Supply Chain Digital - December 2014

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D e c e m b e r 2014

Coca-ColaEnterprises Delivering Supply Chain Excellence for the Festive Season

LOGISTICS Temperature Control in the Pharmaceuticals Industry PROCUREMENT Seasonal Retail Tips from DHL

TteOrnPat1io0nal

In

Airports

share happiness

EDITOR’S COMMENT

Holidays are coming readers for this December issue; we are all naturally looking forward to the festive season in the office and the magazine. We are happy to bring you a big-hitting front cover story in the form of Coca-Cola Enterprises,

A WARM WELCOME TO

where Wendy Manning, Vice President of Customer Services at CCE tells us how the fast moving consumer goods group manages its supply chain with the increased demand Christmas brings.

Next we have John Boulter, Managing Director of Retail at DHL Supply Chain sharing his top tips on how retailers should prepare for 25th December and the issues it brings in the aftermath. Our third front of book feature comes from Alan Dorling who talks about temperature control logistics in the modern pharmaceutical industry.

We also detail the Top 10 Airports this month too.

Merry Christmas!

Sam Jermy sam.jermy@wdmgroup.com

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CONTENTS

Features

PROCUREMENT

LOGISTICS

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Temperature control and logistics in the modern pharmaceutical industry S U P P LY C H A I N M A N A G E M E N T

Coca-ColaEnterprises keeps the Christmas cheer flowing

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Seasonal tips for retail supply chains from DHL

TOP 10 Airports

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W E

S U P P O R T T H E

L E A D E R S

s u b s e a | a c c o m m o d a t i o n | c a b l e | o ff s h o r e s e r v i c e v e s s e l s

Chartering Newbuilding Sale & Purchase Market Intelligence Consultancy / Advisory

Yo u r p a r t n e r i n o ff s h o r e s h i p b r o k i n g s e r v i c e s w w w. f e a r n l e y o ff s h o r e s u p p l y. c o m

CONTENTS

54

Shree Property Holdings

78

Comprehensive Logistics

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Musgrave Retail Partners Ireland

COMPANY PROFILES EUROPE

AUSTRALIA

44 Musgrave Retail Partners Ireland

88 Varley Group

AFRICA 54 Shree Property Holdings

96 Rail Track Association of Australia

BRAZIL 106 TW Transportes

USA

88

Varley Group

70 Ocean Shipholdings Inc. 78 Comprehensive Logistics 7

LOGISTICS

Temperature Control and Logistics in the Modern Pharmaceutical Industry Cold storage logistics is seeing renewed growth in the market, with many air cargo carriers developing specialist facilities, but what does this mean for the future of the global pharmaceutical shippers W R I T T E N B Y: A L A N D O R L I N G G LO B A L H E A D O F P H A R M A C E U T I C A L S & LI FE SC I EN C ES, IAG CA RG O

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LOGISTICS WITH THE PATENTS for many of the lucrative ‘blockbuster’ drugs of the 1980s and ‘90s expiring, the pharmaceutical industry has been forced to diversify to address the question of what comes after this so-called patent cliff. As they do so, it is becoming increasingly clear that the temperature-controlled supply chain is set to play a vital role in supporting the trade in global pharmaceuticals.

This is particularly the case when it comes to biopharmaceuticals and biotechnology; the largemolecule biopharmaceuticals and biotechnology products that are emerging as a clear alternative to the small-molecule drugs of the blockbuster era.

With estimates that the global biopharmaceutical market will exceed sales worth $166 billion by 2017, this really could offer pharmaceutical organisations the perfect response to the patent cliff.

There is however a key challenge that needs to be overcome; that biopharmaceuticals are much less stable than small-molecule drugs.

Many are produced with monoclonal antibodies (MABs) – bacteria derived from cell lines – which are incredibly fragile and require a stable temperature at all times.

As technology progresses we will see an increase in these hightech, fragile medications that need to be transported by only the most

F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E

‘As technology progresses we will see an increase in these high-tech, fragile medications that need to be transported by only the most advanced of supply chains. It is here that the temperaturecontrolled supply chain will prove vital’ advanced of supply chains. It is here that the temperature-controlled supply chain will prove vital.

For air cargo carriers wishing to benefit from the trade in biopharmaceuticals and any temperature-sensitive products for that matter, there are a number of core technologies and processes that they must put in place. Increasingly this means building specialist warehouses with temperature-control zones kept at a variety of temperatures (15°25°; 2°-8°; and cold storage at -20°

are the temperature zones most often required for the movement of biopharmaceuticals).

Additionally, specialist active containers or high level passive solutions must be used to protect this high-value temperature-sensitive cargo when it is in transit.

The introduction of new aircraft models such as the Boeing 787 has made the maintenance of temperature easier than ever, as these next generation aircraft come with an option for full forward hold 11

LOGISTICS

‘To build on this knowledge base, training is vital. Every person who touches the product must have undergone training in the temperature sensitive processes’

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T E M P E R AT U R E C O N T R O L & L O G I S T I C S I N P H A R M A C E U T I C A L S

air-conditioning, enabling carriers to set the required temperature in addition to that of the containers themselves. IAG Cargo has taken up this option in all of their new fleet of Airbus A380 and Boeing 787 aircraft.

Technology is only one small part of the equation however and it must be complemented by expert staff and in-depth training programs. The temperature-controlled sector relies on people with a deep understanding of the medicines they ship.

It is after all only through an understanding of the properties of the drugs being transported that adequate provisions to maintain their quality can be made. At IAG Cargo we encourage staff to always try and ‘think inside the box’: think about the patient and the high shipment value. Freight forwarders and shippers should look

Constant Fresh. A cool chain solution from IAG Cargo

to work with carriers that have the right blend of cargo and pharmaceutical expertise and understanding.

To build on this knowledge base, training is vital. Every person who touches the product must have undergone training in the temperature sensitive processes. Every employee that is engaged in booking a product, handling a product or processing a product must be fully trained in the specifics of that product, as well as in Good Distribution Practice guidelines and all IATA Chapter 17 regulations.

Across the globe regulatory governance is only set to increase so it is absolutely vital to get this element of the temperature control supply chain right.

Over the next few years the pharmaceutical market will therefore be marked by upheaval on one hand and opportunity on the other.

Biopharmaceuticals offer pharma businesses an exciting new revenue stream, and by extension it is also an area of growth for logistics providers.

Those air cargo carriers that can show they have the right technologies, solutions and processes in place to guarantee the safe transport of these valuable products will stand to gain much.

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S U P P LY C H A I N M A N A G E M E N T

Coca-ColaEnterprises keeping the Christmas cheer flowing W R I T T E N B Y: W E N D Y M A N N I N G V I C E P R E S I D E NT O F C U STO M E R S E R V I C E S AT C O C A - C O L A E NTE R P R I S E S

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SUPPLY CHAIN MANAGEMENT

Perhaps the brand most closely associated with the festive season, Coca-Cola Enterprises tells us how to cope with the increased demand of its products during this time CHRISTMAS IS A wonderful time of the year. For us at Coca-Cola Enterprises (CCE), the festive period is both exciting and challenging.

Soft drinks are a hugely important category for our retailers year round, but especially so at Christmas.

To ensure we’re delivering supply chain excellence and meeting our customers’ and shoppers’ needs during this critical trading period, we build and execute a complex and integrated plan. Our supply chain must remain customer-centric, agile and prepared for any unforeseen fluctuations in demand.

While demand increases across our service region in Western Europe in the run up to Christmas, we also offer a wider range of merchandising options to our retailers, which can add further complexity to our already extensive supply chain – we have 17 sites across Europe and deliver 600 16

December 2014

million cases per annum.

The festive period hits stores earlier each year, which means while working with our customers, we need to be one step ahead. Christmas has been months in the planning at CCE and we look at all the eventualities, including bad weather and increased road traffic, to ensure we deliver the best service for our customers.

While Christmas Day falls on the same date every year, the day of the week on which it falls changes, which affects the flow of sales. This year, for instance, Christmas is on a Thursday, which means most people will continue to celebrate and consume over the weekend. If the big day falls on a Monday however, people will return to their usual consumption patterns sooner.

Our supply chain needs to react to these nuances accordingly.

Collaborating and sharing aligned

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SUPPLY CHAIN MANAGEMENT

Production line Clamart, France forecasts with retailers and hauliers ahead of time makes a huge difference to securing great availability.

Typically Christmas stock-building starts around the first week in November, but dispatching generally starts from the first week of December.

This means our manufacturing teams need to be agile enough to have stock on the floor, but also build in headroom for peak times.

The technology and systems in our facilities can also help us save 18

December 2014

time. Earlier this year we opened a new â‚Ź20 million Automatic Storage & Retrieval System at our distribution centre in Dongen, The Netherlands.

