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CONTENTS Procurement & Logistics Management, May - June 2016 issue

NEWS ......................................................................................

8. MKU signs MoU with China’s top petroleum university

Editor's Note

I

n this edition, we look at technology in supply chain and how insurance can be of great help to the industry. Companies today exist in an omni-channel world, where the movement of goods and supplies is

a common thread that runs throughout the various stages of the supply chain. TMS systems are able to provide an excellent central view of end-

10.

Is your cargo Insured?

Manufacturers and retailers rely heavily on facilities around the globe to supply products, and any disruption in supply or distribution chains may cause significant interruption and loss to a business.

22

Rwanda launches plans to construct railway line through Tanzania

12.

Tanzania seeking funds to revive national carrier

14.

PROSPA Kenya bags Best People Development Initiative award in South Africa

to-end order fulfilment processes while also giving employees enhanced visibility into their specific departments. This leads to greater collaboration and helps companies break down silos and operate more effectively and efficiently across the board. Leaders at larger companies are lucky in that they have the infrastructure, budget and resources to adopt new technologies early and use them to stay one step of ahead of the competition.

16.

TIPS ...................................................................................... How to set up a best-in-class procurement

department

Fortunately, cloud-based technologies are driving down the cost of supply chain software, removing a long-time barrier for small- and medium-sized businesses. This means companies of all sizes can now operate in a more efficient environment and use enterprise level technologies to help gain a competitive advantage. In short, supply chain

DEPARTMENTS ..................................................

18.

How to bring more spend under management

3. EDITORIAL 6. BRIEFS

20.

Procurement Negotiation Checklist:

8. NEWS

Preparation as a Winning Strategy

16.

TIPS

technologies such as TMS systems work to level the playing field. Despite new tech advances, forthcoming changes to supply chain execution will revolve not around the technology itself but rather the convergence of the multiple systems and the teams that enable it. This is because companies are looking at new ways of maximizing their investments and optimizing the resources already on hand. There is an

24. FEATURES

24.

FEATURES ...................................................................................... Le’ Mac

emphasis on breaking down the barriers that isolate the departmental silos in order to create one converged supply chain across procurement, manufacturing, warehousing, transportation and support.

Next issue ..................................................

New residential tower seeks to give clients a whole new experience

If you would like to advertise or contribute on any of the supplements or features In our next issue, please contact us on +254 020 440 4488, +254 713 727 8690 or send us an email to: info@ procurementandlogisticsonline.com

28.

Davis & Shirtliff

Celebrating 70 years of successful trading

30.

UAP Old Mutual Towers

so will the criteria and technology used to satisfy those demands.

Soars high with 33 storey business complex

Solution providers must be able to deliver enhanced and agile functions

BOOKING DEADLINE Friday 24 June 2016

Other technologies are continuously being developed to meet changing market needs. The online consumer is spurring new practices in shipping, with the model changing from right product/right place/right time to any product/any place/any time. As consumer demands evolve,

32.

New sheriff in Town

Golden Africa Kenya Ltd

34.

Keringet Water

that allow companies to take advantage of new business opportunities at a much faster pace. I do hope that you enjoy the issue.

The powerful story

We once again welcome you to this edition.

MANAGING EDITOR Okumu S. Biko EDITOR Anthony Kiganda WRITER Sandra Dinga GRAPHIC DESIGN & LAYOUT Augustine Ombwa MARKETING EXECUTIVE Ken Okore CIRCULATION Proc & Logistix Consult

...................................................... Procurement & Logistics Magazine @ LogisticsProc

...................................................... The editor accepts letters and manuscripts for publication from readers all over the world. Include your name and address as a sign of good faith although you may request your name to be withheld from publication. We reserve the right to edit any material submitted . Send your letters to: editor@procurementandlogisticsonline.com Procurement & Logistics Management. is published six times a year and is circulated to members of relevant associations, governmental bodies and other personnel in the procurement, logistics and finance industries as well as suppliers in East and Eastern Africa. The editor welcomes articles and photographs for consideration. Material may not be reproduced without prior permission from the publisher. Disclaimer: The publisher does not accept

responsibility for the accuracy or authenticity of advertisements or contributions contained in the journal. Views expressed by contributors are not necessarily those of the publisher. © All rights reserved. Copyright - Procurement & Logistics Management. No part of this publication may be copied or reproduced without prior permission from the publisher


BRIEFS

BRIEFS

Astral Aviation to launch drone delivery services next year

Kenya’s scheduled and charter cargo operations firm, Astral Aviation is set to launch drone delivery services next year. Sanjeev Gadhia, Astral’s CEO, confirmed that his company has set aside US$500,000 to launch humanitarian-related drone services if Kenya’s Civil Aviation Authority (KCAA) gives the green light. “We want to introduce the drones for commercial purposes. If KCAA passes the draft regulations in time, we will start operations as early as next year,” said Gadhia. Drones would enable Astral to fulfill a demand for cargo transport according to Mr Gadhia. They will be used in humanitarian activities such as distribution of medicines and relief foods to remote parts of the country that do not have good infrastructure to accommodate cargo planes. Astral also plans to commercialize the drone business by taking part in agricultural and trafficcontrol-related missions. In addition the firm will also construct a drone airport in Kenya to facilitate its activities as it targets to increase its revenue by diversifying to

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Unmanned Aerial Vehicles (UAVs). “We hope that the laws will be passed in time to enable us start the preparations that would see Astral introduce the drones in the country as early as next year,” he said. The Kenya Civil Aviation Authority (KCAA) has for the first time issued rules guiding the use of drones with the regulations limiting civilians to flying them at a height of 400 feet. Pilot training and operations planning are however on hold until Kenya’s drone regulations are further clarified by the KCAA and Kenya’s Ministry of Defense. Mr Gadhia notes that they will be training their pilots once the laws are in place and secure clearance from the government. Kenya now becomes the second country in the region after Rwanda to regulate the use of UAVs, which are controlled either autonomously by onboard computers or by the remote control of a pilot on the ground. The country has since purchased a Sh1billion stateof-the-art military drone from the United States.

Bidco Africa enters the soft drinks market with construction of new factory

Bloomberg report: Kenya’s investment in transport to spur growth in EAC

Bidco Africa has made a major entry into the soft drinks market with the ongoing construction of a Sh4 billion beverage plant in Thika.The plant, whose commissioning is slated for mid next year is being funded by the International Finance Corporation (IFC). It includes a production and bottling facility for non-carbonated still drinks, carbonated soft drinks and water. The new factory is part of a Sh20 billion expansion plan that will see Bidco venture into other manufacturing streams as it seeks to grow its business from the present $500 million (Sh50.5 billion) annual turnover. Bidco chief executive Vimal Shah said the groundbreaking for the beverage factory happened in February but actual construction started early this month. According to IFC, Bidco’s beverages factory will have two processing line each with a capacity to produce 24,000 bottles per hour. A separate plant will produce about 100 million plastic bottles per year. The soft drinks plant will be split among different product lines among them energy, sports drinks, and

A report by Bloomberg Intelligence indicates that the East African Community has been the most successful in Africa in reducing crossborder trade barriers and stimulating economic activity. Investments in the transport sector including the standard gauge railway (SGR) and the Lamu port project are likely to spur growth and increase the reach of the East African common market to include nearly 200 million more new consumers. The report states that additional investments in transport links over the medium term, such as the planned Lamu Port South Sudan Ethiopia Transport (Lapsset) corridor and further extension of the SGR, could expand the reach of the East African common market to the fast-growing Democratic Republic of Congo (which has previously expressed a desire to join the EAC) and Ethiopia. “With implementation of the SGR and the Lapsset corridor projects, the regional market is likely to hit a high with a projected population increase exceeding that of the US which currently stands at 320 million,” the publication says. The consumers in the

smoothies. Other products will be carbonated soft drinks and non-carbonated still drinks such as iced tea, coffees and bottled water. Research firm Consumer Insight reveals that the firm, which was founded in 1970 as a garments factory, controls more than 60 per cent of the cooking fat and 54 per cent of the cooking oil market in Kenya. Bidco currently manufactures edible oils, cooking fats, soaps, baking powder, animal feeds and detergents. The company’s entry into the soft drinks market will turn the firm into a competitor of seasoned beverage manufacturers such as Coca Cola, East African Breweries Limited and Delmonte. Bidco has secured Sh20 billion from the IFC as it seeks to expand its business dramatically by launching new brands in the fast-moving consumer goods space. It hopes to use the funds to grow its business fourfold by 2021. “The site on which the beverage factory is being built will be an industrial park comprising several manufacturing lines as well as distribution and warehousing facilities” said Mr Shah.

Procurement & Logistics Management | May - June 2016

expanded market would even exceed that of Europe due to higher African population growth rate, it added. The region has fast-tracked regional integration and has seen considerable progress in institutional reforms. With positive growth trajectory predicted over the medium term, the EAC has a good chance of reaching a developmental tipping point. Kenya led the East African region in infrastructure deals struck in 2015, according to a survey by financial consultancy firm Deloitte.The African Constructions Trends Report shows that Kenya accounted for 20 of the regions 61 bigticket projects followed by Ethiopia with 12 projects. “Rapid urbanisation and influx of an expanding middle class continues to drive the need for infrastructural reform, expansion and upgrading,” said Mark Smith, Head of Infrastructure and Capital Projects, Deloitte East Africa. Collectively the East African region accounted for US$57.5 billion worth of infrustructure projects. The Constructions Trends Report however doesn’t give a breakdown of the value of projects per country.

