Africa Outlook, APAC Outlook, EME Outlook, North America Outlook, Mining Outlook, Healthcare Outlook, Manufacturing Outlook, Supply Chain Outlook, and Food & Beverage Outlook are digital publications aimed at boardroom and hands-on decision-makers, reaching an audience of more than 800,000 people around the world.
With original and exclusive content compiled by our experienced editorial team, we look to promote the latest in engaging news, industry trends and success stories from across the globe.
Your company can join the leading industry heavyweights enjoying the free exposure we provide across our platforms with a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to help you grow your business.
Visit www.outpb.com/work-with-us for details on how your company can feature for free in one of our upcoming editions.
EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Join us on Linkedin: linkedin.com/company/supplychainoutlook/ Follow us on X: @outlookpublish
ON OUR RADAR
Welcome to our fifth edition of Supply Chain Outlook magazine.
Appearing on this issue’s radar and front cover is Fiji Airports, whose vision is to become a world-class aviation hub.
The government-owned enterprise has a reputation for providing first-class aviation services across Fiji, where the industry landscape is stronger than ever.
It has been a period of celebration and preparation for Fiji Airports, as the company recently marked its 25th anniversary and has laid the foundations for significant growth in the sector.
Passenger traffic has also seen a robust rebound with a steady increase in international arrivals, whilst improved air connectivity has been afforded by recent upgrades which have played an important role in facilitating the growth of tourism.
“One of the highlights of the past year has been the modernisation, planning, and replacement of our ageing assets at Nadi International Airport,” outlines CEO, Mesake Nawari.
Likewise, embarking on the major expansion and modernisation of its aircraft fleet is Air Niugini, the flag carrier of Papua New Guinea (PNG).
With a proud history spanning more than five decades, Air Niugini aspires to be the leading airline in the Pacific through its extensive domestic and regional network, dedicated to delivering exceptional service, promoting tourism, and connecting people, cultures, and economies.
“Whilst we acknowledge there have been many challenges over a period of time, we are committed to providing an excellent service, both in the air and on the ground,” insights David Glover, CCO.
From the ground up, TGW Logistics’ comprehensive suite of end-to-end automated systems and modular technologies are designed to overhaul fulfilment operations, solving a variety of workflow challenges.
The company takes a holistic approach to understand its customers’ supply chains, ensuring they remain agile and resilient.
“It is not enough to focus solely on warehouse automation – we must also consider the unique challenges of modern retail logistics and stay ahead of emerging trends,” explains Stipe Galic, Vice President of Business Development.
Elsewhere on this issue’s radar, we track and detect the latest developments from TWL Group, London Fire Brigade, Emirates Logistics, and Yusen Logistics.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
26 Fiji Airports
58 Yusen Logistics
The Pacific Aviation Gateway
Tangible growth in the Pacific region ASIA PACIFIC
38 Air Niugini
Flying the PNG Flag
Major aircraft fleet replacement, modernisation, and expansion
48 TWL Group
An Empowering Logistical Legacy
A prominent player in logistics and transportation
Your Partner in Supply Chain Excellence
A seamlessly connected suite of supply chain solutions
NORTH AMERICA
66 TGW Logistics
Driving Performance and Growth
Creating a smoother automation journey
EUROPE & MIDDLE EAST
76 London Fire Brigade
Trusted to Serve and Protect London
Safeguarding the UK capital now and into the future
86 Emirates Logistics
Accelerating Middle Eastern Freight
At the forefront of the region’s supply chain
Around the supply chain sector in seven stories…
TRUMP PAUSES TARIFFS FOR 90 DAYS
FOLLOWING A WAVE of nation-specific tariffs imposed over the last two months, President Trump has adjourned the increase of import taxes for 90 days, whilst raising the tariffs placed on China to 125 percent.
In reciprocation, the nation has raised its import taxes on the US to 85 percent, which could have a detrimental effect on global supply chains.
The majority of the rest of the world, meanwhile, will have a blanket 10 percent duty on imports, whilst sector-specific tariffs will remain.
It is reported that the president paused the sanctions after more than 75 countries contacted the White House to initiate trade negotiations.
APM TERMINALS OBTAINS THE PANAMA CANAL RAILWAY
THE OWNERSHIP OF the 82-kilometre waterway has historically been a point of contention.
In its most recent development, the Panama Canal Railway (PCR) – the 47-mile railway running adjacent to
AFRICA ENHANCING MOROCCO’S GREEN LOGISTICS
MOROCCAN FERTILISER
GIANT OCP Group has built on its partnership with Danish logistics titan Maersk by signing a memorandum of understanding (MoU) that aims to advance both companies’ eco-friendly supply chains.
The elevated partnership will help streamline global supply networks by putting green logistics at the forefront, utilising cutting-edge technologies and leveraging clean practices.
The MoU details several changes in ocean freight, inland transportation, digitised supply chain management, and innovative sustainability projects.
Maersk brings many advantages to the partnership, such as its impressive global logistics reach in 130 countries, supported by 100,000 staff members.
For OCP Group, the MoU aligns with its long-term vision to expand its Speciality Products and Solutions strategic business unit internationally by utilising sustainable solutions.
the canal – has been brought by APM Terminals, a port terminal company based in the Netherlands.
APM Terminal’s purchasing of the PCR from Canadian Pacific Kansas City (CPKC) means it can expand its logistics footprint further into the Panama region, where it currently holds offices for its US operations.
More specifically, the acquisition contributes to the development of APM Terminal’s Panama Pacifico distribution centre, which is projected to total 215,000 square feet.
NORTH AMERICA
DHL ACQUIRES HEALTHCARE
LOGISTICS PROVIDER
IN AN EFFORT to boost its healthcare logistics supply chain, DHL has acquired CRYOPDP – a temperature-controlled delivery provider – in USD$195 million exchange.
CRYOPDP primarily operates in the healthcare and life sciences shipment space and currently makes 600,000 deliveries annually across 135 countries. The company facilitates cold-chain services for the transportation of cell and gene therapies, biological samples, and a range of pharmaceutical products.
ASIA PACIFIC
VIETNAM WELCOMES LEGO PRODUCTION HUB
WITH THE AIM to expand its Asia Pacific supply chain, the LEGO Group (LEGO) has launched a new, state-ofthe-art production hub in Vietnam.
The toy titan opened its factory doors in the Binh Duong province, making the facility the group’s
The acquisition means that DHL can more efficiently meet the needs of its healthcare clients, with CRYOPDP becoming a key part of the company’s supply chain division.
The deal will also enable the latter to expand its geographical reach into international markets, including Asia Pacific, Europe, the Middle East, and Africa.
second factory in Asia and sixth across the globe.
LEGO has dedicated USD$1 billion over the next 15 years to strengthen its supply chain, as well as increase its workforce to 4,000, making the facility a milestone in the company’s long-term plan.
The production hub also establishes a sustainable benchmark for LEGO, as it is powered by 12,400 rooftop solar panels and is projected to run completely on renewable energy by 2026.
ASIA PACIFIC
SHEIN ADVISED AGAINST LEAVING
CHINA
CHINESE-OWNED FAST
FASHION retailer Shein has faced backlash from the government following its decision to remove its supply chain and production activities from the country.
The Chinese Minister of Commerce has advised a number of other organisations against diversifying their supply chain.
This comes in the wake of US President Trump’s tariffs, which will have a major impact on Shein as the US remains its biggest market.
The retailer announced earlier this year that it would increase its production capacity in Vietnam in preparation for the rising tariffs.
EUROPE & MIDDLE EAST
SUPPLY CHAIN GAPS PREVENT WIND TARGETS
DURING THE RECENT WindEurope annual conference in Copenhagen, Denmark, it was established that Europe would not be able to meet its wind power targets without addressing critical gaps in the continent’s supply chain.
Despite ongoing efforts, the continent is struggling to reach its target for the number of wind turbines delivered, and there is growing concern over whether such goals can be achieved without the intervention of the US and China.
A joint ‘Copenhagen Call to Action’ was launched at the conference, imploring governments to speed up the permitting process, expand grid infrastructures, remove barriers to electrification, and further emphasise supply chain investment.
THE RISE OF BEAUTY AND SKINCARE SUBSCRIPTION MODELS
Consumer demand for cosmetic subscription services has grown significantly in recent years, with personalised experiences and the convenience of receiving curated products driving this increase. Ben Whitby, Operations Director of Staci UK, unboxes the complexities of the market
Writer: Ben Whitby, Operations Director, Staci UK
The beauty and skincare industry has been transformed by subscription models, offering consumers personalised experiences and the ease of having handpicked products delivered straight to their doorsteps.
From well-established names like Birchbox and Ipsy to emerging disruptors, beauty and skincare subscription boxes are reshaping how consumers discover and engage with products. These services offer a personalised and convenient alternative to traditional shopping by providing carefully curated selections tailored to individual preferences.
Fuelled by the rise of digital commerce and the rapid emergence of micro-trends on platforms such as TikTok, the global subscription box market is expanding rapidly. Industry reports predict a Compound Annual Growth Rate (CAGR) of more than 24 percent from 2024 to 2030, with beauty and skincare leading this growth.
As demand grows, so do the complexities of seamless fulfilment. Brands must navigate inventory management, personalisation, and logistics to maintain subscriber satisfaction.
THE FULFILMENT CHALLENGE
As beauty boxes continue to rise in popularity, so do consumer expectations. Speed, accuracy, and customisation are no longer just nice-to-haves; they’re non-negotiable. Getting fulfilment right is crucial for brands looking to build loyalty and customer retention.
Mastering fulfilment in beauty and skincare subscriptions isn’t just about moving products from warehouse to doorstep. It requires much deeper, strategic planning, technological integration, and a customer-first mindset. For brands to get it right, there are a number of critical areas to tackle.
One of the biggest challenges is balancing supply and demand and ensuring optimal inventory management. Stockouts lead to disappointment, whilst overstocking ties up capital. Brands must work with their fulfilment partner to not only accurately forecast demand whilst staying flexible enough to adapt to changing consumer preferences, but also to find opportunities to leverage and repurpose inventory to make stock as efficient as possible.
Top-performing cosmetics businesses leverage artificial intelligence (AI) and predictive analytics to forecast demand accurately. By analysing historical data and consumer behaviour, they can optimise inventory levels, reducing the risk of stockouts or overstocking. Birchbox, for example, uses data insights to curate product selections that resonate with their audience whilst minimising waste.
PERSONALISATION AND SUSTAINABILITY
Consumers are constantly exposed to new brands, products and ingredients, so their willingness to experiment is at an all-time high. In this dynamic landscape, personalisation has shifted
from a luxury to an essential strategy for brands looking to stay relevant and connect with today’s discerning beauty enthusiasts.
However, the challenge lies in balancing personalisation at scale with operational efficiencies and cost management. To address this, brands are increasingly investing in AI-driven algorithms to offer tailored experiences to a growing customer base. By segmenting customers based on their preferences and behaviours, they can deliver hyper-personalised products whilst maintaining operational efficiency. This strategic approach enables brands to achieve mass customisation without compromising logistical feasibility.
Consumers today are more environmentally conscious than ever. Gen Z is leading the charge, with more than 67 percent prioritising sustainability and over 56 percent willing to pay more for eco-friendly beauty products, whilst more than 17 percent of beauty consumers say they seek out environmentally friendly brands, and over 15 percent prefer products
that use recyclable packaging
Therefore, brands prioritising sustainable practices, such as ecofriendly packaging or carbon-neutral shipping, are likelier to appeal to an increasingly environmentally conscious customer base. Beauty Pie and UpCircle are leading the charge with refillable packaging and ethical sourcing, appealing to the growing market of conscious consumers.
PERFECT PACKAGING
It’s not just what’s inside that counts, or even the eco-impact.
The presentation of the box, the anticipation of peeling it open, the feel of the material – every detail works together to leave a lasting impression on consumers’ minds. In this age of social media, where everything’s under the digital microscope, the unboxing experience presents a prime opportunity for free marketing through user-generated content. To capitalise on this, brands must deliver.
Premium packaging isn’t just about aesthetics, it’s about storytelling. It creates an emotional connection, enhances perceived value, and even increases price expectations by
bringing products to life in the most luxurious way during the theatre of unboxing. In a world where first impressions are shared instantly, packaging is no longer just a box - it’s a brand statement.
When choosing packaging, beauty brands must master the art of balancing style with substance. The right packaging can create an experience that’s practical, functional, and true to the brand’s identity.
Packaging should be visually appealing, intuitive to use, and protective of the product. It must also comply with industry regulations and labelling standards to meet consumer expectations. By seamlessly blending creativity,
functionality, and compliance, brands can create packaging that stands out and elevates the entire customer journey.
Nail the look and feel; you’ve not just delivered a product, you’ve delivered a moment of magic worth sharing.
ON-TIME DELIVERY
In a world where next-day delivery is becoming the norm, beauty subscription brands face mounting pressure to deliver on time.
Delayed or
incorrect deliveries can lead to dissatisfied customers and decreased retention rates. Success hinges on efficient logistics and dependable carrier
An effective supply chain should be capable of handling high order volumes and the complexity of multiple bulk customer orders. It must also be scalable to manage peak periods such as holiday seasons and Christmas, where some cosmetics brands can see their orders increase by 400 or 500
percent, or even more. Working with their fulfilment partners can make or break the year - get it wrong and fail on orders on higher peak base volumes means more unsatisfied, often new, customers at the most emotive time of year.
Seasonality is another critical consideration in range management. Depending on the time of year, brands may need to adjust both the products included in subscription boxes and how they are handled during delivery.
For example, summer may require lighter skincare products, whilst winter may demand more hydrating items. Each season will require tailored management to ensure efficient and timely delivery.
The growing trend towards personalised beauty and skincare subscription boxes is a win-win for both brands and buyers – brands gain valuable customer insights whilst consumers enjoy tailored, costeffective experiences.
However, a complex challenge lies behind the glossy packaging and Instagram-worthy unboxings: mastering the fulfilment process
From navigating seasonal changes to ensuring flawless deliveries, effective fulfilment strategies are crucial for maintaining customer satisfaction and loyalty in the world of cosmetics. If you’re looking to optimise your product handling and delivery, learn more here
ABOUT THE EXPERT
Ben Whitby is Operations Director at Staci UK, a leading specialist fulfillment provider across the UK and Europe.
With over a decade of experience in global logistics, he has built a proven track record across sectors including retail, healthcare, cosmetics, consumer goods, and automotive.
His expertise spans warehouse
EXCELLENCE, SIMPLY DELIVERED
Enabling global trade by connecting people and markets across the world, DHL Express Singapore has delivered first-class services for over 50 years. Christopher Ong, Managing Director, tells us more about the company’s inspirational beginnings and plans for a cutting-edge future
Writer: Lauren Kania
Established in 1972 as Singapore’s first door-to-door international express document delivery company, DHL Express Singapore (DHL Express) was born from humble origins.
With no physical warehouse facility and all document sorting done in a Shell petrol kiosk carpark, the company worked diligently to gain a reputation for success and reliability, quickly finding domestic and international prosperity.
Today, DHL Express proudly boasts over 1,000 employees in Singapore, four service centres, and more than 140 retail outlet partners, alongside operating the DHL South Asia Hub, which serves the region connecting Singapore to the rest of the world.
Christopher Ong, Managing Director
“We have over 50 percent international air express market share in the country, serve a diverse client base ranging from small and medium-sized enterprises (SMEs) to multinational corporations, and have clients who span industries including technology, retail, and manufacturing,” opens Christopher Ong, Managing Director.
Having grown up around airports and aircraft due to his father’s work in the airline industry, Ong fell in love with all things aviation and logistics at a young age, immediately recognising this was the industry he wanted to pursue.
“In 2006, when I first joined DHL Express, it was like a dream come true,” he impassions.
Having held various positions in the company and run myriad programmes, Ong now holds the position of Managing Director in Singapore and is responsible for driving sustainable growth in the logistics market.
Currently, DHL Express’ main products and services include Time Definite International (TDI), which guarantees global delivery within a specified timeframe, demonstrated by its Express Worldwide and Express 9:00/10:30/12:00 services.
The company’s industry solutions, meanwhile, centre around its Medical Express (WMX) services for healthcare logistics needs and Express Breakbulk (BBX), offering comprehensive shipping solutions.
LIFE SAVING DELIVERY
DHL Express is a proud leader in
the pharmaceutical, life sciences, and healthcare sectors, offering its customers a full suite of specialised solutions built around more than two decades of deep medical expertise.