The new facility is designed to hold and automatically move pallets of bottles and cans, enabling us to more efficiently serve the needs of our customers, as well as to maximise the cargo space used in trucks.

Such technologies can be of real value to our retailers. For example, our pre-merchandised semi-pallets that

‘Although CocaCola is a global brand, we are a local business and almost 95 percent of our drinks are made in the country in which they’re sold’

are built online are very important at Christmas. As whole merchandising units they are easy to move through depots (and two can fit on one pallet at a time). This also makes it easy and less labour intensive for stock replenishment in stores, which can be crucial to our customers when they are so busy in store. Equally shoppers tend to buy packs rather than individual products at Christmas-time, so this is a win-win strategy.

Caption to the image While long-term preparation is 19

SUPPLY CHAIN MANAGEMENT key, manufacturers and retailers still have a lot of work to do in the lead up to the big day. In Great Britain, our operations stay open seven days a week, except for Christmas Day, but some deliveries are even made on Christmas afternoon - whenever our customers are open so are we!

Although Coca-Cola is a global brand, we are a local business and almost 95 percent of our drinks are made in the country in which they’re sold. By making and distributing our products in the same region it creates efficiencies and allows us to flex towards our customer’s needs.

This is particularly important at this time of year; with over 30 percent of our Christmas volume across Europe delivered within a 36-hour period.

We use regional sales teams and staying close to them and making sure we know what is happening in-store is critical. The legendary Coca-Cola

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Christmas trucks in Great Britain are a great example of a marketing campaign that drives real excitement and festive cheer amongst shoppers.

Some even refuse to believe Christmas has arrived until they have seen a Coca-Cola truck!

It’s a really important campaign that requires collaboration with all areas of our business from sales, to marketing

The legendary Christmas truck is used as a vehicle to market UK Coca-Cola products to customer service. Sitting alongside the much-loved adverts, the trucks, which last year visited 52 locations in Great Britain, can ultimately drive sales in the regions they visit. It’s easy to see why our supply chain teams need to be on standby to replenish stock sooner than usual when the trucks stop by.

Christmas is a busy time of year for

our business. While it comes with its challenges, it also provides us with the opportunity to demonstrate the immense firepower we have across all our territories in servicing our customers. It reinforces that we’re willing to work tirelessly to support our customers and make sure that the festive season is a success for everyone, year in year out.

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PROCUREMENT

SEASONAL TIPS FOR RETAIL SUPPLY CHAINS FROM DHL W R I T T E N B Y: J O H N B O U LT E R M A N A G I N G D I R E CTO R O F R E TA I L AT D H L S U P P LY C H A I N

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PROCUREMENT

Christmas is a time that everyone enjoys and retailers have a great opportunity to achieve success. However, to ensure smooth delivery of their operations retailers need to make sure their supply chain is spot on RETAILERS SHOULD BE sufficiently planning for the festive season, as this is one of the busiest times. Additionally Christmas is arriving earlier and earlier each year – with stores opening their Christmas departments in August!

This means that everyone along the supply chain from suppliers to manufacturers and delivery drivers to retailers, need to be aligned early on.

Time for forecasting needs to be built into plans, so predictions about most popular products or purchasing times can be factored in. Peak shopping days such as ‘Black Friday’ and ‘Cyber Monday’ are now established and should be considered by all parties.

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December 2014

Assessing your assets Even if you put plans in place in good time, you need to make sure you can execute your strategy. This means you need to assess your critical assets ensuring you have the infrastructure to be able to cope with a stretched service. This involves taking account of fleet vehicles, manual handling equipment, pallets and cages to ensure increased volumes can get to store.

The omni-channel effect Consumers are more demanding than ever before. Where possible, retailers are delivering an omnichannel offering, to enable on-the-go shopping with mobile and online platforms 24 hours a day, seven days a week. It’s also important that the execution of your strategy and delivery of your service is consistent across all the different channels.

If your business isn’t ready at this stage it’s certainly worth considering for the future to help boost Christmas sales.

Conquering convenience It’s important to keep front of mind that convenience is key for shoppers at this

S E A S O N A L T I P S F O R R E TA I L S U P P LY C H A I N S F R O M D H L

Consumers are becoming ever more demanding with the use of mobile devices on-the-go

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PROCUREMENT

The supply chain must ensure it can respond more quickly to demand busy time. Retailers should try where possible to offer different options for their customers, to ensure they can respond to demand and offer the delivery method that works for their shoppers.

House of Fraser for example has implemented different strategies such as Buy & Collect and its new next day, early morning delivery service, which means shoppers can order on an 26

December 2014

evening and have a gift ready to take into work the next day.

Consider returns With such anticipation in the run up to Christmas it can be somewhat of an anticlimax when the festive period comes to an end. But for retailers the opportunities and hard work continues. In fact, the weeks after Christmas can be full of activity from

F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E

‘Retailers need to ensure their supply chains have the technology, systems and people in place, to ensure products return to the supply chain as quickly as possible’

returns, which if not dealt with quickly can add complexity into supply chains.

Retailers need to ensure the back end of their supply chains have the technology, systems and people in place, after the big day, to ensure products return to the supply chain as quickly as possible. Additionally making sure the returns process is convenient for shoppers will be important for making this happen.

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PROCUREMENT

Consumers are always pushing for better, faster services Communicating is key Consumers are always pushing for better, faster services so supply chain experts must put cut-off times in place so shoppers have realistic expectations of when they will receive deliveries. Additional communication channels between the delivery drivers and customers can help improve this.

DHL Supply Chain for example uses SMS text alerts for some of its retailer services to give shoppers up to date information about where their items are.

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December 2014

SMARTPOD APP PROOF OF DELIVERY DHL has launched the SmartPOD app, which gives DHL drivers and third party hauliers a simple and effective way of capturing real time information, using a smartphone. The app is easy to use and integrates with many popular transport management systems. • The SmartPOD app provides tracking information and proof of delivery, giving improved visibility of goods movement, leading to a reduction in overheads and faster payment cycles.

SEASONAL TIPS FROM DHL

weather and potential technical glitches to contend with at this time of year. However having contingency plans in place for these scenarios is key to success. Communicating such problems to customers in a clear and polite way is vital.

Delivering great customer service Drivers that are delivering large items often become part of the customerfacing retail team. This can be especially true in the homeware sector where businesses such as Next are delivering large items that have been bought online. As this is the only faceto-face interaction that shoppers have with the brand, drivers need to be positive, careful and friendly to deliver a great customer service.

Inevitably there will be traffic, bad

Learn and look forward When it is all over, it’s crucial to look back and analyse your most recent Christmas experience. What worked, what can be improved?

Where might you need outside help or investment? By collecting data as you move through the festive season you will then be able to look back at your busiest times, and help you plan for the peaks next year and identify improvements in strategy to capitilise on next year’s sales period.

Additional communication channels between delivery drivers and customers can help improve services

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TOP 10

Airports

We provide the lowdown on the world’s best airports as listed by Skytrax, the brand associated with the World Airport Awards on a yearly basis

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TOP 10

London Heathrow Airport

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London Heathrow Airport

Flying the flag for Britain here, London Heathrow is notoriously overcrowded but surprisingly still scores highly for ease of use, flight information, public transport and security staff efficiency. Its flagship Terminal 5, which cost nearly ÂŁ4 billion, was given the award of best airport terminal in the world in 2011.

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Vancouver International Airport

The only North American airport in the list, Vancouver is also the least busy in the Skytrax Top 10. But the Canadian aviation hub still packs a punch when it comes to customer satisfaction; being ranked top for staff and the best North American airport for four year’s running!

Helpful volunteers in green coats assist travellers with where they need to go.

AIRPORTS

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TOP 10

Zurich Airport

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Zurich Airport

The largest Swiss airport has five passenger airlines and Turkish Airlines Cargo using Zurich as its primary hub, and offers excellent connectivity to London and the rest of Europe. The airport even offers a porter service for which travellers can pay a fee to have their bag delivered to their final destination.

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07

Beijing Capital International Airport

Statistically the busiest airport in Asia, Beijing Capital International is a colossal piece of infrastructure.

Its Langham Place Beijing hotel has been consistently rated as one of the best airport hotels in the world. Terminal 3, which was built in 2008, is also the second largest airport terminal in the world, giving you an idea of the amount of facilities inside.

AIRPORTS

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TOP 10

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Tokyo International Airport

Commonly known as Haneda Airport, it is one of two primary aviation facilities serving the Greater Tokyo Area and is the

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primary hub for Japan Airlines and All Nippon Airways. A third terminal was opened in 2010 and more expansion work has taken place since, meaning Tokyo International can accommodate over 90 million passengers each year.