Procurement & Logistics Management | May - June 2016

Express Kenya diversifies into real estate

NSE-listed logistics firm, Express Kenya is diversifying into real estate as part of the efforts its management is making to reduce the impact of the termination of its key income-generating businesses. The firm will spend Sh2 billion to construct the first phase of its housing project in Nairobi’s Industrial Area and is expected to be completed in two years. The project involves construction of 224 residential houses on 3.5 acres in four high rise blocks, with a mix of one, two and threebedroom units. Express Kenya has been looking to diversify its business away from the mainstay logistics business, having seen a reversal in fortunes after losing the key EABL beer transport contract five years ago. The company reported a Kshs.77.4 million loss for the year ended December 31, 2014, down from a profit of Kshs. 229 million the year earlier. “The group has been going through a period of business instability due to the loss of key contracts and as a result

the earnings for the year ended 31 December, 2014 has declined,” Mr. Hector Diniz, Express Kenya CEO, said in a statement. The company had issued a profit warning on April 23, 2015 notifying investors and the general public that its earnings for the year ending December 31, 2015 will be more than 75 per cent lower compared to 2013. The company’s fortunes have been hit hard by the loss of key deals, which begun in 2011 when the East African Breweries Ltd (EABL) transferred

its

lucrative

beer and spirits distribution business across the region to multinational logistics rival, DHL. “The Board is in the process

of

diversification

into the real estate sector as discussed at the Company’s Annual General Meeting,” Mr. Diniz said.

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BRIEFS

BRIEFS

Huawei to build ICT centre in Nigeria

Global solutions provider, Huawei is set to establish a world class ICT centre in Nigeria to create more opportunities for Nigerian youths. The Chinese firm struck a deal with the Office of the Special Assistant to the President on Youth and Student Affairs as it seeks to empower about 1000 youths in information and communications technology. The two organizations have announced the partnership to initiate a social development programme. The initiative will commence soon according to the Special Assistant to the President on Youth and Student Affairs, Nasir Adhama, who is also overseeing the project. The Presidential aide said that his office would select and screen the beneficiary participants from all geopolitical zones of the country for the training. Out of the 1 000 youths that would be trained by Huawei Africa, 200 would be sent to China for more training on ICT. “There are many programmes and activities that would get our youths engaged and involved, especially our brothers and sisters in Niger Delta and North East who will also benefit from the Huawei

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partnership programme,” said Adhama. Adhama added that they strongly seek for the cooperation and supports of all Nigerian youths from the nook and cranny of the federation to move the nation forward. The partnership follows a recent visit by the Special Assistant to China where he met the leaders of the telecommunication company on the proposed ICT programme. The company headquartered on a leafy campus in this southern Chinese tech hub adjacent to Hong Kong beat Apple and Samsung to market with a camera equipped with side-by-side lenses, one in black and white and one in color, that it says produces clearer images. The handset is slimmer than the iPhone 6s or Samsung's Galaxy 7 but its screen is bigger than the Apple's.It made a 36.9 billion yuan ($5.7 billion) profit last year on sales of 395 billion yuan ($60.8 billion). That was equal to just one-quarter of Apple Inc.'s sales, but Huawei spent $9 billion on research and development to Apple's $8.1 billion.

Kenya Airways leases out Boeing 777-300 aircraft to Turkish Airlines Kenya Airways has leased out one of its three Boeing 777-300 aircraft to European carrier, Turkish Airlines as part of cost-cutting measures the national carrier is undertaking. Kenya Airways management says the aircraft has since been deregistered in Kenya and subsequently reregistered with the European carrier. KQ, as the airline is known by its international code, has been under financial strain and has this year sold two Boeing 777-200 planes to US-based carrier Omni Air International. It has also entered into a lease agreement for another pair of Boeing 787 planes with Middle Eastern airline Oman Air. Omni Air International has already taken possession of the two aircrafts while Oman has received just one. KQ posted a Sh25.7 billion loss last year that it has blamed on stiff competition from Middle Eastern carriers, high operating costs and other factors, triggering a costcutting drive that involves disposal of assets. KQ’s chief executive officer, Mbuvi Ngunze said it has been a long journey for the carrier and they are happy to announce their plans are

now coming to fruition. “Subleasing and selling of aircraft will improve our fleet costs by over $7 million a month and is part of our strategy to turn KQ into profitability in the next 18 to 24 months,” said Ngunze. Recently Kenya Airways introduced a six hour flight to Cape Town, South Africa as it sought to grow its African business. Cape Town will be Kenya Airways' second city in South Africa after Johannesburg and will be linked to Livingstone, Zambia - the gateway to Victoria Falls. KQ said the opening of the runway at Jomo Kenyatta International Airport (JKIA) at night last month will see the airline operate more hours, thereby ensuring efficient use of its aircraft and crew. The airline will route through Livingstone, Zambia and turn back at 2:25 pm to arrive in Nairobi at 10 pm with a 50 minute stopover in Livingstone. The National carrier has been sustaining a myriad of loses that it seeks to reverse.

Procurement & Logistics Management | May - June 2016

E-commerce growth to increase demand for warehouses

An Attitude survey by property management company, Knight Frank has revealed that demand for warehouses is set to increase as the number of companies setting up in Kenya continues to grow. More resources will be put into warehousing and logistics and the sector may end up as the preferred investment option, overtaking shopping centres and high-street retail shops. Subsequently, funds allocated for the construction of warehouses in coming years is set to increase as more investors opt to put their money into construction of storage houses. According to the survey, warehousing and logistics sector in Africa registered a growth of 24 per cent over the last 10 years and a projected growth of 41 per cent in the next decade. The entry of global e-commerce companies and the start of local online based companies have driven demand for warehouses. Companies lease space for storage purpose with developers diversifying into industrial property because due to cheap construction costs. They also move away from the increasingly tight commercial and luxury space

segments. Vikken Thirty Industrial Park Limited is an example of companies taking up industrial property with the announcement that it will build 250 godowns. The facility will be built at a cost of Sh300 million and will provide space for industrial and manufacturing activities and for use in storage of fresh and finished goods. The e-commerce companies use warehouses to store their merchandise and run their operations online because orders are placed online and deliveries are done through courier services. Previously, warehouses were only popular with manufacturers and importers. Kenya has continued to witness e-commerce growth and is home to a number of companies like Jumia, Kilimall, Bidorbuy among others. The e-commerce companies have greatly contributed to the growth of warehouses in the country. The growth has been attributed to internet penetration which has made it easy for people to make orders online.

Procurement & Logistics Management | May - June 2016

Logistics firms expand fleet ahead of SGR commissioning

The Standard Gauge Railway whose commissioning is slated for next year June is expected to generate many business opportunities with major logistics firms now rushing to expand their fleet owing to the promising fast and efficient cargo movement. For instance, Siginon Global Logistics firm has acquired more than 100 trucks as they wait for the new line to begin operations. Siginon Global Logistics general manager, Mr Job Kemboi says once the new line is completed, there will be need for more freight trucks to transport cargo from different railway stations to their final destinations, hence the move to expand its fleet. He says the commissioning of the modern railway will create a booming business for logistics firms in Kenya. “There will be increased demand for road transport for our customers who are located inland, away from the Northern Corridor who will still need our services. We are confident that the SGR is a partner and not a threat to road transporters,” said Mr Kemboi. The SGR is expected to provide an advantage of fast and efficient cargo movement cutting on the time taken to

transport goods. Expansion and modernization of the inland container depot in Embakasi and development of access roads have since been approved by the cabinet ahead of an expected upsurge of cargo traffic when the new railway becomes operational. The depot marked for upgrade is located in Industrial Area, Nairobi and occupies 29 hectares. It has a stacking area designed to accommodate a throughput of more than 180,000 Twentyfoot Equivalent Units (TEUs) per annum. Mr Kemboi said that currently, the Kenyan transport industry consists of approximately 15,000 trucks that are at times overwhelmed by the amount of cargo discharged at the port of Mombasa for onward road transportation to serve customers along the Northern corridor and the hinterland. The Sh327 billion railway line is designed to carry 22 million tonnes of cargo a year (approximately 40 per cent of the Mombasa port throughput) by 2035. The freight trains will have a capacity of 216 containers ferried at an average speed of 80 km/h.

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NEWS

MKU signs MoU with China’s top petroleum university

M

ount Kenya University has signed a memorandum of understanding (MoU) with China University of Petroleum in a move that will see the two institutions expand academic ties, facilitate co-operation and promote mutual understanding. According to MKU Chairman Simon Gicharu, the joint partnership is aimed at developing academic cooperation on the basis of equality and reciprocity and

10

to promote relations between both universities. The two universities will also exchange curriculum as well as a student and research personnel exchange programme. “This MoU spells a bright future for our students and faculty. We want to give them the best training and provide Kenya and the entire continent with the best manpower to tap into the abundant natural resources,” Dr Gicharu said. The MoU was signed by Dr Gicharu and Dr Fengchi Luan, Dean of College of International Education at China University of Petroleum. The two institutions will jointly promote and develop academic cooperation, exchange teaching staff and research personnel and exchange of curriculum. China University of Petroleum (East China) ranks among the best universities in petroleum related studies in China. The memorandum of understanding will be in effect for a period of five years and will be discussed one year prior to its expiration and reviewed if necessary, based on the mutual agreement of the universities, if not it will be reviewed

automatically for another five years. “Either party, upon giving a one year written notice to the other part may terminate this understanding provided that such termination will not affect the completion of any activity underway at the time,” states the MOU. Last year, MKU opened a campus in Lodwar in the oil-rich Turkana county, making it the first university to be established in the vast, resource-rich area of northern Kenya.

