MM&D (Materials Management & Distribution) by Annex Business Media

March/April 2012 $8.00

SUPPLY CHAIN CANADA SHOW GUIDE INSIDE

Publication mail agreement #40069240.

The CSCSC roundtable discusses ways to attract talent

Plus: SCL President’s Award Weighing and lifting equipment

Taking Stock

Getting the message out W

hen I first took this job, I joked that I’d have to do an entertainment issue. TV and movies are more enamoured of the logistics side of the supply chain than they have been since the late 70s and early 80s when truckers were on-screen heroes. Now transportation companies star in reality shows. The reason I mention this is that in this online, media-saturated, Twittering world, it’s nearly impossible to run a business without outside attention. Sometimes it’s positive attention, like the timelapsed, Vimeo video posted by abonstu showing 24 hours of activity at the Port of Vancouver. Sometimes it’s negative, like that generated by an article in Mother Jones magazine about how working in an American DC is soul-destroying and body-breaking. What this means is that you, as supply chain professionals need to communicate the message of what your operations are doing. If you can’t get your message out, you’re in danger of somebody else talking or writing about you. This means updating your websites with current

information. It’s great having success stories online, but they lose effectiveness when they’re dated from the last century. Connecting with your business’s customers via social media and revealing what you can about your positive (eco-friendly, sustainable, fair-trade, etc) supply chain practices will generate goodwill for your business. Even talking to reporters, as old-fashioned as that may be, is a way to put your business in front of the world. Just as you have to change the way you communicate, we here at MM&D have to do the same. We’re putting more content online. Besides daily news stories, we’re posting longer features, such as a piece about Kubota’s Kardex Remstar AS/RS implementation (www.canadianmanufacturing.com/?p=58984). We’ve also put up our first videos. One is from Toronto Fashion Week (www. canadianmanufacturing.com/?p=58220). One is an interview with this year’s SCL President’s Award winner. (www.canadianmanufacturing.com/?p=59125) We’re also hosting our first webinar of 2012. On May 1 at 12:00 PM EDT Bill Eggertson of the Canadian Wood Pallet and Container Association will discuss changes to the rules regarding the types of pallets that can be transported across the border. (See page 4 for the related article.) I hope you can join us for the discussion. (www.canadianmanufacturing.com/?p=58989)

March/April 2012 | Volume 57 | Number 2

Contents Departments

Columns

Features

3 4 4 6 8 9

25 Legal Link Carrier’s prerogative

14 Sector Council roundtable on human resources

36 Materials Handling Organize yourself and others

17 Supply Chain Canada President’s Award winner Naeem Farooqi from Metrolinx

38 Learning Curve Access granted

18 Weighing and lifting equipment

Taking Stock Supply Chain Scan Global Focus Benchmarks Movers + Shakers Professional Development Directory 12 Done Deals

19 26 Supply Chain Canada show guide

MM&D | March/April 2012

Supply Chain Scan

Delivered

Sales record

Courier companies are back to levels not seen since recession, Page 6

Conveyor equipment manufacturers say 2011 was best year ever, Page 11

Inside | Vancouver Fraser Port Authority gets court

Pallet standards changing US wants south-bound wood containers to be heat-treated and because the pests themselves can easily cross the border without even a passport, an exemption hat is potentially the next US-Canada trade dispute has nothing to do was put in place saying pallets crossing that border with the goods being transported across the border. Instead, its focus is can be constructed of untreated wood. the pallets used to ship the goods. The exemption was designed to expire eventually, According to Bill Eggertson, the executive director of the Canadian Wood but no date was ever set. Even still, the general Pallet and Container Association, Canadian companies had better start pre- thought was it would likely be gone by 2015 or so. paring now for a change in regulations, even if the US agency involved in Eggertson says that right now, the odds of the setting the rules is behind schedule in releasing its findings. exemption being removed sooner rather than later In order to prevent the spread of insects, international regulations state are very good, because the United States Department that wood pallets need to be treated, either by kiln drying or by fumigation, of Agriculture (USDA) launched a snap, unilateral before they can cross international borders. industry consultation (that concluded in February One very important exception to that rule is the Canada-US border. Because 2011) with the goal of eliminating the exemption of the large number of pallets moving back and forth between the two countries, immediately. By Carolyn Gruske

Global Focus SEKO opens Texas facility Itasca, Illinois-based SEKO Logistics opened its new El Paso full-service logistics office in El Paso, Texas, with the intention of providing service to the Mexican Maquiladora manufacturing industry. SEKO El Paso’s 9,290sqm (100,000sqf) facility is located eight kilometres from the US-Mexico Ysleta-Zaragoza Bridge and 18km from the Bridge of the Americas. Enrique Darwich has been appointed manager. Delmar partners in Brazil The Delmar Group, based in Montreal, Quebec, has opened an international freight forwarder, consolidator, and non-vessel operating common carrier (NVOCC) operation under the name of Delmar-Locksley Logistica LTDA in Sao Paulo, Brazil. Delmar’s Argentinian-based partner, The Locksley Group, has offered logistics services, including freight forwarding, warehousing, cargo insurance and Customs clearance, since 1995. Panalpina offers new Latin American LCL services The Panalpina Group’s Pantainer Express line is now offering guaranteed weekly and biweekly less-thancarrier load (LCL) service that will connect Buenaventura,

Colombia with Guayaquil, Ecuador, and Colon, Panama. The Basel, Switzerland-based company is also offering the same type of service from Santos, Brazil to Colon, Panama, and from Veracruz, Mexico to La Guaira, Venezuela. The new offering cuts transit time from Mexico to Venezuela by 15 days to 12 days in total. Direct transit from Colombia to Panama is four days, and it’s six days for Colombia to Ecuador. The Brazil to Panama service is 17 days. Buenaventura to Guayaquil, and Santos to Colon are weekly services. Buenaventura to Colon, and Veracruz to La Guaira are biweekly services. Goodman develops Hong Kong warehouse The Goodman Group has opened Goodman Interlink, a warehouse and distribution facility in the Tsing Yi district in Hong Kong. The warehouse, which is the fourth largest in Hong Kong, has a floor area of more than 222,970sqm (2.4 million sqf) spread across 24 levels, and is valued at $638 million (HK$5 billion). Nippon Express, Net-a-Porter, and DHL Supply Chain (Hong Kong) Ltd are among the businesses that have leased floor space. According to Goodman, approximately 99 percent of the gross floor space in the LEED-certified building has been allocated.

MM&D | March/April 2012

Done Deals

Movers+Shakers

Page 12

Page 8

case against it dismissed, Page 12 www.mmdonline.com PubliSher/eDitor-in-Chief: emily Atkins (416) 510-5130 EAtkins@bizinfogroup.ca eDitor: Carolyn Gruske (416) 442-5600 x3265 CGruske@mmdonline.com Art DireCtor: Stewart thomas (416) 442-5600 x3212 SThomas@bizinfogroup.ca

Because it was a public hearing, the Ottawa-based association got involved in the process and submitted comments. Specifically, it noted that any actions taken had to be bilateral, not a unilateral proclamation by the US. It also pointed out the financial cost. “My members estimate that they ship 26 million new units per year to US customers, of which 20 percent are heat-treated. To treat the 80 percent will add $1.25 to $2 per unit, for a total new cost of $30 million, which will be paid by my members and their clients,” says Eggertson. “USDA estimates that 300 million units come south—we have no idea if that is 100 million units per day or what—under load. We estimate that half are treated now, so the balance of 150 million would need to be kilned at $2 per pallet, or $300 million in total. Wholesalers, retailers, and consumers would evetually pay the costs for that. “If exporters decide to use non-heat-treated units for domestic transport only and buy new-heat treated units to replace the non-heat-treated under load, my members would be very happy.” The USDA backed down from its goal of an immediate ending of the exemption, but it left the industry hanging. Even though regulations state the agency must issue a ruling based on the findings of the consultation—which in this instance means setting a specific date when the regulation would expire—it hasn’t done so yet. “The USDA chief of staff told us, ‘Full compliance is not before 2014.’ So that means either January 1, 2014 or some time after that.” Before full compliance comes into effect, a period of informed compliance needs to occur. This is when shipments not meeting the standard would be accepted, but their owners would be sent warnings explaining the infractions. Eggertson says the USDA has promised the informed compliance period will last between 10 and 14 months. “If you average that as 12 months, we’re guessing that as of January 2013, if you’re shipping stuff that isn’t in compliance, you’ll be getting nasty comments saying you’d better pull your act together. As of January 2014, if you want to ship that stuff, it’s not getting across that border.” Currently, it takes between four and eight weeks for a company to go through the training required for it to be certified to handle, create or repair treated pallets. But Eggertson warns those times will go up the closer it gets to the exemption lifting date as more businesses sign up for certification training and as the demands on the trainers increase. Even though the old rules are still in effect, there is confusion at border crossings. US Customs and Border Protection (CBP) is reported to have turned away trucks carrying untreated pallets. Specifically, trucks at the Blaine, Washington crossing were said to have been turned back a number of times, according to St Albans, Vermont-based Deringer Logistics.