Today, the biopharmaceutical sector in Singapore contributes over USD$19 billion in output, a threefold increase from 20 years ago. Additionally, eight of the top 10 biopharmaceutical companies in the world reside in the country alongside 60 manufacturing facilities in active operation.
“To support the growing medical and healthcare industry and its unique needs, we provide a specialised shipping solution known as WMX,” insights Ong.
This service is designed to handle the transportation of biological substances, clinical drugs, and pharmaceutical active pharmaceutical
ingredients (API), which require transportation in a temperaturecontrolled environment with the shortest lead time.
Every WMX shipment supports crucial research to help save lives.
Additionally, the company collaborates with its counterparts in other DHL business units, DHL Supply Chain and DHL Global Forwarding, to offer a full suite of solutions for customers in coldchain warehousing, pharmaceutical finished goods, and clinical trials.
“At DHL Express, we are committed to delivering innovative healthcare solutions to cater to the evolving needs of the medical sector,” asserts Ong.
This is achieved through key initiatives such as deep-frozen solutions, one-stop shop solutions, and direct from/to patient services.
“AT DHL EXPRESS, WE ARE COMMITTED TO DELIVERING INNOVATIVE HEALTHCARE SOLUTIONS TO CATER TO THE EVOLVING NEEDS OF THE MEDICAL SECTOR”
– CHRISTOPHER ONG, MANAGING DIRECTOR, DHL EXPRESS SINGAPORE
Additionally, further features of WMX include medical express handling, ensuring the integrity of temperature-sensitive shipments, enhanced delivery solutions, customer service, and the advantages of a DHL Express network.
Specifically, customer service is provided by dedicated life science specialists who ensure expert assistance tailored to industry needs. The offering features 24-hour monitoring through the Advance Quality Control Centre (AQCC) and
a customised e-booking tool to streamline the booking process for clients with unique requirements.
Equally, the integrity of temperature-sensitive shipments is achieved through specialised temperature-controlled packaging equipped with various conditions including ambient, chilled, frozen, and ultra-frozen, achieved through contingency set-up with industrygrade fridges and dry ice top-up opportunities in key hubs and gateways.
“These features make WMX an
ideal solution for healthcare providers, laboratories, pharmaceutical companies, and other entities in the medical field that require reliable and efficient logistics services,” expands Ong.
SUSTAINABLE SOLUTIONS
Connecting over 220 countries and territories across the globe and boasting a network of nearly 300 dedicated aircraft, DHL Express is proud to offer innovative solutions to create seamless, consistent, and comprehensive services.
DHL EXPRESS OFFERINGS
AN EXCLUSIVE NETWORK:
Boasting assets of 500+ aeroplanes, 34,000 vehicles, and over 100,000 employees.
SUPPORT BUSINESS GROWTH:
Focusing on improving business to continuously grow and expand their global reach.
SPEED: Optimised network and scheduling help the company reach the furthest destinations in the shortest time frame.
24/7 CUSTOMER SERVICE: Helping customers track and trace all their shipments and resolve all their shipping needs.
IN-HOUSE CUSTOMS TEAM: Facilitating smooth customs clearance for shipments around the world.
INTEGRATION: Offering a range of online tools, portals, and guides to simplify the shipping process.
“IN ADDITION TO OFFERING CUSTOMERS SPEED AND RELIABILITY, WE PROVIDE THEM WITH MORE SUSTAINABLE LOGISTICS SOLUTIONS”
– CHRISTOPHER ONG, MANAGING DIRECTOR, DHL EXPRESS
Just as significant to DHL Express’s continuous growth are its sustainability initiatives.
The company is the leader in sustainable logistics, having started its DHL GoGreen programme in 2009 that focuses on driving carbon efficiency.
Moreover, in 2017, DHL was the first organisation in the transport and logistics sector to set a 2050 net zero target, which it has been working diligently towards ever since.
“In Singapore, we have over 100 electric courier vans plying our roads daily, which has enabled us to reduce our Scope 1 carbon emissions by over 300 tonnes per annum,” details Ong.
“In addition to offering customers
speed and reliability, we provide them with more sustainable logistics solutions to reduce their Scope 3 emissions.”
Given that the transportation industry is an energy-intensive sector with an undeniably large carbon footprint, DHL Express is committed to achieving net zero greenhouse gas (GHG) emissions through various decarbonisation methods.
The company’s sustainable initiatives include its
GoGreen Plus service, the conversion of its ground fleet to electric vehicles (EVs), and a partnership with Pick Network – a nationwide parcel locker network by the Infocomm Media Development Authority (IMDA) of Singapore that allows it to consolidate deliveries at a single service point.
Launched in 2023, DHL Express’ GoGreen Plus service enables customers to reduce GHG emissions generated by their international shipment deliveries using sustainable aviation fuel for aircraft.
Equally, in 2019, the company implemented its electrification plan in Singapore in order to significantly reduce its carbon footprint.
“By electrifying 30 percent of our daily delivery routes, we are on track to meet our global goal of expanding our EV fleet to 60 percent by 2030,” details Ong.
“This initiative also aligns with Singapore’s broader sustainability goals under the ‘Energy Reset’ pillar of the Singapore Green Plan 2030, which aims to promote the adoption of EVs.”
As DHL Express continues to look ahead to a sustainable, prosperous future, it is planning to extend the company’s geographical footprint even further.
In 2016, the South Asia Hub was built to serve as a central axis for the region and connect Singapore to the rest of the world. Eight years later, it expanded the facility to cater for rising volumes coming through the country.
Additionally, the company has added substantial air capacity in the last few years, doubling its air cargo volume throughput at Changi Airport. In 2022, for example, DHL Express’ partnership with Singapore Airlines took flight with five B777 freighters, connecting the nation directly to the US.
“This guarantees capacity on our critical routes out of Singapore, in anticipation of the ongoing growth in Asia Pacific trade,” concludes Ong.
Tel: +65 8240 0610
www.dhl.com/discover/en-sg
DELIVERING DOUZE POINTS
Ahead of the 2025 Eurovision Song Contest, we look into the logistics behind the world’s largest live music event, which comes to Switzerland this May
Writer: Jack Salter
The Eurovision Song Contest (Eurovision), coordinated annually by the European Broadcasting Union (EBU), is a musical and cultural spectacle showcasing the continent’s diverse array of native languages, genres, identities, costumes, and more.
Nemo won the contest in 2024 with their genre-bending hit, “The
Code”, a unique blend of pop, rap, drum and bass, and opera that earned Switzerland the right to host this year’s edition in May.
The captivating entry scored an impressive 591 points – 365 from the jury and 226 from the televote –securing Switzerland’s first Eurovision crown since 1988.
With a total of 37 countries set
to compete for the title in Basel, including Australia, the Eurovision supply chain spans beyond the European continent and across the world.
The competition has been won at least once by 27 nations since it first took place in 1956, with Sweden and Ireland leading the way on seven victories apiece.
The former are currently the favourites to win this year’s edition, with KAJ performing “Bara Bada Bastu” – translating to “just take a sauna” – for Eurovision’s joint-most successful participant.
Sweden will be turning up the heat in Basel, and the supply chain plays a vital role in planning, coordinating, and executing the hotly anticipated
international showpiece and ensuring its success.
KEY LOGISTICS HUB
Basel, a key logistics hub, was selected as the host city for this year’s contest in August 2024, seeing off Geneva in the final round of a competitive bidding process.
This process examined facilities at
the venue, local infrastructure, and the ability to accommodate thousands of visiting crew, delegations, fans, and journalists from across the world, amongst other important criteria.
From a supply chain perspective, Switzerland’s third-most populous city is conveniently and strategically located at the tripoint with Germany and France in the far north of the
country, ideal for managing crossborder logistics and accessing the European market.
Hosting Eurovision is, however, an expensive endeavour, with Basel budgeting CHF35 million to hold the event, emphasising the need for logistics that are both cost and time-efficient.
Eurovision 2025 will be held at St. Jakobshalle, a multipurpose indoor arena primarily used for sports and concert events that
EUROVISION 2025 AT A GLANCE
HOST COUNTRY Switzerland
HOST CITY Basel
HOST VENUE
St. Jakobshalle
PARTICIPATING COUNTRIES 37
SEMI-FINALS
can accommodate up to 12,400 spectators.
Work is now underway to ready the venue for Eurovision after it was handed over to the host broadcaster, SRG SSR, including construction of the stage and supporting infrastructure.
Inspired by Switzerland’s mountains and linguistic diversity, the stage design is being overseen by Production Designer, Florian Wieder, who has Swiss roots.
According to Wieder, the goal
Tuesday 13th and
Thursday 15th May
GRAND FINAL
Saturday 17th May
was to create a revolutionary stage concept – a holistic experience never seen before at Eurovision. Thanks to the immersive stage layout, the audience will be part of Eurovision like never before.
PHOTO: CORINNE CUMMING/EBU
PHOTO: CORINNE CUMMING/EBU
PHOTO: ALMA-BENGTSSON/EBU
This is set to rival the impressive Malmö Arena stage used at last year’s edition, brought to life by its spectacular LED flooring and moveable cubes.
As the St. Jakobshalle stage incorporates unique elements inspired by the host country, it requires custom fabrication and precise delivery schedules.
Suppliers must therefore deliver items such as construction materials, stage equipment, lighting, sound systems, and LED screens on time, often requiring cross-border transportation and customs clearance.
Similarly, advanced technological infrastructure is also required in order to broadcast Eurovision to viewers around the world.
which reached 163 million in 2024, supported by a supply chain that equips host cities with cutting-edge technology.
TRANSPORTING PEOPLE AND PROPS
Basel boasts world-class, multi-modal transport infrastructure, including rail and road networks, which facilitate the efficient movement of people for the contest.
Each participating country sends an extensive delegation that includes artists, back-up singers, dancers, and choreographers, who require safe, timely travel to the host city.
Logistically, this involves booking and organising transport for each delegation and coordinating visas where necessary.
The contest’s tight televised
schedule – two semi-finals and the grand final within one week – leaves little room for delay, exacerbated by rehearsals starting a fortnight prior and many delegations arriving weeks in advance for them.
Performances also often feature elaborate costumes, instruments, and props tailored to each act that must be transported to the venue, often requiring specialised handling to prevent damage.
Last year’s edition of the contest, for example, featured a number of intricate probs, including Nemo’s unique spinning disk and Ukraine’s striking rock that was conquered by Jerry Heil, amongst others.
The supply chain therefore has a crucial behind-the-scenes role to play in successfully delivering a Eurovision worthy of douze points.
PHOTO: ALMA-BENGTSSON/EBU
PHOTO: SARAH LOUISE BENNETT/EBU
PHOTO: CORINNE CUMMING/EBU
PHOTO: SARAH LOUISE BENNETT/EBU
GROUNDS FOR CONCERN
We examine how supply chain disruptions could be impacting your daily dose of delicious coffee and take a double shot at exploring whether the global industry could be slowly running out of steam. Will it be climateenforced déjà brew for smallholders or is it already too latte?
WRITER: ED BUDDS
Across the world, coffee prices are surging year after year due to a disastrous combination of escalating factors.
This unsettling development arrives as a result of tighter supplies, extreme weather conditions, and shifting production trends, which continue to
impact availability.
As one of the most widely consumed drinks on the planet, second only to water, with an estimated two billion cups drank daily, coffee’s immense popularity can be attributed to its versatility and ability to be enjoyed in a variety of different ways.
Whether your preference is a classic double espresso for an instant hit of unadulterated caffeine, a frothy chocolate-topped cappuccino, or even a refreshing iced coffee as the perfect summer alternative, the ever-expanding world of coffee offers something for all.
However, those who purchase their morning coffee from global corporations or independent local artisans or have splashed out on an impressive home brewing station to grind beans and create the perfect cup in the comfort of their own kitchen, will undoubtedly have noticed the price of the tasty beverage sneaking higher and higher in recent years.
A FOREBODING FORECAST
One of the primary factors causing distress for the global coffee supply chain and driving price increases is the impact of climate change, which poses long-term risks to coffee production.
Rising temperatures and increasingly unpredictable weather patterns continue to threaten yields for coffee bean farmers and roasters, potentially reducing the amount of land suitable for growing coffee in the coming decades.
As one of the neediest crops to harvest, coffee beans are extremely sensitive to even the slightest changes in weather conditions, requiring every element of their environment to be at optimal levels in order to grow and thrive, meaning that because of global warming and environmental turmoil, the outlook is ominous.
Alarmingly, the Intergovernmental Panel on Climate Change (IPCC) predicts a significant drop in coffee yields and suitable coffee-growing land by 2050. Furthermore, nearly half of the land currently used to grow coffee could be deemed unusable by the mid-21st century due to changes in the global climate.
However, it’s not just the heat that poses a problem – it’s the rain, or lack thereof.
Coffee plants require a solid and consistent amount of rainfall, but they also need it to be predictable. Climate change is destroying the probability
BREAKING DOWN THE COFFEE SUPPLY CHAIN
GROWERS – The coffee supply chain kicks off with the coffee growers. Some operate large plantations and must rely on machine processing for harvesting, whilst others will be smaller in scale and tend to a farm of just a single acre of land.
PROCESSORS – Growers sometimes process their own coffee, but where they don’t have the space or facilities to do this, they use the services of another processor.
EXPORTERS – Coffee is bought by exporters from multiple farms and sold to international buyers. This is an important part of the coffee supply chain for Colombia in particular, as 90 percent of the nation’s coffee is exported.
INTERMEDIARIES – Several individuals and organisations usually support interactions between different parties in the supply chain and help with logistics. For example, they may connect growers with exporters and buyers, organise transport between farms and holding stations, pack coffee, and generally get things ready for international exports.
SUPPLIERS – A coffee supplier buys from exporters in the country of origin, such as Brazil, Ethiopia, or Colombia, and sells them to roasters in markets like the UK or US. They typically deal in large quantities and may have several long-term relationships with an existing customer base of roasters.
ROASTERS – This is where green coffee beans are transformed into their final form. There’s a great level of skill involved in the process of roasting, and many roasteries will have their own house style or approach.
RETAILERS – Coffee is sold in a variety of places such as cafés at the end of the supply chain.
of this, causing more prolonged droughts in some areas and heavier, more intense rainfall in others.
Too little water, the plants wither away; too much, they can develop fungal diseases like coffee leaf rust and cherry rot.
Faced with a tricky dilemma, rainfall must ideally remain at the level which these crops have become acclimatised to for centuries.
THE RIPPLE EFFECT
The disastrous effects of climate change aren’t just bad news for the plants and coffee beans themselves; it’s a puzzle to solve for the people who grow them, and for the entire coffee supply chain network.
Many coffee farmers within the industry are classed as smallholders, meaning they rely entirely on coffee crops for their livelihoods.
When climate change impacts their harvests, it affects their income and ability to support their families, and as many smallholders already live on the razor’s edge of sustainability, even the slightest dip in coffee production will bring potentially catastrophic implications.
Furthermore, as coffee yields drop and quality becomes inconsistent, the price of a daily macchiato or cortado could continue to skyrocket as these effects impact the entire coffee ecosystem.
In the near future, there is a very real possibility that local coffee shops have to close their doors permanently because they can’t afford to buy beans anymore.
Many unique, flavourful coffee strains from specific regions face the prospect of disappearing entirely because the climate is no longer suitable for growing them.
Without doubt, the consequences of climate change for the coffee industry as a whole are potentially catastrophic, as uncertainty continues to brew.
The global resource for supply chain professionals and organisations
Building on the global success of our regional titles – EME Outlook, Africa Outlook, APAC 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.
THE PACIFIC AVIATION GA TE WA Y
Established in 1999, Fiji Airports is a government-owned enterprise with a reputation for providing first-class aviation services across the country. We catch up with Mesake Nawari, CEO, who reflects on a year of tangible growth for the company and its continued focus on expansion, innovation, and sustainability
Writer: Lily Sawyer | Project Manager: Andrew Lewis
Since Mesake Nawari assumed the role of CEO of Fiji Airports 18 months ago, the company has continued to grow and develop.
A year on from when we last spoke, important capital projects have resumed across the company’s 15 sites, alongside the replacement of ageing assets.
“I’m glad I joined at an exciting and crucial time when changes were needed to further modernise our airports,” Nawari opens.
Fiji Airports’ refreshed perspective for 2025 includes cultivating a new vision, building a dynamic team, developing sustainability, and strengthening diversity and social inclusion.
