AND BEYOND
Amongst BMS’ notable clientele is the celebrity hotspot of California.
The company is currently managing the relocation of a high-profile client’s 50,000 square foot (sqft) residence, including handling an extensive and valuable art collection, demonstrating BMS’ professionalism and competence.
It is also engaged in various other significant projects, such as providing installation services for well-known establishments, warehousing for major furniture distributors, and moving services for major universities.
“These projects underscore our versatility and commitment to serving our diverse clientele,” Harvey reflects.
Beyond its projects, BMS is making significant investments in several key areas, including new equipment, comprehensive training programs, and advanced technologies.
“Our philosophy is to never be satisfied with the status quo; we strive
to lead the moving industry rather than follow it,” he prides.
As a growth-oriented company, BMS is therefore continuously looking to expand. In the past five years alone, it has added four new locations whilst consistently growing its corporate team.
These strategic investments underscore BMS’ commitment to innovation, leadership, and providing top-tier services.
Looking ahead, the company’s key priorities are centered on diversifying its service offerings and enhancing its capabilities to better serve both commercial and consumer clients.
“For our commercial customers, we aim to expand our services to include additional project delivery and management solutions on a nationwide scale.”
This will enable BMS to meet a broader spectrum of needs and provide more comprehensive support for commercial clients.
On the consumer side, meanwhile, the company is investing in new equipment and advanced techniques to ensure the best possible protection for its customers’ personal items, which will maintain its high standards of care and efficiency.
Additionally, BMS plans to invest heavily in furthering its staff training.
“By embracing new techniques and technologies, we aim to enhance the overall customer experience and maintain our position as a leader in the moving and storage industry,” Harvey concludes.
As a recognised, world-class operator of sustainable rail transport services, MTR Corporation is a leader in safety, reliability, customer service, and efficiency. We learn more with Property and International Business Director, David Tang
Writer: Ed Budds | Project Manager: Eddie Clinton
Throughout history, railways have contributed to the growth of cities by allowing people to travel further and faster, thus fostering the tight connection between people and the community. This connectedness enables people to live further from their places of work, visit their loved ones, explore new places, and experience diverse communities. It serves as a vital link to enhance connectivity and promote social cohesion within the city.
As a company that is fully aware of the importance that rail travel plays in society, the Mass Transit Railway Corporation (MTR) was established in 1975 with a resolute mission to construct and operate under safety and reliability, and act as the backbone of Hong Kong’s public transport system while building and connecting communities with quality caring services.
Over the past decade, MTR’s unique ‘Rail plus Property’ integrated development model not only
“The Rail plus Property model is effective in using the income from property development to fund the construction, maintenance, and upkeep of railway projects. This model allows us to maintain highquality rail services without the need for government subsidies, resulting in financial sustainability in the long run,” opens David Tang, Property and International Business Director at MTR.
David Tang, Property and International Business Director
seamlessly connects railway services with people, but also creates fully integrated new communities comprising residential, commercial, and retail facilities, which promotes the growth and development of the city, and is environmentally sustainable in the long run.
Today, MTR is recognised as one of the best-performing and highestquality rail operators in the world. With more than 50,000 dedicated staff around the globe, MTR carries over 11.5 million passenger journeys worldwide every weekday in Hong Kong, Australia, the UK, Sweden, China, and Macau.
Australia is one of MTR’s key markets. The nation is focused on passenger outcomes, deploying new technology, and remains abundantly clear that highly experienced metro
operators are the preferred partner of choice for Australian clients who are looking to maximise their investments and grow communities around transport infrastructure.
“It is exciting to see the scale of rail transportation investment over the last 15 years across Australia, and we are excited about the strong pipeline going forward,” he enthuses.
CELEBRATING 15 YEARS OF SERVICE EXCELLENCE IN AUSTRALIA
MTR is thrilled to be celebrating its 15th year of dedicated service in Australia. Having first started local operations in 2009, MTR is now the joint venture lead for the Metro Trains Melbourne (MTM) and Metro Trains Sydney (MTS) franchises, and is delivering the trains and systems package for the next automated metro in Sydney.
“The company has made an enduring impact on public transport in Australia, and we are excited to share our journey and commitment to shaping a bright future for rail travel,” introduces Tang.
As a vital component of MTR’s global network, the Australian operations aim to deliver global best practices and continually improve transport options to better serve the communities around them.
MTR’s Australian journey began with MTM, which has over 7,000 employees who help to operate more than 60,000 train services each month. MTM is an essential part of Melbourne’s urban fabric, and in the last 15 years has seen significant improvements in service reliability and performance, passenger satisfaction, and gender diversity.
In Sydney, MTS has set new standards for transport options with its fully automated metro services that boast an on-time performance rating of over 99 percent and passenger satisfaction exceeding 99 percent.
In 2014, MTR partnered to deliver
SUPPLY CHAIN OUTLOOK: HOW DO YOU EMPOWER YOUR STAFF AND RECOGNISE THE VALUABLE CONTRIBUTIONS THEY MAKE?
David Tang, Property and International Business Director: “Our people are the most important asset to the company and its success. Therefore, our leaders’ responsibility is to serve their team and steadily groom new talent to propel our business forward.
“Personally, I see a true leader putting the needs of others first, showing empathy during challenging times, and helping the people around them develop their skill sets and perform as highly as possible. To make that happen, I love giving our people more accountability and opportunities to take the lead in their respective positions. For example, they are given room to practice a trial-anderror approach to their leadership methods.
“Subsequently, the faith you instil in them genuinely inspires people to be leaders on their own and unleash their full potential, hence employees at different levels of our company are mobilised to work collectively towards one common goal, which is to keep cities moving.”
“IT IS EXCITING TO SEE THE SCALE OF RAIL TRANSPORTATION INVESTMENT OVER THE LAST 15 YEARS ACROSS AUSTRALIA, AND WE ARE EXCITED ABOUT THE STRONG PIPELINE GOING FORWARD”
- DAVID TANG, PROPERTY AND INTERNATIONAL BUSINESS DIRECTOR, MTR CORPORATION
the groundbreaking Sydney Metro Northwest project and successfully brought fully automated passenger services to Australia in 2019.