Procurement & Logistics Management | May - June 2016

Procurement & Logistics Management | May - June 2016

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NEWS

Rwanda launches plans to construct railway line through Tanzania

R

wanda has launched plans to build a shared standard gauge railway through the Central Corridor after it realized that Uganda was not prioritizing the Kampala-Kigali connection that would have seen it transport its goods through Kenya. Rwanda’s Infrastructure Permanent Secretary Christian Rwankunda has attended a series of meetings with senior officials from Tanzania and Burundi to deliberate on the details of the Central Corridor project. These meetings followed another one in Arusha in March, of the joint technical monitoring committee, which was attended by infrastructure ministers from the three countries. The ministers showed their commitment to fast-track the project. According to a statement issued by the joint secretariat of the three countries, they commended the prevailing commitment among the three partner states to realize the implementation of

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the railway project and its importance to foster physical integration of transport modes, economic growth and improved social services in the sub region. The three countries are said to be looking at mid next year as the starting time for the construction of the railway, with the tenders expected to be floated in two months’ time. Rwanda’s acting special projects implementation unit coordinator at the Ministry of Infrastructure, Jules Ndenga said the three countries are looking for a consultant to advice on the drafting of the tender documents for the railway deal. “We had a joint technical monitoring committee meeting in Arusha, aimed at extending the contract for the transaction advisory services that had expired at the end of last year till the end of April. The three countries will subsequently get a consultant to advice on the documentation for this public private venture,” Mr Ndenga said.

Uganda is keen to fund the construction of the Tororo-Gulu-Pakwach line ahead of the SGR connection with Kenya at Malaba owing to the big economic interests the country has in South Sudan. This would delay the Kigali-Kampala line. Nairobi and Kampala said to be in a quiet rivalry to connect their SGR segments to South Sudan as UgandaRwanda leg is deemed uneconomical. In 2014, Rift Valley Railways, the concessionaire for the Uganda-Kenya railway, completed the rehabilitation of the Tororo-Pakwach line, which has not been in use for the past 18 years. In 2013, Rwanda, Uganda, Kenya and South Sudan initiated the Northern Corridor Integration Projects with a view to speed up regional integration. Key projects under this initiative, which came to be referred to as the “Coalition of the willing” included the SGR from Mombasa to Kampala, Kigali and Juba; and a common crude oil pipeline to serve the new oil discoveries in Kenya and Uganda,

Procurement & Logistics Management | May - June 2016

and the existing oil fields in South Sudan. In addition to the infrastructure projects, the countries formed clusters to handle ICT, the oil refinery, political federation, Financing, power generation, commodity exchanges, human resource capacity building and land. Other clusters would handle immigration, trade, tourism, labour and services, the Single Customs Territory, Mutual Defence Cooperation, Mutual Peace and Security Co-operation and airspace management. Tanzania teamed up with Burundi on infrastructure to form the Central Corridor that also planned a railway project. Uganda’s current decision to use the port of Tanga Tanga and Rwanda’s plan for the Central Corridor is, therefore, not part of the Northern Corridor. Rwanda now feels its interests are best served through the Tanzanian SGR due to its short distance. It is, however, not clear if Rwanda would still have an interest in the Kigali-Kampala railway as an alternative. Uganda’s Minister of Works and Transport John Byabagambi said the country was keen on working on the Kampala-Malaba link at the moment, then the connection to Juba through Pakwach because of the economic viability. Byabagambi said they are experiencing difficulties in financing the railway project at the moment, thus the slow movement of the three connections (including Kampala-Kigali). Meanwhile, a World Bank report has criticized the standard gauge railway projects being pursued by the region noting that the investment could only to be justified if the new infrastructure could attract additional freight of 20-55 million tonnes per year. The report indicates that the volumes of the forecasts undertaken for the EAC railway master plan and Central line in Tanzania are unattainable over the medium to longer term. “Based on these assumptions there is no economic or financial case for standard gauge in the EAC at this time. A refurbished metre gauge network would appear to be the most appropriate option in economic and financial terms, and could easily accommodate forecast traffic up to 2030, with lower investment requirements,” the report says. Procurement & Logistics Management | May - June 2016

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NEWS

Tanzania seeking funds to revive national carrier

T

anzania is seeking investors in a move to revive its cash-strapped national carrier, Air Tanzania Company Limited (ATCL) whose sole leased airplane only flies 78 passengers. The troubled carrier lost all its regional and international routes after grounding its aircraft which included Nairobi, Johannesburg, Jeddah, Milan, Frankfurt, London and Mumbai. Tanzania’s Transport Minister Prof Makame Mbarawa reiterated President John Magufuli’s promise to revamp the national carrier saying the government will buy two planes this year and two more by 2018. The Tanzania Investment Bank (TIB) will provide $20 million loan to the government as part of the money to purchase two airplanes for domestic flights as it continues to seek investors. Last week, Russian aircraft maker Irkut

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Corporation signed a memorandum of understanding with ATCL for a possible supply of short and medium-range aircrafts. Prof Mbarawa said the government had also invited aviation companies from France, Brazil and Canada to chart out modalities that would allow the smooth purchase of new aircrafts. In March, Tanzania and Kuwait signed their first air transport agreement that is expected to bolster economic ties and enable civil aviation experts from the two countries to cooperate on technical expertise. “Our people will be able to learn from Kuwait and vice-versa. When direct flights become operational we will hopefully receive more tourists and investors from the Arabian Gulf state,” the minister said.

The troubled carrier lost all its regional and international routes after grounding its aircraft which included Nairobi, Johannesburg, Jeddah, Milan, Frankfurt, London and Mumbai.

During the signing of the agreement, director-general of Kuwait’s Directorate of Civil Aviation, Yousef Al Fouzam said he would persuade Kuwait Airways and Jazeera Airways to launch direct flights to Dar. A restructured ATCL is likely to benefit through code sharing and connections to domestic flights, once direct flights are operational. Currently, ATCL operates a single Bombadier CRJ-100 Jet aircraft that accommodates 50 passengers for its domestic routes.

Procurement & Logistics Management | May - June 2016


NEWS

PROSPA Kenya bags Best People Development Initiative award in South Africa

P

rocurement Students and Professionals Association of Kenya (PROSPA-K) bagged Best People Development Initiative award in the just concluded Pan Africa Conference & Supply Management Awards gala that took place in Johannesburg, South Africa. PROSPA-K, a national association that brings together all procurement, logistics and supply chain students and professionals in Kenya made impressive presentations with their WhatsApp initiative that seeks to create a forum where members can discuss issues related to their profession and help each other in professional growth, job search and internships. The association created their own professional learning and development

platform to share expertise using the WhatsApp instant messaging tool. A WhatsApp group that was started by just ten Kenyan students at the end of 2014 to share professional knowledge and development about procurement has led to the creation of a project that now encompasses 600 people. The original group grew quickly and expanded so much that now it has spilled over into three national groups and eight regional groups covering various sub topics to get past WhatsApp’s own limits of 100 people in a group (recently expanded to 256). Supply chain knowledge was shared as members researched and presented findings to other members in open, scheduled WhatsApp discussions

while information about job vacancies, internships were also shared. Experienced supply chain managers could link up with students to mentor them and transfer Knowledge. Judges at the awards gala hailed the Kenyan “Whatsapp” initiative saying the use of technology to acquire and share knowledge in procurement and supply chain management is exciting. The CIPS sponsored event is an annual convention that aims to recognize and celebrate the very best of procurement and supply management in the Pan Africa region while providing inspiring keynote sessions, lively panel debates, master classes, networking and experiencesharing on the current procurement challenges.

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Procurement & Logistics Management | May - June 2016

Procurement & Logistics Management | May - June 2016

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TIPS and services needed by the company to function efficiently. If you do not have a policy in place, this is one of the first things you should do. Whether you are going to set up a procurement department in a newly established company or restructure an existing one, you should think about the type of procurement organization you want to create: Centralized procurement department that will be responsible for procuring all goods and services for the company. Center-led procurement department that coordinates all strategic decisions while transactional activities are decentralized. For example, all purchases above $10,000 have to go through the procurement department and purchases below that can be decided by each business, functional, or regional unit. Creating a customized, highperforming procurement department is highly dependent on the unique business goals of the company. Stock taking being done in the central stores of procurement department in preparation for closure of final accounts for year 2014/2015 at the Kibabii University.

How to set up a best-in-class procurement department If you’re looking to set up a procurement department for a newly established business, take a look at the steps below. The same steps can also be used to restructure existing procurement processes to add value to your business practices. By Hillary Ohlmann efore you can start developing goals and strategies and before you even start putting together a team for the procurement department, it's important to do some research. First of all, you need to define the expectations and needs of your company’s stakeholders. Once you have gathered the needs and interests of your company’s stakeholders, it is time to start defining your objectives.