At the heart of it all, the company’s 25-year Nadi Airport Airside Master Plan (NAAMP), endorsed by the Prime Minister of Fiji, Sitiveni Rabuka, is paving the way forward.
Designed to cater for growing passenger and cargo traffic and
aligned with Fiji Airports’ vision to become a world-class aviation hub, NAAMP is set to cost around USD$1 billion and will be one of the biggest infrastructure projects in the country.
Meanwhile, the company’s new 10-year strategic plan, which runs until 2034, will further support this transformational journey, including developments in infrastructure, digitalisation, financial growth, stakeholder and community engagement, and sustainability.
“We are also in the process of rolling out an accompanying three-year business plan across the company,” he reveals.
Having already ordered six new aerobridges to accommodate wide-body aircraft and commenced construction of the new Labasa Airport terminal building, the business plan is well underway.
“It has taken decades to get to this point, and I’m very grateful to the Board of Directors at Fiji Airports for their support in making this investment happen at a critical time,” Nawari adds.
INDUSTRY EVOLUTION
Having undergone remarkable evolution over the past year, Fiji’s aviation landscape today is stronger than ever.
“Recent developments have reinforced our position as the glue of the industry and a central hub for the Pacific region,” Nawari prides.
The past year was a period of celebration and preparation for Fiji Airports as the company marked its 25th anniversary and laid the foundations for significant growth in the sector, driven by a strong recovery from the COVID-19 pandemic, increased demand for commercial air travel, and infrastructure investment.
Elsewhere, passenger traffic has also seen a robust rebound with a steady increase in international arrivals, particularly from key markets like Australia, New Zealand, and the US, testament to Fiji’s reputation as a premier tourist destination in the Blue Pacific region.
SUPPLY
CHAIN OUTLOOK: CAN YOU TELL US ABOUT YOUR ONGOING SUSTAINABILITY FOCUS AND HOW YOU INTEND TO HARNESS SOLAR POWER AND UTILISE ELECTRIC VEHICLES (EVS) ACROSS YOUR AIRPORTS?
Mesake Nawari, CEO: “Fiji Airports’ sustainability efforts continue to be implemented at Nadi and Nausori International Airports and four of our 13 domestic airports, with plans to extend further.
“In December last year, the Renewable Energy Special Projects team fitted 33 kilowatts of hybrid solar panels on the rooftop of Nadi International Airport’s domestic terminal to power the 14 EVs we acquired last year. Fiji Airports is currently the owner of the largest EV fleet in Fiji.
“Solar panel installations at Labasa, Savusavu, Matei, and Rotuma Airports also form part of this exciting project, and we are in the process of designing our solar photovoltaic (PV) groundmounted solar array.
“We have also enhanced power efficiency by combining the use of direct solar PV energy to charge EVs during the day, with the storage of surplus energy in a battery bank used to power streetlights in the Nadi International Airport car park area and external signage at night.
“Our sustainability investment has also moved onto our residential compound with all streetlights at the Fiji Airports Estate Compound also being converted to solar.”
Mesake Nawari, CEO
In addition, improved air connectivity has been afforded by recent upgrades which have played a crucial role in facilitating the growth of tourism.
“One of the highlights of the past year has been the modernisation, planning, and replacement of our ageing assets at Nadi International Airport,” he outlines.
The company has also undertaken projects aimed at enhancing the sustainability of its facilities, including energy-efficient technologies and a waste reduction initiative.
“This aligns with our broader commitment to environmental sustainability and our ambition to lead in green airport practices in the region,” Nawari adds.
COMMITTED TO CONNECTIVITY
Over the past year, Fiji Airports has been working to strengthen its partnerships with existing airlines. This expansion includes direct
flights from new markets with a strong focus on Asia.
“Strengthening our global connectivity ensures Fiji remains a vital gateway for international travellers and enhances business opportunities in both tourism and trade. Nadi International Airport is developing its status as a key transit point,” he shares.
The company is also working closely with airlines to ensure seamless and efficient flight operations, which has further improved on-time performance and operational excellence, contributing to a smoother travel experience.
These enormous infrastructural projects have provided employment opportunities for local people, supporting Fiji Airports’ respect and involvement of the Traditional Owners of the land.
“We are unwavering in our commitment to continue providing employment to Fijians, including
Traditional Owners, also offering them business opportunities at the airport,” Nawari informs.
Focused on continuing to build on the foundations it laid in 2024, Fiji Airports is dedicated to further enhancing the efficiency and sustainability of its operations, expanding its global connectivity, and ensuring it is well-positioned to meet future challenges.
In short, the evolution of Fiji’s aviation landscape over the past year has been marked by resilience, innovation, and a deep commitment to passenger safety, security, and services, whilst focus on stakeholders and communities also remains a priority.
“We are excited about the future and ready to continue our role as a key player in the global aviation network,” he says.
CONTINUED GROWTH
Due to the number of flights, passengers, and related services rising sharply over the past year, Fiji Airports has grown its staff base to more than 500 across Nadi and Nausori International Airports and its 13 domestic airports.
“We needed to fill roles and positions that augur well with the various plans we are launching and teams we are developing,” Nawari details.
Nadi control tower
Prouds has been a pioneer in duty and fine store shopping and leading shopping in Fiji for the past five numerous world renowned and Free is the oldest running duty the world. Prouds Duty Free stores International Airport Departure, Jewellery Galleria.
duty free, luxury travel retail leading the way in world class five decades. Associated with and local brands, Prouds Duty duty free concessionaire brand in stores operates at Nadi Departure, Arrival Lounges and
Briefly introduce me to Motibhai Group, e.g., a brief overview of your main products and services, locations, client base, and number of employees.
Established in 1931, Motibhai Group is a leading business house with diverse operations, including luxury domestic and travel retail, manufacturing, importation, export, and wholesaling of fast-moving consumer goods. Moreover, the group has a strong presence in print/digital news media, real estate, and service departments, along with quick-service restaurants and regular food and beverage outlets.
Waqavuka Development Company Pte Ltd, a wholly owned subsidiary of Motibhai Group, operates duty-free stores at Nadi International Airport Departure and Arrival lounges trading as Prouds and Jewellery Galleria. Prouds Duty-Free (Prouds) has pioneered duty-free, luxury travel retail, and fine-store shopping, leading the way in world-class shopping in Fiji for the past five decades. Associated with numerous world-renowned and local brands, Prouds is the oldest running duty-free brand in the world.
The company has also extended duty-free operations in Papua New Guinea.
With approximately one thousand five hundred employees, Motibhai Group’s business thrives on purpose, shaped by its unique heritage and entrepreneurial innovation. The group upholds a vision where its past enriches its present and inspires the future with renewed passion and enthusiasm.
What are some ongoing or recent projects people should be aware of?
With the launch of Prouds’ online duty-free shopping in May, we will offer several benefits for travellers, making the shopping experience more convenient, cost-effective, and hassle-free through Prouds Arrivals and Departure stores.
Among the standout successes is the Pure Fiji range, which has firmly established itself as the preferred choice for tourists. Moreover, we have introduced an exciting new range of wines and spirits, including Papa Salt Gin, Awildian Gin, Macallan
Whiskies, and Jameson Triple Triple, and are expanding the confectionery selection with more world-renowned brands like Cavendish Harvey and Whittaker’s. In addition, Fiji’s destination products, including deli, handicrafts, and souvenirs, offer visitors an exciting opportunity to take a piece of the island back home. Moreover, our success can be attributed to the strengthened relationships we have nurtured with all our suppliers, which have paved the way for strategies for mutual growth. This has ensured that we continue to meet and exceed the expectations of our customers.
What, for you, differentiates Motibhai Group from the competition?
Prouds is undoubtedly the South Pacific’s most comprehensive duty-free outlet, offering travellers a unique shopping experience. Be sure to browse at your leisure for the world’s finest names upon arrival and departure.
Over the past year, our company’s travel-retail and downtown operations have experienced good growth and success in several key areas. We have successfully expanded our market presence and launched innovative products, which have all notably enhanced our market footprint, introducing a dynamic range of products catering to diverse consumer needs and preferences.
In the realm of fashion, we have widened our offerings in shoes to include dresses, casual wear, and sportswear, catering to a wide array of lifestyle needs. Additionally, travel and hand luggage segments have also witnessed an exciting expansion in order to cater to the needs of discerning shoppers and modern travellers.
We are passionately associated with Fijian entrepreneurs who come up with unique products. We get involved with them as genuine partners by engaging with planning and production, which also includes customised packaging so visitors to our shores can take something unique from Fiji.
That is what sets us apart from others as we leave a lasting impression and offer a real taste of Fiji to our customers.
Founded in 1984, TFWA is the world’s largest duty-free and travel retail association with a membership of more than 500 companies that supply the global market. Prouds is well represented annually in the Tax-Free World Association (TFWA) Asia Pacific Exhibition and Conference.
Could you tell us about some of the major challenges faced within the industry and the business itself and how these have been overcome?
Duty-free sales are directly tied to international travel, making them highly vulnerable to disruptions caused by economic downturns, geopolitical instability, and global crises such as pandemics. Any decline in passenger traffic directly impacts revenue, requiring businesses to adopt flexible strategies to sustain profitability.
Additionally, regulatory complexities pose a significant challenge. Different countries enforce strict duty-free allowances, taxation policies, and product restrictions, necessitating constant adaptation to compliance requirements. These legal barriers add to operational complexities and can limit product offerings.
Competition is another major factor affecting sales. Domestic and online retailers, along with international duty-free
businesses, offer competitive pricing and convenience, making it harder for Prouds to attract customers. Travellers now have more options to shop outside airports, challenging the traditional duty-free advantage.
Furthermore, high operational costs at Fiji Airports, including rental fees, maintenance expenses, and labour wages, place a financial strain on the business. Balancing profitability while maintaining competitive prices and offering premium products remains a critical challenge.
To stay ahead, Prouds is focusing on innovation, customer service, and exclusive product offerings. Enhancing the passenger shopping experience through personalised services, digital integration, and strategic partnerships with airports has become a key differentiator. By leveraging technology, improving customer engagement, and curating unique travelexclusive products, Prouds is positioning itself as a leader in this dynamic and competitive industry.
In addition, Prouds stores are offering exclusive duty-free discount vouchers on minimum purchases so that customers can enjoy shopping with more savings.
What are your major future ambitions going forward and how will these goals be achieved?
The general travel retail shop is the most used concept at Prouds stores, covering the full range of categories, such as perfumes and cosmetics, wines and spirits, watches and jewellery, fashion and leather, snacks and confectionery, tobacco goods, souvenirs, toys, electronics, and more.
As a global travel retailer, Prouds aims to further improve the overall traveller experience in our shops as we welcome an average of 38 international scheduled flights on a daily basis and initiate growth opportunities that benefit brands, airports, and travellers alike by developing attractive shopping environments.
Looking ahead, our focus remains on driving sustainable growth, fostering innovation, and enhancing customercentricity and experience. We will continue to invest in digital technologies, expand our product offerings, and prioritise sustainability initiatives to meet evolving consumer preferences and market demands. Furthermore, we remain committed to fostering strategic partnerships, including those with our principals and suppliers, embracing agility, and capitalising on emerging trends to ensure long-term success and resilience in an ever-changing landscape.
Could you tell us more about any CSR initiatives that you have in place?
The Motibhai Group has always been at the forefront of community support, especially in times of need. Our strong commitment to corporate social responsibility (CSR) is well reflected in the various community projects that we are involved in, including but not limited to:
• Bushells Fiji’s Biggest Morning Tea Campaign in partnership with the Fiji Cancer Society.
• Association with Foundation for Rural and Integrated Enterprises and Development (FRIENDS) providing support in times of natural disasters and global pandemics.
• Teaming up with the Fiji National Blood Services.
• Oral health promotion, initiatives to improve oral health in the community.
• Burger King has been a proud supporter of the Foundation for the Education of Needy Children in Fiji (FENC) for the past eight years, recognising the vital role education plays in overcoming poverty and empowering communities.
What are you most proud of about Motibhai Group overall?
The Motibhai Group’s ongoing investment and expansion into new areas of the Fijian and regional markets reflects its commitment to the continued growth and development of the booming Fijian economy.
We are most proud of our commitment to excellence, innovation, and the positive impact we have on our customers, employees, and community. Through dedication and resilience, we have built a strong company culture, delivered high-quality products and services, and contributed to meaningful change.
Our success is driven by a passionate team, customer trust, and a vision for continuous growth and sustainability. With a proven track record of excellence, our group has won three coveted awards at the Prime Minister’s International Business Awards 2024. Further reinforcing our commitment to people and professional growth, we have been honoured with the Gold Award for HR Talent Development, among other HR accolades, at the 2024 Fiji Human Resources Institute Awards.
What does the next 12 months look like for Motibhai Group?
In Fiji, we embrace every opportunity that arises within airport environments, and we are always open to the possibility of tendering for new travel-retail outlets. We are currently exploring tenders that come up within the region, with a focus on expanding our footprint in key markets and capitalising on emerging opportunities.
Additionally, we have expansion plans aimed at diversifying our revenue streams and strengthening our position as a market leader in the travel retail industry in the Pacific by also looking at Papua New Guinea (PNG), where we currently have both departure and arrivals stores at Jackson International Airport. We also have tendered for a Prouds Store at another PNG airport.
This includes Fiji Airports’ new Projects Management Unit, which oversees the roll-out of master plans and major projects across all airports.
As part of the team, it now has a Gender Equality, Diversity, and Social Inclusion (GEDSI) Officer and a Planning Monitoring Evaluation Manager – a first for Fiji Airports as it seeks to cultivate equality amongst staff.
“We also have a Sustainability Officer who drives programmes that aim to reduce the carbon footprint across our airport facilities, working closely with our newly formed Renewable Energy Special Projects team.”
In addition, the company’s Airport Bula Champions, nine of which are based at Nadi International Airport, provide a seamless and unique Bula and Fijian experience for those arriving or departing.
Meanwhile, the number of tenants and licensees at the airport has grown significantly, with an increase in airport lounges sponsored by hotel brands transforming the appearance of the arrivals concourse.
“We are also seeing an increase in demand for transport services, with tour companies increasingly applying for office and parking spaces,” he adds.
WAIQELE AIRPORT TERMINAL DEVELOPMENT
Waiqele Airport in Labasa is the main gateway to Vanua Levu, Fiji’s second-largest island. The construction of a modern terminal building at the airport is set to enhance air connectivity and economic activity for the company’s Northern Division.
The new terminal aligns with major infrastructure investments currently underway at Labasa Airport and adds to the bustling economy in Northern Fiji, where both business and consumer activity have been on the rise.
For more than 50 years, the existing terminal has faithfully served the people of Northern Fiji. However, due to an onslaught of technological advancements and increasing travel demand, Fiji Airports saw the need to construct a new terminal building to cater for the ever-increasing domestic air travel demand in the region.
OPERATIONAL IMPROVEMENTS
In terms of improvements to operational efficiencies, Fiji Airports has constructed new gates, apron areas, and aerobridges in recent months, alongside an upcoming stateof-the-art domestic terminal and upgrades to cargo facilities, baggage handling, and biometric and check-in systems.
BIL was established in 1987 by Fijian Holdings Limited (FHL). It became the parent company of two of FHL’s very first investment acquisitions i.e. Standard Concrete Industries Limited, a rock quarrying and concrete company, and Humes South Seas Limited, a precast concrete manufacturer. Both were pioneer companies in Fiji in their respective fields of business, originally established in the 1950s by companies out of Australia. Over the years Standard Concrete and Humes have become well-known brand names in Fiji for various construction material products like readymix concrete, concrete blocks & pavers, decorative masonry products, quarry aggregates, spun concrete pipes, concrete power poles, precast concrete bridge beams, box culverts, columns & beams, wall panels, flooring systems and various other precast and prestressed concrete products. Standard Concrete and Humes products are widely recognized locally as high-end quality products and have been used on many iconic buildings and landmark public utility structures around the country. Our products are also well known in other Pacific Island countries where we export to.
Air Traffic Management (ATM) system integrates oceanic, terminal area, and tower control capabilities in a single system, providing air traffic controllers with the latest technology including electronic flight strips, advanced flight and surveillance data processing, and training capabilities.
The new technology continues to enhance fuel efficiency by offering direct routing and continuous climb/ descent operations and overall airspace efficiency.