MTR’s involvement in operations and maintenance, construction, and financing has been integral to this benchmark-setting railway that the city now enjoys. The automated services between Tallawong and Chatswood are consistently on-time, and recent data shows incredible levels of passenger satisfaction, making MTS the overall leader in the Australian rail industry.
A TRANSFORMATIVE EXTENSION TOWARDS THE HEART OF SYDNEY
This year, the high-performing MTS team is preparing for the opening of the Sydney Metro City and Southwest line which will see MTS operate the first ever automated trains under the Sydney Harbour into Sydney’s Central Business District.
“As we prepare for the Sydney Metro City and Southwest project, MTS leverages MTR’s global expertise
in operational readiness and new line openings, as demonstrated by the successful opening of eight metro lines in recent years around the world,” Tang enthuses.
The Sydney Metro City and Southwest project represents a transformative milestone where MTR’s Australian presence extends from operator to trains and systems integration, delivered by a 150-strong team of local and international experts ensuring successful execution. Additionally, the company’s Rail plus
Property model aims to enhance the value of developments, fostering interconnected communities.
“We are excited to share our progress at the Sydney Metro City and Southwest project, where our involvement goes beyond our operations and maintenance responsibilities, as we deliver the trains and systems package. In addition, we also act as the overall systems integrator, harnessing the expertise of our global experience,” he adds.
Sydney Metro - Bella Vista Station
MTR construction teams delivering the trains and systems package on Sydney Metro City and Southwest line
Supply
APAC Outlook sits down with Heaton Rail founder and Managing Director, Stefan Heaton (left)
Chain Outlook sits down with Heaton Rail founder and Managing Director, Stefan Heaton (left)
Where did the idea for Heaton Rail come from?
I began consulting in the rail industry in a variety of roles heavily focused on the setup, transformation, and scale-up of businesses and divisions.
As the business grew, we started focusing on the provision of personnel. Being a technical and process-driven business, we quickly iterated on our offering and converted what we do into a science.
With the rail industry facing a talent shortage, how is Heaton Rail bridging this gap and providing the right talent?
Robust processes leveraging people, technology, and data has helped us create a high-performing recruitment engine that delivers results even in the current market
As rail specialists, we speak our clients' language, understand their needs, and possess the asset and operational knowledge that other recruiters and agencies typically lack. This lets us see beyond job descriptions which rarely represent the actual role and identify candidates that best fit a role or assignment.
Headhunting makes up a large portion of our recruitment strategy and we have a large existing network of candidates we’ve established rapport with At times, a candidate may not be fit for a specific role, but we keep in touch, provide feedback, and go back when a suitable role comes up This means that we’re often able to identify perfect matches before our clients start looking.
How does Heaton Rail harness technology in how it does business?
Technology plays a big part in how we do business. We have our own in-house software development and technical team.
Being a people business, we see technology as an enabler. It helps us integrate our people with our processes so we can provide a positive service to our candidates and clients.
What advice would you give to companies struggling to find qualified candidates?
Be clear and realistic about your requirements before you go out to market. Establish your must-haves and nice-tohaves rather than listing down everything as mandatory This will open up your pool of candidates.
Speed and quality of experience are important. We aim to have our recruitment process wrapped up in 1-2 weeks maximum, with candidates exposed to a tailored and engaging recruitment journey that sells the role.
Finally, there are amazing candidates out there that may not meet 100% of your requirements. I recruit for passion, critical thinking, communication, and technical competence in that order
What strategies are businesses using to manage fluctuating workload demands?
Contingent workers, particularly contractors and consultants, increasingly form a large part of our service offering
The benefit of a contingent workforce is that companies can quickly scale their teams to work around workload peaks and troughs.
On the flip side, workers are wanting more interesting, diverse, and flexible work This includes people at the end of their careers who bring a wealth of experience. Equally, we are seeing a growing trend of junior and mid-level professionals moving into more contract or gig-based work
What’s in store for Heaton Rail in 2024?
Since 2016, we've grown organically and aim to continue this by expanding services for existing clients, acquiring new clients, and further improving our service
Candidate experience is a top priority for us Beyond being ethically imperative, our data and experience indicate that a positive candidate experience yields both short-term (engagement, lower drop-off) and long-term (integration, retention) benefits.
We’re experts in the provision of engineering, management and specialist talent within the
Our Services
Keep up with projects, varying workloads, or staff shortages with our skilled and vetted contingent professionals for one-off requirements or entire workforce solutions on both short- and long-term assignments
Our permanent placement services target top passive and active candidates using our extensive network, along with tried and tested tools, technology, and techniques to help companies build high performing teams
Specialisations
Our web-based platform, RoleSpot, vets and aggregates top professionals, enabling companies to hire top talent in the fastest way possible, 24/7 Our system handles all admin, contracts, payments, and invoicing
For this impressive undertaking, MTR utilises a dedicated team of professionals working diligently to blend local and international expertise, creating a synergy of construction and system integration skills. This approach is crucial to the successful execution of this intricate project.
Elsewhere, to date, MTM’s focus on diversity has been nothing short of transformative.
“We’ve made vast strides in improving gender diversity, with 550 female train drivers among our 1,300-strong team. Meanwhile, passenger satisfaction has surged to over 75 percent, and on-time performance has significantly improved, surpassing 92 percent,” Tang acclaims.
Regarding equality and enhanced opportunity, in 2009, there were just 26 women driving trains on Melbourne’s network; now, there are more than 550. MTR’s focus on breaking down barriers for women has included facility upgrades at Flinders Street Railway Station, inclusive uniform sizes and styles, and gender-neutral protective equipment.