MM&D | March/April 2012

SAleS MAnAGer: Dorothy Jakovina (416) 510-6899 DJakovina@bizinfogroup.ca Senior ACCount MAnAGer: Catherine Martineau (647) 988-5559 CMartineau@bizinfogroup.ca ProDuCtion MAnAGer: Cathy li (416) 510-5150 CLi@bizinfogroup.ca CirCulAtion MAnAGer: barbara Adelt (416) 442-5600 x3546 BAdelt@bizinfogroup.ca

biG MAGAzineS lP Vice-President of Canadian Publishing • Alex Papanou President of Business Information Group • Bruce Creighton Executive Publisher • Tim Dimopoulos how to reACh uS: MM&D (Materials Management & Distribution), established in 1956, is published 7 times a year by BIG Magazines LP, a division of Glacier BIG Holdings Company Ltd. eDitoriAl AnD ADvertiSinG offiCeS: 80 Valleybrook Drive, North York, ON, M3B 2S9; Tel: (416) 442-5600; Fax (416) 510-5140. SubSCriber ServiCeS: To subscribe, renew your subscription or to change your address or information, contact us at 416-442-5600 or 1-866-543-7888. SubSCriPtion PriCe Per YeAr: Canada $82.95 per year, Outside Canada $157.00 US per year. Single copy price: Canada $15.00, Outside Canada $32.65 CDN MM&D is published 7 times per year except for occasional combined, expanded or premium issues, which count as two subscription issues. ©Contents of this publication are protected by copyright and must not be reprinted in whole or in part without permission of the publisher. DiSClAiMer: This publication is for informational purposes only. You should not act on information contained in this publication without seeking specific advice from qualified professionals. MM&D accepts no responsibility or liability for claims made for any product or service reported or advertised in this issue. MM&D receives unsolicited materials, (including letters to the editor, press releases, promotional items and images) from time to time. MM&D, its affiliates and assignees may use, reproduce, publish, re-publish, distribute, store and archive such unsolicited submissions in whole or in part in any form or medium whatsoever, without compensation of any sort. PrivACY notiCe: From time to time we make our subscription list available to select companies and organizations whose product or service may interest you. If you do not wish your contact information to be made available, please contact us via one of the following methods: Phone: 1-800-668-2374 Fax: 416-442-2191 Email: privacyofficer@businessinformationgroup.ca Mail to: Privacy Office, 80 Valleybrook Drive, North York, ON M3B 2S9 Printed in Canada Publications Mail Agreement #40069240, ISSN: 0025-5343. knowledge the financial support of the Government of Canada through the Canada Periodical Fund (CPF) for our publishing activities. MM&D is indexed in the Canadian Magazine Index by Micromedia Limited. Back copies are available in microform from Macromedia Ltd., 158 Pearl St., Toronto, ON M5H 1L3

Supply Chain Scan

Couriers delivering growth

Canadian industry finally shows signs of recovery from recession By Carolyn Gruske

he economic recovery has officially come to the logistics industry—or at least to the courier side of the business. That’s the conclusion drawn by Gary Breininger of Brampton, Ontario-based Breininger & Associates in a survey of the courier market. The Canadian Next Day or Later Delivery Courier Market Sizing Study—2011 reports there is growth in the sector. “It’s encouraging that in 2011 our estimates suggest the market has gone past pre-recession levels, and by that I mean 2008 levels. So it has effectively emerged and it’s back on a growth tangent,” said Breininger. Admittedly though, it’s a slow growth he is seeing. “We’re certainly not talking about any great growth to write home about going forward. We feel that in 2012 the market might grow just under two

percent, maybe one-point-eight or one-point-nine in terms of volume.” But he adds that in a mature market such as North America, slower growth rates should be expected. There were a number of factors pushing the growth, but perhaps the main one was the fuel surcharge companies are charging their customers. “Fuel is a big issue on the minds of people managing supply chains,” he said. “In 2011, our estimates are revenue grew by over nine percent and a good portion of that growth is attributable to the fuel surcharge because fuel has been going up. “With the fuel surcharge, we estimate the market revenue grew by just over nine percent. Excluding the fuel surcharge—I keep everything constant except I pretend there are no fuel surcharges—the increase in revenue was only 4.5 percent. That means forty to fift y percent of the revenue growth is attributable to fuel surcharge charges.” While many of the numbers demonstrated growth, the numbers for express shipments were less than robust. “The continued emphasis on cost control on the part of shippers is illustrated in the differences in growth for express versus non-express shipments. We’ve seen this trend for the last four or five years. It’s called de-speeding. “Our 2011 numbers reflect the fact there is a continued emphasis on cost control and how that’s playing out is there is continued use of nonexpress services whenever and wherever possible. Growth rates are lower for express than they are for non-express.” The report also finds that larger courier companies dominate the market and will increase their market share in the future. “The big guys keep getting bigger. We feel that in 2012, the share Continued on page 8

Benchmarks Knapp USA is marking a sales milestone. The company received its ten-thousandth order for a shuttle. Footwear manufacturer Clarks US put in the order for a OSR Shuttle System for its 41,800sqm (450,000sqf) logistics centre in Hanover, Pennsylvania. The storage, retrieval and picking system will be operational at the end of 2013. Marengo, Illinois-based Nissan Forklift Corp has created a new training initiative, the University of Nissan Forklift. Its first program is the College of Technical Service. The college curriculum is designed for technicians and offers three levels of training: apprentice, journeyman and master technician. It offers courses via online training and classroom instruction. The university itself will serve as the company’s online training centre and will offer webbased management training. The company has plans to expand its education offerings and expects to open a College of Sales.

MM&D | March/April 2012

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Supply Chain Scan of market represented by the non-majors is probably going to shrink by another half percent. There are lots of reasons why this trend has started and continues to carry on. The customers are looking for the best value possible. It’s no longer about just moving the goods from A to B. It’s about the bells and whistles and the value-adds. The visibility. The ability to do things online. “I want to make it clear, I’m not suggesting that 10 years out it’s going to be a three- or four-company market. There are some very well established niche players that I think are going to do well, but they’ll do well because of the fact they’re niche players.”

For courier companies wanting higher rates of growth, they might want to turn to their international divisions. “We think international growth outside of Canada, is going to continue. We think it will outpace domestic growth. Yes, it’s not as robust as it used to be in the heydays of the mid-2000s, but it’s certainly not like it was in 2009 in the middle of the recession.”

Movers + Shakers Dematic has hired Robert Nilsson as vice-president and general manager of software and supply chain intelligence. Nilsson will oversee the North American software strategy and manage the dayto-day growth of the software business for the Grand Rapids, Michigan-based company.

Robert Nilsson

Tom Sullivan has been appointed national sales manager for Intelligrated’s Real Time Solutions order

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fulfillment systems product line. He will be responsible for expanding customer operations and for expanding product sales to distribution and fulfillment centre clients. Before joining Cincinnati, Ohiobased Intelligrated, he was vice-president of business development for ATOP Technologies.

Tom Sullivan

Jonathan Routledge was promoted from district manager, eastern US to vice-president, sales and marketing at Purolator International. He will be responsible for strengthening marketing and sales initiatives for the Jericho, New York-based company. Johnathan Routledge

The Panalpina Group has announced two new executives. Robert Erni was named the new chief financial officer. Most recently he served as head of corporate controlling for Kuehne+Nagel. The new CEO for the Americas is Ferdinand Kurt. Kurt also comes to the Basel, Switzerland-based company from Kuehne+Nagel, where he was the president and CEO South and Central America.

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John Hill

The St Onge Company of York, Pennsylvania has appointed John Hill as a director with responsibilities for manufacturing, distribution, company operations, and distribution and warehousing systems. Hill is a former president of the Material Handling Education Foundation Inc and the Material Handling Institute Inc.