Featuring optimal fuel-efficient routing in the procedural environment with reduced separation minima for airspace efficiency, it gives controllers the tools they need to provide a five nautical mile separation using Automatic Dependent SurveillanceBroadcast (ADS-B)-based surveillance.
10-YEAR STRATEGIC
PLAN
“WE ARE EXCITED ABOUT THE FUTURE AND READY TO CONTINUE OUR ROLE AS A KEY PLAYER IN THE GLOBAL AVIATION NETWORK”
– MESAKE NAWARI, CEO, FIJI AIRPORTS
“Fiji Airports operates a single, integrated system for oceanic, en route, approach, and tower control operations that enables it to provide the most efficient service possible to airlines,” Nawari informs us.
“We are proud to be one of the first countries in the world to transition from procedural control to ADS-B without prior radar experience.”
2025 UPGRADE PLANS
Fiji Airports’ upgrade plans for 2025 are anticipated to significantly enhance the passenger experience and support the growing demand for
Fiji Airports’ 10-year strategic plan redefines its new mission and vision – to be a world-class aviation hub for the Blue Pacific.
Whilst the company can already be considered an aviation hub, it seeks to further enhance its position in the region and is therefore developing various areas to achieve this goal.
In a transformational journey, Fiji Airports will invest in infrastructure and technology for safe and secure aviation, alongside associated services, sharing its experience and expertise with neighbours in the region.
Moreover, it aims to attract and effectively manage exceptional talent, grow shareholder value sustainably, and collaborate and grow with partners.
“We are committed and working together to achieve our goal; teamwork is crucial in this journey,” Nawari asserts.
air travel in the country.
Focusing on several key areas, upgrades include the development of a state-of-the-art transit hotel which will provide guests with more comfortable and convenient accommodation options.
“Located within the airport complex, the hotel will offer travellers a place to rest, refresh, and relax between flights,” Nawari divulges. It will feature modern amenities, high-quality service, and easy access to the terminals, making it a perfect solution for transit and business travellers.
To better cater to both passengers and the local community, the company is also planning to develop retail services and commercial facilities beside the transit hotel, including a range of shops, dining options, and services to elevate the shopping and leisure experience.
“We are also expanding our parking facilities to accommodate the growing number of vehicles,” he adds.
With more flights, passengers, and visitors expected in the coming years, this expansion will ensure travellers can park their vehicles easily and safely, with Fiji Airports set to introduce more spaces for long and short-term parking as well as improved traffic flow infrastructure and accessibility features for
Fiji Airports’ EV hire fleet
Innovating the Future of Engineering
GECI Group is a global leader in technology and engineering solutions for transportation, energy, and infrastructure, both civil and military. With over 40 years of experience across five continents, 60 percent of its operations are international.
GECI provides system integration, aircraft maintenance, and project management — including airport construction and navigation systems.
It also excels in logistics and supply chain management, delivering customised solutions for aircraft and component operations and maintenance.
Other ongoing works include a new multi-level car park, upgrades to navigation and surveillance systems, improvements to aviation fire and rescue service facilities, the development of the Regional Aviation Academy, and the modernisation of infrastructure at all airports.
“This comprehensive upgrade plan is all about making improvements to meet future demand whilst delivering a world-class experience for both passengers and visitors.”
The projects will also create significant economic benefits, from job creation to increased tourism and business opportunities.
“We’re proud to be part of the continued growth of Fiji as a key hub in the Pacific region, and these upgrades will help solidify our position as a leading international airport destination,” Nawari surmises.
THINKING AHEAD
Going forwards, Fiji Airports’ work to upgrade its government-owned airports continues.
For example, the construction of the new Labasa Airport terminal building began earlier this year and is expected to be completed by mid-2026, whilst work on the landside master plan for Nadi and Nausori International Airports has also commenced.
Maintaining safety and security across its facilities likewise remains a top priority for Fiji Airports, and the company has seen significant advancements in this area.
Over the past year, it has focused on upgrading security systems and training personnel to meet evolving global standards.
“We have also ensured that we comply with all international safety protocols to maintain the highest levels of passenger confidence,”
Nawari tells us.
Moreover, Fiji Airports remains committed to supporting its stakeholders and the local communities that its airports serve.
Having strengthened its corporate social responsibility (CSR) initiatives, including supporting local businesses, promoting cultural tourism, and investing in the local workforce through job creation and training programmes, this commitment is notable.
“Our airports serve as a gateway not only for international visitors but also the people of Fiji, and we are dedicated to being a positive force in the communities where we operate,” he passionately concludes.
FLYING THE
THE PNG FLAG
Embarking on the major expansion and modernisation of its aircraft fleet, we speak to David Glover, CCO of Air Niugini, about the airline’s ambitious plans for the future that will continue to put Papua New Guinea on the global aviation map
Writer: Lucy Pilgrim | Project Manager: Andrew Lewis
The emergence of commercial aviation was crucial to the development of Papua New Guinea (PNG) in the latter half of the 20th century.
The founding of the country’s national airline, Air Niugini, in September 1973 proved to be a catalyst for PNG’s growth after it gained independence two years later.
Indeed, the airline’s inaugural flight, which took place on 1st November 1973 from the capital of Port Moresby to Lae, marked a turning point in the nation’s subsequent socioeconomic development, and a number of international services quickly followed.
Over 50 years later, Air Niugini has achieved the illustrious position of national flag carrier and the country’s premier airline, being 100 percent government-owned.
“With a proud history spanning more than five decades, we have established ourselves as a vital link between PNG and the rest of the world,” introduces CCO, David Glover.
Indeed, in a country where the major population centres are still largely unconnected by road, Air Niugini operates a comprehensive
network of domestic and international routes that link major cities, towns, and remote regions across PNG.
MEETING THE NEEDS OF A NATION
The critical role that Air Niugini plays is demonstrated by the country’s diverse geography, ranging from cloud-covered mountains to tropical coastal and island provinces, which make for a challenging environment in which to operate efficient and reliable airline services.
PNG and its aviation industry tackle unpredictable weather patterns on a daily basis throughout the year, not to mention the country’s susceptibility to natural disasters such as floods, landslides, volcanic eruptions, and earthquakes.
In addition, PNG presently has limited aviation infrastructure. Its runways in many regional centres are short, face incredibly hot temperatures, and some are at high altitudes with limited navigational aids. This is further compounded by unpredictable and unreliable supplies of fuel, water, and power. All of these factors combine to present the airline with a unique set of challenges unlike
any other country in the world.
Despite these obstacles, Glover maintains a positive outlook on PNG’s aviation industry.
“The future as a whole is bright because PNG is a country rich in natural resources such as oil, gas, gold, and other minerals and is still relatively untouched by tourism. All these sectors rely on the support of the aviation industry in order to operate and prosper,” he insights.
Air Niugini connects these key industries through a comprehensive network of domestic flights to 22 regional centres across PNG from the capital.
“The government has already embarked on a programme to upgrade airport infrastructure throughout the country, which is a very welcome and overdue development and adds to the airline’s sense of optimism for the future.”
“WITH A PROUD HISTORY SPANNING MORE THAN FIVE DECADES, WE HAVE ESTABLISHED OURSELVES AS A VITAL LINK BETWEEN PNG AND THE REST OF THE WORLD”
– DAVID GLOVER, CCO, AIR NIUGINI
The company is also proud to connect PNG to key neighbouring destinations, flying to Brisbane, Cairns, and Sydney in Australia, Manila in the Philippines, as well as Singapore, Hong Kong, the Solomon Islands, Fiji, and Vanuatu.
these crucial international passenger and freight connections for over two years.
These services also provide the country with a vital link to the region and the world, and this responsibility was never more proven than during the COVID-19 pandemic, when Air Niugini was the only airline providing
Through its extensive domestic and regional network, the company aspires to be the leading airline in the Pacific and is dedicated to delivering exceptional service, promoting tourism, and connecting people, cultures, and economies.
“Whilst we acknowledge there have been many challenges over a period of time, we are committed to providing an excellent service, both in the air and on the ground. Our dedicated team strives to make every journey comfortable, convenient, and memorable for passengers,” Glover insights.
Integrated into its commercial passenger flights, Air Niugini boasts a significant cargo operation using its wide-body Boeing 767s.
These extremely capable aircraft provide critical freight capacity for the movement of mining equipment, oil and gas machinery, spare parts, medical supplies, food, vehicle components, high-tech goods, and other commodities.
Aside from these mainly imported
goods, the Boeing 767s also carry large quantities of PNG exports – including live and fresh seafood (crabs, lobsters, beche-de-mer, and others), vanilla, and other valuable products – to the markets of Asia and
RE-FLEETING FOR EXCELLENCE
Air Niugini’s future plans and expansion are supported by the largest re-fleeting programme in its history. In fact, it is the biggest capital expenditure programme ever in the country’s aviation industry.
Launched in 2023, 60 percent of its core fleet, which is now over 30 years old, is being replaced by brand-new aircraft in a visionary five-year project.
At the heart of the re-fleeting project is the purchase agreement signed with Airbus in November 2023 for six Airbus A220 regional jets, which subsequently increased to eight.
The Airbus A220s will replace the airline’s ageing Fokker 100/70 and Boeing 737 aircraft types. The Fokker family of aircraft has been synonymous with Air Niugini’s development for the last 50 years, however, the
AIR NIUGINI’S ORACLE SYSTEM
To coincide with the launch of its impressive new fleet, Air Niugini has introduced a new cloud-based platform known as Oracle.
Introduced in April 2025, the system will replace the airline’s legacy systems in finance, human resources (HR), procurement, and other support functions.
“The new system will be totally automated and digitalised, replacing manual processes in many areas,” details Glover. time has now come for these aircraft to be replaced.
This was a major milestone in the airline’s re-fleeting programme as A220 aircraft are equipped with stateof-the-art facilities, which will mark a significant transformation in Air Niugini’s passenger experience.
For example, the aircraft have wider cabins with larger windows to provide more natural light and are fitted with more comfortable seats in business and economy class.
Alongside guaranteed relaxation, the A220 will be the first in Air Niugini’s fleet to offer Wi-Fi connectivity for passengers, enabling them to stay in touch with family, friends, and colleagues and use social media platforms whilst they fly.
Other airliners being switched out include the De Havilland Canada Dash 8s, which are being replaced by newer Bombardier Aerospace Q400s. The first of the additional Q400 aircraft arrived in Port Moresby in October last year.
Meanwhile, the introduction of two new Boeing 787 Dreamliners in 2027
“OUR DEDICATED TEAM STRIVES TO MAKE EVERY JOURNEY COMFORTABLE, CONVENIENT, AND MEMORABLE FOR PASSENGERS”
– DAVID GLOVER, CCO, AIR NIUGINI
will replace the two 767s currently used for regional routes to Asia and Australia and will provide 20 percent more seat and cargo capacity.
“Whilst the number of aircraft in the fleet at the end of this programme will remain unchanged at 24, the new aircraft will be 15 to 30 percent larger, which, when combined with better reliability and fuel efficiency, means they will be able to operate at higher utilisation rates,” affirms Glover.
Additionally, Air Niugini is working with aircraft manufacturers on training, spares packages, and other programmes to ensure the smooth
introduction of its new fleet.
As such, the re-fleeting programme will garner many positive results for the company, such as expanding its passenger and freight capacity, allowing Air Niugini to take advantage of economic growth driven by current and future resource industry projects, and advance PNG’s fledgling tourism industry.
SEAMLESS GLOBAL CONNECTIONS
As a regional airline, it is vital that Air Niugini works with other carriers to ensure smooth passenger journeys.
In today’s digital-first world, businesses in Papua New Guinea face constantly evolving cyber threats that can disrupt operations, damage reputations and adversely impact business.
As Papua New Guinea’s trusted technology partner, Datec empowers your business with cutting-edge cybersecurity solutions through our global alliances with TREND MICRO, CROWDSTRIKE, SOPHOS, CYBERNETIC and FORTINET.
From advanced threat detection to customised security solutions, we provide world-class protection backed by local expertise.
Contact Datec (PNG) Limited
Port Moresby: 303 1333 I Lae: 473 0600
Madang: 422 2133 I Wewak: 456 2044 I Goroka: 532 3168 Mt Hagen: 542 3233 I Kokopo: 982 5399 I Alotau: 642 0617 info@datec.com.pg I www.datec.com.pg
IS IT TIME TO CHANGE YOUR AVIATION INSURANCE BROKER?
Gallagher is one of the world’s leading risk advisers, providing specialty insurance and risk management solutions across the entire spectrum of the aerospace industry, from airline to orbit — and every risk in between.
The company is, therefore, developing a range of codeshare agreements and inter-airline arrangements with a number of carriers.
The company already codeshares with Cathay Pacific, Solomon Airlines, and Qantas, with more to follow soon, and boasts over 40 inter-airline agreements that allow throughticketing of passengers.
“These will be the key for us to boost our passenger numbers and revenue, allowing us to fill the extra
capacity offered by the new fleet as it arrives,” Glover highlights.
Whilst operating a comprehensive network with neighbouring airlines, the strength of a reliable and efficient supply chain is just as important for Air Niugini, granting it easy access to an inventory of spare parts from overseas and maintenance facilities when they are needed.
This is particularly advantageous for the airline given its remote location and distance from major aircraft parts suppliers in North America and Europe. As a result, it can take time for spare parts to reach Air Niugini from abroad.
Any additional delays caused by the lack of available flight connections and a limited supply chain, therefore, become even more critical to the airline’s operations.
THE SUCCESS OF STAFF
Air Niugini’s ability to fly high in Asia Pacific’s airline industry is largely down to the dedication of its 2,200-strong workforce, the vast majority of whom are PNG nationals.
With their well-being and professional development in mind, the company has a comprehensive staff training programme.
“When the airline emerged from the challenges of the COVID-19 pandemic in 2022, we immediately embarked on company-wide training programmes, focusing on customer service and the development of our emerging future leaders,” Glover tells us.
Still continuing today, the programme empowers the company’s employees to confidently take on more challenging roles throughout the organisation.
“If staff are engaged, confident,
“perfectly pure ...”
Purewater’s commitment to food safety and quality management has been the cornerstone of our business for over twenty-five years.
It’s why Purewater is PNG’s leading supplier of drinking water to the aviation industry, commercial sector, embassies and foreign military missions, and the country’s numerous mining, oil, and gas operators.
www.purewater.com.pg
and happy in their work, this flows through to our customers.”
areas, often at short notice.
Furthermore, Air Niugini’s community outreach comprises a number of environmental projects, such as mangrove planting, which took place last year. The airline also regularly assists with the transportation of vital medical equipment and medicines to remote
In addition, the company has embarked on a programme to replace all single-use plastics from its aircraft fleet with more environmentallyfriendly solutions.
On top of career advancement opportunities and environmental initiatives, the safety of employees is also of paramount importance to Air Niugini.
Indeed, the company maintains rigorous standards, adheres to international regulations, and continuously invests in training and technology to ensure the highest levels of passenger and crew safety.
Looking ahead to 2025, Air Niugini highly anticipates the arrival of its new fleet, with the coming of the first A220 coinciding
with the 50th anniversary of PNG’s independence in September.
This will be a major event for the airline, which will be supported by the roll-out of various digitalisation activities and expansion projects.
“Our initial focus will be on strengthening and improving our domestic operations. However, from 2026 onwards, once the new fleet is here in sufficient numbers, we will enhance our international schedule and potentially expand our route network to take advantage of the superior operating economics that the A220s will bring,” Glover concludes.
Short Time Builders Ltd Sogeri road, Port Moresby, Papua New Guinea
AN EMPOWERING LOGISTICAL
LEGACY
AIn Papua New Guinea’s resource-driven economy, TWL Group is a prominent player in logistics and transportation. Managing Director, Larry Andagali, and COO, Andrew Fury, discuss the company’s commitment to fair representation and benefits for local communities
Writer: Rachel Carr | Project Manager:
Andrew Lewis
s the most populous Pacific Island country, Papua New Guinea (PNG) boasts unique topography characterised by tropical rainforests, breathtaking highland peaks, and unspoiled coastlines, harbouring much of the world’s biodiversity.
However, PNG is more than an ecological treasure; it is rich in resources such as gold, copper, crude oil, and natural gas, which play a significant role in the country’s economy.
TWL Group (TWL), a world-class logistics services provider based in PNG, has an illustrious and storied history in the country, with its name inspired by the tale of a true Indiana Jones-type adventurer.
In 1936, Jack Hides embarked on an expedition into the heart of PNG, discovering the people of Hela Province living in hidden mountain valleys after assuming that only the coastal areas were inhabited.