“WE AIM TO BECOME RECOGNISED AS THE BEST AND MOST UNIQUE RAIL OPERATOR BY FOCUSING ON DELIVERING WHAT CUSTOMERS REALLY WANT”
– DAVID TANG, PROPERTY AND INTERNATIONAL BUSINESS DIRECTOR, MTR CORPORATION
Additionally, MTM has been a key partner in the Victorian Government’s Big Build programme, ushering in a modern rail network with new trains, enhanced timetables, the removal of 72 level crossings, and the construction of a new tunnel and stations, benefitting the entire city.
Over the 15 years that MTR has been operating and constructing in Australia, it has built strong relationships with local supply chains and technology innovators. This ranges from selecting the strongest suppliers to deliver new metros to recruiting the best talent and continuing to develop them into home-grown industry leaders.
MTR also invests heavily in technology that delivers improvements to its global operations. Its
technology arm, MTR Labs, delivers innovation across its rail and property portfolio, including artificial intelligence (AI) tools to reduce the company’s carbon footprint, as well as smart mobility tools. The teams also work with local technology providers to deliver benefits for local clients. In Australia, this is providing gamechanging performance tools through data management as well as in the UK through datadriven performance and operation optimisation tools.
EXPERTISE FOR THE FUTURE
Moving forward, MTR Australia will continue to share knowledge from the global network it belongs to and ensure that the vision and values laid out by its parent company are deployed locally.
2024 marks the 45th anniversary of MTR, a significant milestone for a corporation that has played a vital role in connecting and growing communities over the past decades.
“We aim to become recognised as the best and most unique rail operator by focusing on delivering what customers really want through leveraging our worldleading performance in providing integrated railway services to capture construction, operation, and maintenance opportunities, as well as adapting our business models to suit the Australian context,” Tang excites.
As a low-carbon transport provider serving the public with the purpose of keeping cities moving, MTR strives to contribute to the sustainable development of society.
PLATFORM SCREEN DOORS IN THE HEART OF SYDNEY
FOR SAFETY & COMFORT
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OPENS. CONNECTS. PROTECTS.
On behalf of the Transport Analytics Team at Toustone, Congratulations to MTR on your 15 years in Australia!
Toustone feels privileged to be part of your journey through our data partnership and advanced analytics work. Thank you for your commitment to servicing the Australian transport industry and community.
We are Toustone, an Australian-owned advanced analytics firm specialising in the transport industry. Our expertise lies in seamlessly connecting, analysing, and extracting insights from diverse transport data sets, like operations, asset performance, energy consumption, and patronage.
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Direx Solutions, with a global footprint including a presence in London, Dubai, Sydney, and Toronto, takes pride in its history supporting MTR. Specialising in strategic advisory and consultancy services for the transportation sector, we transform businesses and assist governments. Our practical advice, delivered by over 300 specialists with proven track records, achieves world-class results.
Operating in complex areas like Public-Private Partnerships (PPP) and procurement projects, we excel in bid preparation, proposal evaluation, negotiations, and contract awards, bringing exceptional individuals to projectcritical roles.
Reducing greenhouse gas (GHG) emissions is one of the three environmental and social objectives of the company. As such, over the past year, MTR has actively implemented a series of green initiatives in transport services, property businesses, and new railway development projects to reduce GHG emissions. Meanwhile, MTR is supporting Hong Kong in achieving carbon neutrality by 2050.
Furthermore, the company’s commitment to excellence is evident in its proactive approach to knowledge sharing and collaboration. Global sharing sessions are allowing the business to harness the collective intelligence of its international teams to solve real-world problems by the teams who are facing them.
As MTR continues to evolve, these sessions serve as a testament to the power of global collaboration in driving innovation and operational excellence.
By facilitating the exchange of ideas and experiences, MTR is not only strengthening its internal capabilities but also contributing to the broader advancement of the transportation industry. As the company looks towards the future, the lessons learned from these global sharing sessions will undoubtedly continue to shape MTR’s journey towards excellence on a global scale.
With vast expertise spanning various aspects of public transport, a global network for knowledge sharing, and a commitment to shaping the future of Australian public transport, MTR remains enthusiastic regarding its plans to continue to share prosperous collaboration across the sector.
“Together, we’ll continue to make a positive impact on Australia’s public transport system, and we look forward to continuing successful partnerships and collaborating with clients to realise their visions well into the future,” he finishes proudly.
KEEPING PEOPLE AND PROPERTY SAFE
Trident Services Australia specialises in tailored service solutions for a diverse range of sectors, including aviation and maritime. We learn how the company partners with airports, airlines, and maritime ports to enhance transport security and protect people, essential services, and critical infrastructure with David Wilkinson, Executive General Manager - Aviation and Maritime Services
Writer: Jack Salter | Project Manager: Ryan Gray
Australia’s facilities service sector is currently undergoing a phase of expansion and evolution.
Indeed, projections indicate substantial growth of around six percent over the next few years, driven by factors such as the integration of technology, adoption of sustainable practices, and the ever-present pressure of controlling costs as well as managing public liability claims.
The latter is leading to a discernible shift in the public sector towards outsourcing companies that have the experience, staff, and technology to mitigate associated risks.
“During and after the COVID-19 pandemic, the Australian facilities service industry demonstrated strong resilience, and with the promise of continual growth, it is definitely an exciting time for us at Trident Services Australia (Trident),” opens David Wilkinson, Executive General Manager - Aviation and Maritime Services.
The story of Trident began in 1996 when Director, Perry Dollar, travelled from his home in Zimbabwe to Queensland, Australia to complete his studies.
To support this educational pathway, Dollar began working as a security guard at a shopping centre in Brisbane. Unfortunately, the security firm ran into some difficulties, and at this point, Trident was born.
Although much has changed since then, the company remains privately owned and Australian-operated, and still clings to the honest sense of humble identity drawn from its modest beginnings.
“I believe that this ethos has served the company very well over the years, and we strongly emphasise this with any new management team members,” Wilkinson states.