MM&D | March/April 2012

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It pays to know what you’re doing— especially when it comes to your supply chain Many purchasing professionals are now managing the flow of goods or materials (logistics) and are responsible for ensuring uninterrupted supply chain operations in addition to negotiating Total Landed Cost. This is a big deal. Studies prove is that uninterrupted supply chain operations are more closely linked to financial performance than any other operational factor.1 What’s more, logistics attracts the majority of supply chain challenges— security risks, liability exposures, foreign and domestic regulations and the need to manage a host of changing variables to create a stable and reliable supply of product for end-customers. And, for many companies, transportation-related costs are the third biggest operating expense after payroll and raw materials. That’s all why logistics has become such a specialized and sophisticated field. Despite how much is at stake, many procurement professionals face these challenges without specialized professional education. That’s where CITT can help. CITT can help you become as expert in logistics as you are in procurement. When CITT appears on your credentials, it instantly tells people you know what you’re doing in logistics. And CITT is the supply chain sector’s leading non-purchasing professional designation.2 Nothing says “logistics expert” as decisively as CITT. CITT has helped thousands of successful professionals learn the logistics

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business in a deeper way. CITT is the logistics industry’s most respected source of technical training and professional certification and all of our technical courses have very high job relevance ratings from our grads. The CITT membership is also a generous resource community of knowledgeable, committed and supportive professionals who will be prepared to mentor you. CITT’s specialized training in Transportation Systems, Logistics Processes and Integrated Logistics (along with Transportation Law, Economics and Logistics Decision Modeling) will round out your purchasing knowledge and help you optimize the landed price of products or materials while contributing to the profitability and stability of your supply chain. Visit www.citt.ca for more information and to download your FREE guide to the logistics industry’s most respected source of professional training and most commonly held certification. Add “Logistics Expert” to your professional credentials. And more value to your supply chain. Course work for CITT’s spring semester begins April 16. Register now to guarantee your spot. 1 Henricks, K, Richard Ivy School of Business, University of Western Ontario, Singhal VR, DuPress College of Management, Georgia Institute of Technology. Supply Chain Disruptions and Shareholder Value, 2005. 2 “Salary Survey”, MMD/PurchasingB2B

3/9/2011 3:42:41 PM

Supply Chain Scan

Conveyor sales move upward in 2011 Outlook for 2012 strong

from its members. This year almost ninety manufacturers submitted sales data CEMA used to make its North American market analysis. By MM&D staff Another key set of figures was the number of new orders. Because it often takes time to ship out equipment, order numbers are often in excess of shipast year, conveyor manufacturers across North ment values. CEMA estimates new orders were US$9.3 billion last year—US$2.28 America sold more equipment than they ever billion more than in 2010. have in their history. “For two years in a row now, orders have outpaced shipments. That’s why Sales figures collected by the Naples, Florida- we know, unless there’s a severe downturn, those numbers are going back up based Conveyor Equipment Manufacturers for us,” said Reinfried. Association (CEMA) show that shipments were up “We’re forecasting a 10 percent increase overall this year. It’s going to be a 28 percent in 2011. much slower increase, but I think there was such a pent-up demand in 2011 The total value of the shipments was just over after a few down years. Most of our members are still going to be quite pleased US$8.5 billion. In 2010 shipments were valued at with a 10 percent increase over 2011 because a lot of them were at record levels US$6.42 billion. last year.” “There was growth across the board. It was a He said that looking forward into the future, the projections are good. remarkable year,” said CEMA executive vice-pres“We’re very positive. We’re expecting a solid 2012. We just heard from ident, Bob Reinfried. an economist at our meeting and he’s telling us things are going to continue “With the dollar being as weak as it is, I think well until late 2013 when we may see a little dip then, but nothing too some more exports are being shipped out, which severe. I think our members are very upbeat and are looking for a couple has helped.” of good years.” CEMA collects order and shipment information He said January’s figures (the most recent he has) “started off pretty strong.”

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Supply Chain Scan

Port allowed to charge GIF The Vancouver Fraser Port Authority can continue to charge Gateway Infrastructure Fees (GIF) to vessel owners in respect of containerized cargo, according to a decision by a Federal Court judge. The port had been taken to court by 12 shipping companies, including Mediterranean Shipping Company (Canada) and Maersk Canada Inc, and the Shipping Federation of Canada. The applicants argued the VFPA had no authority to charge the fee because it was unfair and unreasonable, the charge was a tax, not a fee, and as cargo vessel

owners, they should be exempt from paying the fee. In his finding the judge addressed these concerns and concluded, “there is a relationship between the GIF and the scheme for the operation of the port, its efficient use of facilities and the movement of goods through the port. In light of these authorities, I conclude that the GIF is not a tax. It is not important for this analysis to classify the GIF as a fee or regulatory charge.” The case was dimissed with costs. MM&D

Done Deals Stärke Material Handling Group has added three new Canadian dealers in addition to its first five dealers in the US. The new Canadian outlets are Butterfield Forklift in Kronau, Saskatchewan, Bourbonnais Chariots Élevateur Inc in Montreal, Quebec, and D-Pièces in Joliette, Quebec. Thorold, Ontario-based Stärke distributes the LiftMaxx line of manual and electric pallet trucks and stackers, the Stärke Energy line of electric forklifts, and the Stärke Professional and Elite lines of internal combustion counterbalanced trucks. Cascades Inopak of Drummondville, Quebec, has purchased the Salvo brake line interlocking system from Castell Safety of Chicago Illinois. The food packaging plant decided on the automated system to prevent unscheduled truck departures and to protect workers from injury. Nulogy Corp of Toronto has installed its cloud-based PackManager in an Aaron Thomas Company (ATCO) facility in the US. PackManager provides a number of functions for contract packaging operations, including product compliance information, a simple recall process, inventory search and real-time product inventory. Southwestern Ontario has a new Blue Giant and Big Joe by Blue Giant dealer. London, Ontario-based Lift Depot Ltd is now selling the electric forklifts, pallet trucks and stackers alongside its other product lines which include Hyundai and TCM forklifts, Genie aerial workplatforms and Motrec personnel carriers.

MM&D | March/April 2012

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Prescriptions for HR success

Clockwise from left: Mike Mroczkowski, Tim Moore, Douglas Harrison, Brian Death and Patricia Moser.

Photography by Roger Yip

In late February 2012, MM&D convened a roundtable of supply chain executives to analyze the results of the Canadian Supply Chain Sector Council HR study. Emily Atkins moderated the roundtable and reports on the findings.

kills shortages, an ageing workforce, lack of succession planning, and low awareness of the sector—these are just some of the serious issues facing employers in the supply chain sector. MM&D’s panel of senior supply chain sector executives, pictured above, corroborated the preliminary findings of the Canadian Supply Chain Sector Council HR study in a roundtable discussion held in February 2012. The human resources issues facing the sector are complex and interconnected, potentially magnifying the challenges for those responsible for staffing

supply chain positions. All of our panelists expressed frustration with at least some elements of the current states of affairs in the sector, and all had suggestions for improving matters. Awareness of the sector “Nobody ever made a decision to purposely get into supply chain.” Tim Moore’s succinct statement was

The Canadian Supply Chain Sector Council (CSCSC) embarked in 2011 on a project to update its HR study of the sector. MM&D was selected as a partner in the research project. For more information on the complete research results, visit www.supplychaincanada.org.