AIRPORTS

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Amsterdam Schiphol Airport

Originally opened in 1916 during the throws of World War One, the Amsterdam Schiphol Airport has evolved into Europe’s premier

cargo hub and one of the busiest airports in the world. Travellers passing through Schiphol can kick back and relax with a massage, visit the airport library or even play poker at its casino.

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TOP 10

Hong Kong International Airport Munich Airport

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December 2014

AIRPORTS

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Hong Kong International Airport

Hong Kong has the unique natural advantage of being less than five flying hours away from half the world’s population. Building on that, Hong Kong is the world’s busiest cargo gateway and one of the world’s busiest passenger airports. It serves as the primary hub for global air carriers Cathay Pacific, Air Hong Kong, UPS Airlines, Dragonair, Hong Kong Express and Hong Kong Airlines.

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Munich Airport

As the capital of Bavaria and Germany’s second largest airport behind Frankfurt, Munich Airport excels on the customer experience despite not being one of the busiest facilities on this list. Many of the walls and ceilings are made of glass, making the airport feel large and open.

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Business Banking

AIRPORTS

02

Incheon International Airport (Seoul)

Incheon International Airport, sometimes referred to as SeoulIncheon, is the largest airport in South Korea and is very much one of the largest and busiest airports in the world. Passengers are catered for on over 70 airlines, and

can be safe in the knowledge that once they arrive in South Korea, they will be treated to a facility that has received a five-star rating from Skytrax every year for nearly a decade.

Only opened in March 2001, Seoul-Incheon is home to a plethora of Korean culture, and has excellent rankings for cleanliness, external views, rest areas, Internet access, and local-food choices.

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TOP 10

01

Singapore Changi Airport

Singapore Changi Airport has everything you could ask for from an airport and much more, and therefore is rightly ranked as the world’s best. Facilities include a rooftop swimming pool, a cinema, 42

December 2014

free massages, a butterfly garden and a four-storey slide. The foremost aviation hub in Southeast Asia, the airport welcomed over 53 million passengers last year.

Singapore is the home base to eight different airlines, and serves more than 100 others operating 6,400 weekly flights

AIRPORTS

connecting Singapore to over 250 cities in about 60 countries and territories worldwide. But not only that, Singapore is also one of the busiest cargo airports in the world, handling 1.85 million tonnes of cargo in 2013.

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Musgrave Retail Partners Ireland

On track to deliver an effective, efficient and engaged supply chain Written by: Tom Wadlow Produced by: Craig Daniels

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M U S G R A V E R E TA I L PA R T N E R S I R E L A N D

MRPI staff Pat Murray on bogie in ambient warehouse

The partner to SuperValu and Centra is continuously improving after integrating the former 24 Superquinn stores into its operations, with a new extension of its Dublin Fonthill site set for 2015 46

December 2014

M

usgrave Retail Partners Ireland is driving forward three key pillars in its supply chain operations which will ensure it integrates positively into its retailers’ businesses and adjusts to the company’s acquisition of 24 Superquinn stores.

The largest division of the €4.8 billion-revenue Musgrave Group will be opening up more warehousing space in Dublin in July 2015 to help accommodate the expanding volumes.

That these extra assets have already been integrated into the logistics process has pressed the need to become more effective and efficient with highly-engaged staff, the balance of which something Supply Chain Director, Luke Hanlon, emphasises as crucial moving forwards.

EUROPE

He said: “We are working to strike an optimal balance by developing an end to end supply chain which is both effective for our customers and efficient. In order to do both we need engaged colleagues.”

Expanding Musgrave Retail Partners Ireland (MRPI) caters for 686 stores across Ireland comprised of larger SuperValu stores and supermarkets alongside the smaller convenience-style brand of Centra, respectively competing with the likes of Tesco and Spar.

Now branded as SuperValu, the Superquinn stores have taken the number of SKUs covered by MRPI to 15,000, making the extra 57,000 square feet of chilled warehousing space at its Fonthill warehouse in Dublin a very welcome addition when it becomes operational next summer.

This will ease pressure on the existing 78,000 square feet in Fonthill and joins an ambient storage facility in Kilcock, Co. Kildare and an all-temperature site in Cork which serves the south of the country.

“Bringing across that volume has involved squeezing it into our existing space to date, and the extension will help greatly in managing this efficiently,” Hanlon added.

“We have had to move stores around from depot to depot to smooth out volumes but we are in a healthy position and looking forward to the new space. It has forced us to become leaner and smarter, which we will continue to push for.”

€4.8 Revenue for the Musgrave Group in billions of Euros

Luke Hanlon, Supply Chain Director

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M U S G R A V E R E TA I L PA R T N E R S I R E L A N D

Double Deck trailer

520

Number of Double Deck trailers owned by the company

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Effective Central to continuous improvement efforts is increasing effectiveness, which MRPI has achieved in a number of areas over recent times.

Voice technology is ensuring warehouse pickers are in the right location picking the right volumes of product for particular stores, replacing outdated paper systems which led to greater incidences of human error.

Hanlon said: “We pick around 107 million cases a year and have reduced the number of mistakes from 20 in every 1,000 to just two. Taking out the paper has also allowed us to become hands free, which speeds up the process.�

Paper is also being removed on the transport side of the supply chain. Advanced shipping notifications remove the need for paper checks on incoming shipments and Paragon route planning software is automating the most effective route plans without the need to study and plot on paper.

S U P P LY C H A I N

Working in the warehouse

Efficient Many of MRPI’s transport initiatives result in increasing efficiency of operations on top of driving effectiveness.

For instance, the use of telematics allows drivers to improve their efficiency and is helping to increase fuel economy. The fleet is now running at more than nine miles per gallon, helping bring down the annual seven million litres of fuel used.

Also reducing fuel usage is the doubling up of routes, with around 40-50 percent of inbound volume delivered on return legs from store deliveries. This is boosted by the integration of double decks to the 520 company-owned trailers to maximise the use of space.

The 220 tractor units being leased are run on a biodiesel blend and Hanlon is looking to other renewable fuels such as compressed natural gas.

Looking at the supply chain from end to end is a focus which will enable MRPI to become both

“We pick around 107 million cases a year and have reduced the number of mistakes from 20 in every 1,000 to just two. Taking out the paper has also allowed us to become hands free, which speeds up the process” – Luke Hanlon, Supply Chain Director

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www.kn-portal.com

Supply Chain Solutions We Deliver as Promised Dublin Address: Unit 5 Horizon Logistics Park, Harristown Phone: +353 8239777 Mail: info.dublin@kuehne-nagel.com

MJ Quinn Ltd. Caheroyan, Athenry, Co Galway. Ireland P: +353 (0)91 844053 F: +353 (0)91 844796 E: info@quinnrv.com W: www.quinnrv.com

M U S G R A V E R E TA I L PA R T N E R S I R E L A N D more efficient and effective at the same time, in that shelf gaps will be cut and touch points from production to delivery will be reduced.

Recently the team led a programme looking into the root cause of 14,000 shelf gaps in retailers’ stores. “This has allowed us to move beyond a silo approach into making changes from start to finish that ultimately make it easier for retailers to get products on the shelf.”

“We have reduced the lead time to retailer from 48 to 40 hours, which in effect gives them an extra day of sales so they can put in a more accurate and aligned order. We have also started Sunday deliveries on produce as weekends were found to contain gaps in the fresh ranges.”

“I am also asking what other sectors like pharmaceuticals and manufacturing do to make their operations the best and leanest.

Some of Ireland’s best supply chains in terms of operational excellence are found in the medical sector and we can learn from that.”

Engaged The benefits to be reaped from enhanced effectiveness and efficiency will only be maximised by an engaged employee base, the third ‘E’ which Hanlon sees as vital to MRPI becoming truly integrated into its retailers and a key part of their value propositions.

“It is common to think within the four walls of the warehouse sometimes, and because our business is mostly made up of independent

EUROPE

Key Personnel

Luke Hanlon Supply Chain Director Luke began his career in Kerry Group where he worked from 1998 – 2003 before joining Musgrave Retail Partners Ireland holding a number of roles including Logistics Controller from 20062011. He holds a BSc, Food Science from UCC and is in the final stages of completing a Masters of Business at the Irish Management Institute which has included Diploma’s in Executive Coaching and Strategic HR. Luke became Supply Chain Director of Musgrave Retail Partners Ireland in 2011.

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M U S G R A V E R E TA I L PA R T N E R S I R E L A N D

Tramore Road Depot

“It is common to think within the four walls of the warehouse sometimes, to consider us as a key part of their individual business” – Luke Hanlon

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retailers under our brands, it is important to consider us as a key part of their individual business,” he said.