TAILORED SOLUTIONS
Trident provides tailored service solutions for a variety of sectors, including aviation and maritime, overseen by Wilkinson, as well as government, commercial, retail, events, and more.
With a workforce exceeding 2,500 inspiring employees spread across close to 50 sites throughout Australia, the company delivers toptier security, comprehensive cleaning services, and integrated management solutions.
Backed by an advanced technology platform, it provides robust data analytics for real-time
decision-making, reporting, and risk management.
Ensuring the safety of both people and property is Trident’s primary focus, which it achieves by tailoring its services to clients to enhance the customer experience, championing a culture of safety and security, and actively supporting regulatory compliance and best practices.
“Taking a ‘One Team’ approach, we make sure that we’re not just another contractor, but a true and invested partner in a client’s business,” enthuses Wilkinson.
“We value teamwork that drives outstanding customer results,
ethically growing sustainable partnerships and being authentic by acting with integrity and building trust.”
The organisation likewise trains for excellence and works hard to support personal growth, develop skills, and offer guidance to help individuals reach their goals.
“Our people are integral to everything we do. By choosing Trident, you are partnering with a company dedicated to excellence in every aspect of service delivery,” he adds.
AVIATION AND MARITIME EXPANSION
Trident entered the aviation security sector in 2018, premiering operations along Queensland’s
north-east coast at Proserpine, closely followed by Cairns and Mackay airports. The following year saw the footprint extend to central Australia with Darwin International Airport and Alice Springs Airport in the Northern Territory, which has recently expanded to include cleaning services.
Since that time, Trident has refined its aviation security service offerings. Plus, a proven ability to consistently deliver industry-leading compliance and performance outcomes at site level has positioned it as one of the market frontrunners in the country.
As a result, over the past 18 months, the company has expanded its aviation operations from five airports to 14, equating to a 180 percent increase.
January 2023 also saw Trident enter the maritime sector for the first time, partnering with Darwin Port to provide screening and general maritime security services at the Fort Hill and East Arm wharfs in the Northern Territory.
A few months later, in May 2023, the company was then contracted by Queensland Airports Limited (QAL) to provide aviation security services at the airports of the Gold Coast, Townsville, and Mount Isa.
Not only was this the biggest tender won in Trident’s esteemed 26-year history, but more importantly, it also gained the company another sophisticated client and partner that champions similar values.
Wilkinson asserts the latter can also be said for Brisbane Airport
“WE WORK WITH OUR CLIENTS TO DELIVER SITE-SPECIFIC TRAINING AND PARTNER WITH REGISTERED TRAINING ORGANISATIONS (RTOS) TO DELIVER TAILORED, FIT-FOR-PURPOSE EDUCATION IN REAL AIRPORT ENVIRONMENTS”
– DAVID WILKINSON, EXECUTIVE GENERAL MANAGER - AVIATION AND MARITIME SERVICES, TRIDENT SERVICES AUSTRALIA
Corporation (BAC), after Trident secured the largest cleaning contract in BAC’s history, covering Brisbane’s domestic, international, and general aviation terminals, as well as its general and direct factory outlet (DFO) carparks, alongside service, airport operations, and air freight centres, Sir Charles Kingsford Smith Memorial, Skygate shopping centre, and BAC administration offices.
“Collaborating with Tier 1 and industry-leading companies ensures Trident continues to mature and improve its own systems and processes. These efforts were recently recognised at the Skytrax 2024 Word Airport Awards, with Brisbane Airport winning the Cleanest Airport in the Australia and Pacific Region category.”
Trident is now looking forward to its latest aviation and maritime collaboration with Newcastle Airport Pty Ltd, which commences in July 2024 for the provision of security services.
The facility operates Australia’s sixth-largest regional airport, providing air travel to the people of the Hunter Valley, Central Coast, and northern New South Wales regions.
“For anyone who has not visited the area, do yourself a favour and plan a trip. It’s well worth it, particularly if you enjoy the combination of picturesque countryside and world-class wines,” Wilkinson recommends.
Like every special dish that requires its secret herbs and spices, the same can be said for setting up new contracts to ensure consistent delivery and optimised service standards.
“Ultimately, the proof of the Trident pudding is in the eating, and as such, our successes in the aviation and maritime sectors have been driven through industry recognition, our strong site-based security outcomes, and our focus on training and regulatory compliance,” he notes.
“However, whilst growth is essential for any successful business, we understand the criticality of client retention
and therefore continue to focus on existing client needs and emerging requirements. The company’s brand, and that of our clients, means absolutely everything to us, so we work hard to develop authentic partnerships that drive mutual advocacy.”
SUITE OF PROGRAMMES
From an aviation and maritime services perspective, the project that Wilkinson is most excited by is the upcoming launch of Trident’s Screener Development Programme (SDP), which will provide end-toend visibility, structure, and tools for employees contemplating a long-term screening career with the company.
The programme comes as aviation, freight, and maritime screening has undergone a huge transformation in Australia, particularly over the last five years, including the introduction of a new National Screener Accreditation Scheme and mandatory screener qualifications.
“Perhaps the most important takeaway from this story is that the success of Trident, its proud 26-year history, and recent amazing growth is primarily attributable to our wonderful staff. I want to take this opportunity to thank them publicly.
“Fundamentally, we are a skilled labour hire business, so our company only succeeds on the consistent, high-quality operational outcomes that our staff deliver each and every day –we can’t thank them enough.”
- David Wilkinson, Executive General Manager - Aviation and Maritime Services
“We operate in a highly regulated environment. For this reason, we developed our SDP, supported by a structured Rewards and Recognition Programme, enabled through industry-leading training, enhanced by technology and innovation, and driven by emotionally intelligent leadership,” Wilkinson tells us.
As such, Trident is committed to providing the highest levels of training for its staff.
Specifically, the aviation and maritime services division has a comprehensive suite of programmes covering areas such as threat detection, passenger screening procedures, baggage screening techniques, and emergency response protocols.