MM&D | March/April 2012

accepted by the group, but for him, the lack of aware- age age of any occupation in Canada. And we’re having trouble attracting new, ness extends beyond the general public, and the cor- younger recruits.” porate HR department, right into career centres and And the average age may continue to climb if Moore is correct. “If there’s guidance counselling. a skill shortage, they’re going to claw back the retirBut that strategy still ees and get them, hopefully, into short-term contract doesn’t address the assignments and keep the knowledge base that right question of raising now they’re hemorrhaging, big time. awareness of supply chain. Patricia Moser Education options says you have to make There are two facets to the education and training people aware that there question. First is whether the education available are careers, and to do for the industry is sufficient and meeting the needs that there needs to be a of employers and employees. Second is who should marketing plan. “It’s got be paying for it. to be cool if you want Mroczkowski sums it up: “There is a wealth, in to actually get people Tim Moore, president, Tim Moore Associates my opinion, of professional development at a college into the sector.” or university level, a variety of different supply chain “We have to look at courses available. And you need to make that investhow to make the supply ment. If you truly are in an organization that values chain sexy,” says Moore. supply chain, [education] doesn’t get cut, even in tough times. You still send that person for the PLog Skills shortage or for the Schulich programs or whatever it takes Improving the supply to ensure that talent is being groomed.” chain’s attractiveness For the individual working in supply chain, would help in addressHarrison has this advice: “It’s also incumbent upon ing the industry’s labour people to own their own careers. Companies shortage. providing training are fairly limited these days. It’s “It’s a reality...It’s the amazing how many MBAs are self-funding today. number one issue I face: Patricia Moser, president, i3 advantage inc For anyone in school looking at this industry, in where do you find talent this sector, boy, what a marvelous opportunity and how do we bring it because we’re all desperate for talent, we’re all What are the issues? into the organization,” looking for those next leaders coming through. • Low awareness of the sector says Douglas Harrison. “But I think, equally, any employee today needs • Shortage of skilled employees Mike Mroczkowski to say, ‘Okay, what am I going to do to invest in my • Recruiting puts it this way: “As own career? What am I doing from a career educa• Lack of succession planning we’ve gone through this tion standpoint, from a continuing education stand• Ageing workforce very difficult last few point? How am I rounding myself out and then how • Compensation years, as we’ve downdo I groom myself for an organization?’” • Recognition sized and right-sized, Death points out that the HR study showed many • Educational opportunities we’ve lost a lot of skill. companies are not paying for education. “You’re • Control south of the border And, more importantly, talking out of both sides of your mouth if you’re • Female representation we also have a lot of indicomplaining about the lack of skill and then you viduals who, as a result won’t pay somebody to take a course. So the industry of losing their jobs, rechas to look at itself, too, and ask what is your policy ognize the opportunity to get into the supply chain. on education? Are you encouraging people to get [a designation]? And are you And so they are changing career paths and while paying a part of that? So I think that’s where you get the next level.” they’re very interested in the supply chain, they’re hoping to start at a fairly significant level based on Recruiting where they were, but they lack the knowledge or Closely linked with the problem of sector awareness is the question of recruitthe experience.” ing. But while it may not be entirely incumbent on individual firms to raise awareness, the panelists agreed they can certainly influence their own chances Ageing workforce in a competitive hiring market. The shortage of skilled labour, like truck drivers, is “Great companies attract great talent. Under-performing companies struggle nothing new in the sector, but it remains a significant to attract talent. And I think that would be more and more key as time goes issue, says Brian Death. “I think its the oldest aver- on,” Harrison says.

MM&D | March/April 2012

Moore adds: “The firms that are going to be successful and sustainable will, first, recognize the supply chain; and second, evolve to be an employer of choice. It’s much bigger than simply just compensation. It’s making it attractive for the person to come onboard, it’s the tuition, it’s the memberships in associations.” For Moser, there is a larger issue of ensuring that senior management understands the importance of the supply chain function. If they do, and appreciate the impact good supply chain professionals will have on the bottom line, then it will be easier to attract the kind of talent needed to sustain profitability. Although people often end up in supply chain roles accidentally, it’s good practice for companies to engage people who have gained skills and perspective in other areas. For Harrison, the goal is to bring people in with “leadership skills and then provide training...to give them industry specific skills”. Several of the panelists praised the practice of working in various areas of a company before landing in supply chain. “You should almost have rotation of everybody who comes in the door,” Moser says.

Brian Death, vice-president of human resources, JD Smith

Douglas Harrison, president, Day & Ross General Freight

today that are autocratic in style, I think they’re going to be really challenged going forward with that workforce.” Death noted the survey indicated many people chose supply chain careers because of a good work-life balance. “We’re probably working a few more hours of late. And if they were attracted to our industry for a work-life balance, they may be disappointed in that part of it!” Another key factor was engagement. Several panelists noted that getting employees involved in continuous improvement activities, like grassroots focus groups where employees are asked for ideas, makes a huge difference in whether those employees stay or leave.

Succession planning The lack of succession planning is seen as a significant problem, “especially with the competition and demand for this highly skilled, trained supply chain individual,” says Mroczkowski. Take aways And, you need people who have experience. “You Moser recommends the cannot grow that skill in six to nine months. You sector council “provide a need to have that experience. You need to fall down, playbook which explains learn, continuously train yourself, have active things you need to do to involvement in associations, you name it, to get that advance procurement breadth of experience.” and supply chain within The current economic climate has not helped, the organization.” says Death. During the recession “people let go of Mike Mroczkowski, vice-president operations, Moore’s final pretheir middle managers and so now they’re thinking The Shopping Channel scription is to “be an they need to hire them back. Well, when you let go employer of choice. That of all your middle managers, who are you growing, who are you mentoring way, if the compensation is good, if there’s good for the next position?” equity, if there’s good reflection amongst the sexes, it will go a long way. And some companies are just Retention starting to get that—you can really see it.” Retaining good employees, along with recruiting good new ones, is key to For Death, the key is to treat people with respect succession planning. For Harrison, company culture is a critical factor, and and involve them in the business. there is an important generational component that organizations must be Mroczkowski says “companies need to take ownaware of. “When we look at that workforce that’s coming up today and moving ership of HR issues. [They] need to be a stronger through the early stages of their career or just coming out of school, company voice, active in industry associations, in education... culture will be more and more key. As employers we need to be prepared and to make that awareness even greater than it is today.” understand that we’re going to have a workforce that’s very mobile. The final word goes to Harrison, who says “the “Demand for talent is going to exist globally, so it’s actually an employee’s world only key sustainable competitive advantage in busigoing forward. We need to recognize that there’s going to be that turnover, prob- ness today is people...So as a sector it’s critically ably at a more accelerated rate than we see today. I think it is a workforce that important that we brag more about the success wants to be very engaged, wants to be respected and so for any organizations stories and why this is a place to be.” MM&D

MM&D | March/April 2012

Intern’s project leads to SCL Canada award

Photo courtesy of Jennifer Singh/Metrolinx

Metrolinx’s common procurement initiative creates cost savings and improved supply chain efficiency By Carolyn Gruske

nterns often complain they aren’t given real responsibility in their work placements. That’s something Naeem Farooqi certainly can’t say. Farooqi had just graduated with a marketing and finance degree, and had begun a new academic program to study for his Master’s degree in publicprivate partnerships when he took an internship with Metrolinx in 2009. Given his background, Farooqi’s supervisor at the Ontario government transit agency posed a question to him. He asked if a public-private partnership would allow transit authorities to purchase bus parts more cheaply and improve the efficiency of the parts supply chain. Farooqi’s reply and his efforts turning a theoretical answer into the reality known as the Transit Inventory Management System (TIMS) have earned him the 2012 Supply Chain Canada President’s Award. Farooqi’s contribution “I started looking at the question. I started researching it and seeing how it was being done in other sectors, and I saw some things in the airline industry. “I took that information and began building a business case. I advanced the project through each stage. They called me project champion or project leader. “I developed a survey. I analyzed 10,000 SKUs. I looked at all the contracts. I went out to Chicago and Rochester and visited them—out of my own curiosity. I talked to their fleet managers and purchasing people. I just worked through the various stages of the contract to make sure it would be delivered correctly.” As a reward for his efforts, Farooqi was hired on permanently as program analyst. Recently, he added the title of contract administrator to his résumé. TIMs project details Ontario’s transit authorities faced supply chain problems buying replacement parts to keep buses on the road. Delivery was often unreliable, lead times were long, and prices fluctuated wildly. For the initial steps of the project, eight different