“There was a need to get our 1,300 warehouse workers out of the warehouse to visit and see what life is like for retailers. When things go well what does this mean, and when things go badly what does that mean for the retailer?”

MRPI is also using huddles – interactive meetings between line managers and employees using visual management techniques to help gauge opinion and field questions and ideas.

Internal studies have shown an eight percent increase in employee engagement over the past

EUROPE

Company Information INDUSTRY

Supply Chain HEADQUARTERS

Co. Cork, Ireland FOUNDED

1876 EMPLOYEES

1,700 REVENUE

€4.83billion

year and this year’s employee survey is currently being conducted.

Finding the balance between efficiency and effectiveness while keeping employees fully invested in the division’s strategy is crucial if Musgrave Retail Partners Ireland is to continue the successful management of the country’s largest grocery supply chain.

And with the continual streamlining and evolution of processes being adopted as part of an end to end vision of the supply chain, the new warehouse space to be opened at Fonthill will provide great scope to become even bigger and better.

PRODUCTS/ SERVICES

Retail

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Shree Property Holdings

Building on a strong foundation of family values Written by: Abigail Phillips Produced by: Dennis Morales

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SHREE PROPERTY HOLDINGS Unilever’s new storage facility located next to their indonsa plant in riverhorse valley

Technology, continuous improvement and a family orientated culture sets Shree Property Holdings in good stead for future growth

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F

ounded in 1980 by husband and wife duo Pran and Annisha Shree, Shree Property Holdings is a family owned and operated business. The family owned business was born out of a retail butchery and evolved into a distributor of local and imported meat products in the region, however in 1999 the family recognised an opportunity in the market and diversified into the cold storage of citrus products.

The citrus division of the business was successfully able to secure the two largest clients in the industry - Dole SA and Capespan - and these relationships catapulted the company into the spotlight. That being said the cyclical nature of the citrus season meant that for six months of

S U P P LY C H A I N

“We are constantly striving for excellence in terms of methodology, technique and efficiency” – Pran Shree, CoFounder & CEO of Shree Property Holdings

the year, the company’s warehouses were vacant, which steered it towards the option of letting its facilities to short-term clientele.

“The clientele we attracted included large food and beverage brands like Tiger Brands and Brandhouse as well as bulk storage of sugar and grain products with the likes of Tongaat Hullet Sugar. This was possible because our citrus facilities were designed to store food graded products under the EU, EuroGAP and PPECB, HACCP and ISO 22000 approved standards.

This in essence fueled our passion and drove us directly into the property development space. We purchased buildings, demolished and custom built them to food graded warehouse standards,” w w w. s h r e e p r o p e r t y h o l d i n g s . c o m

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Cousins Steel International (Pty) Ltd (CSI) is a Durban-based company, specialising in the design, supply and erection of high quality steel structures.

Current work ranges across a variety of industrial applications, including warehouses, factories, and cold storage facilities. info@cousinssteel.co.za www.cousinssteel.co.za

SUPPLIER PROFILE

COUSINS STEEL INTERNATIONAL

One of the latest completed projects by Cousins Steel International (CSI) is situated at King Shaka International, in the Dube Tradeport. Designed in its entirety by the team of in-house engineers, the steel frame spans 96m with two internal columns, whilst the roof covers just over 12,000m2, making this a highly functional facility in prime location.

With internals at just over 13m, the warehouse has areas over 1,200m2 without any obstructions. An interesting aspect of the construction phase was the use of Voidcon composite decking in the office slab, significantly reducing construction time, whilst keeping within the design, and architectural parameters.

With the previously mentioned in-house team, CSI undertakes to design, detail, fabricate, supply and erect the super structure as well as all cladding, doors, louvres and associated items. Along with the stated scope of work, all concrete, stormwater and required design is handled by the CSI team as an added benefit to the client.

The client has recently tenanted the warehouse out to global industry giant Samsung, who have subsequently taken beneficial occupation, and started production in the port.

Structural Steel Supplier:

Cousins Steel International

Design Engineers:

Cousins Steel International

Developer:

Shree Property Holdings (Pty) Ltd

Building Contractor:

Various

Tenant:

Samsung

For more information, please contact: info@cousinssteel.co.za

> Corporate and Investment Banking

STRONG RELATIONSHIPS ARE BUILT ON SOLID FOUNDATIONS We know the importance of relationships.

Working together allows us to understand your needs so we can offer the best real estate solutions for you. With over 152 years of banking experience, this is how we’re moving real estate forward.

They call it Africa. We call it home. www.standardbank.com/cib

Authorised financial services and registered credit provider (NCRCP15).

The Standard Bank of South Africa Limited (Reg. No. 1962/000738/06). SBSA 174809 – 10/14 Moving Forward is a trademark of The Standard Bank of South Africa Limited

SHREE PROPERTY HOLDINGS explains Pavan Shree, Chief Marketing and Sales Officer at Shree Property Holdings.

In 2007, the company was officially established as a property development company and today, has an extensive property portfolio in Durban comprising of 56 properties. Shree Property Holdings industrial portfolio extends across Durban and the company is currently headquartered at Dube TradePort, in the vicinity of King Shaka International Airport. The majority of its industrial properties are densely concentrated alongside the Durban Harbour and the newly proposed Dig out Port.

Since becoming a property development company, Shree Property Holdings has diversified its client portfolio to include blue chip companies, automotive manufacturers and logistics providers

SUPPLIER PROFILE

AFRICA

Inside the cold room storage of Beacon’s Chocolates

STANDARD BANK

Standard Bank Real Estate Finance, a division of Investment Banking, has the largest dedicated real estate platform of any financier in subSaharan Africa. We provide financing in all areas of the real estate sector and are committed to providing funding via a variety of solutions specific to the needs of our clients putting them at the forefront of their real estate initiatives.

Gary Garrett, Head: Real Estate Finance Email: REFQueriesSA@standardbank.co.za Website: www.standardbank.co.za/cib

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SHREE PROPERTY HOLDINGS

UTI logistics facility

‘Shree Property Holdings has a reputation in the region for developing and maintaining AAA grade, new generation warehouses’

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as well as food and beverage clients. This vibrant tenant profile includes the likes of Unilever, Volvo, Samsung, DHL, Tongaat Hulets Sugar and Katoe Natie just to list a few.

Providing world-class storage solutions Shree Property Holdings has a reputation in the region for developing and maintaining AAA grade, new generation warehouses. The company prides itself in providing its clients with complete turnkey storage and logistics solutions, including customisation of facilities for individual tenants.

Shree Property Holdings has undergone intensive research and development studies in order

S U P P LY C H A I N

to develop spaces built for maximum storage flexibility and efficiency – for example, each layout incorporates open span design and ideal flow within the warehouse to enable maximum usage of the floor area, which in turn assists and creates greater efficiencies in the operation of their client’s business.

Furthermore, the company has its own bespoke in-house construction division – Shreeprop – which helps ensure that all new developments are built to plan in a cost effective and timeous manner, further guaranteeing that the quality of materials and workmanship is at its finest. It is this factor that enhances the reputation and the ability

Large overhang constructed to allow for a covered loading space

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SHREE PROPERTY HOLDINGS for Shree Property Holdings to build AAA grade warehouses quicker than most.

We put our logo’s on all our properties to show ownership and quality of our products which our company prides on

Continuous improvement Quality and meticulous planning sets Shree Property Holdings aside from the competition and this underpinned by a culture of continuous improvement. “We are constantly striving for excellence in terms of methodology, technique and efficiency,” says Pran Shree, CEO and CoFounder. “We work hard to create productive environments for our tenants using the latest technology.”

Shree Property Holdings is a firm believer in technology, as well as deriving benefits from adopting the first user advantages of it, therefore strategically continuing to invest in such to ensure its systems are up to date. “In the citrus business

The Shree Property Holdings development & construction team

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AFRICA

we have been using a wireless, handheld based warehouse management system that has enabled us to load the correct pallet out and at the right time based on all the different variables like FIFO, Count, Grade and Target Market. This system has had many revisions over the years and has also been replaced and reengineered a few times as our business grew,” says Mayur Shree.

“On the property side we are constantly reengineering our intranet and Microsoft SharePoint Services as connectivity and different platforms evolve. This ensures that all our staff members are constantly connected and informed on the different sites and scope of work that we are busy with. We employ Microsoft Project Professional and Autodesk’s Building Design Suite which has increased our turnaround times and improved our accuracy in all projects from planning to completion,” he continues.

The company has also developed its own Shreeprop app, which allows tenants to log enquires instantly with the property management team and expect responses immediately in real time.