“We work with our clients to deliver site-specific training and partner
with RTOs to deliver tailored, fit-forpurpose education in real airport environments,” shares Wilkinson.
“Our contextualised training programmes support all the various roles and functions within our aviation and maritime portfolio, from leadership and culture to customer experience and screener development.”
The company provides its customers with detailed insights into screening technology capabilities, limitations, and their effectiveness in detecting various threats.
It also offers recommendations and solutions for optimising the use of these technologies to enhance aviation security.
Trident’s industry-leading Systems Validation Activity (SVA) programme, meanwhile, focuses on penetration
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SUPPLY CHAIN OUTLOOK: WHAT CRUCIAL ROLE DO LOCAL PARTNERS AND SUPPLIERS PLAY IN SUPPORTING AND ENHANCING YOUR PROCUREMENT AND OPERATIONAL DELIVERABLES?
David Wilkinson,
Executive General Manager of Aviation and Maritime Security:
“By establishing collaborative partnerships with regional and local suppliers, we gain invaluable knowledge and can leverage their networks, expertise, and understanding of site-specific nuances and logistical challenges to ensure continuity of supply chain operations.
“In addition to the mitigation of supply chain and operational disruption, Trident seeks to source employees, goods, and services locally wherever possible that will contribute to the development and economic growth of our local communities. It’s a definite win-win scenario.”
testing in all areas of the aviation ecosystem, from perimeter security and access control points to security screening.
“These activities are not only crucial to maintain compliance with evolving security threats and regulatory changes in the aviation industry, but also to ensure our team is well equipped to respond to security threats effectively, thereby enhancing our overall contribution to the aviation and maritime industry,” Wilkinson enlightens.
INNOVATIVE IMPROVEMENTS
Technology adds value to Trident’s service offerings to enable people to work smarter, more efficiently, and with lower operating costs.
The company works on a continuous business improvement methodology and is always looking at innovative ways to enhance and differentiate its operations.
Business Accelerator 365 (BA365), for example, is Trident’s proprietary incident
management and training software.
BA365 enhances real-time compliance and reporting and provides risk mitigation and benchmark metrics for operational performance.
“The system and reporting dashboards are fully customisable for individual client needs. Data is everything,” emphasises Wilkinson.
To this end, the company’s aviation and maritime division uses technological solutions to enhance delivery across airports, whether it’s training for screening or using artificial intelligence (AI) to drive
“This is a game-changer for our industry and for Trident to monitor and address screening performance anomalies in real time, as well as using this data to produce a digital twin of each screening officer and targeted training programmes to improve screening outcomes,” he acclaims.
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AI partnerships equally provide additional support to the company’s screening officers by using a revolutionary AI-based system that delivers automated and immediate threat detection for X-ray security.
This minimises close contact with bag contents and people, increasing accuracy, efficiency, and throughput.
The capacity to handle screening throughput remotely is yet another example of how Trident harnesses innovation.
“We have the ability to perform remote screening not only within the screening facility, but between separate facilities.
“Trident currently provides multiplexed screening functionality capabilities between Darwin International Airport and Alice Springs Airport, which are around
Using robotics and autonomous devices to achieve better results and lower costs is not just limited to the company’s aviation and maritime stream, but has been applied across its broader business, including cleaners, drones, security, robots, and internet of things (IoT) and smart sensors.
SUSTAINABLE PRACTICES
Elsewhere, the effective implementation of sustainable business practices requires a strategic approach that incorporates a combination of technological integration, stakeholder engagement, and adherence to regulatory standards.
Trident’s internal process starts
with an environmental impact assessment to identify key areas where improvements can be made and set goals and reduction targets, such as decreasing carbon emissions, minimising waste, and conserving resources.
“We align these goals with any relevant industry standards and best practices, drive adoption and develop a culture of environmental responsibility through employee training and stakeholder engagement, and look for partnership opportunities at all stages,” outlines Wilkinson.
The company’s targets are also driven externally, usually through its membership and participation in environmental consultative committees and/or local community groups.
River Fire Event Plane against high-rise
“Partnering with clients is essential to sustainable outcomes, which have included recycling bottles and cans with proceeds going to charity, using environmentally-friendly cleaning products and waste management programmes, as well as partnering with suppliers who have similar commitments to ourselves.”
Trident strives to reduce its environmental impact, enhance operational efficiency, and contribute to a more sustainable future for the industry.
Ultimately, this is manifested through supply chain sustainability, green technologies, products, and practices, waste reduction and recycling, a lower carbon footprint, and training and awareness programmes.
Whilst adopting a holistic approach that integrates sustainability into all aspects of operations, Wilkinson is conscious of maintaining the company’s current high level of service and compliance across its existing aviation and maritime streams.
To this end, Trident’s strategic plan is to focus on maturing its existing service offerings and optimising resources – but that does not mean standing still.
“We intend to increase our market share. We believe we are the provider of choice and have planned for selective growth so that we can add value to new clients,” Wilkinson concludes.
This commitment is one of the reasons why Trident has elevated to become one of the four major aviation security screening companies in the country and the only one that is Australian-owned and operated.
With a presence at all major ports across Saudi Arabia, and backed by over a quarter of a century of professional experience, Sedres Group provides the local expertise and insight required to achieve smooth clearances, hassle-free cargo operations, crew services, supplies, and the quick dispatch of vessels. We find out more with Fahad Al Daihani, CEO of Sedres Group, and Adil Zobair, Vice President of Sedres Maritime
Writer: Ed Budds | Project Manager: Connell Privett
The allure of the sea captivated me from a young age thanks to the thriving maritime industry in Jubail, Saudi Arabia. Witnessing such prosperous marine trade ignited my passion for logistics.”
The opening words of Fahad Al Daihani, CEO of Sedres Group (Sedres), reflect the flourishing nature of the Middle Eastern maritime sector as a market that is increasingly dynamic and continues to embrace emerging trends across sustainability and digitalisation.