B 18

What should be the first tasks for setting up the new procurement department? The first task is to lay a strong foundation for your procurement department. This involves developing a standardized procurement policy, putting together a team with the necessary skills, and selecting the proper tools to carry out your procurement procedures. This provides you a base for successfully

The first task is to lay a strong foundation for your procurement department. This involves developing a standardized procurement policy, putting together a team with the necessary skills, and selecting the proper tools to carry out your procurement procedures. implementing your procurement processes from the get-go. After that, you can concentrate on executing the procurement department's strategic plan. The following suggestions and tips will help you get started. Setting up a procurement policy A procurement policy is made up of the rules and regulations set in place to govern the process of acquiring the goods

Procurement & Logistics Management | May - June 2016

Team building and training Once you have outlined the goals of the new procurement department, you know how many people you need and what skills are required. It is time to start putting together a team and then, if needed, train them. Putting the team together: The first place to look for quality team members is inside your company. Perhaps there are people who have already been performing procurement tasks and can now be involved in the new procurement department team.
 When structuring the procurement processes, there may be people in your company who could be invited to work in the new department. People who already have experience in working in your company are more easily trained and engaged. For help finding new high-quality team members, you should also consider involving a recruitment and staffing services company. One could be easily found online or you can also ask your managers if they have used such services in the past. N.B. - It’s important to have at least one person with previous experience

in the field of procurement in a young procurement department.

buyers since they can avoid creating and managing individual Excel lists.

Training the team: If your team has to deliver specific procurement operations or tasks that exceed their skills or if there is lack of knowledge, training your team is a necessary investment. This investment will provide you with a high-performing procurement department, providing extra value to the entire company and satisfying the stakeholders’ expectations and needs. Look into professional procurement institutes like CPSM (Certified Professional in Supply Management) certification from ISM and APICS.

Choosing the proper tools For a streamlined procurement department workflow and to provide team leaders with a good overview of all department processes, it is essential to use the proper procurement management tool.

Segment your suppliers and create a central supplier database One of the most frequently ignored tasks is segmenting suppliers and creating a central suppliers database. A central supplier database is essential to have a clear overview of your suppliers and to establish exactly which of them are your closest partners - i.e. strategic suppliers. Strategic suppliers play an important role in your company’s success. They are long-term, cooperative business partners who help you execute your business strategies. The nature of your business determines who your strategic partners are - e.g. a strategic supplier may be the one who supplies you with raw materials or components for manufacturin Identifying your strategic suppliers is essential for • Defining their needs and expectations. • Lowering supply chain risks. • Establishing partnerships and best ways to communicate. • Developing customized procurement policies. Applying the standard procurement policy with strategic suppliers may result in an undesirable outcome, like losing them as a partner or interruptions to your manufacturing processes.

• • • • •

The right tool can help your company Create a centralized supplier database accessible by all procurement employees. Provide a clear overview of all RFPs in the company. Save 25-40% of your team’s time running RFPs (compared to e-mail). Establish a central dashboard, so the team leader can follow all procurement processes in one place.

Consider using a modern cloud-based procurement management software. It’s easy to use, requires no training and no external implementation assistance and is a powerful asset for the entire procurement team. Once these tasks have been carried out and the processes are in place for your young procurement department, it is time to set objectives to help you establish your business strategies and meet stakeholder needs and expectations. http://blog.deltabid.com/blog/set-upprocurement-department/

Furthermore, a central supplier database helps save time for all of your company’s

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TIPS

TIPS Therefore, you must have buy-in from all stakeholders, from upper management on down. If your buyers don’t see your changes as coming from a place of authority, you will struggle with achieving a high level of compliance. Make sure you communicate the value of changing these processes in way that reflects the interests of your stakeholders. Focus first on getting the mandate from upper management by explaining the benefits to the company as a whole (cost savings, transparency, etc.). Then, once the management is on board, communicate the benefits to your buyers (time savings, efficiency, etc.). Once you have stakeholder buy-in, there are 5 steps you can follow to bring more spend under management. While it’s helpful to start with the first step and move on from there, you may find that your process requires you to spend more time on one of these steps than another. Also, keep in mind that bringing spend under management is not a onetime deal; you’ll have to continually reevaluate your spend to make sure that what is managed stays managed.

How to bring more spend under management By Hillary Ohlmann

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ncreasing spend under management is a common procurement mandate designed to help the top level management make sure every dollar is spent according to a well-defined process. The idea is to control the entire procurement cycle, so no savings fall through cracks in the buying cycle. However, you cannot increase what you have not defined. There are differing opinions regarding how exactly to define “managed” spend, but once you and your organization agree on a definition, you can take steps to bring more spend under management. Defining spend under management This is the most commonly used formula to determine spend under management (SUM): This formula needs to be looked at more in depth, though, before it can

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become a valuable KPI. The whole concept hinges on management, the key term in this equation and one which also happens to be highly subjective. The problem is that “management” means different things to different organizations. Here we’ve outlined the basic criteria to consider when creating a SUM definition for your organization: 1. “Management” indicates a clearly defined procurement process, approved by management, and stated in procurement policy. 2. All stakeholders are aware of the process and use it on daily basis when running procurement activities. 3. The process is reviewed at regular intervals to ensure compliance and find areas for improvement. 4. The entire buying process is visible. This includes (but is not limited to) planning, requisitioning, RFPs,

negotiation, approval, contracting, PO, invoicing, delivery, and data management. Before you can even begin to use spend under management as a Procurement KPI, you need to work with your team to establish a definition that can be adopted on an organization-wide level. Regardless of your preferred definition, it should be clear that managed spend is dealt with according to an established process. Then, when you begin reporting the percentage of spend under management, you can preface it with a clear definition. Once you’ve decided on a definition, move on to what really matters: how to bring more spend under management. How to bring more spend under management Understand that you’re going to be changing the way people work.

Procurement & Logistics Management | May - June 2016

1. Make spend more visible. You can’t bring more spend under management if you can’t see clearly how much your organization spends, how it spends it, and in what categories it’s being spent. Spend visibility is key. Hopefully this is being done by Accounting or being tracked within your ERP. Make sure Procurement also has access to this information, if you don’t already. With this data, you can make a spend profile to see how much is currently being managed within different categories on item level. Once your spend is visible, then you can analyze it. This is where spend analysis comes in. A good spend analysis tool, one that is integrated with the ERP, can give you a detailed overview of how much spend is not going through the ERP purchase process by tracking the invoices being sent directly to accounts payable. 2. Put your processes in place. Bringing more spend under management is a change management exercise. You need to clearly define your goals and then establish a new process to help you meet them. Use the spend data to help you define your goals. Communicate your goals clearly to your stakeholders and explain why these changes are necessary

for the organization as a whole. As mentioned before, these changes will go more smoothly if you have upper management buy-in and the authority to put them in place. When you are working on developing your purchase processes, take time to research and implement an e-procurement solution. (This is addressed more in Step #3.) Then, with your new e-procurement tool and improved processes in place, you can use the spend analysis tool to follow your progress and see how the new purchase process plays out in real life. 3. Run spend through e-sourcing technology. While it is possible to manage spend without e-sourcing, it’s impossible to bring more spend under management without implementing an e-sourcing solution. The research is there; e-sourcing is too crucial to be ignored. Furthermore, cloud-based solutions have lowered the barrier to implementation, so now even SMBs can capture these benefits without the high costs and extensive training required for the cumbersome incumbent solutions. If you’re not sure how to choose an e-sourcing solution, this article can help guide you through the process. E-sourcing is simply a tool, though. While it’s essential to have it in place, you will have to make sure it’s being used properly and in a way that helps you meet your SUM goals. If you’ve already implemented a solution but haven’t yet reached your goals, make sure you carefully consider Step #5. 4. Enable as many suppliers for requisitions as possible. If you have an e-sourcing tool in place, you may have focused on uploading only the top suppliers in the categories with the most impact. While this ensures that the most critical spend is managed, it means your tail spend is going unmanaged. Try giving buyers access to all suppliers in your e-sourcing system. By making it easier for buyers to find the suppliers they’re used to working with, they will be more likely to run their requests through your tool. Once you have the requests in the system, Procurement can then decide whether to run an RFP, find a new supplier, negotiate contract terms, or otherwise manage the spend in a way that adds value for the organization.

Procurement & Logistics Management | May - June 2016

Besides entering more suppliers into your e-sourcing solution, it’s also important to make sure that you have adequately onboarded your preferred suppliers. After implementation, take the time to notify your suppliers of your change in procedure. Offer assistance and respond to any questions or concerns they might have. Remember, sourcing is a two-way street, and if your suppliers don’t understand your new system, they might be try to work with buyers outside the prescribed management system. 5. Improve buyer experience Buyers inside and outside of the procurement department are one of the biggest obstacles to getting more spend under management. However, it’s not because they enjoy maverick status; it’s because it might take them more time and energy to run requests and requisitions through the incumbent solution than it does for them to handle requests via email or over the phone. In this situation, think of buyers as your customers - what can you do to provide better customer service? Additional training may not be enough; you many have to find an e-sourcing tool that’s easier to use. The tool you choose should be easy to use and efficient for buyers both inside and outside the procurement department. If it’s easier to run spend through the system than outside it, you’ll cut down on maverick spend and gain more control over runaway tail spend. Managing your spend is a continual process. You will have to return to these concepts again and again to ensure the spend you’ve brought under management stays under management. Hillary is DeltaBid's resident writer, copy editor, researcher, and allaround procurement enthusiast. She holds a degree in Journalism and Spanish from UW-Madison. http://blog.deltabid.com/blog/how-tobring-more-spend-under-management/

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TIPS

TIPS Even if you’re negotiating with a supplier you’ve used before, you should still check their financial background since it can change quite rapidly. You also need to know how important you are as a buyer to your suppliers. You should know how much of the supplier’s revenue is associated with your organization. If more than 20% of their revenue comes from your organization, they would probably be willing to provide you with a more detailed overview of the product cost structure. Accounting for a large part of the supplier’s revenue will also give you the advantage during the negotiation. Even so, remember your win-win mentality; look for ways they can provide you with additional value without completing eliminating their profit margin.