Hides observed that the local population in the province lived in an advanced state of subsistence, with farming as a prevalent way of life, and consequently named the area Papuan Wonderland.
“We inherited the Trans Wonderland Limited name from our shareholders as it unites everyone,” introduces Larry Andagali, Managing Director.
Established in 2009, TWL’s founding contract was
a USD$192 million transportation undertaking for ExxonMobil as part of the PNG Liquefied Natural Gas (LNG) project.
It is one of the largest landowner companies in the PNG LNG project area, encompassing seven petroleum development licenses (PDLs) and a range of associated pipeline, hydrocarbon processional, and operational facilities.
“WE ARE IN DISCUSSIONS WITH PNG POWER, WHICH SUPPLIES DIESEL FOR THE COASTAL CENTRES, AS WE WANT TO REPLACE ALL THE DIESEL GENERATORS WITH MORE COST-EFFECTIVE LNG ONES”
– LARRY ANDAGALI, MANAGING DIRECTOR, TWL GROUP
“The PNG LNG project touched many people on the wellhead, pipeline, and land where road access was built and the airfield was constructed,” Andagali adds.
“We created sustainable business for these people beyond the PNG LNG project construction phase.”
Andagali aimed to ensure fair representation and benefits for everyone in the project area, bringing them all on board for the journey.
Under his astute leadership, TWL has become one of PNG’s major transportation and logistics companies.
SIX DIVISIONS, ONE VISION
TWL comprises several divisions, including TWL Trucking, TWL Energy Ventures, and Argo Marine (formerly TWL Logistics).
TWL Data, meanwhile, was established in 2014 and operates a Cessna Caravan aircraft equipped with a light detection and ranging (LiDAR) camera for geospatial surveys in various regions, including PNG, Australia, Guam, Indonesia, and New Zealand.
The division primarily serves power line companies as well as government agencies and defence operations in Australia and the US.
Lastly, the TWL Fuels division was recently formed in mid-2021 and deals in the wholesale supply and distribution of petroleum products.
“We are also developing a new division, TWL Supply Chain Solutions, which will expand beyond trucking into warehousing, freight forwarding, and customs clearance,” informs Andrew Fury, COO.
Alongside its numerous divisions, TWL formed PenTrans in 2022, a joint venture company (JVC) with Pentagon Freight Services to support the PNG operations of global energy company Santos.
Sarens PNG, another JVC with crane rental services, heavy lifting, and engineered transport leader Sarens, specialises in heavy lifting and transport solutions.
TWL believes that diversification is not only the key to growth, but crucial to building a lasting legacy.
“We’ve diversified our integration strategies, focused on vertical integration to maintain our supply chain, and identified opportunities in warehousing and laydown services,” states Fury.
Third-party logistics (3PL) and fourth-party logistics (4PL) are essential for many clients seeking end-to-end solutions as TWL aims to be an integrated transport and logistics business.
“Our vision is to be PNG’s most respected transport and logistics company, with a long-term growth plan to expand into the broader region,” Fury shares.
“We were fortunate to establish strong contracts with Santos and ExxonMobil, which helped us create a solid foundation.
“We plan to expand beyond oil and gas into other areas such as mining, fuel transport, local trucking, and food distribution. This reflects our strategy of diversifying our services and industries,” he affirms.
ADVANCING WITH ACQUISITIONS
TWL emphasises that the quickest way for a company to significantly grow is through acquisitions, as organic growth is a much slower process and takes time and effort in a different way.
SUPPLY CHAIN OUTLOOK: HOW DOES TWL FACILITATE POSITIVE CHANGE WITHIN PNG’S SUPPLY CHAIN INDUSTRY?
Andrew Fury, COO: “Our primary focus is training young Papua New Guineans to eventually replace current managers and supervisors. There is also a global shortage of quality truck drivers, heavy vehicle fitters, and auto electricians, and we recognise the challenges of these professions.
“We’ve established a registered apprenticeship programme in PNG to help combat this, in which we recruit young people from local schools and technical colleges and provide them with two to three-year apprenticeships. This also includes six weeks of on-the-job training for younger students, giving them practical experience in auto electrics and heavy vehicle maintenance.
“Additionally, we have a development pathway programme open to motivated individuals, ensuring a wider succession plan for our current managers. There are also five young Papua New Guineans, aged 27 to 35, rotating through various departments to gain exposure to HR, finance, operations, health and safety, and strategic planning.
“As a 100 percent PNG-owned company, we are committed to prioritising local development. Our partnerships with international companies help fill workforce gaps whilst contributing to the communities where we operate.”
HBS recognised the need for a heavy-duty 6x6 tipper configuration for its operations in Papua New Guinea (PNG). Immediately after establishing HBS, the company became heavily engaged in the Harmony Goldfield Project at Hidden Valley in the Wau region.
Historically, PNG’s primary source of trucking capacity has been reliant on traditional Japanese brands, with limited exposure to European and American brands. After extensive research and brand comparisons, HBS decided to travel to Italy to explore the Astra range of products and configuration options.
What quickly became evident was that the Astra range was designed from the ground up as a heavyduty off-road prime mover. The chassis load capacity of Astra trucks is at least 8 tonnes heavier than all common European, American, and Japanese trucks. The model selected was the Astra HD8, equipped with a 440 hp Curser engine and the Astronic automatic transmission.
HBS and
Once HBS committed to the Astra brand and the conceived specifications, an immediate challenge arose: identifying someone to manage product support, technical support, and maintenance for the brand. After an extensive series of interviews, HBS appointed Steve Draper as the Product Support and Technical Manager for the Astra brand.
As the Hidden Valley mine rapidly advanced, the HBS fleet expanded significantly, and within two years, the company was operating a fleet of over 50 units. Due to a complex downhill conveyor system developed for the mine and continuous delays, it became necessary for the mine to engage HBS to supply over 38 tipper units operating 24/7 under very challenging conditions. This included a roughly 8km fully loaded downhill haul, with a maximum grade exceeding 20% at one point and two wet crossings.
The first 20 Astra trucks are hauling a 56-tonne payload in Hidden Valley, tackling a 25 percent gradient.
Steve all driver A standout that trucks primarily braking 13-litre in 16-speed which safe without During several recommendations technical of fully future with incorporated
and ASTRA
Steve Draper was heavily involved in all aspects of this operation, including driver training and maintenance issues. standout aspect of the training was that drivers learned to operate the trucks at full capacity while relying primarily on the exceptional engine braking capacity of the Curser 13-litre engine, a market leader performance, coupled with the 16-speed Astronic automatic gearbox, which allowed drivers to maintain safe travel speeds during the descent without exposure to brake overheating.
During this period, Steve identified several issues and made numerous recommendations to the Astra technical team. Over the years, many these minor adjustments have been fully adopted into the design of all future units produced at the factory, with no less than 15 recommendations incorporated into the Astra product line.
In 2016, HBS was given a similarly challenging downhaul at the Simberi operations. We then upgraded to a larger tipper, the HHD9, which featured an even larger payload capacity and an upgraded engine delivering 485 hp, now standard across all units in our fleet.
Due to the successful completion of the contract and a general reduction in work, Steve left HBS to join TWL in a similar role.
To date, HBS has become the 10th largest customer of the Astra Group, with over 600 units in operation.
Furthermore, we are proud to be the largest distributor in the Australia/New Zealand and Pacific markets.
Astra
TRANSWONDERLAND
Operational Challenges
TWL operates in some of the most challenging environments globally, facing not only severely testing road conditions but also significant social challenges, including law and order issues and safety concerns. These factors create unique challenges, particularly in managing a large shareholder base while ensuring operational efficiency.
In light of these hurdles, the TWL team has united to become a beacon of excellence in the road haulage industry, focusing on business development and a steadfast commitment to shareholder interests over personal agendas.
unless potential clients understood the true capabilities of the Astra brand, we would encounter significant difficulties in sales.
At this point, HBS was deeply engaged at the Hidden Valley mine, which was grappling with severe transportation issues. A major flooding event had drastically impacted road conditions at Mutzing, particularly affecting site access roads that were poorly constructed. Fully laden trucks were expected to navigate a particularly narrow section of road with a steep 25% grade.
First Chapter: Transition to the Astra Brand
As the PNG LNG projects progressed, major contracts were awarded to various overseas contractors, and TWL became heavily involved in the haulage sector. HBS was approached to evaluate how our trucks compared in the local market and how they could handle major off road conditions.
Initially, the specifications for the trucks requested by TWL excluded automatic transmissions and other key features of the Astra brand, which posed a challenge for the Astra brand. It became clear that
Most trucks traversing this segment required towing assistance, and at various stages, the mine owner enlisted HVC (HBS Joint Venture with the landowner company) to provide machinery support. This included wheel loaders, graders, a log skidder, and eventually, a modified Astra Prime Mover to assist trucks through this challenging area.
Most trucks had a load restriction of 20 tons, but we arranged for an Astra Prime Mover to travel this road with a 30-tonne payload. A representative from TWL rode along in the prime mover, while another team member monitored the most difficult section from the ground.
During this test trip, the Astra was the only prime mover to successfully negotiate the challenging section without assistance. The ground crew observed that the Astra exhibited reduced wheel spinning due
Left to Right:
Angelo Andaija (GM TWL), Andrew Fury (Group COO TWL), Stephen Draper (National Workshop Manager TWL), with Aaron Smith, former HBS representative in Astra Factory, Italy
(TWL) and HBS
to its hub reduction, and the transmission was consistently in the optimal range. The performance also demonstrated that the truck could achieve maximum torque at one of the lowest engine speeds available on the market.
Upon returning to Lae, the team promptly concluded that manual transmissions were not a viable option for their operations and committed to ordering 20 units of the HD8 with Astronic Transmissions.
Over the years, TWL has operated a diverse fleet under challenging conditions but has consistently recognised Astra as the most successful unit when the going gets tough.
Steve Draper has made several trips to the factory to address performance issues directly with the manufacturer. During one of these visits, he finalised the specifications for an Astra-based recovery unit, which has since been put into service. With over 10 years of operation, the unit continues to perform strongly.
TWL’s ingenuity is also showcased in its Toyota 6x6 adaptation HBS is dedicated to providing comprehensive assistance with spare parts consignments across various locations, and we are equally committed to supporting fleet management, especially after major accidents causing component failures. Our partnership with TWL has flourished for nearly 15 years, and we are eager to see it continue well into the future.
We have great respect for TWL’s achievements throughout the years, and the overall condition of their facilities, encompassing loading and operational areas, demonstrates a steadfast commitment to maintaining high standards that are often rare in PNG.
In 2023, Larry, Angelo, and Steve embarked on a trip to the factory in Italy to witness firsthand the production processes of the trucks. Since placing their initial order, TWL has significantly increased its commitments for additional trucks. In fact, TWL’s orders now surpass our own usage of the Astra product line.
Co-engineered by TWL and HBS, this fuel truck is designed for ultimate versatility. Built on the Astra HD9 66.48 (6x6) chassis, its modular design allows it to be taken apart like LEGO, seamlessly converting into a flatbed or a 20ft container carrier. This innovation makes it truly one-of-a-kind in PNG.
TWL Multipurpose Service Truck
Few roads in the world test trucks like those in PNG. TWL and HBS knew this better than anyone. That’s why, when Astra arrived, it had to prove itself where so many others had failed.
“We have done a half measure of snapping up other businesses by identifying international partners such as Pentagon Freight Services and Sarens, with whom we have developed great relationships. That is why we are still in the logistics business.
“It isn’t just a monetary gain – it’s knowledge and understanding of the different aspects of the industry. Our growth strategy is to look at acquisitions at some point in the future simply because we will need to,” Fury explains.
TWL’s tactic has been to partner with like-minded international businesses willing to impart knowledge and intellectual property to train young Papua New Guineans to be first-class operators in the logistics field.
“Larry’s philosophy has always been a 50-50 partnership – contribute, benefit, and lose equally. Business is simple, and that’s how we make money - we share,” Fury reveals.
By creating a transparent and honest environment, TWL values its partnerships and hopes for a long-term footprint rather than completing projects and leaving.
“We build in-country infrastructure where skills and expertise are passed on and developed. This is what we should be doing for our young Papua New Guineans, particularly in the extractive industries.
“That’s where PNG is right now; it’s similar to Arabian countries regarding its oil reserves. They’ve developed technology and knowledge because that’s their commodity and are extracting the maximum value from it,” Fury acknowledges.
In the long term, building a legacy business for PNG is the key to using fewer imported companies to conduct high-end technical work, such as drilling within the oil and gas and underground mining industries.
As a 100 percent PNG company, TWL wants people to maximise gains from the reserves that are beneath their feet daily.
“Indeed, other businesses within PNG are doing likewise,
TWL’S SUSTAINABLE AND INNOVATIVE OPERATIONS
Sustainability is central to TWL’s operations and vision for the future. One key innovation the company is embracing is dual-fuel equipment for its transportation fleet.
The company aims to significantly lower its carbon footprint by reducing greenhouse gas (GHG) emissions and enhancing fuel efficiency, which is crucial as the company manages a growing fleet.
In addition to dual-fuel equipment, TWL is actively exploring electric vehicles (EVs) for urban journeys. Since many of its operations involve short, round-trip routes averaging 40 to 45 kilometres (km), EVs present a viable solution for minimising emissions associated with idling diesel engines.
TWL has also established robust environmental, social, and governance (ESG) requirements increasingly necessitated by its international partners. This commitment is reflected in its excellent scores on corporate compliance metrics, demonstrating a proactive approach to ESG.
Furthermore, TWL recognises the importance of community engagement and support, ensuring that local people benefit from its operations through initiatives that pay dividends.
The company fosters a collaborative approach that enhances positive stakeholder relationships by providing information and involving community members in decision-making processes.
but when dealing with international partners, we ask how they can help us develop the next project and how much benefit we can derive from it,” clarifies Fury.
TWL believes that developing its local capabilities to achieve 100 percent of project requirements without relying on companies overseas is an attainable goal.
GENERATING A BETTER FUTURE
To support TWL’s operations, the company continues to develop its infrastructure covering sites in Lae, Goroka, Mount Hagen, Tari, Moro, and Port Moreseby.
“We are expanding our footprint and improving our depots, workshop, offices, and facilities for our drivers. Their accommodation is also very important to us; they must eat and sleep properly before departing on another journey, so that is an area of focus,” notes Andagali.
In PNG’s capital, Port Moresby, the company is building warehousing infrastructure, including a permanent home for its expanding operations.
“We also have an oil field and a gas field – that’s around 2.6 trillion cubic feet (cbft) and 74 million barrels of condensate still stranded in the Western Province, which we are trying to develop,” Andagali discloses.
Discussions are also being held on small-scale LNG to replace diesel usage at the Ok Tedi Mine.
“400 billion cbft of gas will be supplied to the OK Tedi Mine, an opportunity to embark on a very interesting project,” he continues.
Another vital project for TWL is the Stanley gas field in the Western Province, with the PDL 10 aiding the development of the PNG domestic gas market.
LNG can be supplied to generate power for coastal centres to create cleaner and cheaper energy.
“We are in discussions with PNG Power, which supplies diesel for the coastal centres, as we want to replace all the diesel generators with more cost-effective LNG ones,” Andagali divulges.
“LARRY’S PHILOSOPHY HAS ALWAYS BEEN A 50/50 PARTNERSHIP – CONTRIBUTE, BENEFIT, AND LOSE EQUALLY. BUSINESS IS SIMPLE, AND THAT’S HOW WE MAKE MONEY - WE SHARE”
– ANDREW FURY, GROUP COO
TWL is also collaborating with PNG’s national oil company, Kumul Petroleum, and international partners.
“We are open to developing our stranded gas fields, which we own. This will strengthen our position with our international partners, particularly with Sarens, whom we work closely with. Continuing to develop the capabilities between the two companies is important to us as we want a seamless transition,” announces Andagali.
In light of the upcoming Wafi-Golpu project, the expansion of ExxonMobil and Santos’ PNG operations, and the development of other oil and gas fields in the Western Province, implementing 3PL and 4PL models is critical for the company to enhance its in-house capabilities.
“Building infrastructure for our network, including warehouses to support our expansion into 3PL solutions, is critical for our growth strategy. We have a new racking system coming from Australia for our warehouse in Lae, which will allow greater flexibility in storing our clients’ cargo and is a change of strategy for TWL. From an operational perspective, that’s where our priorities lie,” Fury concludes.