“There’s a strong push for sustainability, with alternative fuels and port innovations gaining traction. It’s a demanding space, but for those who thrive on problem-solving and shaping the future, it’s incredibly exciting,” he enthuses.
With a degree in marketing, Fahad joined the company in 2016 to gain hands-on experience in operations and supply chain management. Now, as CEO, he drives innovation and growth, leveraging his exposure and expertise to lead the company towards success while always upholding values of excellence.
For the past two decades, Adil Zobair, Vice President of Sedres Maritime, has steered a successful course in the industry, his expertise further bolstered by a degree in supply chain management. Having joined the company five years ago, his leadership and keen understanding of logistics have been instrumental in propelling the company’s growth.
BECOMING AN INDUSTRY GIANT
Today, Sedres stands proudly at the forefront of the maritime and logistics industry, offering a comprehensive suite of services tailored to meet the diverse needs of its vast swathe of clients.
As a ship agency service provider, the company’s aim is to streamline operations for vessel owners,
SUPPLY CHAIN OUTLOOK: HOW DO YOU CREATE A CULTURE OF TRUST AND CELEBRATE ACHIEVEMENTS?
Adil Zobair, Vice President: “We understand that empowering our team is paramount. We create a culture of trust by delegating tasks with clear goals and providing the resources to succeed.
“We celebrate achievements – big or small – through recognition programmes and personalised feedback. It’s about fostering a sense of ownership and ensuring each employee feels valued for the unique contribution they bring. “Our greatest asset is our team. Their dedication and expertise are what truly set us apart. We foster a collaborative and inclusive environment where every voice is heard, because together, we can achieve anything.
“With integrity and a goal-oriented approach, we empower our employees to provide solutions and deliver superior services through collaborative efforts, while creating value for our clients as well as for the organisation. Additionally, in order to maintain the highest standards and remain ahead of the curve, innovation remains part of our strategy.”
shippers, and charterers conducting business in Saudi Arabia.
From vessel agency, freight forwarding, customs clearance, chemicals trading, and marine stores, to managing the full supply chain spectrum and port operations, the multifaceted business provides end-to-end solutions that prioritise efficiency, reliability, and cost-effectiveness.
Headquartered in Jubail, Saudi Arabia, Sedres’ strategic presence extends across the Middle East region with offices in Jeddah, Riyadh, Dammam, Ras Tanura, Khafji, Bahrain, and the United Arab Emirates (UAE).
“Driven by a passion for efficiently serving our global clientele, we continuously expand our network of offices and business partners,” explains Fahad.
Established in 1993, Sedres has grown exponentially from a company catering to limited services to now being capable of providing complete marine and total logistics solutions for its range of esteemed clients.
“Our comprehensive array of services cover shipping agency, crew change, land transportation, customs clearance, ship handling, construction, and many more through joint venture (JV) partners, with the ability to provide bespoke services to suit individual client requirements,” he continues.
Now backed by over 30 years of profound industry experience, Sedres has developed an enviable industry reputation for reliable solutions, prompt responses, and timely delivery.
With an esteemed clientele spanning various sectors including oil and gas, shipping, and trading, this expanded customer diversity reflects Sedres’ ability to adapt and deliver tailored solutions to meet the unique demands of each industry.
Additionally, with a strong commitment to client satisfaction, Sedres has built a reputation as a
trusted partner in navigating the complexities of international trade and transportation.
The company’s ongoing success is driven by its dedicated team of over 500 professionals who are passionate about delivering excellence in every aspect of operations. With their expertise and unwavering dedication, Sedres’ team continuously strives to exceed expectations and set new industry standards.
STRATEGIC INNOVATION
Sedres navigates the ever-changing seas of the logistics industry by prioritising innovation and client satisfaction.
“We’re not content with simply following the current – we actively seek out emerging trends and translate them into cutting-edge solutions. We listen intently to our diverse clientele, understand their specific needs, and craft customised approaches,” Adil elaborates.
This ensures that every client, from long-established giants to nimble start-ups, receives the personalised service that keeps their businesses moving forward, reinforcing Sedres’ position as a trusted partner in maritime and logistics solutions.
At present, Sedres is incredibly excited about its upcoming Ras Al
Khair advanced ship support facility project, slated to be operational within the next 24 months.
This state-of-the-art facility will be strategically located to serve Aramco’s growing offshore activities and maritime traffic in the Arabian Gulf.
“The Ras Al Khair advanced ship support facility will offer a comprehensive suite of services, including essential supplies for dayto-day operations, as well as a fully equipped repair yard for maintenance and even emergency repairs. We will leverage the latest technologies to ensure efficient turnaround times, minimising downtime for our customers,” he excites.
Unlocking opportunities in Saudi Arabia’s fresh produce sector
Against the backdrop of increased global food security concerns and a demand for fresh produce, we look at how Global Star Group is leveraging its expertise in sourcing, warehousing and distribution, in order to bridge the gap between global supply and the needs of the Kingdom of Saudi Arabia.
As arguably one of the most in-demand and all-encompassing sectors in the world, the fresh food and produce sector requires deep industry knowledge, a strong business presence, and a robust organisational structure.
Possessing all these attributes and more, since its founding in 2009, Global Star (GS) Group has evolved from its inception as a trading and distribution organisation to a comprehensive solution provider, spanning cold storage &
logistics, transportation, farming & harvesting, and international trade. More recently, 2022 saw the launch of GS Group’s own fresh fruit and vegetable brand, Delizia.
GLOBAL STAR GROUP AT A GLANCE
• 4 global offices (KSA, UAE, Bahrain & India)
• 220+ employees
• Yearly trade of 86,000 metric tonnes of fruits and vegetables; 19 countries of provenience
Comprising 6 business divisions, GS Group has developed over the years a 360° ecosystem that positions the organisation as a trusted industry partner:
• Global Star Trading & Distribution
• Global Star Cold Storage and Logistics
• Global Star Transportation
• Global Star Farming & Harvesting
• Global Star International Trade
• Delizia
With each division specializing in its own unique area of expertise, while complementing one another, GS Group aims to ensure a seamless, efficient and uninterrupted flow of fresh produce.