MM&D | March/April 2012

transit authorities were picked to participate: Brampton Transit, Oakville Transit, Burlington Transit, Hamilton Street Railway, Grand River Transit in Waterloo Region, London Transit Commission, York Region Transit and Go Bus. By pooling their buying power, they hoped to get better parts pricing. The data supplied by those agencies offered Farooqi some surprises. “We looked at 10,000 different SKUs. We looked at the prices of parts. On average, there was a 36.2 percent price variance in parts bought from the same supplier network. We discovered that for a fleet that’s 70 percent the same—the same vehicle and the same vehicle configurations—less than seven percent of the parts were matching.” Metrolinx then took a number of steps. It developed a common parts naming scheme, conducted a survey about potential cost-savings, and performed a cost-benefit analysis examining three business models: doing business as usual, handing over materials management to an outside party, and turning over both materials management and consignment to an outside party. According to Farooqi, the third option promised returns on investment in a magnitude of 40 to 50 percent with no up-front capital from Metrolinx. An RFP was created to search for third parties who would be willing to take over the management of the bus parts procurement and supply chain. Neopart LLC won the contract to source parts, warehouse them in a centralized DC and distribute them to the transit agencies. The project has just started rolling out. The first transit agency to go live was Oakville Transit in February. Hamilton was the second, London the third. After that come GO and Grand River. The others follow in May this year. “In Oakville, after they did their data cleansing and data analysis, they were looking at savings in the range of over 10 percent,” said Farooqi. One key decision in ensuring an on-time roll out and promised cost savings was deciding that a real-time IT system wasn’t needed. “We started talking to other jurisdictions, the biggest cost and hindrance was integration into an IT system. So we asked what do we really need to give? We boiled it down to a static, end-of-day batch transfer through an FTP server. At the end of the day, they’re told ‘these are all the parts that were issued off the counter and these are all the POs we’ll need for the next day.’ Those get FTP’ed back and forth. As a result you don’t need a real time interface. “Neopart gets a material master of all of the transit systems with the minimums and maximums, so they track that. When the FTP comes in they import it into Crystal Reports and they just plug it in and say these parts are getting close to minimums so we should order more stock and these have hit minimums so let’s issue these, put them on a pallet and get them out tomorrow morning.” Running parallel to TIMS was the TIMS Benchmarking Initiative. It measured KPIs like perfect order, on-time deliveries and carbon footprint reduction. “We used to get 11,000 deliveries a year. Now it’s 3,000. Instead of eight or nine shipments every quarter from one supplier, we might just have two a year.” MM&D

Equipment Focus

Weighing and lifting gear Weighing and Dimensioning Tools

Package scale The Versa Warehouse In-line Scale from Thermo Fisher Scientific Inc is designed for distribution warehouses. It can weigh each package more than 100 times as it travels across the scale at speeds of more than 152 metres-per-minute (500 feet-per-minute). The scale employs new algorithms to calculate variable package dimensions and weight for items weighing up to 50kg (110lb). It can be installed on lines moving up to 100 packages per minute.

Lifting Equipment

Scissor lift The DXL Series Compact Scissor Lift from Presto Lifts Inc has a 907-kg (2,000-lb) lifting capacity in a small footprint. Its double scissor mechanism collapses down to 15cm (6in) and raises to a height of 107cm (42in). The standard platform is 46cm by 76cm (18in by 30in), although other tops are available. The DXL offers other options including casters, push-button controls and bellow guards. A foot-switch-operated 1/3hp motor runs the unit.

Crane and mezzanine combo Wildeck Inc’s MezzCrane is a customizable lifting and storage solution. A three-axis, enclosed-track bridge crane is mated with a mezzanine. The crane can work in a number of positions. In relation to the mezzanine, it can be placed above, below, above and below, below and extended beyond the mezzanine and even above, below and extended beyond.

A column-mounted jib crane is also available. The crane bridge spans can be up to 10m (34ft) in width. Palletizer The Southworth Products PalletPal 360 Air automatically adjusts the height of pallets as boxes are added or removed. A heavy-duty reinforced rubber airbag, maintains the top layer of stacked containers at a convenient height. The PalletPal 360 Air handles loads from 181kg (400lb) to 2,041kg (4,500lb). A turntable ring (or optional turntable platform) grants operators 360-degree access. Vertical masts Two new vertical masts from Haulotte Group are designed to work in confined indoor areas. The Star 8 (8m working height) and the Star 10 (10m working height) both collapse down to a height of 1.99m, have a width of 0.99m and offer a 360-degree rotation with zero tail swing. Each mast has a positive/negative fly jib with +70-degree/ -70-degree movement and 3m outreach. MM&D

The Stärke family of equipment provides a solution for any material handling challenge. From manual and electric pallet trucks and stackers, three and four wheel electric forklifts, and internal combustion engine forklifts up to 22,000lbs - every piece of equipment we sell is backed by a first class warranty, fully stocked parts department, and a dealer network with factory trained technicians. Stärke is German for ‘strong’ and it perfectly describes how we deliver in design, customer service and value. It describes our commitment to worker safety and to our products themselves, each built for years of trouble free service.

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news Food banks turn to online distribution

was team leader on the project and says the first step was learning how the OAFB operates and what the system needed to be capable of doing. “When we first talked with them, they knew they needed an online system,” explains Nolan. “They knew what their requirements were but they couldn’t really put it By Carolyn Gruske together. We had a lot of working sessions with them so we could really understand the business problems they face, what istributing food to its various member food banks is now they were trying to achieve and how the existing system worked a SNAP for the Ontario Association of Food Banks (OAFB). so we could design the new system so that it would really meet In December the OAFB went live with a web-based distribution what they needed.” system. The Smarter Needs Allocation Program (SNAP) allows Nolan says technology costs for the project were kept to a the association, which is responsible for acquiring food and send- minimum. “We developed it using open source software called ing it to four distribution centres—in Kitchener-Waterloo, Ottawa, Ruby on Rails, which runs with a MySQL database on Linux. Sudbury and Toronto—and 120 food banks across the province, We installed it on a server in the cloud. It’s on an external to move away from the paper, fax and e-mail-based system it had network, with a Linux hosting provider.” been relying upon to determine food allocation. The system, which is the first of its kind for Canadian food banks, allows the OAFB to send out notifications of what food is available and then take requests from the member food banks

(cont’d on page 20)

Value in certification Even though the system has only been running for a few months, OAFB executive director Bill Laidlaw says it has completely changed the way the association operates. “We at the food banks in Ontario have to be more diligent, more strategic, more assertive and more street-smart in figuring out ways to service close to half a million Ontarians who use our food on a regular basis,” he says. “What this system allows us to do is spend less time in the detailed administrative work and more time looking at how we’re going to acquire more foods.” The system is the result of a grant from IBM Canada Ltd, which donated $250,000 in services to the OAFB in order to develop and implement the project. IBM staff worked with the OAFB throughout the 12-week process, which was broken into 10 weeks of development and two weeks of production support. Jennifer Nolan, an advisory IT architect with IBM Canada,

A study commissioned by Walmart and conducted by the University of Arkansas has found that food manufacturers that achieve certification in one of the Global Food Safety Initiatives (GFSI) strengthen their food safety programs in the process. This in turn leads to safer food for consumers. The study found that working toward certification caused manufacturers to conduct additional employee training in food safety and to make changes in the way food and supplies were managed and handled, including the adoption of more preventative controls. In Canada, both Loblaw Companies Ltd and Metro Inc have recently announced that they will require GFSI certification from their worldwide vendors.

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MM&D | March/April 2012

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for how much of the food they’d like to receive. Food banks are also permitted to offer excess food they receive in peer-to-peer transactions. Allocation decisions are based on a number of factors, but the food bank’s Hunger Count plays a key role. The Hunger Count is determined through an annual survey of how many people use the services of each local food bank in the course of a month. “We record the Hunger Count of each food bank for each fiscal year. We also include an allocation percentage by weight. SNAP will see what percentage of food they’ve been allocated based on their Hunger Count,” Nolan explains. “So if they have five percent of the Hunger Count, then they should be receiving five percent of the allocations by weight. It will highlight them in red if they’re under and black if they’re over. And the application will recommend that at the top to promote equality.” SNAP has been such a success that Laidlaw sees it having a grander future than originally envisioned. “I think it might expand through the rest of Canada, which is an interesting possibility,” he says, adding that the OAFB has other improvement projects in the works as well. “The next step for us is for us to improve our distribution system so we can be more effective and efficient getting food to our food banks. We also want to make sure all our facilities with frozen product freezers and fridges have capabilities to allow them to get fresh produce.”

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Food company gets new warehouse management system

Photo: Gehl Foods

Needing a new way to store and stack beverage containers in its warehouse, Germantown, Wisconsinbased Gehl Foods Inc hired Westfalia Technologies Inc to install a High Density Automated Storage and Retrieval System (AS/RS) and a warehouse management system. The trend to lighter-weight bottles and packaging meant Gehl could no longer stack pallets two or three high, and it needed more storage room in its existing facility. One of the key features of the system is the triple rail support of all pallets as they move through the entire system, which even means weak or broken pallets can be handled automatically.

A World Class WMS Solution RF Pathways is a functionality rich warehouse management system that automates distribution processes. Our system, combined with the recognized expertise of our staff, deliver first class operational benefits. Contact us today for your free WMS assessment.

www.rfpathways.com T: 866.823.6114 A subsidiary of Automation Associates Inc 20

MM&D | March/April 2012

New Products Antibacterial forklift for food processing The Manager’s Special pallet truck from Nissan Forklift Corp is built for use in the meat processing industry. It is designed to perform in temperatures as low as -29C (-20F) and work in coolers, wet rooms and freezers. It has sealed switches and electronic components, eliminating the need for thermostats and heaters. It also comes with an optional clear coat finish that contains an antibacterial additive.