Tel: +675 320 2173
infotrucking@twl.com.pg www.twl.com.pg
YOUR PARTNER IN SUPPLY CHAIN EXCELLENCE
An award-winning global logistics provider with nearly seven decades of expertise in freight forwarding and transportation, Yusen Logistics is unwavering in its vast capabilities. We speak to Jarrod Ward, Chief Sales Officer, East and South Asia Oceania, to learn more about this industry titan
Founded in 1955, and a member of the Nippon Yusen Kaisha (NYK) Group, Yusen Logistics is an insight-driven, customer-centric logistics partner to global businesses.
Providing ocean and air freight forwarding, warehousing, distribution services, and supply chain solutions, Yusen Logistics has proudly carved a reputation for its seamlessly connected suite of supply chain solutions that deliver superior value, reliability, and expertise.
“We’re not just a supplier; we’re a trusted partner who understands our clients’ unique needs and contributes to their success. Together, we navigate challenges and seize opportunities, fostering long-term relationships built on mutual growth and success,” opens Jarrod Ward, Chief Sales Officer, East and South Asia Oceania, Yusen Logistics.
With a global network linking Japan, the Americas, Europe, East Asia, South Asia, and Oceania, Yusen Logistics operates 650 distribution centres and offices in 46 countries and regions with over 25,000 employees, cementing the company’s position as an industry stalwart.
Ultimately, Yusen Logistics sets itself apart by investing in a deep understanding of its customers’ business, the challenges they face, and the goals they seek to achieve.
Undeniably a fast-paced industry that demands constant innovation, Ward found himself in the logistics sector after studying sociology at university.
“Sociology was a great segue into an industry that emphasises connecting different people, identifying their challenges, and ultimately finding solutions,” he insights.
After completing his studies, Ward began his career at NYK Line in the US, which offered the opportunity to connect people in various regions and from different walks of life.
He then moved from the US to Singapore in 2010, Japan in 2015, and eventually China in 2017, where he now leads Yusen Logistics’ Supply Chain Solutions (SCS) Group operations in the region and works to create new solutions to bring to market.
“These abilities are what differentiates Yusen Logistics from someone who’s just selecting options from a corporate product list. We actually create the solution based on the needs of the customer,” he proudly asserts. Additionally, Ward is the current Chair of the Supply Chain Committee at the American Chamber of Commerce Shanghai.
OPTIMISING SUPPLY CHAIN SOLUTIONS
In a pivotal and strategic move for Yusen Logistics, SCS Group was established in April 2020 as an independent pillar of the company.
“By consolidating various solutionsfocused businesses globally, we created a one-stop shop for comprehensive logistics supply chain services,” details Ward.
“This strategic reorganisation positions SCS Group to offer tailored solutions, optimising entire supply chains from the raw materials through to the end consumer.”
Equally, establishing SCS Group provided Yusen Logistics with another layer of capability by providing customers with additional opportunities to add value to their logistics and deliver solutions.
“Customers are not static; they operate in a very dynamic supply chain world, and their needs are
constantly changing. We’re always ready to take them to the next level of their own capabilities and intentions,” dictates Ward.
Further differentiating Yusen Logistics and SCS Group is the company’s unique culture, which leverages the Kaizen and Yokoten approaches.
Kaizen, meaning ‘change for the better’ in Japanese, represents the company’s corporate culture, whilst Yokoten – ‘sharing of best practices’ – is the cornerstone of the company’s management.
“These philosophies, which are deeply rooted in our heritage and embedded in our corporate DNA, guide our daily operations and decision-making processes,” details Ward.
The global control tower of SCS Group is built on three core pillars –people, processes, and technology – and serves as the umbrella for it’s service offerings.
The division maintains specialised supply chain expertise across its staff, combining deep industry knowledge with innovative thinking that truly sets it apart from the competition.
Equally, the company’s processes are customised for agility and standardisation, ensuring end-to-end visibility. It delivers actionable insights through advanced analytics, artificial intelligence (AI), and automation, further showcasing its technological skills.
However, whilst digital innovation is crucial, Yusen Logistics readily recognises the invaluable role people play.
“Our representatives excel at navigating complex situations, developing customised solutions, and providing empathetic support. Only human representatives can offer the critical thinking, empathy, and personalised approaches that our customers need,” identifies Ward.
SUPPLY CHAIN OUTLOOK: HOW DOES YUSEN LOGISTICS WORK TO ENSURE SUPPLY CHAIN SOLUTIONS THAT DELIVER SUPERIOR VALUE, RELIABILITY, AND EXPERTISE?
Jarrod Ward, Chief Sales Officer, East and South Asia Oceania: “When it comes to supply chain solutions, there’s no one-size-fits-all approach as each customer’s supply chain presents unique challenges and opportunities.
“Implementing these solutions can be complex, especially in large, global supply chain networks that involve numerous suppliers and vendors across various regions. To overcome project implementation challenges, we leverage our strong local presence with boots-on-the-ground expertise, an approach that combines regional insight with adherence to global standards.
“Our dedicated onboarding team guides the entire process, from initial business nomination through to standard operating procedure (SOP) development, audits, and quarterly reviews.
“We foster a collaborative environment through regular team meetings, where our teams share best practices, discuss challenges, and explore solutions. This comprehensive, Yokoten-inspired approach promotes knowledge sharing and continuous improvement across our global network.
“This comprehensive approach aims to streamline implementation and maximise customer satisfaction.”
“WE’RE NOT JUST A SUPPLIER –WE’RE A TRUSTED PARTNER WHO UNDERSTANDS OUR CLIENTS’ UNIQUE NEEDS AND CONTRIBUTES TO THEIR SUCCESS. TOGETHER, WE NAVIGATE CHALLENGES AND SEIZE OPPORTUNITIES, FOSTERING LONGTERM RELATIONSHIPS BUILT ON MUTUAL GROWTH AND SUCCESS”
– JARROD WARD, CHIEF SALES OFFICER, EAST AND SOUTH ASIA OCEANIA, YUSEN LOGISTICS
This blend of technological innovation and human expertise is a key differentiator, demonstrating the company’s commitment to providing comprehensive, personalised solutions in an increasingly digital world.
Yusen Logistics’ longest customer partnership, which exceeds 56 years, underscores its belief in the power of human connections in supply chain management.
CHANGE FOR THE BETTER
Yusen Logistics is on a mission to become the world’s preferred supply chain logistics company through the application of insights, service quality, and innovation in order to create sustainable growth for businesses and society as a whole.
“In the past, companies typically only sought a logistics service provider,” expands Ward.
“However, recent supply chain disruptions have taught us that they now require partners who proactively prepare for and respond to the volatile global trade landscape. They expect their logistics providers to share valuable insights and serve as trusted strategic partners.”
To address these expectations and demonstrate its commitment, Yusen
Logistics has developed its Transform 2025 roadmap, which is divided into three phases.
Already at the final phase, this longterm vision ensures the company stays ahead of industry trends and adapts quickly to changing market conditions.
By combining expertise, innovative technology, and a customer-centric approach, the company aims to provide not only logistics services but also strategic support that helps
businesses thrive in today’s complex global landscape.
“Our vision at Yusen Logistics – to become the world’s preferred supply chain logistics company – guides everything we do. We approach our work with a long-term perspective, constantly transforming our business, thinking, and taking actions to deliver value to our customers,” prides Ward.
As the company continues to look towards the future of the supply chain
Yusen Logistics Supply Chain Solutions
See your inventory journey from purchase order to final delivery, perfectly aligned with your merchandising calendars and demand forecasts SwiftB2B tracks each item's complete lifecycle, giving you clear, granular visibility without the logistics complexity.
industry, it is prioritising expansion and working to help customers stay ahead of the curve.
Being such a crucial industry to the global economy, the supply chain sector is ever-evolving and will continue to grow despite the challenges in the macroeconomic environment.
“When I have had the opportunity to discuss business issues in China with US government officials, every one of those discussions comes straight back to supply chain management,” insights Ward.
“Active participation in various Chambers of Commerce provide such opportunities for leadership and learning.”
What is happening with the international supply chain? What is the impact of supply chain challenges on inflation? What is the impact of supply chain solutions on duty and tariff policies? How will the supply chain and customers react? – are typical questions asked.
Yusen Logistics prides itself on creating solutions to these questions, which are ongoing and represent the fast-paced and continually changing nature of the industry, showcasing the company’s ingenuity and ability to utilise industry insight to its customer’s advantage.
SUPPLYING A BETTER FUTURE
Just as significant as Yusen Logistics’ long-established history are the
company’s endeavours towards a sustainable future for both its business and the communities it engages with.
The transportation sector accounts for 15 to 20 percent of global greenhouse gas (GHG) emissions, which it must reduce to effectively combat climate change.
“As a key player in the industry, Yusen Logistics recognises our responsibility to contribute to carbon
neutrality efforts by integrating sustainability into our operations and supply chain,” details Ward.
The company prioritises environmental, social, and governance (ESG) practices and provides sustainable solutions whilst leveraging its extensive supply chain network and expertise.
Committed to emphasising sustainability at the heart of its management strategy, Yusen Logistics has been on an ESG journey for years. As part of this ongoing effort, the company published its first ESG story in April 2022. This was followed by the first standalone sustainability report in September 2024, which outlines concrete targets and initiatives. Together, these publications showcase the company’s evolving approach to sustainable practices.
Specifically, Yusen Logistics aims to reduce its Scope 1 and 2 emissions by 45 percent by 2030 (from a 2022 baseline) and achieve net zero for all services by 2050, alongside its commitment to respect the diversity
YUSEN LOGISTICS’ EXPERTISE
The company delivers high-performance solutions from raw materials to finished products throughout the supply chain. Working with manufacturers and retailers, Yusen Logistics offers specialist expertise in several industry verticals, namely:
• Automotive
• Aerospace
• Technology
• Retail
• Healthcare and pharmaceuticals
• Food
Yusen Logistics also works closely with customers to create enhanced solutions in the design, planning, and execution of key services, including:
• Global freight forwarding
• Transportation management
• Warehousing and distribution
• End-to-end supply chains
of its workforce and provide equal opportunities.
At SCS Group, the company’s proactive sustainability strategy begins by visualising carbon dioxide (CO2) emissions and proposing net zero emission services.
With tools including a CO2 e-calculator and emissions dashboard, Yusen Logistics puts its customers in the driver’s seat of carbon management.
“By considering the entire global
“OUR VISION AT YUSEN LOGISTICS – TO BECOME THE WORLD’S PREFERRED SUPPLY CHAIN LOGISTICS COMPANY –GUIDES EVERYTHING WE DO”
– JARROD WARD, CHIEF SALES OFFICER, EAST AND SOUTH ASIA OCEANIA, YUSEN LOGISTICS
supply chain and helping our customers reduce their carbon footprint, we are transforming the logistics supply chain and reshaping how the industry services customers worldwide,” explains Ward.
Furthermore, the company is dedicated to selecting suppliers who align with its quality and sustainability objectives.
“Yusen Logistics is fine-tuning our sustainability strategy whilst assisting them in finding ways to implement
sustainability in their operations. We are here to walk with them on their journey towards a greener future,” concludes Ward.
Tel: +852-2956-5118
scs@hk.yusen-logistics.com
www.yusen-logistics.com
PERFORMANCE AND GROWTH DRIVING
TGW Logistics offers a comprehensive suite of end-to-end automated systems and modular technologies designed to overhaul fulfillment operations from the ground up and solve a variety of workflow challenges. Vice President of Business Development, Stipe Galic, tells us more
Writer: Ed Budds | Project Manager: Poppi Burke
Automation can be quantified as the use of machines or technology to perform tasks with a reduced need for human intervention, an innovative approach that looks to streamline processes, enhance efficiency, and reduce human error.
As a result, the use of automation is becoming increasingly prevalent across a plethora of different realms and domains.
Within this burgeoning landscape, TGW Logistics was created in 1969 when Ludwig Szinicz and his friend Heinz König transformed a small metalworking shop in Wels, Austria into what would become one of the world’s most renowned and trusted names in warehouse automation and logistics.
“Today, we’re widely considered a global leader in manufacturing, designing, implementing, and maintaining highly automated, futureproof fulfillment centers for a multitude of industries, including fashion and
apparel, grocery, and industrial and consumer goods,” opens Stipe Galic, Vice President of Business Development.
“Our comprehensive approach ensures that we deliver solutions designed to enhance performance, tackle complex supply chain challenges, and transform distribution centers into strategic assets that support and drive our customers’ growth in an increasingly unpredictable future,” he follows up.
ENHANCING YOUR GOODS-TO-PERSON SYSTEM WITH POUCH TECHNOLOGY
The rise of e-commerce has transformed warehousing and distribution (W&D) operations. Previously focused on bulk orders for retail, these facilities now handle complex sortations for online consumers who often order just one or two items.
GOODS-TO-PERSON CHALLENGES
The shift to goods-to-person (GtP) presents challenges, especially for sortation facilities that now manage tasks previously handled by retailers, like sorting item sizes and colors for B2C orders. Managing returns has become more complex, with e-commerce return rates reaching up to 60 percent. This reverse logistics process involves quality checks, relabeling, and repacking, increasing operational complexity and cost.
A basic GtP system can serve as an inventory buffer or picking system but requires additional configuration for post-picking processes like consolidation, sequencing and shipping. This is where a pouch system comes in, acting as a complementary consolidation buffer to the existing GtP setup without needing complicated reconfiguration.
POUCH SYSTEM SOLUTIONS
A pouch sorter is a conveyance system with hanging pouches that transport items like garments, shoes, and books along a rail. It is flexible and scalable and utilizes overhead space for sorting, buffering, and automating order handling and returns. Pouch systems optimize throughput and order consolidation, manage returns efficiently, and handle sequencing challenges by sorting fragile items last, improving overall efficiency in the returns process.
POUCH AS AN ENHANCEMENT TO GtP
Creating a business case for a new materials handling system varies with each GtP operation. It involves considerations of building type, product sizes, return levels, labor needs, capital expenditure (CAPEX), and operating expense (OPEX).
Pouch systems offer strong advantages, as they can be easily integrated into existing GtP setups, providing midto short-term storage and acting as a shipping buffer with automated sortation. They enhance reverse logistics and
can scale with the growing e-commerce market while supporting digitization for improved data insights and productivity.
Pouch as an enhancement to the existing GtP setup can add value by serving as a pick order consolidation buffer. It also provides the ability to sort and sequence the picked ship orders. Additionally, a pouch system can function as a temporary ship order buffer until ready for shipment.
Pouch technology has existed for decades but is now crucial in modern warehousing and fulfillment operations.
Pouch systems use overhead sortation to transport and sort products in bags or pouches, effectively managing the complexities of e-commerce. They excel in reverse logistics by reducing the costs and challenges of relabeling and repacking returned items for outbound shipment, often without storage.
REDUCING TOUCH POINTS
also leverage AI, ML, and analytics to optimize warehouse operations, predict issues, and support proactive decisionmaking.
BEUMER Group has launched the AutoDrop feature for its pouch system, enabling flexible and reliable automatic packing lines. This innovative design uses a shape-memory nickel-titanium alloy for automatic pouch unloading, reducing manual handling and processing by around 10,000 pieces per hour. Adjustable drop point positions optimize flexibility while minimizing space usage in distribution facilities, streamlining pouch handling, and saving time.
DIGITALIZATION
Integrating physical equipment with software and analytics in modern fulfillment operations is crucial. Software provides visibility, accurate forecasting, and better decision-making, helping manage complex logistics. A key goal is to minimize latency between fulfillment planning and real-life events.
A WMS is essential for digital transformation, streamlining goods flow and resource use. It integrates physical systems like pouch sorters and AMRs with technologies such as auto-ID and voice solutions, enhancing productivity. A WMS uses IoT sensors to track assets, monitor stock levels, and locate lost items. It can
Integrating equipment and software in a WMS can transform the W&D industry, driving full digitization and significant improvements in efficiency and performance. Central to this is the pouch warehouse management system (WMS), which digitizes inventory management and order consolidation. This digital approach enhances tracking, traceability, and control, enabling process optimization for improved fulfillment efficiency.
CONCLUSION
An existing GtP setup might not efficiently tackle post pick processes like order consolidation, pick order sortation or sequencing. Additionally, it may require the pick orders to be stored back into the inventory. This would lead to inefficient use of the storage buffer. A pouch system essentially solves these challenges my acting as an enhancement to the existing GtP setup.