Procurement Negotiation Checklist: Preparation as a Winning Strategy By Hillary Ohlmann enjamin Franklin was a smart man. His thoughts on preparation still hold true today, just as they did over 300 years ago. Preparation might seem like drudgery, but when it comes to negotiations with key suppliers, it will make the difference between a successful and unsuccessful negotiation. In fact, some experts say that about three-quarters of the total time you spend on a particular negotiation should be spent on preparation. Before you even begin preparing your procurement negotiation strategy and gathering information, prepare your mindset. Go into the negotiation with a “winwin” approach; the goal of your negotiation should be to arrive at a solution that meets both your organization’s needs and those of your supplier. While hardline tactics may be required for some suppliers with

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whom other strategies have failed or a single-supplier market may necessitate relinquishing some control, overall you should focus on developing a relationship with your supplier, not forcing them up against a wall. Use the following pre-negotiation checklist to help guide you in your preparation for meeting with suppliers. Obtain buy-in from top management and internal customers. Before any actual negotiations begin, you need to get your stakeholders on board, especially top level management. Make sure your goals and objectives align with theirs and they understand the rationale behind the negotiation. Keep them informed throughout the process, albeit on a need-to-know basis (i.e. not all stakeholders will need to know about all details of the negotiation).

Review the supplier’s past performance If you have done business with the supplier in the past, look carefully at their performance. Ideally, this information has already been entered into some type of SRM system. In addition to what has been formally recorded, speak with colleagues who have worked with them directly, and ask for honest feedback. Anticipate the supplier’s agenda. This step goes hand in hand with researching

the supplier's company. Once you have gathered all the information you can about the supplier, put yourself in their shoes. If you were the supplier, what would you look to achieve during the negotiation? By anticipating their agenda, you can prepare responses to potential requests and look for areas of collaboration. Set your goals and least acceptable alternatives Again, this is best approached with a winwin mindset. Of course, you have to look out for the needs of your organization, but you will have a better chance of achieving your goals if you show a willingness to help the supplier achieve their goals as well. Keep in mind that unit cost is not always the most important factor to negotiate. If you cannot get the price down, try to obtain more value for the same price (delivery terms, smaller order batches, longer payment terms, shorter delivery time, etc.). Decide on a negotiation strategy (but be prepared to change as necessary) In cases where you’re negotiating with a preferred supplier, speak with colleagues who were on the negotiating team before. They can give you an idea of what to expect. This is also where all your research

will come in handy. It’s a good idea to go into the negotiation with a strategy, but at the same time you have to be prepared to change tactics. For example, avoid starting out with hardline tactics, but you may have to resort to them if all else fails. If you need some help coming up with an approach, take a look at this list of 25 procurement negotiation tactics. Create an agenda for the negotiation and run through it with your team Practice makes perfect. A negotiation room can be a stressful place, and the better prepared you are, the lower the chance is you’ll be caught off-guard by the opposing side. Know your agenda and make sure it’s clear to everyone on the team. You can even run through possible scenarios ahead of time, including any basic non-verbal signals you may want to use. The writer is DeltaBid's resident writer, copy editor, researcher, and all-around procurement enthusiast. She holds a degree in Journalism and Spanish from UW-Madison. http://blog.deltabid.com/blog/procurementnegotiation/

Identify your suppliers If necessary, run an RFX first to find new suppliers or get more detailed information from your preferred suppliers. While you will likely have a top choice, keep more than one supplier on the table as a negotiation tactic as well as having additional suppliers as backup in case you’re not able to agree on terms. You may even want to consider entering into negotiations with more than one supplier simultaneously. Research the supplier’s company. The importance of this step cannot be stressed enough. The more you know about your potential supplier, the better you will be able to understand their motivation. Study their website and the LinkedIn profiles of top management and anyone on their negotiation team. Read through annual reports, and speak to current and former customers, if possible.

Procurement & Logistics Management | May - June 2016

Procurement & Logistics Management | May - June 2016

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COVERSTORY

Is your cargo

policyholder with broad protection against unforeseen disruptions to its supply or distribution chain. But, insurance policy language can vary in important ways, and policyholders must be careful to scrutinize the particular language in their policies to understand the full extent of their coverage.

which the policyholder itself would be covered. An insurer may argue that exclusions limiting a policyholder’s coverage for a loss because of windstorm or flood may preclude recovering lost income due to the closures of ports and other facilities by such causes. Policyholders that have suffered a business interruption loss should consult with experienced professionals to explore the issue of causation and the proper application of potentially applicable exclusions. A policyholder must make an extra effort when preparing a claim predicated upon damage to third parties because often critical facts are outside of the policyholder’s possession or control. For instance, an automobile dealer with a policy that excludes “flood” losses but includes coverage for “windstorm” likely will seek compensation for vehicle damage caused by wind. But that dealer may have additional losses caused by the subsequent inability to receive inventory because of port closures or damage to inventory at port locations. Likewise, a manufacturer may have losses arising out of the inability to distribute products via such facilities. Relying on“flood” exclusion, an insurer may deny coverage for all of these losses. It behooves a policyholder to be active early in the claim process so it can gather any available facts that would help establish that its loss was the result of a covered cause of loss. Insurance companies also may deny CBI claims by arguing that the policyholder must suffer a total and complete cessation of business. Many courts reject this overly strict interpretation of policies providing coverage in the event of a “necessary interruption” or “suspension” of business. The rejection of this insurer argument is particularly important for a CBI claim, as a disruption in supply or distribution may only impact one aspect of a policyholder’s business. One federal court noted that use of the term “necessary interruption” in a CBI provision did not require a complete shutdown of the policyholder’s entire business.4 By contrast, at least one New York court has held that a total and complete shutdown of business operations is necessary under conventional business interruption coverage.5 It remains unclear whether this ruling will translate to CBI coverage, and policyholders should consult with counsel soon after a loss to carefully determine the impact of an interruption on the policyholder’s business and the requirements of the policy.

CBI Insurance While CBI insurance protects against losses resulting from the damage sustained by the policyholder’s suppliers, distributors or receivers, some limitations may impact a policyholder’s ability to recover. For instance, many CBI provisions require that the damage be suffered by a “direct supplier of goods.” A policyholder should consider its supply chain and what sources may be considered a “direct supplier.” Further, the question of what constitutes a “supplier” is not always clear. Recently, in Park Electromchem,3 the court found the term “direct suppliers” to be ambiguous and ordered a trial on the issue of whether a foreign facility owned by the insured could be considered a “direct supplier” of goods for purposes of CBI coverage. CBI insurance also typically only applies when a third party suffers loss because of a peril against

Extra Expense Insurance “Extra Expense” insurance covers “reasonable and necessary extra costs” a company incurs in excess of the normal operating costs in order to keep its business running after damage to the company’s property. Often, policies with CBI provisions provide for extra expense insurance covering those additional incremental costs incurred because of damage to the facilities of a supplier, receiver, and/or distributor. Such costs include the increased costs to receive goods for sale, the increased cost to transport and distribute goods, and increased labor costs to re-establish logistics systems. It is critical that a company keep detailed records regarding such efforts at reorganization, even though its employees likely are working diligently to identify alternatives to the disrupted supply or distribution system.

Insured? M

anufacturers and retailers rely heavily on facilities around the globe to supply products, and any disruption in supply or distribution chains may cause significant interruption and loss to a business. The use of justin-time supply systems significantly increases the potential loss caused by any interruption in a company’s logistics. Such systems benefit the company when operating at full capacity. But, anything less than full capacity operations may result in significant losses in the event the insured cannot acquire the materials needed to meet its production capacity, or cannot obtain the inventory needed to maintain its sales. Further, a significant downturn in supply often results in increased costs for acquisition of the materials needed to continue operating. It can also result in partial or complete shutdown of facilities lacking the resources to operate. Companies suffering interruption losses resulting from damage to third- party facilities often do not realize that they may be protected by their insurance program. Contingent Business Interruption (CBI) insurance protects a company from business interruption losses when a logistics system fails due to a covered cause of loss. A company may be protected from such losses even if the company itself has not suffered any damage to its own property. Counsel familiar with the nuances of this type of insurance coverage can provide valuable advice to a company seeking to maximize its recovery for loss from a disruption in its supply or distribution chain. Companies suffering such disruptions should consider whether CBI insurance covers its losses due to such supply and distribution chain problems. Making a CBI claim requires a thorough understanding of the policy and related issues, such as applicable deductibles, the scope of the business interruption, the calculation of loss, and potential applicability of exclusions. This article provides an overview of what you need to know in order to maximize recovery from a property insurance program after business is interrupted due to a supply and distribution chain disruption. Types of Interruption Coverage Most companies purchase first-party property insurance policies that protect against loss from fire or other destruction of company property. These policies often include business interruption coverage, which insures against loss when the insured’s “business is partially or totally interrupted as a result of a covered property damage.”2 Such coverage generally requires that the loss caused by the interruption be the result of damage to the policyholder’s own property that is covered under the policy. Therefore, any business located in the Northeast may have suffered damage during recent storms

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should review its business interruption coverage. If damage to the business prevents the business from operating, the resulting loss may well be covered. CBI insurance clauses extend this business interruption coverage under certain circumstances. One such circumstance is when a peril of the type covered by a policy causes damage to a supplier of the policyholder. CBI insurance also often provides coverage when a covered peril damages a receiver or distributor of a policyholder’s goods. Alternatively, policies may provide coverage for interruption loss caused by damage at the premises of a “dependent property,” which can include operations relied upon to deliver or distribute goods or services, manufacture products or components, or even attract customers to the policyholder’s business. In addition to CBI coverage, many property insurance policies provide coverage for extra expenses that a policyholder incurs as the result of a covered event. Policies often extend extra expense coverage to include situations where extra expense is incurred because of damage to the property of a policyholder’s suppliers, receivers, and distributors. Together, these so-called “time element” coverages can provide a Procurement Procurement&&Logistics LogisticsManagement Management2016 2016

Procurement & Logistics Management2016

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FEATURE are designed as city hubs where people can live, work, shop and play in the same location. A new mixed use commercial development that is nearing completion in Westlands neighbourhood of Kenyan capital Nairobi is a good example.