Corporate social responsibility Technology is not the only driving force behind Shree Property Holdings as an organisation. It is also dedicated to implementing world-class CRS initiatives. “Corporate social responsibility is very important to our company and resonate directly with our core values,” explains Sanam

Key Personnel

Pran Shree Co-founder & CEO 30 years of experience in the Cold Storage and Food Industry 10 years of experience in the Property Development Industry SAPOA member Durban Chamber of Commerce Member

“We work hard to create productive environments for our tenants using the latest technology” – Pran Shree

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SHREE PROPERTY HOLDINGS

Our plant and transportation equipment owned and managed by our construction and development team

“The origin of the Shree Future Foundation relays back to Shree Property Holdings core values” – Sanam Shree, Chief Strategy and Investment Officer 66

December 2014

Shree, Chief Strategy and Investment Officer.

“The company has always supported various charitable organisations, and has a large involvement with Soroptimist International, Durban Club because of the affiliation of our CFO, Annisha, who was the club’s Immediate Past President. Shree Property Holdings and Soroptimist International, Durban Club have formed a partnership in The ‘Adventure into Adulthood’ project and it was this integration that

S U P P LY C H A I N

brought about ‘The Shree Future Foundation.’

“The origin of the Shree Future Foundation relays back to Shree Property Holdings core values of empowerment, innovation and creating a sustainable and better future for our children of tomorrow and the less fortunate.

The organisation wishes to educate a university student by providing the potential candidate with the opportunity and funding to study and educate her/himself further. One hundred Grade w w w. s h r e e p r o p e r t y h o l d i n g s . c o m

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SHREE PROPERTY HOLDINGS

Warehouse facility occupied by S.A. Landside Logistics

The warehouse has a 20,000 m2 storage capacity

11 students from disadvantaged backgrounds undergo stringent written and oral tests in order to qualify for the grant. The successful student will then be awarded a bursary to study at a tertiary institution. Voluntary educators will provide arms of support and mentorship from both the Soroptimist Club and the Shree Family.�

The company aims to grow this foundation to a larger scale over the next few years and truly values corporate social responsibility and believes in giving back to the communities in which it operates.

Family values rule the day The company isn’t only dedicated to helping those external of the company. Being a family run business, Shree Property Holdings views its staff compliment as being part of their greater family, whilst firmly adopting the ethos of a corporate structure. It is also important to note

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S U P P LY C H A I N

Company Information INDUSTRY

Construction HEADQUARTERS

La Mercy, South Africa FOUNDED

2007

that it is passion and dedication that largely fuels the business. All five family members oversee different arenas of the business and work largely to complement each other with their talents and skills. This display of their complimentary skills will be well executed in the roll out of Shree Property Holdings Africa. Whereby Shree Property Holdings is internationalizing the business and increasing its African footprint in the SADC regions. The first step in the Company’s global movement will be via Mauritius. This has also been an easy process due to the fact that their Blue Chip tenants are requesting space in these SADC countries.

“We put our family name to our brand,” says Pran Shree. “A constant goal that we strive to achieve is to add value to our clients and their business. Being a young player in the property market, it is worthy to note that for the Shree Family this is just the beginning,” he concludes.

EMPLOYEES

250 REVENUE

Not disclosed PRODUCTS/ SERVICES

Property Development, and Warehousing

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Ocean Shipholdings, Inc

Ocean Shipholdings Raises the Bar on Ship Managemen

OSI VP of Operations Bob Sheen discusses new technolog and a constant commitment to high standards Written by: Sasha Orman

Produced by: Jason Wright

c.

nt

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uilding and managing a ship or a fleet is complicated business. That is why there are businesses Ocean Shipholdings Inc. (OSI) who make it their specialty. The Houston-based company has been a leader in ship management and ship building services since its formation in 1981, offering a full gamut of ship management solutions from shipbuilding and crew staffing to accounting and purchasing to engineering support and maintenance. With a commitment to quality in all aspects, OSI is committed to its clients’ safety and success.

Technology for Efficiency and Safety OSI actively invests in new technology for its ships and onshore operations, knowing the many benefits that it can bring to the business and its clients.

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USA

One of those benefits is efficiency, enhanced

by AVS SafeNet modular software suites licensed from AVS Nautical Systems. OSI currently licenses accounting and crew management modules for its ship and shore operations, along with maintenance modules aboard some of its ships, and most recently added purchasing and procurement modules to the repertoire.

“We implemented this across the company and across the ships, so that we could manage all of our procurement with a single software package,” says Bob Sheen, Vice President of Operations at OSI. “That allows us in the office and the folks out on the ship to be aware of what’s being ordered, delivery dates, where they stand within our budgets and their own budgets, and it allows for visibility of what’s being ordered to senior management and to some of our customers.”

“It’s important to us to put OEM manufacturer spare parts on the ships wherever we can to the maximum extent possible – there are plenty of third party parts manufactured under questionable circumstances and without certification, and we have to be very careful that what we get is what the manufacturer either recommends or provides themselves – Bob Sheen, Vice President of Operations at OSI

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OCEAN SHIPHOLDINGS, INC. This kind of transparency is critical for clients – equally valuable is security. To address this, OSI has taken on the task of enhancing its software and working with shipboard partners to increase cyber security capabilities. “For many years, people didn’t think cyber security was an issue on ships,” says Sheen. “But it has become a major issue and we’re working within an industrygovernment partnership to develop procedures and safeguards for cyber security onboard the ship. On the shore side, there are plenty of software packages available that do that, and our IT folks are upgrading ours here.”

KPI Bridge Oil is a leading worldwide bunkering company since 1971 with offices in London, Istanbul, Miami, New York, Seattle, Singapore and Valparaiso. With a dedicated team of more than 100 experienced professionals worldwide, KPI Bridge Oil is fulfilling bunker and lube oil requirements for the international shipping industry, covering all major time zones 24 hours a day.

732.219.7900 | newyork@kpibridgeoil.com

www.kpibridgeoil.com

USA

Building Partnerships Whether it is chartering a ship from its own fleet or maintaining and repairing a ship for a client, Ocean Shipholdings Inc. believes in keeping vessels in the best quality possible. For OSI, that means maintaining a strong relationship with original equipment manufacturers (OEMs) of every piece from main engines to power generators to water evaporators.

“It’s important to us to put OEM manufacturer spare parts on the ships wherever we can to the maximum extent possible – there are plenty of third party parts manufactured under questionable circumstances and without certification, and we have to be very careful that what we get is what the manufacturer either recommends or provides themselves,” says Sheen, explaining that this policy also extends to requiring its ships to keep an inventory of all parts received or installed, so that OSI can track parts and maintain its high standard of quality companywide, and thoroughly vetting its purchasing staff to ensure that their standards are in line with OSI company policy.

A Future of Growth for OSI OSI is looking forward to good things in the near future, filled with potential for growth and success in upcoming contracts. “We like to think here that we’re going to be growing the company hopefully in a big way,” says Sheen. “We’re in a very competitive market, and we’re always looking to

“We implemented this across the company and across the ships, so that we could manage all of our procurement with a single software package” – Bob Sheen, Vice President of Operations at OSI

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OCEAN SHIPHOLDINGS, INC.

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see where we can save our customers money, which reduces their cost and makes us more competitive. So we’re actively seeking new customers and seeking to grow the business.

We’ve been around a long time because of that attitude, and we see ourselves adding new ships to our fleet and growing here within the next few years.”

Company Information INDUSTRY

Ship management services HEADQUARTERS

Standards that Set OSI Apart What separates Ocean Shipholdings Inc. from the competition? According to Sheen, it all comes down to the company’s high standards and the people who work hard every day to keep those standards intact.

“We try to attract and retain the best available people that we can, and we develop our people over a long time to have a broad range of knowledge and skill sets,” he says, noting that many OSI employees – himself included – have risen through the ranks from positions on OSI ships to a place within the company onshore.

“We are ISO 9001/2008 certified, and we’re very committed to quality and providing the best service that we can to our customers, continually seeking out input and feedback on where we can improve. Our owners started out long ago trying to be the best in the market, and we continue to strive very hard to do that.”

Houston, TX FOUNDED

1981 EMPLOYEES

400 ship and shore personnel

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Comprehensive Logistic

Truly Comprehensive Logistic

With more than a century of lineage, the company has evol delivery operation into a logistics industry leader.

Written by: Kevin Smead

Produced by: Jason Wright

cs Co., Inc.

ics

lved from a horse-and-cart

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Forklifts

A

lthough its lineage dates back more than 100 years, Comprehensive Logistics Co., Inc. (CLI) can be viewed as a “21st century success story.” CLI is an award-winning third-party logistics (3PL) provider known for its lean logistics solutions for leading OEMs.

to meet very stringent lead time and quality requirements in highvolume, high-velocity manufacturing environments. The company manages 19 operations comprising 4 million square feet of value-added warehousing and subassembly space with ISO 9001:2008 and ISO/ TS 16949:2009 certifications.