Service monitors temperatures

The Intelleflex Cool Chain Quick Scan service from Intelleflex Corp tracks temperature fluctuations as food shipments move from their pointsof-origins to their final destinations. Passive RFID-enabled temperature-monitoring tags placed in pallets collect temperature data, which is then extracted and analyzed by Intelleflex. Resulting reports indicate how the temperature variations affected product shelf-life, freshness and quality.

Shrink wrapper adjusts speeds The 596S ContinuumShrink Wrapper from Standard-Knapp will package up to 80 trays a minute. Designed for the food and beverage industries, it uses servo-motion to adjust speeds while maintaining a continuous motion. It has a programmable logic controller (PLC) system with operator interfaces for both the tray and shrink functions. Its rotating blade performs the filmcutting. An optional printed film registration is available. Infeed for the 596S can be integrated with a 296 Continuum Tray Packer discharge.

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BULK BOXES | HAND-HELD CONTAINERS | IBCs | PALLETS | SPECIALTY BOXES

Do the right thing By Deanna Rosolen

auling livestock is nothing like hauling a truck full of potato chips or canned soup. For one thing, livestock is a living, breathing cargo. And with that comes a whole slew of challenges for the truck driver, starting from the time the animals are loaded onto the truck to the point at which they’re unloaded. Some of those challenges include ensuring the animals are healthy and calm, that the trucks are clean, have bedding for animals, and proper ventilation. Driving skills are also critical, explains Jennifer Woods, a livestock handling specialist and owner of J Woods Livestock Services in Blackie, Alberta. With sudden accelerations or stops, the animals will be thrown off balance. Livestock is also “moving freight,” adds Woods. “It’s like transporting a liquid; it’s very different from transporting freight that has no movement.” Yet with all the challenges and considerations that go along with transporting livestock, “there’s currently no required training for livestock drivers,” says Deanna Pagnan, director

of the Livestock Transporters Division (LTD) with the Torontobased Ontario Trucking Association (OTA). Driver training At one time, livestock truck drivers traditionally were men who grew up on family farms and knew how to handle animals. “They would be a great match for driving [trucks],” explains Pagnan. “Now there just aren’t many drivers anymore who come from the farm and have that knowledge of animal behaviour.” That’s one of the reasons the OTA has launched a campaign to increase the number of trained drivers. The association is aiming to raise industry standards and make transport training a requirement. It also wants all stakeholders in the supply chain to require training from its truck drivers. While food manufacturers are a large part of that supply chain, many don’t see or handle live animals. But they still have a role in how they’re transported. And they’ve also got a vested interest. Just ask Temple Grandin. Grandin is a professor of Animal Sciences at Colorado State University and a designer of livestock handling facilities used around the

MM&D | March/April 2012

It’s not just truck drivers who ensure best practices when hauling livestock; food processors and every stakeholder in the supply chain have a role to play

world. When asked how the transport of animals affects food processors, she’s quick to point out that stress during transport affects meat quality, especially in cattle. “Animals can get bruises, cattle can push horns into each other,” she says. “Bruised meat has to be cut out and thrown away. Cattle can get dark cutting meat, which is dark, firm, dry meat [caused by stress] that has a shorter shelf life. Those are good reasons right there for handling animals correctly.”

Apart from the cost of dead and hurt animals there’s another incentive for training: the cost to the industry’s reputation.

slaughterhouse are in a good position to put pressure on those operations “to do things right”. They can enforce the rules on transport and demand that drivers be trained. While drivers aren’t required to take training programs, many do, although the training may be a patchwork from different sources. In 2007, Alberta Farm Animal Care (AFAC) launched the Canadian Livestock Transport (CLT) program. Lorna Baird, AFAC’s executive director, says the program is the only one of its kind in North America that offers multi-species livestock training. The program has been picked up by other provinces and just last year it received federal funding to help create more of a national program. Baird says they’re reviewing each module and will incorporate all regional differences across Canada.

The same is true for pigs, says Grandin, but in their case it’s critical that pigs are calm and have rest during the last five minutes before slaughter. “If you handle pigs roughly, with a lot of electric prods in the last five minutes, you’re going to get more pale, soft and watery meat.” Grandin adds that food processors who run a

Animal welfare Apart from the cost of dead and hurt animals there’s another incentive for training: the cost to the industry’s reputation. In 2010, the World Society for the Protection of Animals (WSPA) released findings from a review of Canadian Food Inspection Agency animal transport inspection reports.

MM&D | March/April 2012

The WSPA found that two to three million farm animals arrive dead at their destination each year, and concluded that animals do suffer as a result of poor driver training. More recently, mainstream media have reported on companies that have been caught and fined for the mistreatment of live animals during transport. On a positive note, some in the industry have noticed a huge shift in awareness and changes in handling. Dave Solverson,

owner of Woodwind Ranch in Camrose, Alberta, says he’s seen a marked improvement over the last few years among the commercial truck drivers who haul cattle. Solverson, who is also the chairman of the Canadian Cattlemen’s Animal Care Committee, says the industry has started to demand more training from drivers, something that has been well accepted by the trucking industry. As a result, he’s noticed more drivers emphasizing animal welfare. Even the packing plant where his cattle are transported to expects haulers to have a commitment to the animals’ wellbeing.

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Woods has noticed it too. With 500 loaded livestock trucks on the roads in Alberta each day, it’s a very visible aspect of the industry and there’s a lot of interest in keeping those animals safe. “Our [haulers] do a pretty good job and they’re very professional at what they do.” “It’s a challenging job, more than any other freight out there. Drivers load and unload their animals. They take due care during transport in their driving skills. A lot of truckers don’t take care of their own freight in that way,” she adds. “These drivers have that extra responsibility of having live animals on their trailer. And they take it very seriously.”

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MM&D | March/April 2012

Legal Link | Marvin Huberman

Carrier’s prerogative

When to use cargo liens and how to best use them

carrier is given a special remedy by common law to assist it in the collection of freight charges. It’s the carrier’s lien, which gives a carrier the right to retain possession of the cargo carried until the freight charges attributable to that very cargo are paid. Despite this rare legal gift, most carriers do not assert liens on cargo against their unpaid accounts. And of those carriers who do, many improperly lien cargo and thereby subject themselves to liability for both for breach of their contractual duty to deliver, and for damages for conversion of the goods. Why don’t more carriers exercise cargo lien rights? And why do some carriers, especially those in the trucking industry, improperly assert lien rights, thereby unlawfully holding cargo ransom? The answers lie in the complicated nature and the restricted scope of the carrier’s cargo lien.

only and it does not apply to storage, demurrage or any other lawful charges incurred by the carrier, for which possession of the cargo cannot be lawfully retained over and above the unpaid freight charges. • Upon the tender of the proper amount due for the unpaid freight charges, the carrier’s cargo lien is discharged and the cargo retained by the carrier must be released. • While the cargo carrier has a common law right of possession, unless it is also a storer within the meaning of the Ontario Repair and Storage Liens Act or the Warehouse Receipts Act, or other similar legislation, it doesn’t have a clear mechanism through which to realize on the security or to sell the cargo and transfer title therein to a third party in satisfaction of its unpaid freight account. When properly understood and utilized, the carrier’s common law cargo lien can be a useful tool to help a carrier satisfy its unpaid freight account. To bolster this particular remedy, consideration should be given to broadening the rights of a carrier through explicit contractual language in the Bill of Lading, applicable carrier’s tariffs and in other pertinent documentation, especially concerning the mechanics for a carrier, when endeavouring to realize on its lien, to sell the cargo and transfer title to a third party to satisfy its unpaid freight account. In this way, the cargo carrier’s lien will not only be a special remedy but one that is more frequently used as it was intended long ago by common law.