Le’ Mac: New residential tower seeks to give clients a whole new experience Le’ Mac is a major Mixed-use developments complex in Kenyan capital Nairobi touted as the tallest residential tower in the country By Anthony Kiganda

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ixed-use developments are not new phenomenon in Kenya but a new trend is gaining traction in commercial real estate in Nairobi. In its 2015 report, real estate firm Knight Frank pointed out that firms are increasingly moving offices to edge-of-central business district (CBD) locations. The report named Global Cities Report shows that this tendency is creating new office hubs,

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with homes and shops following suit. Normally, one high-rise building would have a mix of retail space on the lower floors, office space on the upper floors, and occasionally, some penthouses on the top-most floors. However, what we are witnessing nowadays are properly integrated developments, which are delivering commercial, residential and retail space in far bigger magnitudes. Perfect examples include: Two Rivers Mall,

This idea has been introduced in Nairobi, a market that is learning to embrace the opportunities that come with having offices in a large-format retail environment.

Le’ mac Dabbed Le’ Mac, the Dubai styled piece de resistance project has been flaunted as the tallest residential tower in the country. Mavji Varsani the director of Mark Properties, the firm behind the project said that after hatching the plan to build Le’ mac, he flew his team to Dubai for inspiration. “We wanted to build something exceptional. The United Arab Emirates offers hundreds of brilliant architectural designs, which I wanted my team to tap,” says Varsani who is currently based in the United Kingdom. Asked on why he decided to build a mixed use development in Kenya, Varsani says,“We discovered a niche market in Kenya that was in need of luxury apartments, safe environment and a need to introduce into the Kenyan market top notch modern architectural designs.” The Le’ Mac is an ultra modern commercial and residential address, offering the finest features and workplace facilities in the commercial hub of East

Africa, Nairobi. Located in the calm environs of Westlands, it offers tranquility and accessibility to do business at your own pleasure without normal business and communication challenges. Modern lifestyle challenges have been considered in designing this unique concept. The 24 storey building whose construction kicked off in 2014 is slated for completion in 2017. The skyscraper is located off Waiyaki way next to the new Toyota showroom. The mixed use development targets high end buyers, middle and upper class Kenyans. The building has 4 floors of parking space on its basement. On the Le’Mac’s ground floor, there is a banking hall and cafe while floor 1-6 is ultra modern open-plan office space ideal for banks, restaurants, showrooms, other offices. It offers office and retail space on the lower floors and residential apartments in the upper floors. Le’ Mac’s one and two bedroom high end duplexes, of up to 400 square metres, will sit in a tower that is topped by a 5-star 360 degree rooftop restaurant and one of the regions highest and close to the largest residential swimming pools. “The building is a new look for Nairobi, but echoes a future vision of the city. We hope that this trend will be

emulated by young upcoming architects in the country, says Varsani adding that despite the high cost of constructing the building, prices for the apartments are affordable. Each apartment will have floor-toceiling windows, offering the kind of dramatic fully glass giving a stunning view of the city, as well as a sense of space and light. Kitchens will come pre-installed with cookers, microwave oven, washing machine and tumble dryer, with tastefully decorated and furnished interiors and the latest trends in design and layouts, allowing optimum utilisation of space. Varsani predicts that with space shrinking in Nairobi, mixed developments will be the trend. The imposing structure has 8 high speed lifts imported from top notch manufacturers in Korea and also has ramps for easy accessibility for physically challenged people. It is one of the few buildings in Nairobi to have a separate fireman’s lift. There will be a fibre-optic internet connectivity and full telephone exchange service on all floors. “There is provision of a 24hr CCTV surveillance, biometric recognition entry system and guards to ensure maximum security in and out of the building,” reveals Varsani.

The Hub mall in Karen, Garden City among others. It is a concept that is commonplace in big cities like Dubai where a commercial complex has a mix of retail space, residential apartments, restaurants, offices and recreational space. This idea has been introduced in Nairobi, a market that is learning to embrace the opportunities that come with having offices in a large-format retail environment. These mixed-use formats

Procurement & Logistics Management | May - June 2016

Procurement & Logistics Management | May - June 2016

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FEATURE

The design This is echoed by Sylvia Kasanga lead architect at Sycum Solutions a firm behind the design of the building. She says that when it comes to provision of security and utilities nothing has been left to chances. “The Le’Mac has 3 fire safety exits, fire fighting and protection system including sprinkler system,” she says. Additionally, the complex has standby backup generator and a front entrance water feature. Constructed on a small piece of land, Le’Mac offers the most efficient way of maximising land use in the densely populated Nairobi City. This trend is becoming common globally; since the developers are able to distribute land costs over a number of units thus bring down the cost per unit. Care has been taken with the upper floors to ensure they are sound and water proof. This has been achieved by using double glazed windows. Mark Properties are the developers of the project that has 192 apartments. Strategically located with easy accessibility, the building has a bore hole on site to ensure constant availability of water. With Large openplan office accommodation, ample, secure and automated parking at basement, the building offers unique opportunity for business people and residents. The complex also has full telephone exchange service to all floors. “The mixed use development is aimed at giving clients the best experience ever. It is a modern concept that has been inspired from buildings of similar caliber in Dubai,” Sylvia asserts. To counter the problem of power outages, the developer has installed a

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state of the art solar system in addition to standby generators. Power stabilizers have also been put in place. The development also incorporates green features in it. For instance, fter the basement, there is a green podium offering a serene environment for tenants and visitors. The project is being marketed by Hass Consult. While sales is ongoing, majority of the apartments have been sold. This is not the only project that Sycum Solutions is involved in. The architectural firm is involved in the design of low cost houses for low end buyers. They have been working in areas such as Thika, Syokimau and Athi River. In Makueni County, Sycum solutions have been involved in the construction of a university using low cost building blocks. The Lukenya University has been built using hydraform blocks. “The blocks have excellent thermo properties. In hot weather, the building is cool inside and vice versa,” says Sylvia who adds that she is proud to be associated with the Lukenya University. Coined in 2004, Sycum Solutions has emerged as a force to reckon with in architectural field in Kenya. The firm has been involved with big projects and smaller projects in equal measure. “We have already established a reputation for the large bespoke project like Le’ Mac so we will be securing more of these. But at the same time we will continue with smaller jobs as these are vital for continued growth of the business on a day to day basis. We intend to become leaders in what we do.”

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FEATURE

Davis & W Shirtliff

By Anthony Kiganda

Celebrating 70 years of successful trading 30

ith a long history of successful projects behind it, Davis and Shirtliff has positioned itself as leading Water and Energy equipment supplier by paying close attention to both the diversity of its offering and commitment to clients and partners. With roots dating back more than half a century, Water and Energy equipment supplier Davis and Shirtliff has developed into leading Water and Energy equipment supplier. Since its inception in 1946, the company has established itself and built a reputation as an industry player. As the group celebrates its 70th anniversary, it boasts of a long journey that has been full of success. Today, Davis and Shirtliff is a modern and innovative company that has been crafted by its long history with a firm focus on the future. The product range

has over the years expanded with a focus on six market segments – Water Pumps, Boreholes, Swimming Pools, Solar equipment, Water Treatment and Power Generation. Though much equipment is imported, the Company is a significant manufacturer making fibreglass products, its distinctive yellow pool filters being especially popular, as well as fabricated steel items and it also assembles a wide range of water related equipment With a diverse customer base and a large product offering, Davis and Shirtliff has emerged as a true leader in its field. Over the years, the firm has continued to a wide range of customers. Its core strength lies in its experience and competence coupled with its top notch workforce. “1993 was a significant year for Davis and Shirtliff. The economic liberalisation in Kenya that year was a major catalyst for the company’s rapid growth. It was