A CLOSER LOOK AT THE RECENT EXPANSION OF GLOBAL STAR COLD STORAGE & LOGISTICS
As a key division of GS Group, Global Star Cold Storage & Logistics focuses on providing end-toend solutions to local and international partners, ensuring the freshness and safety of produce throughout the supply chain.
The division currently operates 8 cold storage spaces across multiple locations in the Kingdom of Saudi Arabia (KSA) with a total capacity of 18,000 pallets, and 3 new spaces with 17,000 pallets are ready to start operating, increasing the total storage capacity to 35,000 pallets. The cold storage spaces are strategically spread across the Kingdom, connecting key points of interest from Riyadh and Dammam to Jeddah, Madinah and Al Ahsa. Undoubtedly, this places the division at the forefront of the industry, equipped to meet the increasing needs of both the local market and global partners seeking to establish a presence in KSA. Together with its wide network of partners, Global Star Cold Storage & Logistics also offers secondparty (2PL), third-party (3PL), and fourth-party (4PL) logistics services. Selected according to shared values, a high standard of expertise, and a commitment to excellence, the division’s business partnerships have been established with the goal of driving a positive impact on the industry in Saudi Arabia.
The major business partners include DSV (formerly Agility), Arla Foods (formerly Dania Foods), BRF Foods, Saudi Radwa Chicken, Lulu Hypermarket, Sharbatly, and AFCO Food & Beverage.
A key part of the division’s operations is its commitment to innovative and responsible practices, which include the use of technology
to improve supply chain efficiency, energy-efficient lighting and cooling systems, just to name a few.
Through its exceptional operational performance, Global Star Cold Storage & Logistics strive to minimise waste and reduce its carbon footprint, while playing an active role in achieving regional food security.
THE RISING STAR: DELIZIA
Since its launch just a couple of years back, in 2022, Delizia has rapidly expanded both its reach and produce portfolio, the latter now consisting of a diverse range of over 15 fruits and vegetables sourced from across continents, including South America, Europe, Africa, the Middle East, and Asia.
Founded from the desire to redefine the world of global fresh produce, the cornerstone of Delizia’s quick success is the division’s focus on collaborating with trusted growers, thus creating a network that is equally dedicated to excellence. These partnerships only reaffirm Delizia’s commitment to quality and superior taste, while on its ongoing quest to bring the world’s finest fruits and vegetables to consumers around the globe.
SEDRES’ KEY STRENGTHS
• Over three decades of industry experience.
• Expert and dedicated teams in each department.
• A global network of offices and agents.
• Strong understanding of local rules and regulations.
• Ownership of a fleet of boats and equipment.
• Superior quality services and supplies.
• Time-bound deliveries.
• Transparent and timely information sharing.
• Competitive pricing for highquality products.
• After-sales support.
• Strict adherence to health, safety, security, environment, and quality (HSSEQ) standards.
• Compliance with all local and international laws, rules, and regulations.
The base will also prioritise sustainability, as the company plans to incorporate eco-friendly practices like waste management solutions and potentially explore options for on-site renewable energy generation.
“This new facility is just one of many exciting projects in our pipeline. We’re constantly exploring opportunities to expand our service offerings and geographic reach, and this commitment to innovation ensures Sedres remains at the forefront of the maritime support industry,” Fahad adds passionately.
In addition to Ras Al Khair, the business is actively looking into similar projects in other key regions as it believes these strategic outposts will not only strengthen its presence but also empower Sedres to better serve the evolving needs of its global customers.
AT THE FOREFRONT OF A REVOLUTION
Fahad believes it’s an exciting time to be at the helm, navigating growth and shaping the future of maritime logistics in Saudi Arabia.
“Our future charters a selection of clear goals, and we are exploring strategic expansion into new ports within the region, while keeping a keen eye on potential diversification opportunities in the burgeoning energy sector,” he affirms.
Moreover, there is plenty of scope for exciting new technology in the maritime industry, as many companies are now exploring underwater drones for inspection and repair purposes which promise to revolutionise vessel maintenance.
Innovations such as this hold
immense potential to reduce costs and emissions, as well as improve safety for Sedres’ crew and the environment.
“We are expanding and will continue to do so by extending our activities into new fields and geographies, both by adding new partners to our business and by improving upon our own service models to maintain our leadership as an end-to-end supply chain solutions provider in Saudi Arabia and beyond.
“Overall, I feel thrilled about the future of shipping! Advancements in
artificial intelligence (AI) for optimised routes and maintenance, along with the potential of clean energy sources like hydrogen, promise a greener, more efficient future,” Fahad concludes enthusiastically.
Tel: 0133411774 sedres@sedres.com www.sedres.com
Fuelled by an unwavering commitment to effectively serve our global clientele, we consistently expand our network of owned offices and business partners. This dedication allows us to provide seamless and reliable services across international boundries
LOCAL FARMER TO NATIONAL SUPPLIER
Family-run enterprise, Kelrn Vervoer, comes from humble beginnings. Delivering customised logistics services to the farming, industrial, and mining sectors, today the company boasts a comprehensive fleet of flat-decks, tautliners, fridges, and petroleum tankers
Writer: Lily Sawyer | Project Manager: Taylor Green
Established in Barkly West, South Africa, Kelrn Vervoer (Kelrn) began with the simple objective of transporting its own agricultural products to countrywide markets, alongside offering simple transport solutions to local farmers in the district.
Under the inspired leadership of Kenne de Kock Snr, the company has since grown and developed, entering the refrigerated transport market in 1985 before fuel tankers were added to the fleet in 2005.
Today, Kelrn emerges as one of the leading logistics solutions companies in South Africa, with a growing fleet that boasts 80 tautliners, 10 petroleum tankers, and 16 fridges.
It is clear to see that family remains at the core of Kelrn, an acronym for the names of de Kock Snr’s children: Kenne, Estelle, Louis, Ronelle, and Neil.