Lien principles The future of carrier’s liens Some of the key principles of the carrier’s common Although carrier’s liens have a long history in common law, and much tradition law lien on cargo include the following: behind them, there have been efforts to update them for the modern era. • The carrier has the right to retain possession of As Roger Watts of Broughton Law Corp of Vancouver reported to the 2011 the cargo until the entire freight account referable CTLA Annual Conference, the most important modernization effort comes to that specific cargo has been paid, even if part from the Uniform Liens Act, 2000. This was a draft uniform enactment conof the cargo has been released, since the whole of sidered by the Uniform Law Conference of Canada. the cargo stands as security against payment of While the intent was to create a model for all provinces to adopt, that didn’t the full freight account. happen. As Watts explains: “To date, only one Canadian province— Saskatchewan— • However, the cargo lien is lost when the carrier has made wholesale steps to adopt the ULA 2000 into law. The Commercial Liens releases possession of the whole of the cargo, and Act incorporates most of the provisions of the ULA 2000, including the abolition the lien is not reactivated upon the re-possession of the common-law carrier’s lien and defining lienable ‘services’ as including of the cargo. ‘the storage of goods’ and ‘the transportation, carriage and towage of goods.’” • In the absence of a contract, express or implied, a He further notes “legislation similarly based on the ULA 2000 has also carrier’s cargo lien does not extend to retaining cargo been enacted (but is as yet unproclaimed) in Nova Scotia, and other such as security for earlier unpaid debts owing by the legislation is under consideration in Alberta, New Brunswick and consignor in respect of the carriage of other cargo. Newfoundland.” MM&D • The carrier’s cargo lien, in the absence of a contractual provision (ie in a Bill of Lading) expanding Marvin J. Huberman, LLM, is a Toronto lawyer, mediator and arbitrator. its scope, is restricted to unpaid freight charges www.marvinhuberman.com

MM&D | March/April 2012

WEL C OME M E SSAG E BOB ARMSTRONG PRESIDENT SUPPLY CHAIN & LOGISTICS ASSOCIATION CANADA

WHAT’S INSIDE

BOB BALLANTYNE

P. ENG., PRESIDENT

CANADIAN INDUSTRIAL TRANSPORTATION ASSOCIATION

Exhibitor Listing

Conference Keynote Speakers

Conference Program

On behalf of SCL and CITA

it is a pleasure to welcome delegates and exhibitors to our 45th annual conference and tradeshow. This is the fourth conference and trade show to be jointly organized by SCL and CITA. SCL’s focus on supply chain education and dissemination of best practices along with CITA’s direct focus on freight transportation and government relations are complementary for delivering an inspiring and dynamic event. Together we are confident that our distinguished speakers will provide attendees with both valuable information and insight. With the myriad of challenges facing professionals today, success requires adopting new strategies that will protect the supply chain while promoting increased efficiency. We firmly believe that active participation in this event will lead to greater levels of success in the supply chain and logistics industry. This year, in addition to the broad spectrum of business-focused presentations to be featured, we are also introducing a collection of independent sessions featuring topics relevant to students and professionals new to the industry. Recognizing that long-term success rests in the hands of our young men and women graduating from supply chain management programs throughout Canada, we acknowledge the importance of issues surrounding employment, education and research. Supply Chain Canada is committed to offering dynamic education and information to assist professionals in the supply chain and logistics community. The collaborative efforts of SCL and CITA offer delegates an informative conference program. The valuable products and services displayed at the tradeshow will provide solutions to the ongoing challenges that professionals are facing in the rapidly changing field of supply chain and logistics. SCL and CITA would like to thank you for joining us. We hope that the topics discussed over the next two days will benefit you by increasing both your resilience and agility in industry performance. ■

MM&D | March/April 2012

Exhibition

May 9th - 9am–4pm

NETWORKING, FUN AND PRIZES! The premier exhibition for transportation and logistics professionals is back and better than ever! Plan to tour the Supply Chain Canada Exhibition early! Be one of the first 50 visitors and receive a free gift! Not an early bird? Don’t despair! Great prizes will be drawn throughout the day! It’s easy to enter – visit the exhibitors and have your “Passport” stamped for a chance to win!

PRIZE SCHEDULE Time

Prize

Location

9:40 am

BlackBerry Playbook

Ryder Canada Booth #317

11:15 am

Pit Stop Challenge Prize #1

Canadian Tire Booth #521, 523, 525

12:30 am

Pit Stop Best Time Prize #2

Canadian Tire Booth #521, 523, 525

2:50 pm

Pit Stop Best Time Prize #3

Canadian Tire Booth #521, 523, 525

2:50 pm

BlackBerry Playbook

Ryder Canada – Booth #317

3:50 pm

E-reader

Waterloo Insurance (SCL booth), Booth #314

Visitors to the Canadian Tire exhibit can experience what it’s like to be on a real ‘over the wall’ NASCAR pit crew by taking part in the Canadian Tire Pit Stop Challenge! Compete against your friends and colleagues for the best time and win prizes from Canadian Tire.

Prize Ad_Fun and Prizes 1

12-03-16 10:57 AM

Exhibitor Listings Avery Weigh-Tronix – Booth #320 Bob Downes, T: 416-213-9900, E: BDownes@awtxglobal.com; John Farrell, T: 416-213-9900, E: JFarrell@awtxglobal.com www.averyweigh-tronix.ca

Avery Weigh-Tronix is a leading manufacturer, seller and service provider for weighing equipment and systems for all areas of Transportation and Logistics including floor scales and truck scales and everything in between. Visit us at booth 320 to find out why Avery Weigh-Tronix is the first choice for quality, accuracy and dependability.

Bison Transport Inc. – Booth #443

Jeff Pries, Vice-President, Sales & Marketing, 1001 Sherwin Rd., Winnipeg, MB, R3H 0T8 www.bisontransport.com Bison Transport is an award winning Canadian Transport Company employing the latest technology and operating one of the most modern fleets in the industry. With over 1050 tractors and 3000 trailers, our dedicated staff and professional drivers provide cross-border TL transportation services from BC through the Maritimes and to 48 United States.

Canadian Industrial Transportation Association – Booth #313 PARTNER

Bob Ballantyne, President, 405-580 Terry Fox Dr., Ottawa, ON, K2L 4C2, T: 613-599-8993 x223; F: 613-599-1295 www.cita-acti.ca The CITA represents the transportation interests of Canadian industry to governments and other stakeholders. The 120+ corporate members include companies from most industrial sectors and from all across the country. CITA member companies contribute approximately $100 billion annually to the Canadian economy and purchase approximately $7 billion in freight services by truck, rail, marine, courier and airfreight. Governments come to CITA for industry views and we go to them with industry’s freight transportation concerns.

Canadian International Freight Forwarders Association (CIFFA) – Booth #316

170 Attwell Dr., Suite 480, Toronto, ON, M9W 5Z5, T: 416-234-5100, F: 416-234-5152 www.ciffa.com

“THE VOICE OF FREIGHT FORWARDING IN CANADA SINCE 1948” Our mission is to represent and support members of the Canadian international freight forwarding industry in providing the highest level of quality and professional services to their clients. Through professional leadership, world renowned training and advocacy, CIFFA fulfills this mandate.

Canadian Pallet Council – Booth #135

Belinda Junkin, President & CEO, 239 Division St., Cobourg, ON, K9A 3P9, T: 905-372-1871 x105; F: 905-373-0230, E: bjunkin@cpcpallet.com www.cpcpallet.com The Canadian Pallet Council (CPC) is a member-owned, non-profit cooperative pallet pool. The CPC provides low cost, competitive services for over 1,100 members. It is an efficient pallet interchange system for millions of distinctive orange trade-marked 48” x 40” hardwood pallets.

Canadian Tire Corporation – Booth #521, 523, 525

Jody Fitzpatrick, Associate V-P, Int’l Transportation Operations and Support, Transportation Bldg., 2111 Steeles Ave. E., Brampton, ON, L6T 4L5, T: 905-792-5959, F: 905-799-4479 http://corp.canadiantire.ca/EN/ Pages/default.aspx Canadian Tire Corporation supplies 115,000 SKUs to 485 stores. To meet demand, our four distribution centres and three auto hard parts facilities ships 157 million cubic feet of product yearly. That’s 97,000 outbound loads with a 98.4% on-time delivery rate. Our distribution centres employ leading edge technology and world-class management systems.

Canadian Transportation & Logistics – Booth #417 MEDIA SPONSOR

Nick Krukowski, Publisher, 80 Valleybrook Dr., Toronto, ON, M3B 2S9, T: 416-510-5108; E: nick@ctl.ca www.CTL.ca

Part of Glacier Communications’ Supply Chain Group of publications, Canadian Transportation & Logistics is a multimedia business journal that places particular emphasis on the transportation link of the supply chain. Content consists of award-winning features and articles, a weekly e-newsletter, and a bi-weekly web TV show, ‘Transportation Matters’.