A Fast 100+ Years Incorporated as a 3PL business in 1995, CLI traces its roots back four generations, to 1903, when J.V. McNicholas started delivering goods with a horse and wagon from the train station in downtown Youngstown, Ohio. Today, CLI is excelling for Fortune 500 automotive and adjacent sector OEMs and Tier1 suppliers by leveraging its ability

A Comprehensive Approach CLI’s approach combines warehouse, yard and transportation management services. The company specializes in creating dedicated, highly engineered, process-driven manufacturing support facilities that successfully co-locate and synergize logistics operations with value-added services and subassemblies in

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support of OEM assembly plants.

The centerpiece of the company’s approach is its “plan for every part” (PFEP) methodology. From point of receipt through shipment, CLI effectively and accurately manages the high volume of manufacturing materials while mitigating risk for its customers.

Highly Efficient Processes From advanced quality planning and highly engineered processes to a superior IT support infrastructure and focus on continuous improvement, CLI’s lean culture delivers measureable results for its customers.

Once facilities reach steady state, CLI’s continuous-improvement initiatives spearhead constant

refinements that bring core operations closer to perfection. The company’s engineered approach employs PFEP and derivatives of W. Edwards Deming’s total quality management principles. Each core process is carefully managed to control even the slightest variation.

CLI has spent years perfecting its error-prevention controls through indepth corrective and process action (CAPA) management. Whether driven by its own continuousimprovement initiatives or evolving customer requirements, CLI manages change through a formal Change Management Request (CMR) process, which fast-tracks and streamlines improvements.

“As processes are designed and begin to cycle, every process w w w. c o m p l o g . c o m

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Maximize Your Profitability with the latest Tracking Technology SOLUTIONS

Since 1974, Lowry Solutions has been implementing technology innovations nationwide, and with over 10,000 customers, it has established itself as a premier AutoID system integrator focused on barcode, RFID, biometrics, enterprise mobility and asset management solutions.

Lowry understands that each enterprise has its own specific issues and requirements and that in order to provide best-in-class solutions to address these issues, a deep understanding of our clients’

Lowry Solutions make our customers’ businesses more competitive by providing: • Cost reduction • Improved business process efficiency • Improved staff productivity • Improved asset/inventory visibility • Supply chain standards compliance • Empowered mobile workers

unique business processes is a necessity. To us, success is rooted in our ability to enhance and grow our customer’s business.

Proud Platinum Level Partner

800.733.0210 | info@lowrysolutions.com | www.lowrysolutions.com

COMPREHENSIVE LOGISTICS will generate a certain number of nonconformances,” CLI’s Director of Corporate Services Trey Lyda explained. “We use those nonconformances to design additional error proofing and controls, whether systems based or otherwise, to improve the process.

Each time you go through that loop for a particular nonconformance, it is one revolution of the continuous improvement cycle.”

A Unique System CLI lets customers see what drives success by affording them 24/7 real-time visibility to material

SUPPLIER PROFILE

USA

moving through its support facilities.

Using its sophisticated STREME™ warehouse management system (WMS), designed specifically for highly complex, high-volume operations, CLI synchronizes material flows to manage inventory levels and event alerts holistically in one system. Robust to handle more than 250,000 scans daily, STREME precisely tracks flow and inventory levels. By pushing instructions to hand-held scanning devices, STREME eliminates task memorization and errors while increasing productivity.

“We have what’s called

LOWRY SOLUTIONS

Since 1974, Lowry Computer Products has been implementing technology innovations nationwide, and with over 10,000 customers, it has established itself as a premier AutoID system integrator focused on barcode, RFID, biometrics, enterprise mobility and asset management solutions.

Website: www.lowrysolutions.com

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COMPREHENSIVE LOGISTICS ‘production status,’ which tells us what everybody is doing every second of the day. It’s basically the tool we use to manage our business,” CLI’s Vice President of IT Steve Olender said. “It [STREME] is a Web-based proprietary system that works with any browser available to anybody, anywhere, including mobile applications.”

USA

transparent. We actually like them to see, in real time, what’s going on in our facilities,” Olender said.

Truly Comprehensive Logistics With its 99.97% inventory accuracy rate, 99.4% on-time delivery rate, and less than five defective parts per million, CLI has achieved better than world-class standards. There are end-to-end checks to ensure that The system is animated and everything is where it should be at user friendly. any given moment.

“From the point of receipt at our “Customers are looking for facility, STREME makes it easy security even as they seek out for customers to get a real-time, supply chain advantages based animated view of all touch points on leaner and more capable for any part at any time,” Olender processes,” CLI’s Senior Vice explained.

President and General Manager Brian Hume said. “Maintaining STREME fits right in line with CLI’s launch capacity and executing clean focus on complete transparency. launches are a very high priority “By giving customers visibility and as customers look to leverage our fact-based communications, equal core competencies and versatility in to our own, we make everything diverse outsourced scenarios.”

“With its 99.97% inventory accuracy rate, 99.4% on-time delivery rate, and less than five defect parts per million, CLI has achieved better than world-class standards.” w w w. c o m p l o g . c o m

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Time to go Lean.

P O S I T I V E - T R A C K I N G

Over 27 years ago, Peregrine, Inc. invented the Quad-Steer Tracker™ material-handling trailer. There is still only one Quad-Steer Tracker™.

We have produced several types of trailers and accessories to fit thousands of applications. We do the dirty work and provide custom engineering at no cost to best fit your application while maintaining the highest standards for safety and ergonomics. Since cost drives your business, put low maintenance and product life expectancy on your bottom line.

T R A I L E R S

8 0 0 - 7 7 7 - 3 4 3 3 | w w w. p e re g r i n e - i n c . c o m 5301 North 57th Street Suite 102 | Lincoln, NE 68507-3164 | Phone: (402) 466-4011 | Fax: (402) 466-1639

Development, Real Estate, and Construction Solutions EXXCEL Project Management develops and constructs repeatable relationships nationwide.

328 Civic Center Drive | Columbus, OH 43206 614-621-4500 | www.exxcel.com | dreardon@exxcel.com

COMPREHENSIVE LOGISTICS

USA

In terms of new business, CLI executed six major new launches in 2014, including a $20 million investment for a dedicated warehouse, and is focused on the growth of other aspects of its business, including transportation and yard management.

“The key factor in everything we do is transparency,” Hume said. “The environments that we were formed in are high stakes, high speed, high volume, and have very stringent quality requirements. We made a conscious choice, as a management team, to be fact based and open in our communications and let the process science speak for itself that we were going to be forthright and open in our communications.

“This extends to the visibility that our systems create,” Hume added. “The fact that we are personally happy to do open-book pricing and to share our engineering, I think makes us overall easier to do business with. I think customers appreciate that.”

If past performance is indicative of future success, CLI’s growth potential is unlimited.

As a fourth-generation, privately held company, CLI continues to experience yearover-year double-digit growth and to reinvest earnings to ensure future growth.

Company Information INDUSTRY

Logistics HEADQUARTERS

Youngstown, Ohio FOUNDED

1903 EMPLOYEES

1,100

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Varley Group:

Defence & Aerospac

As one of Newcastle’s oldest manufacturin Group has the expertise and wide-ranging companies do not.

Written by: Laura Close Produced by: Robert Lundbe

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VA R L E Y G R O U P

Varley Electric Vehicles retrofitted a passenger bus with electric vehicle technologies as part of a multi-million dollar growth program.

A

s one of Newcastle’s oldest and most advanced engineering companies, Varley Group has provided its customers with innovative solutions and quality designs and products for over 125 years. The company has worked on projects in several different disciplines and industries including defence and aerospace, specialised vehicles, electric vehicles, power services, ship repair rail services and telescopic towers. Recently, in 2013, Varley 90

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Group acquired Telescopic Tower Enterprises in Queensland and BJM Electrical.

Varley Group is committed to safety, in ensure the welfare of its people and visitors; customer focus, to offer the best customer service through open and honest relationships; high quality workmanship, to ensure highquality products, services and employees; acceptance of change, to adapt to changes in customer needs, technology and social

AUSTRALIA

Hydraulic pump jacks improve operational efficiency on operations floor.

demands; and success, to secure continuing financial, technical and market success.

With locations in New South Wales, Sydney and Brisbane, the company has demonstrated its expertise on projects both large and small, earning a reputation for first class work locally, nationally and internationally. By providing quality customer service and a broad but specialised skill base, Varley Group has had the competitive edge in the region since its inception.