As a result, Kelrn deeply values the relationships it has cultivated along the way, and business partners can expect to be honoured accordingly as part of the extended ‘Kelrn family’.
Driven by its dedication to building close working relationships with its clients and catering for their unique requirements, Kelrn is a logistics solutions service provider with a difference.
The company acknowledges the standards set by its
clients and strives to deliver a 100 percent service level, every time.
STAND-OUT SERVICES
Offering quality service, expertise, and creative ideas, Kelrn has been able to maintain its competitive edge in an increasingly saturated market.
Delivering its services to the agricultural, wholesale grocery, cold chain, mining, and industrial sectors, Kelrn boasts a comprehensive fleet.
The company’s strong leadership and management, coupled with a sense of teamwork that underpins the entire organisation, combine to deliver positive business relationships with a personal touch.
In addition, Kelrn’s stringent security and safety measures and its late standby hours speak volumes of its overall devotion to helping others.
Most importantly, the company believes that it is not one of these unique characteristics that enable it to stand out from the competition, but all of them combined.
Innovation is also at the heart of Kelrn’s operations. As one of the first truck operators in South Africa to make use of the pallet system for truck loading, Kelrn is constantly innovating to optimise its trailers.
Furthermore, Kelrn was one of the first farms in the region to make use of automated milking systems and one of the first truck operators to utilise vehicle tracking technology. As such, finding efficiencies remains an important priority for the company.
As a result, the company has benefitted from a valuable, loyal customer base it has worked hard to build and maintain over the past 40 years.
TECHNOLOGY AND RECENT ADVANCEMENTS
In line with industry updates and evolutions, Kelrn has implemented integrated systems to streamline its operations.
From booking to delivery and invoicing to receipt, the company ensures that modern and advanced systems are in place to guarantee operational excellence.
From the first point of contact with Kelrn’s dedicated Client Managers, customer service requests are loaded onto VSC Palm, a technologically advanced vertical supply chain portal that allows real-time instructions and progress monitoring from order to delivery.
Loading instructions are electronically transmitted to the driver, who receives the order on a touchpad device. The driver then proceeds to the point of collection and uploads paperwork and images of the freight, which is made immediately available to the Client Manager.
Freight is tracked by a dedicated controller all the way to its destination, and the Client Manager is able to keep customers updated on progress in real time.
VSC Palm then integrates with Sage Evolution software that allows Kelrn’s debtors department to process the paperwork seamlessly to ensure invoices and statements are timely and correct.
Kelrn believes that VSC Palm, used in combination with Sage Evolution, offers customers much less hassle, fuss, and room for error.
In addition, the company’s fleet is under 24-hour surveillance by both an in-house control room and an independent service provider.
In-cab communication systems also allow for heightened risk assessment and constant independent communication.
COMMUNITY CONTRIBUTIONS
Coming from a family that believes strongly in giving back to the community, de Kock Snr believes that a well-organised corporate social investment (CSI) effort is required for the company to sustainably contribute to society.
He is particularly passionate about contributing to the child welfare needs of the Northern Cape.
As such, the company hosts the Kelrn MTB Classic,
an annual mountain biking event to raise funds for local childcare initiatives.
Since Kelrn MTB Classic was initiated and presented in 2012, it has grown into a sponsored event.
2023 was the event’s 10th anniversary, and ZAR1 million was donated to several registered child welfare beneficiaries.
The mission of Kelrn MTB Classic is to sustainably contribute funds to child welfare needs on a yearly basis in the Northern Cape region, such as the Caritas Community Focus, Makarios, the Reach for a Dream Foundation, and the Elizabeth Conradie School (ELCON).
This is primarily achieved through the combined efforts of sponsors, Kelrn employees, and registered public benefit organisations that form part of the event.
Similarly, Kelrn also funds an additional community outreach programme in association with the Jannie Roux Campus.
POWERFUL PARTNERSHIPS
Historically, Kelrn has been backed by a supportive and dedicated network of local partners and suppliers, which
THE FUTURE OF THE LOGISTICS INDUSTRY IN SOUTH AFRICA
The recent expansion of the logistics sector in South Africa has been noteworthy. As the industry continues to evolve, it witnesses the growing influence of technology.
As a result of technological advancements and greater local investment attributed to companies such as Kelrn, the region is well positioned to become a global leader in goods and services transportation. Forecasts and predictions for how this will come about include:
• The application of digital solutions - Digital systems can improve a company’s supply chain visibility by allowing it to track items or any other information, enabling more educated decisions regarding goods transportation.
• Real-time tracking - Companies have more control over their deliveries since they can trace goods in real time, much like Kelrn’s VSC Palm technology.
• Automation and artificial intelligence (AI) - In South Africa, AI is already being used to improve routes and predict peak levels of road congestion and truck loading.
have been crucial to the company’s success to date.
Notably, the global automotive brand Mercedes-Benz played an important part in Kelrn’s initial expansion, selling de Kock Snr his first Mercedes-Benz 2633 distribution trucks in 1985.
Since then, the company has grown exponentially, and Kenne de Kock Jnr has followed in his father’s footsteps, sealing a major contract for the transportation of long-life milk in the face of extreme drought in the region, which affected local farming businesses.
As such, Kelrn has expanded into a successful national transportation business whose most important customers remain local farmers. However, de Kock Jnr remains reflective and thankful for Mercedes-Benz’s support over the years.
Today, Kelrn has a dedicated Daimler Truck Southern Africa (DTSA) fleet of 120 trucks, of which Mercedes-Benz is the largest individual shareholder.
Furthermore, Kelrn enjoys beneficial and advantageous relationships with other notable local partners and suppliers, including Serco Trailers, Cargo Carriers, and New Vaal Motors - Mercedes-Benz’s trusted local dealership.
In this way, one of Kelrn’s most valuable assets can be considered its business partners, who provide a robust and supportive network upon which the company heavily relies.
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