Additionally, A pouch system can function as an excellent addition to automation capabilities to handle the returns shipment.
BEUMER Group can help identify the best opportunities for enhancing your existing setup to address improvement in fulfillment accuracy, reliability, and productivity. WWW.BEUMERGROUP.COM
SUPPLY CHAIN OUTLOOK:
DO YOU FIND THE AUTOMATION INDUSTRY AN EXCITING LANDSCAPE TO BE INVOLVED IN?
STIPE GALIC, VICE PRESIDENT OF BUSINESS DEVELOPMENT:
“Yes, I find it a super exciting sector to work in, and the reason why I fell in love with the automation industry is because I get to be involved with lots of big, exciting projects and work alongside some of the best brands in the world.
“Our work at TGW Logistics puts us in the room with executive teams of global retailers and brands, driving the future of supply chain innovation. Shaping what’s next alongside industry leaders? Now that’s the kind of game I love to play.
“At the same time, another exciting aspect of being involved in the industry is that when I walk into a store or go to order an item from somewhere like Amazon, I can fully understand the entire distribution process and what is going on behind the scenes across the whole value chain.”
TGW Logistics is a foundationowned company, still headquartered in Austria, and a trusted systems integrator with more than 50 years of experience.
Now boasting over 4,500 employees spanning Europe, Asia, and North America, TGW Logistics combines its wealth of expertise, innovation, and customer-centric dedication to help keep its clients growing and transform their warehouse logistics into a smooth and efficient operation.
“We are a one-stop solutions provider, offering not only cuttingedge technology for distribution centers but also the essential software to ensure seamless operations. Our focus extends beyond simply implementing technology – we strive to make life easier for operations teams by creating smooth, efficient, and user-friendly solutions.
“With our extensive global presence, we are able to provide this full range of technologies, services, and expertise in all our locations worldwide,” Galic prides.
INNOVATE, INTEGRATE, ELEVATE
TGW Logistic’s impressive array of solutions are delivered through three key business areas – Integration Business, Distributor Business, and Lifetime Services.
“As a systems integrator, we design, implement, and maintain fully integrated and highly automated warehouse systems, as well as modernize warehouses to make them future-ready – this is the biggest portion of our revenue streams,” says Galic.
“From concept and detailed planning to execution, we ensure a seamless experience from design to implementation and beyond. By analyzing our customers’ current and future needs, we match them with the right designs and solutions to drive efficiency.
“Our goal is to deliver best-in-class process flows that optimize cost per piece handled, because it’s not just about selling technology - it’s about creating smarter, more effective operations,” he furthers.
TGW Logistics expertly empowers businesses to move, store, and pick goods reliably, transforming operations with smarter, faster, and more adaptable processes that are prepared and ready for anything the future brings.
The second key portion of its operational umbrella is represented through its Distributor Business, which provides mechatronic technologies to other systems integrators.
“We partner with intralogistics system integrators to provide high-performance subsystems and leverage our deep industry expertise to navigate market opportunities together.
“By providing best-in-class technology, we empower integrators to deliver exceptional results for their clients,” Galic affirms.
The third key portion is Lifetime Services. TGW Logistics’ service packages ensure maximum warehouse availability, protecting investment with tailored support options – from essential spare parts to 24/7 virtual support to full-service on-site maintenance and more.
With guaranteed 98 percent system availability, real-time visibility, optimized operations, and reduced ramp-up times, businesses can focus on meeting service level agreements (SLAs) and growing their operations with confidence.
The best automation in the world is worthless if it isn’t reliable and doesn’t achieve the committed availability rates needed to meet SLAs,” Galic affirms.
SMARTER SUPPLY CHAINS, STRONGER BUSINESSES
One sector in which TGW Logistics
continues to play a pivotal role is the broader retail industry, a dynamic and rapidly evolving market shaped by shifting consumer expectations, technological advancements, and increasing pressure for operational efficiency.
Consumer behavior is changing at an unprecedented pace, influenced by digitalization, e-commerce growth, and the need for seamless omnichannel experiences. Retailers must continuously adapt their supply chain strategies to keep up with demand fluctuations, shorter delivery windows, and the rising preference for sustainable practices.
The industry also faces ongoing challenges in attracting and retaining skilled labor, further compounded by shifting workforce demographics and evolving job expectations. At the same time, rapid technological innovation requires businesses to stay agile, integrating new solutions that enhance efficiency and scalability.
Historically, many retailers primarily focused on product development and brand positioning. However, in today’s landscape, an optimized supply chain is no longer just a support function – it has become a key driver of strategic success. Efficient logistics and distribution networks are essential to navigating increasing complexity, meeting customer demands, and maintaining a competitive edge.
“THE BEST AUTOMATION IN THE WORLD IS WORTHLESS IF IT ISN’T RELIABLE AND DOESN’T ACHIEVE THE COMMITTED AVAILABILITY RATES NEEDED TO MEET SLAS”
– STIPE GALIC, VICE PRESIDENT OF BUSINESS DEVELOPMENT, TGW LOGISTICS
Recognizing this, TGW Logistics takes a holistic approach to understanding its customers’ supply chains, ensuring they remain agile and resilient in an ever-changing business environment.
“It is not enough to focus solely on warehouse automation – we must also consider the unique challenges of modern retail logistics and stay ahead of emerging trends,” explains Galic.
Beyond offering a diverse portfolio of automation solutions, TGW Logistics supports its customers with a dedicated team of industry experts who assist in identifying and implementing the right technologies to build adaptable and future-ready distribution strategies.
“Our commitment lies in helping businesses address these challenges by continuously researching industry trends and developing solutions that enable retailers to optimize their logistics operations,” he adds.
Automating a distribution center
involves the seamless integration of various systems and technologies, connecting operations from inbound processing to outbound fulfillment.
“We analyze the entire end-toend process to design the optimal combination of technologies that meet both current and future business needs. Our tailored automation solutions cover all critical processes within the distribution center, ensuring that software and systems work together to coordinate and manage operations efficiently.”
A VALUE-BASED FOCUS
In 2004, TGW Logistics’ co-Founder, Ludwig Szinicz, set out to transform his company into a foundation-owned organization with a bold mission.
“He believed that the company is not just a purely economic partnership of convenience, but a community of shared values driven by a purpose and follows the mission of its foundation,” Galic tells us.
Since its establishment, SINTEC US LIMITED provides a range of installation services of commercial and industrial equipment.
Each Client has their unique meaning of quality. We work closely with everyone to identify specific requirements and to accommodate each project’s needs on a very personal basis.
We are particularly knowledgeable of how international business is structured nowadays. With that in mind, and considering our experience in organizing international projects, we strive to support our Customers on a global scale.
Our offices in UK, US, Latvia and OAE provide more flexibility in fulfilling such standards.
“Each Client has their unique meaning of quality. We work closely with everyone to identify specific needs and to accommodate each project’s individual requirements.
Once again, SINTEC has delivered quality workmanship, showed good technical expertise along with flexibility of working to ensure a successful delivery of the project.”
Paul Roman, Director of Controls and Operations Strategy TGW Limited
SERVICES
Our offered services are focused on thorough provision and impeccable implementation of any scale of the projects for our customers, with the aim of making the whole experience straightforward, consistent, and time/cost-efficient.
• Electrical Installation
• Electrical Design
• Procurement of Materials
• Estimation
• Inspection and Testing
• Commissioning Support
• Mechanical Installation
• IT and Fibre Optic
• Manufacturing of CP
• Internal / External / Process Lighting
• Project Management
• H&S Documentation
150+ 146 4
projects completed industry professionals offices in 4 countries
“This community enables personal and technical growth as well as entrepreneurial success. We believe our values-based culture will carry us into the future and foster continued growth – not just for our business but also those who drive our success,” he expands.
For TGW Logistics, this unwavering commitment to both employees and customers, paired with cutting-edge innovation in warehouse automation and logistics, makes anything possible.
Elsewhere, as the owner of TGW Logistics, the TGW Future Private Foundation safeguards the company’s long-term vision.
By reinvesting two-thirds of its profits into employees and the technologies of tomorrow, the foundation fuels innovation and creativity in the fields of warehouse automation and logistics.
TGW Logistics cannot be sold and cannot be bought, making it a reliable employer, financial partner, and pioneer in automated warehouse solutions.
In addition, 10 percent of its profits are dedicated to charitable projects, reflecting the company’s belief that thriving in this industry can and should make a meaningful impact on society.
TGW LOGISTICS CULTURE AND VALUES
HOW TO TREAT EACH OTHER –Show respect and appreciation for all colleagues, promote freedom from fear, and always exude friendliness and trust.
HOW TO LEAD – Promote passion and empowerment, set a good example for all, and win as a team.
HOW TO WORK – Be responsible, results-driven, proactive, and open-minded.
TGW LOGISTICS’ CORE MARKETS
FASHION AND APPAREL – Changing trends and fluctuating demand in the ever-evolving world of fashion requires fast, efficient, and flexible supply chains.
GROCERY – Food storage, material handling, and distribution must be seamless and adhere to safety and compliance regulations. For over half a century, TGW Logistics has been helping grocery companies automate their supply chains with state-of-the-art technology and innovative thinking.
INDUSTRIAL GOODS – The industrial sector demands high quality, exceptional service, and the fastest possible deliveries. To overcome supply chain challenges, companies need agile warehouse solutions that speed up distribution and support omnichannel environments.
CONSUMER GOODS – TGW Logistics’ solutions optimize efficiency and minimize downtime, ensuring seamless operations and complete transparency in all aspects of consumer goods logistics. Additionally, automated workflows help wholesale, retail, and e-commerce businesses reach their fulfillment goals.
“At TGW Logistics, success isn’t measured solely in numbers – it’s reflected in how we interact with one another, what our customers think about us, and profits through principles. We are here to make things possible and create strong supply chain backbones which allow businesses to navigate ever-evolving industry demands. Our core values form the foundation of our corporate culture, shaping our relationships, decisions, and approach to harnessing innovation,” outlines Galic.
“They empower us to create fulfillment solutions that push boundaries and inspire progress in warehouse logistics.”
Today, through a unique combination of business success and social responsibility, the company remains a leader in warehouse automation and a model of exemplary entrepreneurship.
“It’s how we ensure sustainable growth together – today, and for generations to come,” Galic finishes.
Built to Fit Your Systems
Automation is transforming the way industries operate, and reliable packaging plays a key role in making these systems work. At Utz, we design reusable plastic totes, trays, and containers that work perfectly with robotic solutions and conveyors.
Whether you’re upgrading an existing system or starting fresh, our packaging is tailored to optimize your processes and increase productivity.
Reusable Packaging Solutions for Smarter Automation
At Georg Utz, Inc., we help businesses work more efficiently with innovative, reusable packaging solutions. For over 77 years, we’ve been creating durable, custom-engineered products that integrate seamlessly with automated systems.
With eight locations across three continents and a team of 36 specialized product design engineers, we’re here to support your automation needs.
Save Costs and Support Sustainability
Reusable packaging benefits both your business and the planet. By reducing waste and replacing single-use materials, our solutions help lower disposal costs while offering better durability and reducing product damage. This combination of savings and sustainability helps businesses meet their operational and environmental goals.
Custom Solutions for Unique Needs
Every business has different challenges, and we specialize in creating solutions to meet them. Our team works closely with you to design, prototype, and produce packaging that fits your operations perfectly. With decades of expertise and advanced manufacturing tools, we ensure your packaging is as efficient as your systems.
Collaboration That Delivers Results
We believe great outcomes come from working together. Our partnerships with system integrators and end-users have shown how collaboration leads to reliable, efficient systems. By combining your automation expertise with our packaging knowledge, we create solutions that drive success.
Experience the Utz Advantage
When you choose Georg Utz, Inc., you choose an experienced partner committed to your success. Our global expertise, technical innovation, and focus on sustainability make us the right choice for businesses looking to improve their automation with reusable packaging.
As one of the largest fire and rescue services globally, the London Fire Brigade is a key part of the history and DNA of the UK capital. We speak to Jonathan Smith, Deputy Commissioner for Operational Preparedness and Response, to learn more about the Brigade’s efforts towards a safe and prepared future
Writer: Lauren Kania
Project Manager: Cameron Lawrence
SERVE AND PROTECT TRUSTED TO LONDON
With the aim to make London the safest global city with a world-class emergency service, the London Fire Brigade (LFB) is proud to be one of the world’s oldest and largest fire and rescue services.
Protecting a region as large and diverse as Greater London, which encompasses 1,587 square kilometres (sqkm), is no simple task, necessitating only the most advanced and proactive team of firefighters, control staff, and professionals to ensure the safety of so many people and properties.
“Within the Greater London region, you have anywhere between nine and 10 million residents,” notes Jonathan Smith, Deputy Commissioner for Operational Preparedness and
SUPPLY CHAIN OUTLOOK: GIVEN YOUR ROLE AS THE FIRE AND RESCUE SERVICE, HOW IMPORTANT ARE YOUR PARTNERS AND SUPPLIERS AND
THE RELATIONSHIPS YOU MAINTAIN WITH THEM?
Jonathan Smith, Deputy Commissioner for Operational Preparedness and Response: “We can’t deliver on our plans without operating with key partners and suppliers. The LFB spends approximately £100 million annually on third-party goods and services.
“The organisations we work with are critical to how we deliver our service. We may be the ones on the frontline, but we’re only able to do that because of the relationships we have.
“We’re under no illusions that we don’t operate in isolation. We operate with key partners to deliver our
Response.
“For context, Scotland has a population of five million, so the urban density we deal with is arguably the most challenging in the entire UK.”
The Brigade boasts 102 land-based fire stations, a riverboat station with two state-of-the-art boats that deploy into the River Thames, over 140 pumping appliances, and approximately 5,000 firefighters, officers, and control staff, making it –by any metric – a globally significant fire and rescue service.
To support this vast area, the organisational structure of LFB is divided into three sections of staff – operational (firefighters), control (999 call handlers), and professional departments such as legal, procurement, and IT.
services, which include the different functions that sit within the Greater London Authority (GLA), such as the Metropolitan Police Service, Transport for London, and sister emergency services like the London Ambulance Service, who are all critical as we move forwards.
“There’s no one agency or organisation that can resolve the challenges we face all on their own.”
Jonathan, now in his 26th year in the fire and rescue service, began his career in Norwich, UK, after graduating from university and seeking a long-term career path that would provide fulfilment and the ability to make a difference.
“I fell into the service almost by accident. Someone suggested I look into fire and rescue, and once I did, I found that it immediately appealed to me and would challenge me both physically and mentally whilst allowing me to help the public in a meaningful way,” he insights.
After serving in Norwich for eight
years, he moved back to the Southeast (Hertfordshire) before moving to the LFB in 2019, where his career has focused on control and mobilising, operational resilience, and oversight of the Brigade’s 103 fire stations.
“Since 2022, I’ve been in my current position as Deputy Commissioner for Operational Preparedness and Response, overseeing all of our blue light functions within the LFB along with operational training.”
WORLD-CLASS FIRE AND RESCUE SERVICES
Having served in the industry for over
two decades, Jonathan has witnessed it change considerably over the course of his career, with it now being more complicated and nuanced than ever before.
“When I joined, the role was challenging but straightforward. We knew what we were there to do,” he details.
“If you look at today’s reality, especially in a global city like London where risk continues to evolve at an unprecedented pace, it is a significant challenge for any emergency service to keep up with.”
Specifically, in 2022, firefighters found themselves facing conditions
never seen before, such as operating in temperatures of up to 40 degrees Celsius as they tackled the most significant wildfires London had ever seen. This highlighted the Brigade’s need to ensure its training, technology, policy, procedures, and equipment were keeping pace with the challenges presented by climate change.
Of equal importance to a modernday fire and rescue service is its culture.
The LFB conducted a culture review, which told a story about the organisation and workforce, highlighting a need for reform.
“Not everyone was able to come to work and be their best selves, and we’ve been working incredibly hard over the past few years to address those challenges.
“Everyone is committed to changing for the better because you can’t evolve and develop as an organisation if you don’t continue to improve the culture,” expands Jonathan.
This cultural shift is evident through the Brigade’s six values of service, integrity, teamwork, equity, courage, and learning. These were very much driven by colleagues within the LFB and have been integrated into the strategies, plans, and ambitions the Brigade has moving forwards. It was really important that the values were not seen as simply a set of words but were helping to drive transformational change throughout every aspect of the Brigade.