Procurement & Logistics Management | May - June 2016

also the year that Pedrollo products were introduced,” says Alec Davis the group chief executive of Davis and Shirtliff. “These two developments enabled a distribution strategy to be introduced as supply constraints were removed and also establishment of the branch network, which is now so important for the Group.” Between 1995 and 2000 subsidiaries in Uganda, Tanzania and Rwanda were established. Also the pump business grew hugely with Pedrollo and new solar and power generation activities established. Recently, the firm opened its offices in the Coast to boost its service provision. Key to the powerful story behind Davis and Shirtliff is innovation and technology. A recent investment has been the establishment of a control panel manufacturing unit with a capacity of over 1000 panels a year. The firm’s heavy investment in Information technology and continuous effort to churn out bespoke products and services has ensured that it attracts clients from far and wide. “We currently focus on leadership through technology. As a result, many new interesting products have been introduced including locally manufactured Reverse Osmosis and Ultra Filtration plants, variable speed pump sets, remote monitoring controllers and Solar power generating systems,” reveals Davis. Service is another important priority for the Davis and Shirtliff Group and its large vehicle fleet is a common sight on Kenya’s roads. The Company is also proud of its IT resources with a centralised ERP system that is used regionally, all system development being done in-house. Other functions include a highly resourced Supply division to handle the Group’s up to KShs1Bn stockholding, which also carries out clearing, and a well-resourced training department that trains both staff and customers. A recent innovation has been live streaming so training sessions are relayed throughout the Group. But since the start of the Millenium, the growth of the firm has enormously accelerated, revenue increasing 20 times to KShs7b over the period. Major initiatives have included a complete re-development of the Industrial Area site and the expansion into adjacent plots, the opening of

subsidiaries and associate companies in

After being at the helm of the firm

Right to left: Martin Gwada (Power Product Manager, Davis and Shirtliff’s ), Albert Waweru, (Chairman of Ruaraka Housing Estate Limited) Margaret Kuchio (General Manager Sales, Davis and Shirtliff), Julius Riungu (Engineer, MAK Consulting Ltd) and Simon Shikuku (Lead Project Engineer, Davis and Shirtliff) during the commissioning of the two 250kVA Dayliff Yanan synchronised standby generators for Safari Business Arcade. Zambia, Ethiopia and South Sudan, the establishment of a branch network with new ones about to open in OngataRongai, Narok, Kitui, Mombasa Downtown, Jinja and Lusaka Downtown, introduction of the successful Dayliff pump range as well as several new international suppliers including Lorenz, Kohler and DAB and a huge expansion of the product range. The success story of Davis and Shirtliff has been based on commercial focus, manageable ambition, consistency of ownership and, importantly, living the values of Quality, Integrity and ‘AltioraPeto’, which translates to embracing continuous change. The other key factor that has created success story behind Davis and Shirliff, is the harmonious staff relations and enormous staff commitment and motivation since the company’s founding. This has been achieved by recruitment and training of consistently high caliber people and also by enlightened, generous and fair employment policies that have enabled people to reach their potential with rewarding jobs and enjoy a secure future.

Procurement & Logistics Management | May - June 2016

as group chief executive several years, Alec Davis is retiring from executive responsibilities from the end of May 2016 to assume the role of Chairman and the executive team under new CEO David Gatende. The company is also fortunate that the third generation Davis’s, Edward and Henry, have joined the business, so continuity is assured. The Group continues to expand in product and markets and looks forward to keep serving the region with essential products that certainly improve peoples’ lives and also being a several hundred million US$ company by the end of the next decade. The group has been a key contributor to the Kenyan economy by paying tax to the government. It also boasts of major exports of its products and training human resource. “Looking into the future, Davis and Shirtliff will continue to bank on its top notch employees and constant innovation to remain ahead in the market. We know what we are good at and we promise nothing less,” says Alec

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FEATURE

UAP Old Mutual Towers soars high with 33 storey business complex Occupying a leading position as financial service provider, UAP Old Mutual has diversified into commercial property and amassed a portfolio of iconic projects notably the UAPOld Mutual Tower.

By Anthony Kiganda

T

he commercial property sector in Kenya has attracted corporate institutions mainly financial providers offering them with an opportunity to invest. With the volatile financial markets, the property sector is emerging to be a preferred choice of investment to most corporate organizations. Among the companies that have already invested billions of shillings into the property sector is UAP Old Mutual. The leading diversified financial provider has in the past engaged in commercial property development, but its move to construct an iconic 33 storey complex in Upper Hill area dabbed UAP Old Mutual Tower has put the firm in its own league.

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The UAP Old Mutual Tower which is nearing completion is a Grade A office development with top notch quality and durable granite finishes in addition to ample parking space of over 800 cars. For safety, the building has fire detection and alarm Warning Systems. This Coupled with a fireman’s Lift and a Sprinkler System, fire outbreak can be tackled easily. To ensure constant supply of water, the complex has water storage tanks with a capacity of 72,000 litres each. A bore hole has been dug onsite and a water treatment machine constructed to treat water. Building Management System and its control ensures the windows of the tower are clean at all times. The building, currently the tallest in Nairobi,

has special green features incorporated into its design. The building will use LED & energy saving fittings to enhance low consumption of energy. The building has also a synchronized two 900 KVA standby Diesel generators to ensure constant power supply in the complex. Features inside include an infra-red urinal sensors and water-saving cisterns. A spacious shared boardroom at the 30th floor gives an amazing scenic view of the entire Nairobi central business district. At the top of the building, distinct lighting has been installed to make it recognizable at night. Upon completion, the entire building will have colourful lights that will be beautiful to behold especially at night. James Gitoho the architect behind the

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design of the building reveals that the 133m high building is set to stand the test of time. The Triad architect quips that without air conditioning the building has favourable temperature. “A lot of immense work has gone into the construction of the building. It is our sincere hope that tenants will find it suitable and tailor-made for their business needs,” says the architect who is also behind the Times Tower design. Commenting on the building, Patricia Kiwanuka who is the group managing director for asset management and property at UAP Old Mutual says that the piece de resistance complex is set to open its doors in June. “It is a complex that has been designed for businesses,” says Patricia who adds that offices for large organizations can be hosted in one block. This, she reckons, can enormously reduce cost of operation of such companies. “We will also move our offices to the UAP Old Mutual Tower. This shows how we are confident about the building and its capacity,” discloses Patricia. Already, high end tenants have shown interest in occupying the building. One such tenant is AMS group. Ronal Samani who is the corporate development director at AMS Group says that traditionally, the firm has occupied iconic building in their several locations around the world. The UAP-Old Mutual Tower, he says, fits the standard of Regus a subsidiary of AMS group that will be housed in the building. It follows the announcement by Knight Frank that it had commenced leasing floors and parking spaces at the 33 storey UAP Old Mutual Towers. Although Upper Hill has emerged as Kenya’s financial hub, infrastructure in the area especially roads is wanting. Andrew Salmon a representative from Upperhill District Association says talks with Kenya Urban Roads Authority are in top gear to ensure the area is well connected with roads. But the challenge did not deter the construction of the UAP Old Mutual Towers. For Patricia, commercial property sector provides the firm opportunity to invest client’s money. The venture also helps to cushion them against unfavourable financial times. UAP Group is not a new entrant in the commercial property sector. The firm which began investing in the sector in

1930 is behind several notable buildings in Nairobi such as Union Tower, Equity Centre and Old Mutual building. But it is not in Kenya where UAP Old Mutual has invested in commercial property. The firm has erected EquatoriaTower in South Sudanese capital Juba that has defined the skyline of the city. The 15 storey development houses government offices, diplomats and other top notch businesses. A joint venture between UAP Insurance South Sudan and the Central Equatoria State, the ultra-modern grade A office block in Juba is located 1km from the Central Business District in the Hai Neem area-a strategic location for organizations that wish to operate in a productive and professional business environment. The building has also an aerobic sewerage treatment system for the recycling of water waste for landscape irrigation. Other notable components of the building includes Rain water harvesting system Low flush toilets, treatment and recycling of water, Borehole sunk on site, Pressurized water systems and Waste management system. The building also uses Building Management System and an Elevator Management System to monitor and control energy consumption.To complement the commercial development in Juba UAP Group has constructed UAP Heights Apartment which is a high class residential apartment offering secure and superior accommodation in Juba, South Sudan. The firm has also spread its wings to Uganda where it has developed a breath taking office block. UAP Nakawa Business Park is an iconic grade A office development in Kampala that offers modern planning of bespoke office accommodation. Spread over four blocks of 8-storeys each, incorporating quality landscaping and modern infrastructure, the Business Park defines new standards for office developments in Uganda. With approximately 23, 000 square meters of prime office space, UAP Nakawa Business Park architecture is a modern transformative experience of corporate office, designed with maximum flexibility to meet occupier requirements. The Business Park is located at the junction of Jinja Road and Port Bell Road, 3Km to the Central Business District in Nakawa, a strategic location for multinational corporates and

Procurement & Logistics Management | May - June 2016

organisations desiring to operate in a productive business environment. Like the UAP Tower in Nairobi, Safety and health has been prioritised with provision of defined fire escape routes, modern fire fighting equipment and emergency alarm system, sprinkler systems and disability access and facilities provisions. “UAP Holding is firmly established as the Kenya’s market leader in financial services, but we have long harboured ambitions of being equally dominant in the commercial property market,” reveals Patricia. In its bid to diversify and maintain its position at the top of the industry, UAP Holding has recently made some significant strategic moves to expand and enhance its offering to the market. For instance, it merged with leading UK financial services group Old Mutual. The group then aqcuired a stake in leading microfinance institution Faulu Kenya. “We have established a reputation for the large, bespoke projects so we will continue with more of these.We believe that we are leaders in what we do, but being leaders and staying leaders are two different things so we have to focus on maintaining this position by coming up with innovative tailor made products for our clients.”