Defence & Aerospace Varley Defence & Aerospace has been a recognised supplier of engineered military products since its establishment in the early 1980s.

This division of the company has been responsible for the design and manufacture of a wide variety of land, air and sea products for military applications. For over 30 years Varley Defence & Aerospace has been building up extensive knowledge and experience.

The company is able to provide w w w. v a r l e y g r o u p . c o m

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Varley’s automative capabilities include metal fabrication, machining, fusion welding, vehicle building, mechanical assembly.

VA R L E Y G R O U P

services ranging from conceptual design through to product manufacture and provide throughlife support. Several products are available from Varley Group’s defence and aerospace line: • Deployable shelters and enclosures integrated with tactical mission systems and logistics support equipment • Specialised trailers fitted with stabilising system and elevating platforms • Specialised vehicles bodies and modules • Specialised aircraft ground support equipment (GSE) • Customised storage and transportable containers • Marine gangways and accommodation ladders This particular arm of the company prides itself on its continuously improving service to customers— which includes both the Australian Defence Force and Defence industry alike—providing innovative, integrated and cost-effective solutions and continually factoring lessons learnt into the company’s

AUSTRALIA

approach to new projects.

Major Contracts & Manufacturing Skills In both prime and sub-contract arrangements, Varley Defence & Aerospace offers customers the benefits of knowledge, experience, flexibility, and highly skilled design and manufacturing teams supported by the full resources of the Varley Group of companies.

Most significant contracts include: • Land121 Phases 3A & 5A Vehicle Modules for new fleet of Army G-Wagons • RAAF Transportable Air Operations Tower (TAOT) Mobility Systems • Deployable Tyre Maintenance System (TMS) Shelters • F-35 JSF Landing Gear Handling Systems and Canopy Lifting Assemblies • AP-3C Orion Aircraft Docking Stations, and Mobile Work, Support and Access Platforms • Army Medium Maintenance Shelters • Assemblage Enclosures for

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Berendsen has provided hydraulic support to Varley for over 20 years. From technical advice, to equipment supply, to custom design and manufacturing, we have become one of Varley’s most trusted suppliers.

We provide customised solutions to meet any hydraulic requirement and work with our clients every step of the process to ensure complete customer satisfaction.

 Filtration Systems  Standard & Custom Power Units  Lubrication Units  Standard & Custom Cylinders  Standard & Custom Manifolds

www.berendsen.com.au 10-18 Carbine Close Wallsend NSW 2287

Ph: +61 2 4955 0660 info@berendsen.com.au

APPROVED COMPANY ISO 9001

Quality Management System s Certificatio n Services

AME Products is your “Serious DC Specialist” in the Australian

We deliver the most comprehensive range of electrical & mechanical services in the industrial & commercial sector.

P ONE STOALE DC electrical market specialising in DC solutions for agricultural, WHOLES mining, automotive, marine and emergency services applications R IE L P SUP

» Electrical Contracting » Industrial Control Systems » Building and Facility Services » Industrial Machine Services » Catering Equipment Service & Sales » Automated Building Systems » Health and Hygiene Equipment » Commercial Laundry Equipment

02 4968 7500 - 24hrs 7days

www.gbelectrical.com.au

Contact your local AME branch on:

1300 883 263 ameproducts.com.au

VA R L E Y G R O U P

AUSTRALIA

Battlefield Telecommunications Network • RAAF Control, Command and Communications Shelters • Fit-out of MECC Expandable Shelters • Secure Office Shelters • Air Defence Vehicle Bodies These projects were supported by Varley Group’s expertise and highly developed skills in manufacturing. Below is a list of skills the company has mastered and can offer to its clients.

• Metal Fabrication • Machining • CNC routing • Lightweight metal fabrication • Fusion Welding • Vehicle building • Mechanical Assembly • Fit-out (mechanical, electrical, data/video/

audio cabling) • Vehicle body/chassis building • Auto electrical 12V/24V • Electrical 240V/415V • Fibreglass and laminated panelling • Spray painting • Panel beating • Plumbing • Shipwright • Product maintenance, repair, overhaul

and upgrade

Company Information INDUSTRY

Manufacturing HEADQUARTERS

New South Wales, Australia FOUNDED

1886 EMPLOYEES

650 REVENUE

$110 Million PRODUCTS/ SERVICES Varley is one of Newcastle’s oldest and most advanced engineering companies.

We have consistently provided our customers with innovative solutions and quality in design and manufacture for 128 years.

Varley’s work on projects large and small has earned the company a reputation; locally, nationally and internationally, as a supplier of first class work, a manufacturer of quality products and a provider of unsurpassed service.

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Rail Track Association Au

The Rail Track Australia Association (R the Interests of Rail Track Infrastructu

From Small Beginnings – the Story Continues to G

Writ te n by : Dav i d B ain bri d g e

ustralia:

RTAA): Pursuing and Promoting re

Grow

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R A I L T R A C K A S S O C I AT I O N A U S T R A L I A

The RTAA was formed in 1973 after the First International Rail Sleeper Conference was held in Sydney. This conference was the catalyst for the establishment of the Rail Sleeper Association which became the Rail Track and Sleeper Association in 1979. Following further organisational changes in 1983, the association became known by its current name - the Rail Track Association Australia (RTAA).

The RTAA held thirteen successful rail conferences between 1973 and 2001 at threeyear intervals. These conferences were held in major locations in 98

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Australia and New Zealand and were well supported by the rail industry. They included guest speakers from Australia and overseas, providing a high standard of technical papers and information to rail professionals.

Between conferences, and during the years 1979 to 1995, the Rail Track Journal was published by the RTAA. Its objective was to maintain a communication link between members. In 1996 this role was assumed by Track & Signal Magazine, with endorsement by the RTAA. The RTAA continues to provide technical and editorial

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assistance to the publication while also regularly contributing articles.

Railway Association (ARA) that resulted in AusRAIL. For the first time, all five major Australian rail The Yellow Tie Dinner and industry groups joined forces AusRAIL Conferences to present the highly successful The inaugural RTAA Yellow Tie AusRAIL PLUS 2003 Conference Dinner was launched at the 1981 in Sydney. (The ‘five’ were ARA, Rail Conference, when guests RTAA, ARIC (now known as were presented with a selection RISEG), IRSE and RTSA). of coloured ties and scarves Since then, AusRAIL PLUS representing a rail theme. The Conferences are held every other yellow ties became the most highly year, alternating with the AusRAIL sought and the name stuck. The Conferences. The RTAA continues Yellow Tie Dinner was born. to maintain a prominent role, In 2001, the RTAA took a hosting a technical stream during new direction and secured an the conference as well as one of agreement with the Australasian the most popular social events on w w w. c o m p a n y u r l . c o m

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the Australian rail calendar - the Yellow Tie Dinner.

RTAA Field Days Event While all of these changes were positive, the RTAA was still searching to clearly articulate and distinguish its purpose within the rail industry. A key challenge was ensuring the services provided to the membership were meaningful and good value for money. There was a strongly held view that, while the AusRAIL conference provided a meeting place for executives, professionals and lobbyists, the thousands of blue-collar railway workers also needed an event specifically targeted to meet their needs. It was also acknowledged that site-based rail workforces should be publicly recognised as valued contributors to the industry.

Added to these imperatives, an event was needed for rail workers to engage in industry advances, learn about new technology, while also being able to meet rail executives that they did not often see on track.

As a result, the RTAA’s Field Days event was established in 2006.

While based on the International Exhibition for Track Technology held

in Münster, Germany, RTAA’s event has a distinctly Australian flavour.

The fifth event was held this year with more participants than ever, including international delegates.

Frank Franklyn Young Rail Specialist Award In 2008, the RTAA awarded its first Frank Franklyn Young Rail Specialist Award. The award seeks to encourage, reward and promote young achievers within the rail infrastructure industry by facilitating their travel to an international rail event. This prestigious award is presented at the gala dinner at AusRAIL. New Directions with an Eye on the Past In 2010, David Bainbridge was elected President of the RTAA, heralding a transformational rethink in the RTAA’s direction and approach.

For the first time, a membership satisfaction survey was undertaken and the results were used as the basis of a three-year strategic plan, currently being implemented.

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approach. This includes targeting a membership base that is spread across Australia, and providing services accordingly, rather than being a Sydney-centric organisation.

Implementing the strategy has not been without significant challenges however, and there has been significant progress in the eight key focus areas. These include: 102

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1. RTAA profile: become a credible voice for our members 2. Field Days Event: be bigger, better and more professional 3. Technical stream at AusRAIL: provide more relevant and higher quality papers 4. Networking events: offer professional events across Australia that are recognised as recordable

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CPD credits for members of the Institution of Engineers Australia 5. Frank Franklyn Young Rail Track Specialist Award: increase applications and improve quality 6. Website, media and social networking: improve RTAA’s image and communication with members 7. Track standards: improve the RTAA’s working relationship with

RISSB and other organisations 8. RTAA performance: monitor member satisfaction through a second survey (due in July 2013).