These values and goals point to the Brigade’s overarching mission to
“IT’S A HUGE PRIVILEGE
AND RESPONSIBILITY TO BE PART OF THE MOST DIVERSE AND GLOBAL CITY IN THE UK. WE AT THE LFB ARE PROUD TO BE A PART OF LONDON’S HISTORY AND DNA”
–
JONATHAN SMITH, DEPUTY COMMISSIONER FOR OPERATIONAL PREPAREDNESS AND RESPONSE, LONDON FIRE BRIGADE
ensure that when Londoners dial 999, they are connected to a world-class, 21st-century fire and rescue service.
It’s not just about emergency response either – it’s about protecting and preventing incidents from happening in the first place and working collaboratively alongside local communities to face challenges with confidence and teamwork.
“We are focusing on using the latest technology and investing in operational training, kit, and equipment to keep firefighters
upskilled to deal with wildfires, highrise fires, acts of terrorism, and fire hazards in new technologies such as lithium-ion batteries and e-bikes,” details Jonathan.
FIREFIGHTING IN THE 21ST CENTURY
To tackle the modern-day challenges the LFB faces daily, it has invested in modern firefighting – one of its biggest endeavours to date and a direct response to the learnings from the Grenfell Tower fire.
THE LFB’S VALUES
SERVICE – “We put the public first by remembering who we are as an organisation and that we are here to serve and protect London.”
INTEGRITY – “You can’t operate in the public sector and deliver services to people in their greatest need if you aren’t transparent and honest and accept where you get things wrong.”
TEAMWORK – “The team ethic was one of the things that attracted me to the service. Being part of that team is what makes being in fire and rescue the job that it is, but it also expands to working with others.”
EQUITY – “We’re an organisation that employs human beings, and we all come with our own strengths and weaknesses, so we need to ensure people feel comfortable to be themselves at work because they’ll deliver a better service.”
COURAGE – “There are two types of courage – physical and moral – to challenging unacceptable behaviour and putting your head above the parapet to stand up for what’s right.”
LEARNING – “With the world moving at such a fast pace, we are constantly evolving and learning as an organisation.”
The tragic structural fire that occurred in 2017 was the deadliest in the UK since the Second World War and prompted an overhaul of operational response arrangements and how the LFB and other emergency services delivered firefighting and control room operations.
“We did a huge amount of work and delivered our Control Improvement Plan, which was a five-year investment into the control room to capture specific areas around high-rise firefighting, fire survival guidance, mass evacuation, and incident command,” details Jonathan.
Additionally, the Brigade implemented License to Operate to further support operational staff in remaining competent and safe across all areas of operations, especially incident command and emergency driving.
These changes and investments in operational training were put into place to ensure the LFB is able to deliver services in the best and most professional manner possible.
“We know the Grenfell Tower fire showed systemic issues within the LFB that we needed to address. We’ve been doing that ever since and have delivered against all the Phase 1 recommendations levelled specifically at the LFB.
“Our improvement has been recognised, which we are very proud
of. However, we are not complacent and know that we must continue to improve as a fire and rescue service.”
The continuous improvement of the Brigade is why it is investing in modern firefighting with a focus on tactical ventilation, fire behaviour training, and dealing with emerging technologies.
“Everything is going into this strategy to ensure the LFB is prepared for all of the challenges of the 21st century,” states Jonathan.
CREATING A SAFER, MORE PREPARED LONDON
As the LFB looks at the future of London in relation to climate change, it is prioritising sustainability initiatives and efforts.
“We are putting our shoulder to the wheel regarding this issue and are a part of the Mayor of London’s commitment to net zero and improving air quality,” insights Jonathan.
“As one of the anchor institutions within the GLA, we have a key role to play here.”
In 2023, the Sustainable Development Strategy was published and includes initiatives such as decarbonising fire stations, electrifying the fleet, and reducing the total amount of carbon dioxide (CO2) produced.
One innovative development the LFB has implemented is the use of hydrotreated vegetable oil to replace diesel in the Brigade’s fleet in an effort to reduce CO2 emissions from pumping appliances.
Pivotal lessons were learned from
events like the COVID-19 pandemic, where the LFB served as a key component to the city’s resilience against the virus, helping to establish vaccine centres and working with health services to assist Londoners.
Such unprecedented events force the Brigade to ensure it is able to respond to emerging challenges using forward-thinking skills and predict where the next big challenge will come from in order to be ready on the frontline.
“This focus, along with the cultural
changes we are introducing, are two sides of the same coin. You can’t do one without the other, and it is crucial that we enact these for a better, safer future across the Greater London region,” concludes Jonathan.
Tel: 0208 555 1200
info@london-fire.gov.uk
www.london-fire.gov.uk
PACCELERATING MIDDLE EASTERN FREIGHT
With a vast operational expanse across the Middle East and an enviable client portfolio comprising the world’s most illustrious brands, Steven van der Vliet, Group Commercial Director, tells us how Emirates Logistics is at the forefront of the region’s supply chain
Writer: Lucy Pilgrim | Project Manager: Ryan Gray
ioneering a broad range of air and ocean, supply chain solutions, and road products across an international network, Emirates Logistics sets the tone for the Middle Eastern supply chain.
As Group Commercial Director, Steven van der Vliet’s successful leadership can be attributed to his expansive and varied career across the international logistics landscape.
He first entered the industry working for renowned global logistics provider, DSV, in the sales department in Maastricht, the town where van der Vliet grew up in the Netherlands.
Daring ambition soon saw him climb the ranks of the company, eventually becoming a Trade Lane Manager for DSV in the air and sea freight forwarding department.
After three years of highly successful performance at the company, van der Vliet transferred to DSV’s Dubai base, where he oversaw numerous operations that included setting up trade lanes, air and sea freight activities, warehousing, and more for nearly four years.
Having made significant strides for DSV in the Middle East, van der Vliet took the opportunity to work for other port operator titans, including Gulftainer, DP World, and ASYAD as Group CCO.
“OUR CUSTOMERS’ SUCCESS IS OUR SUCCESS AS WELL, AND THAT HAS ALWAYS BEEN AT THE FOREFRONT”
– STEVEN VAN DER VLIET, GROUP COMMERCIAL DIRECTOR, EMIRATES LOGISTICS
BUILDING A LONG-TERM PICTURE
Headquartered in Dubai with an additional five branches spread across the United Arab Emirates (UAE), Emirates Logistics has grown to be a top three logistical player in the country.
Its renowned success is exemplified by the range of accounts it holds for some of the world’s biggest brands in the retail, electronics, furniture, and automotive verticals.
The key to the company’s success is to remain, what van der Vliet calls, “an asset-right business”, in which the company has a combination of light and heavy assets in its portfolio.
As a result, Emirates Logistics can maintain greater control of its assets and overcome industry challenges with ease, thus providing clients with peace of mind.
On top of building trust with clients, the company wishes to invest in customers and build a long-term picture with their needs at the forefront.
“We want to create extended projects with our customers over the next five to 10 years, demonstrating the benefits they can gain in the long run and creating sustainability in their operations,” affirms van der Vliet.
Indeed, the majority of Emirates Logistics’ client base has worked with the company for over a decade.
Many major multinationals have been keen customers for over 20 years, demonstrating the extent to which client relationships are built on transparency and trust whilst growing
into new territories.
“We try to distinguish ourselves on a partnership level as we need to remain competitive and streamlined,” notes van der Vliet.
As such, Emirates Logistics’ customer base spans far and wide across the globe. Indeed, alongside its primary operations in the Middle East and Gulf Corporation Council (GCC) member states, the company has also expanded further into Africa and Asia.
Alongside its ambitious growth targets, the company is additionally set apart by its focus on innovation, cutting-edge technology, and sustainably-driven warehouse and fleet operations.
EMIRATES LOGISTICS’ SERVICES – AT A GLANCE
More than just a warehouse provider, Emirates Logistics provides added services across the Middle East, Africa, and Southeast Asia. The company’s product groups include:
• Air and ocean
• Supply chain solutions
• Road
Navigating the Logistics Industry: How Newage Software and Solutions Empowers Freight Forwarders
Jonathan Phillips CEO, Newage Software and Solutions
The freight forwarding world can be a complex labyrinth, riddled with intricate regulations, dynamic routes, and ever-evolving customer demands. For over 17 years, Newage has been a guiding light for businesses navigating this challenging landscape. Their innovative software solutions empower freight forwarders to streamline operations, optimize processes, and make data-driven decisions that improve efficiency and profitability.
A Global Presence with Local Expertise
Newage, headquartered in Dubai, boasts a strategically distributed network of offices across India, the UK, and the USA. This global presence allows them to cater to the diverse needs of an international clientele. With over 500 passionate employees, each bringing a wealth of experience and industry knowledge, Newage ensures a deep understanding of the specific challenges faced by freight forwarders in different regions.
The success of this approach is reflected in their impressive figures. Their software has over 8,500 active users across 30+ countries streamlining the global supply chain by processing over two million shipments every year. They manage shipments valued at over $500 million annually through their digi-
tized BPO services. Their dedication to excellence is recognized by prestigious industry awards, including “Best Complete Solution Provider for Logistics” and “Customer Voice Award for Logistics”.
Introducing
The Future of Freight Forwarding is Here
Launched in July 2023, Newage’s revolutionary platform, NewageNXT, secured its first customer within a month and has grown to over 51 customers globally with 500+ active users, demonstrating the product’s quality, user-friendliness, seamless integration, efficiency, and suitability. This cutting-edge freight management solution is designed from the ground up by forwarders for forwarders to address the evolving needs in today’s dynamic logistics landscape. Built upon extensive user feedback, NewageNXT promises to streamline operations, empower informed decision-making, and propel sustainable growth for businesses.
A Feature-Rich Toolbox for Enhanced Efficiency
NewageNXT boasts a robust set of features designed to empower every aspect
of freight forwarding operations. Here’s a closer look at what makes this platform a game-changer:
• User-Centric Design Philosophy
NewageNXT prioritizes a user-friendly interface that simplifies processes for both freight forwarding staff and their customers. This intuitive design ensures a smooth user experience and eliminates the need for extensive training, allowing teams to become productive quickly.
• Comprehensive Financial Management
NewageNXT automates many manual tasks associated with financial processes, saving valuable time and resources. This built-in functionality also ensures accuracy and transparency in financial reporting.
• Seamless Integration is Key
Effortless data exchange is a cornerstone of NewageNXT. The platform’s APl-first architecture allows for smooth integration with internal teams, partner systems, and thirdparty applications. This eliminates data silos and ensures real-time information flow across the entire logistics ecosystem. From warehouse management systems to customs clearance platforms, NewageNXT fosters a truly connected environment.
• Scalable Solutions for All Sizes
NewageNXT understands that freight forwarding businesses come in all sizes, with diverse needs and budgets. Pre-built extensions ensure a perfect fit for businesses of all sizes, from small startups to established industry leaders. Companies can choose the functionalities they need and scale up as their business grows. There’s no need to invest in a bloated solution if your needs are more modest.
• Data-Driven Decision Making
NewageNXT goes beyond simple shipment tracking. It empowers data-driven decision-making with shipment updates, insightful dashboards, and advanced analytics. This allows freight forwarders to identify trends, optimize routes, and make strategic business decisions based on concrete data. They can gain valuable insights into profitability, identify areas for improvement, and adjust strategies accordingly.
• Modern Accessibility for a Mobile World
Gone are the days of bulky software installations tied to specific desktops. NewageNXT is a web-based platform that offers anytime, anywhere access. This ensures flexibility for remote teams and on-the-go operations. Additionally, NewageNXT’s payas-you-go pricing model eliminates upfront costs and scales business needs, making it a cost-effective solution for businesses of all sizes.
Collaboration is the Cornerstone of Success
Newage believes that collaboration is key to success in the freight forwarding industry. NewageNXT is a testament to this philosophy. The platform is built with extensive customer feedback in mind, ensuring that it addresses the real-world challenges faced by freight forwarders Newage fosters a collaborative community where users can share best practices, learn from each other’s experiences, and stay informed about industry trends. This network of peers provides invaluable support and fosters continuous learning within the freight forwarding community.
Jonathan Phillips, CEO of Newage, emphasizes the company’s unwavering commitment to customer success:
“We understand the ever-evolving challenges faced by freight forwarders. In today’s dynamic logistics landscape. NewageNXT represents our unwavering commitment to providing innovative solutions that empower our clients to operate efficiently, adapt to change, and achieve sustainable growth. We are excited to partner with forwarders on their journey to success and
believe that NewageNXT can be the key to unlocking their full potential.”
Connect with Newage Today and Take Your Business Forward
Whether you’re a seasoned freight forwarding expert or a new entrant in the market, NewageNXT offers a comprehensive solution to streamline your operations, empower your team, and propel your business towards future success.
Contact Newage Today and Unlock Your Potential
Don’t navigate the complexities of freight forwarding alone. Contact Newage today to schedule a demo and learn how NewageNXT and digitized BPO services can transform your business. Their experienced team will work closely with you to understand your specific needs and tailor a solution that empowers you to achieve your business goals.
mktg@newage-global.com
SETTING SAIL FOR SUCCESS
Historically, Emirates Logistics’ mother company was formed in the 1960s with a vision to be a leading global maritime and logistics player.
“Emirates Logistics is now a flagship
EMIRATES LOGISTICS’ STAFF BENEFITS
- Limited outsourcing of employees
- On-site accommodation
- Fair working hours that align with European standards
- Celebrate employees’ birthdays, as well as a variety of religious and calendar celebrations, ranging from Hari Raya and Diwali to International Women’s Day
- Offers staff vouchers
company within the group and set to sail for even more expansion,” van der Vliet highlights.
As part of its ambitious expansion plans, the company recently opened a brand-new warehouse facility that has links to the mainland’s free trade zone (FTZ) and is currently constructing two additional distribution centres. As a result, Emirates Logistics will operate and manage 15+ warehouses in the FTZs.
On top of this, the company’s flagship warehouses are LEED Platinum-certified, one of the highest sustainability accreditations, and it is working towards eventually having all its warehouse facilities reach this milestone.
“We are one of the only LEED Platinum-certified third-party logistics (3PL) companies in the GCC. When it comes to solar panels and recycling water, for instance, or the welfare of our people, we take these things very seriously,” affirms van der Vliet.
“WE TRY TO DISTINGUISH OURSELVES ON A PARTNERSHIP LEVEL AS WE NEED TO REMAIN COMPETITIVE AND STREAMLINED”
– STEVEN VAN DER VLIET, GROUP COMMERCIAL DIRECTOR, EMIRATES LOGISTICS
Elsewhere, Emirates Logistics is also breaking ground in adding regions such as Africa, the Middle East, and Asia, and will undergo considerable warehouse expansion in several countries with the goal of establishing an excess of 500,000-square metre supply chain facilities in the future.
TRANSPARENCY AND INNOVATION
A
strong pillar of its upward trajectory,
Emirates Logistics works hard to foster open and candid relationships with its clients and vendors.
“We have relationships that go beyond being a customer or vendor. We try to be honest, open, and transparent with each other, and this opens many doors,” insights van der Vliet.
The company’s strong client relationships also allow it to think outside the box, cultivating innovations for its partners.
For instance, Emirates Logistics recently helped streamline several brands’ distribution activities to Morocco as it looked to expand into the country due to its logistically advantageous location.
“Our customers’ success is our success as well, and that has always been at the forefront,” impassions van der Vliet.
The same can also be said for Emirates Logistics’ partner network, which is integral to the company’s continued success.
This is certainly the case for Newage Software Solutions (Newage), who has created highly comprehensive enterprise resource planning (ERP) solutions for the company’s operations and finance activities since the beginning of Emirates Logistics’ operations.
On top of this, Newage has also developed a state-of-the-art customer relationship management (CRM) tool that can be seamlessly integrated with the ERP system.
The ability to evolve and innovate in line with customers is a key priority for Emirates Logistics as it endeavours to find workable solutions.
“At the end of the day, we always challenge each other to meet their requirements.”
Going forwards, the company strives to conduct its vast plethora of freight forwarding activities across all regions it is present in.
“We provide air and ocean, supply chain, and road solutions, but we are
not yet doing all four activities in every country, so this is our goal,” van der Vliet concludes.
With the steadfast target to diversify its operational portfolio, Emirates Logistics is therefore set to leverage its current customer base and expand its footprint even further into new continents.
Tel: + 971 4 337 7177
info@emirateslogistics.com
www.emirateslogistics.com
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.