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FEATURE

New sheriff in Town: Golden Africa Kenya Ltd

New entrant in Fast moving consumer goods in Kenya gains traction across the country and promises much more

By Anthony Kiganda

With a powerful history that spans 75 years, global firm HSA Group which operates in various business sectors across manufacturing, trading and services, has built its reputation on churning out high quality innovative products and services. This approach has over the years seen the group go from strength to strength boosting its expansion plans in its area of operation. Today with over 35,000 employees globally, the multinational firm is poised for even greater heights. Today, HSA exports its wide array of products to over 80 countries globally. Golden Africa Kenya Ltd is part of

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HSA Group operating in Kenya. The firm’s core business activities include: manufacturing of edible oils, vegetable fat and multipurpose laundry bars. This is in line with HSA group’s vision to be at the forefront of the FMCG (Fast Moving Consumer Goods) business. Abdulghani Al Wegih who is the general manager at Golden Africa Kenya Ltd says that they boast of their ability to manufacture bespoke wide variety of Fast Moving Consumer Goods. The success story behind HSA Group continues to inspire Golden Africa Kenya as it sails deep the Kenyan FMCG market. “We manufacture different categories of edible oils and fats, dairy products, biscuits, confectioneries, snack foods,

canned and packaged foods, home and personal care products,” he explains. These are all geared towards customer satisfaction he reveals. He adds that their brands enjoy a substantial command of market share. Their edible oils and fats which include: Avena Oil, Avena white fat,Avena Yellow fat, Pika Oil, and Pika Yellow fat has received a huge acceptance in the Kenyan market. On the other hand their multipurpose laundry bar soaps for instance Super Saba and Zenta are quickly gaining traction across the country. Although FMCG industry has in recent years been gripped with cutthroat competition Al Wegih says their ability to leverage on technology and continuous

Procurement & Logistics Management | May - June 2016

innovation has ensured that they continue to stay ahead in the market. For Golden Africa Ltd, the most important thing is to cater for the need and aspiration of the consumers amid a volatile production cost environment. The diversified FMCG producer aims to achieve 15% to 20% market share in the first year of operation. “We are focused as ever to reach our target. We have a great inspiration in the form of HAS Group and our great customers of our products,” says Al Wegih. “Our core strength is sourcing of superior raw material and converting them into best quality finished goods. We believe we have an elaborate portfolio within GAKL & HSA which will continue to attract loyalty of our consumers for a long period. We also believe in providing the right kind of innovation & investment to improve the quality of our products aimed at giving consumers value for money.” Golden Africa Ltd understands the Kenyan market and with this knowledge they produce tailor made products to fit different Kenyans at all levels of the economic pyramid. Their products are readily available across the country thanks to top notch skills being used by the firm’s sales team. Being new in Kenyan market and able to quickly grasp the competitive market, Al Wegih is as

confident as ever that the future is bright. “We have built an elaborate and robust distribution network across the country. We are thankful to all our trade partners who have shown faith in a new entrant like us,” he says with confidence. The firm has a state of the art manufacturing plant in Lukenya with top notch machinery and equipment imported from best suppliers across the globe. The company therefore boats of having one of the largest edible oil refineries in East Africa. Looking into the future Al Wegih says that they are working towards establishing themselves as one of the leading FMCG companies in East Africa and beyond. But starting off has not been easy for Golden Africa Kenya. The firm has been faced with a myriad of challenges revolving around cost of operation such as; high input costs, influx of cheap imports and the current booming online shopping. High marketing cost of promoting brands and unpredictable regulatory actions coupled with volatile commodity prices continue to derail their exponential growth but they often find various ways to overcome these difficulties. “Despite the challenges, we would like to assure the consumers that we will continue to provide quality products at affordable prices. In an evolving market like the one we have in Kenya we will continue to be extremely innovative to

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meet the consumer need which is our passion.” The HSA Group’s other major business interests include trading, financial services, oil and gas exploration, print and packaging, agriculture, fisheries, real estate and mining. The group was first formed by Haj Hayeel Saeed Anaam a Yemeni citizen in 1938 as a small shop in the city of Aden, quickly becoming a family business. Several decades down the line the group would emerge as one of the biggest multinationals in the world.

Golden Africa Kenya Limited is a part of HSA Group which operates in various business sectors across manufacturing, trading and services. The HSA Group has a track record of outstanding achievements throughout its 75 year history and employs more than 35,000 people globally.

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FEATURE

The powerful story of Keringet Water Occupying a top position in the beverage industry, Crown Beverages Limited is the firm behind Keringet Water and now banks on innovation to cement its top position.

By Anthony Kiganda

W

ith 24 years of trading behind it, Keringet Water, a Crown Beverages Limited brand has evolved to become a true leader in its field. Crown Beverages was one of the first companies to diversify into bottled water trading under the name Crown Foods Limited. Their story is dated back to 1992, when the firm produced the first bottle of Keringet Water to the Kenyan market.

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“This was after three years of enormous geological research and continuous testing for consistency,” reveals Ellis Muhimbise the general manager of Crown Beverages Limited now a subsidiary of SABMiller plc, a leading brewer in the United Kingdom. Over the years, the Crown Beverages Limited has metamorphosed to become a force to reckon with. In 2011, the company received a fresh impetus expanding its beverage portfolio. “We changed our name from Crown Foods

Limited to Crown Beverages Limited after acquisition of the company by SABMiller.” With increasing demand of bottled water, Keringet is as focused as ever to give Kenyans the best quality of water. It is a choice that has informed the source of their mineral water. The water plant is located in Molo, a town 8,000 feet above sea level bordering the expansive Mau forest. This location was carefully selected for its unique geological conditions. This is because in this location, water undergoes a long natural filtration process through deep strata of chalk, sand and gravel as well as layers of fine porous rock and hard volcanic stone created by the intense seismic activity that formed the Great Rift Valley. Crown Beverages’ water is bottled at source under stringent hygienic conditions to deliver water of exceptional purity. The firm runs the state-of-the-art bottling plant at Molo to ensure absolutely no human contact with the water until it is bottled and sealed. It also produces its own plastics and packaging machines to ensure the purity of the water and operates the most technologically aseptic filling technology system in the region. This has led to the firm emerging as leader in maintaining strict hygiene conditions to assure a long shelf life and top notch quality. With a solid distribution network across Kenya Crown Beverages has continued to deliver their products to clients in a timely manner. The firm has depots in Nairobi, Mombasa, Kisumu, Molo and Nyeri. They also have mini Depots in Embu, Meru, Diani and Mtwapa “Our vision is to continue transforming the lives of our consumers and the community. We pride ourselves in our proven track record and we are focused to ensuring that our water has a positive, long-term, impact on the lives of not only consumers but also to Kenyans in general.” The company sells a wide array of bottled water for individuals and large organizations. In their latest innovation drive, Keringet has come up with flavoured water to serve demand of clients. The beverage dealer also boasts of being the first firm to sell 20 Litre bulk bottles which is supplied to most work places in Kenya.

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This they say is in line with The Kenya Employment Act which provides that every employer must provide wholesome water for employees at the workplace. Keringet Water is approved by the Kenya Bureau of Standards and meets the highest standards of quality. Crown Beverages Limited was the first ISO 22000 certified bottled water company in East Africa. Yet, the bottled water industry faces a myriad of challenges. Keringet Water is no exception. For example global climate change continues to negatively affect its business and the communities where Crown Beverages operates. However, it is a challenge that the company is facing heads on. The firm is committed to reducing waste and carbon emissions. They are therefore working with suppliers, distributors, retailers, counties and consumers to reduce emissions and waste across their value chain as well as reuse and recycle waste and packaging. It is an initiative that the beverage company wants to lead from the front. Their staff regularly engages in water saving practices ie recycling, economic use of paper, maintaining international sanitization and hygiene standards and waste management. We advocate for conservation of water resources. “We constantly seek to lessen the impact of polyethylene terephthalate (PET) on our environment. Keringet is now packaged in recyclable bottles that are better for the environment. This bottle uses 20% LESS plastic material in manufacture for a lighter carbon footprint.

But the manufacture of bottled water by illicit companies has been a growing concern negatively affecting the bottled water industry. Because they do not pay tax they flood the market with low priced water that is not fit for human consumption. Although KRA have tried to address this issue through registration of manufacturers of bottled water, a concerted effort is required to crack down on illegal companies. Tackling this issue says Ellis, it is important for government to work with registered companies. “Crown Beverages Limited is a registered manufacturer of bottled water. We are working hand in hand with KRA to fight this menace.” Like any other market, the bottled water industry is full of Counterfeit products. This may include refilling of a registered company’s bottles with another product. Fortunately, Keringet Brand is well known and this has helped mitigate this issue. Despite the challenges, Crown Beverages is not only working to ensure that it cements its position as a leader in the bottled water market but also a front runner in giving back to the society. The firm recently signed a Mau Partnership with the Kenya Forest Service where they adopted and will nurture trees on a portion of the Mau Complex for the next 3 years. “We chose to support the Mau Complex which is one of the largest water catchment areas in Kenya to enhance rainfall and reduce carbon dioxide emission. It is a project that has

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benefitted the surrounding community as they are able to cultivate crops on the piece of land as the trees take root – they are also employed by KWS to maintain and protect the trees. Crown Beverages Limited is supporting the First Lady’s Beyond Zero Marathon by providing water to the participants. It is an initiative that has seen the lives of thousands of mothers and infants being saved through the provision of the muchneeded mobile clinics in remote regions across the country. Crown Beverages Limited donated 2 water tanks to neighbouring school in Molo- Sulugwita Primary School in a bid to ensure accessibility to clean water which is important for children to focus on education. As the country marks International World Water Day, Keringet Water reckons that It is a day to meditate on water management. This year’s theme is water and jobs and seeks to show how water can be a major contributor to the economy through employment. “Our Direct Sales Distribution model allows community members to be part of the business at the same time empowering them economically,” discloses Ellis. Looking into the future, Crown Beverages intends to bank on innovation and technology to continue leading this crucial industry. “Innovation will be key to maintaining our top position in this industry. Our past track record speaks for itself and we promise nothing less,” he says.

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ADVERTISERS’ INDEX Apollo Insurance 27 Britam 1 DHL 26 HK Motor Kenya IBC Hotpoint IFC Kenya Power OBC Keringet 35 Mater Heart Run 2016

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Procurement and Logistics Magazine May June 2016 issue  
Procurement and Logistics Magazine May June 2016 issue  

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