The results are impressive and there has been a 50% growth in memberships over the past three years. The RTAA has also modernised its image with a new logo and website representing w w w. c o m p a n y u r l . c o m

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this shift. There are many more achievements, with much work still to be done. The second membership survey will reveal the extent of progress, areas requiring continued focus and new challenges.

Importantly, the RTAA will continue to encourage both individuals and corporate organisations to take up membership and play an active part in the industry.

The Future – What’s Next?

There are a number of key areas where the RTAA can add value to benefit the rail industry as a whole.

These include: 1. Supporting the introduction of innovation to the industry which has the potential to save the lives of workers and members of the public.

2. Attracting and retaining young people into rail.

3. Increasing diversity within the rail industry, particularly encouraging greater participation in the new age of railways by women and Indigenous people.

4. Using social media tools to better share information and facilitate debate in the industry.

This includes using tools such as LinkedIn, Facebook and Twitter.

While this may not come easy to many (older) rail colleagues, it is an essential part of communicating railmessages to peers, stakeholders and decision-makers. This will help secure the future of the rail industry in years to come.

A Final (Personal) Note The RTAA has become recognised as a relevant and prominent member of the Australian rail industry community and the spiritual home of the Field Days event in Australia. Long may it remain so, and long may we continue to provide exceptional value to our members. The RTAA strives to continuously improve its service, to move forward with the times and serve the interests of the rail industry for the foreseeable future. I am passionate about continuing this journey and making our vision a reality. I thank all members who have humbled me with their support for the RTAA and my role as President.

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TW TRANSPORTS:

A TRADITION THAT IS SELF-RENEWABLE With 60 distribution centers, this “gaúcha” (from the State of Rio Grande do Sul) company grows stronger and stronger in the field of highway transportation of cargo Written by: Flavia Brancato | Produced by: Sergio Ambrosino

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orty-eight years of experience in the transport business is what brings reliability to the demanding logistics market, by means of a unique history of entrepreneurship. Starting with three Mercedez Benz trucks operating in the field of highway transportation of cargo, from Porto Alegre to the north of the State in the mid-60s, today TW Transporte is recognized for its strength and outstanding performance throughout the State of Rio Grande do Sul. TW Transporte also carries out its activities in the states of Santa Catarina, Paraná and São Paulo, with a structure divided into 60 units, serving more the 760 cities, with a fleet of about 500 vehicles.

With full integration of transportation solutions, the company is able to bring the entire line of production and consumption together via its service profiles, by offering full management of the production chain of transportation of packages, LTL, agribusiness, heavy loads and chemicals.

To serve a structure that has collection and distribution units located in

Waldemar Schmitz, founder of Waldemar Transports 108

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Management TW Transportes

Heavy load fleet, TW Transportes

the largest production and consumption centers in the Southern region of the Country and in S達o Paulo, TW Transportes has small-sized vehicles for fast collections in urban centers and heavy trucks for the transportation of large-sized items, thus ensuring a perfect alignment of the supplying, processing and consumption markets.

PROFESSIONAL QUALIFICATION Recognizing the human relevance for the development and maintenance of relationships, the company is continually investing in professional training in order to leverage contact with customers and the market. TW Transportes management foundation is strictly bound to its Strategic Planning and Internal Procedures, as well as its Guidelines and Policies, supported by an information system and by performance indicators.

Alexandre Schmitz President Ricardo Schmitz Commercial Director Alexandre Krummel Operacional Director Ana Paula Schmitz Administrative Director Marinilce Schmitz Financial Director

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TW Transportes drivers training

“We chose to invest very successfully in professionals who supported our decisionmaking process with data and information, and who made the company even more competitive” – Alexandre Schmitz, CEO of TW Transportes 110

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One example is the Integrated Management System, which is conducted by the Quality Committee, with participation of all areas of the company, and also its Management. Another successful management model is the Gaúcho Quality and Productivity Program (PGQP) – enabling self-assessments and external, systematic, and annual assessments, in a continuous process of analysis and improvement in its system – which is consolidated and

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integrated in all levels and sectors of the organization.

Moreover, the areas hold monthly reviews of their results internally, generating action plans for the maintenance and improvement in set standards. This involvement and participation of Employees are only possible by means of implemented HR practices, from which investment in training and development, plan of benefits, actions for integration and gettogethers stand out, among others. All units of the company are engaged in the pursuit of excellence through specific actions of skilled-developing training of Managers and Employees, system of result reviews, in addition to practices already established in the Parent Company. w w w. t w t r a n s p o r t e s . c o m . b r

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Lecture on quality of life and work safety

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ENVIRONMENTAL RESPONSIBILITY The socio-environmental responsibility is a serious matter for TW Transportes. To control the Atmospheric Emissions generated by trucks, the company conducts Opacity tests (“black smoke”) on its own vehicles every three months, and on aggregated vehicles every six months; a conformity report stating the vehicle emission rate is issued after the checking is carried out.

As far as Waste Management is concerned, the company works with proactive actions. For instance: used tires are sent to companies that recycle those wastes, reuse the rubber, and turn it into new products; oil and oil residues are sent to petrochemical companies that refine the material, returning it to the consumption cycle; the batteries are sent to companies that recycle such batteries, thus avoiding unnecessary raw

TW Transportes collects water from the rain to wash company’s vehicles

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Employees work out

material consumption.

Being instruments of relevant environmental interest and part of a sustainable development, the Areas of Permanent Preservation are also in the company priority list. TW Transportes main office in Carazinho has two APPs where all the restrictions required by the resolution (30m) are complied with and the company keeps those areas by planting native trees.

All such efficiency and determination turn into positive results, with 114

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emphasis on the Certification issued by SASSMAQ – Evaluation System for Health, Safety, Environment and Quality-, required by customers of the field of chemicals, and into the high level of customer satisfaction.

LOGISTICS Maintaining excellence and continuing the tradition of almost five decades is not an easy task. The continuous investment in technology, and the equipment that provide greater visibility, route optimization and agility in the processes of transportation, represent one of the company’s challenges.

The company has a complete and equipped structure to better develop the distribution centers and internal information systems. In addition to an integrated 24-hour online system that allows the generation of real-time visibility of the entire transportation process, TW also counts on web-

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TW Transportes logistics unit, Carazinho-RS

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based tracking of goods and satellite-monitored vehicles.

Modern logistics centers set in Carazinho enable the storage, monitoring and distribution of products in the northern region of Rio Grande do Sul. Located in the main consumption poles of the state, the Distribution Centers provide optimization of efforts and agility in the operating processes. Located in strategic regions for trading of inputs and products, TW Transportes

Shipping Centers, by means of its vertical units, allow agility in the collection of goods and interaction with the distribution network of the company.

THE FUTURE Last year, TW Transportes grew 26 percent and the revenue by the end of the year was USD $81 million. In 2014, the forecast is for continuous growth, with an increase of approximately 15

“We intend to open more units, ensure efficiency in collecting and delivering products, implement an internationalization project to conquer new markets, and also fully automate our operations” – Alexandre Schmitz, CEO of TW Transportes

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TW Transportes is part of fairs and

percent in sales, which should reach as much as USD $94 million. To remain in this favorable flow, they rely on the strengthening of expansion of the market of highway transport of cargo. “We intend to open more units, ensure efficiency in collecting and delivering products, implement an internationalization project to conquer new markets, and also fully automate our operations,” states Alexandre Schmitz, CEO of TW Transportes. He also admits, “this is to meet an estimated increase of 15 percent in volume of goods delivered, which reached more than 1 million units in 2013.”

Schmitz also points out as decisive factors for the excellent result achieved in 2013 the investment in mapping the customer contribution margin, an increase in higher value-added services, process redesign, in addition to investments in Human Resources and in the process 118

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Company Information NAME

TW Transportes INDUSTRY

Logistic and Transport HEADQUARTERS

Carazinho, Rio Grande do Sul, Brazil E S TA B L I S H E D

1966 EMPLOYEES

1500

d events

of planning, Market Intelligence and control of critical actions. “Today, our company has an area of planning, Business Intelligence (BI) and structured and independent market intelligence. We chose to invest very successfully in professionals who supported our decisionmaking process with data and information, and who made the company even more competitive.� adds the CEO.

PRODUCTS/ SERVICES

The company is specialized in storage and transportation of cargo (light and heavy LTL and chemicals)

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