CentrePort Canada Inc. – Booth #341

Alberto Velasco, Executive Director, Int’l Business Development, Room 128-2000 Wellington Ave., Winnipeg, MB, R3H 1C2, T: 204-784-1300, F: 204-784-1308 www.centreportcanada.ca CentrePort Canada is located in the very centre of North America and is Canada’s 20,000-acre tri-modal inland port and Foreign Trade Zone. CentrePort provides companies with on-site access to international air cargo, major trucking corridors, and connections by three class one rail carriers to important seaports on the east, west, north and south coasts of North America.

CHEP Canada Inc. – Booth #220

Frank Bozzo, 7400 East Danbro Cres., Mississauga, ON, L5N 8C6, T: 905-789-4291, C: 416-527-2336, F: 905-789-4279 www.chep.com Pallet pooling for grocery and consumer goods. Modular in-store display units. Pallets for international imports & exports.

CITT – Booth #340

10 King St. E., Suite 400, Toronto, ON, M5C 1C3, T: 416-363-5696, F: 416-363-5698 www.citt.ca CITT is Canada’s foremost professional development organization in the supply chain and transportation logistics sector, offering professional certification, business and logistics courses, and networking opportunities.

City of Hamilton-Economic Development Office – Booth #232

71 Main St. W., 7th Floor, Hamilton, ON, L8P 4Y5, T: 905-546-4222, Toll-free: 1-800-868-1329, F: 905-546-4107, E: ecdev@hamilton.ca www.investinhamilton.ca

Hamilton’s Economic Development Office is the central point of contact for business assistance. Its services are geared to serve new start-up companies, corporate relocations, and the expansion and retention of existing business. Its mission is to serve as the catalyst for continued economic growth, job creation, and revitalization in Hamilton.

CN – Booth #124

1 Administration Rd, Concord, ON, L4K 1B9, T: 1-888-MOVIN-CN (1-888-668-4626), E: Sales@cn.ca www.cn.ca CN is a North American rail industry leader with one of the best operating ratios and the only railroad in North America serving the three coasts; Atlantic, Pacific and Gulf coasts. CN revenues derive from the movement of goods including petroleum and chemicals, grain and fertilizers, coal, metals and minerals, forest products, intermodal and automotive.

CONCEPT Storage Solutions Ltd. – Booth #327

Jeff Watson, Director of Sales & Marketing, 1470 Creditstone Rd., Vaughan, ON, L4K 5W2, Toll-Free: 888-922-0229, F: 905-660-7849, E: jwatson@conceptstorage.com www.conceptstorage.com Concept Storage Solutions Ltd provides warehouse storage equipment, design & engineering services, installation and rack certifications. From a few bays of shelving to turnkey multi-level pick modules, Concept can manage and provide all aspects of project implementation. We also provide both new and used equipment from our Vaughan, Ontario head office and warehouse.

Day & Ross – Booth #221

Martin Granger, Director National Accounts, 170 Van Kirk Dr., Brampton, ON, L7A 1K9, T: 905-846-6300, F: 905-846-6368 www.dayross.ca Established more than 60 years ago, Day & Ross General Freight is the flagship division of The Day & Ross Transportation Group and provides LTL and TL service anywhere in Canada, to and from the United States through a strategic alliance with a major US carrier, and scheduled TL operations to and from Mexico.

ESSA Logistics Inc. – Booth #338

John Soos, 660 Howard Street, Buffalo, NY, 14206, Toll-free: 1-800-627-3664, E: john.soos@goessa.com www.goessa.com

ESSA is a transportation cooperative with food grade warehouse, distribution facility, and leveraged transportation rates. Perfect for Canadian companies looking to establish a business operations in the U.S. Clean, dry, warehouse space, prime office space can accommodate a small tenant occupancy program; act as incubator, 140,000 sq. feet of versatile space.

GS1 Canada – Booth #426

1500 Don Mills Rd, Suite 800, Toronto, ON, M3B 3K4, T: 416-510-8039, 416-510-1916 www.gs1ca.org GS1 Canada is a member of GS1, the world’s leading supply chain standards organization. As a neutral, not-for-profit organization, GS1 Canada enables its more than 20,000 members –

organizations of all sizes from over 20 sectors across Canada – to enhance their efficiency and cost effectiveness by adopting electronic supply chain best practices.

Halifax Gateway Council – Booth #126

Nancy Phillips, Executive Director, 1969 Upper Water St., Suite 2101, Halifax, NS, B4A 3V4, T: 902-490-6003, E: nphillips@greaterhalifax.com www.halifaxgateway.com The Halifax Gateway is a prime, competitive location on the east coast of North America for the movement of both goods and people. Comprising the Halifax Stanfield International Airport, the International deep-water Port of Halifax, two container terminals, a strong logistics and warehousing sector and excellent class 1 highway infrastructure it moves business forward.

Hamilton International Airport – Booth #230

Karen Medweth, Director, Air Service Development & Marketing, 9300 Airport Rd., Suite 2206, Mount Hope, ON, L0R 1W0, T: 905-679-1999, F: 905-679-2100, E: info@flyhi.ca www.flyhi.ca

Hamilton International Airport is an established multi-modal cargo airport, committed to growing its cargo business by seeking investment and developing infrastructure, championing goods movement and providing a competitive cost structure. Home to major logistics companies Purolator, Cargojet, DHL and UPS, Hamilton International continues to grow as a gateway for goods movement in the region.

Hamilton Port Authority – Booth #234

Ian Hamilton, Vice-President, 605 James St. N., Hamilton, ON, L8L 1K1, T: 905-525-4330, Toll Free 1-800-263-2131, F: 905-528-6282 www.hamiltonport.ca The Port of Hamilton is the largest Canadian port on the Great Lakes in terms of both size and cargo handled. Every year, more than 600 vessels visit, loaded with over $2 billion in cargo. Directly from our port, goods can be loaded onto rail cars or trucks to travel to Canadian consumers.

Hercules Freight – Booth #117, 119

Eric Warren, Key Account Manager, 250 Tempo Ave., North York, ON, M2H 2N8, T: 416-412-7855, E: ewarren@herculesfreight.com www.herculesfreight.com

Hercules is an asset based cross border LTL motor carrier. Through 24 terminals in the US and Canada, their innovative “no break-bulk” structure reduces opportunity for damage and misrouting. Hercules moves 100% of their eligible shipments via CSA.

Initiatives Prince George Economic Development Corporation – Booth #339

Suite 201 – 1300 First Ave., Prince George, BC, V2L 2Y3, T: 250-0564-0282, F: 250.649.3200, E: info@initiativespg.com www.initiativespg.com

Initiatives Prince George promotes economic opportunities in Prince George and Northern BC. Prince George is located on the shortest trade route

MM&D | March/April 2012

between Asia-Pacific and US Heartland markets with air (YXS), land (Hwy 16 & 97), rail (CN) and sea (PRPA) connections, and offers an abundance of light industrial land ready for development.

J.H. Ryder Machinery Limited – Booth #212, 213, 214, 312

210 Annagem Blvd., Mississauga, ON, L5T 2V5, Betty-Lou Johnson, T: 905-565-2100 www.jhryder.com J.H. Ryder Machinery is show casing the revolutionary Crown RM 6000 reach truck. It reaches higher, lifts more weight and provides better operator visibility. Also on display is the Crown PC 4500 with the exclusive Quick Pick Remote Advance solution that redefines low-level order picking by automating tasks to simplify workflow.

Lean Supply Solutions Inc. – Booth #217

Tom Krzepkowski, 400 Applewood Cr., Unit 100, Vaughan, ON, L4K 0C3, T: 905-482-2590, F: 289-427-5658; E: tk@leansupplysolutions.com www.leansupplysolutions.com Lean Supply Solutions is focused on providing innovative solutions for multinational, regional, and local companies. Using unique blend of lean processes, leading edge IT systems and application of world class quality systems, we deliver quantifiable value for our clients. We provide forwardlooking contract logistics capabilities (warehousing), customized technical services, IT solutions, 4PL and consulting services.

Microsoft Dynamics – Booth #416

Al Norrie, Microsoft Canada, alnorrie@microsoft.com, T: 289-305-9862; Stephen McInnes, Second Foundation, smcinnes@second-foundation.com, T: 519-885-2040 x1651 www.microsoft.com Microsoft Dynamics is a line of familiar, adaptable enterprise resource planning (ERP) and customer relationship management (CRM) solutions designed to work like and with familiar Microsoft software—easing adoption and reducing the risks in implementing a new solution. These solutions automate and streamline financial, business intelligence, and supply chain processes in a way that can help you drive business success. Microsoft Canada

MM&D Magazine – Booth #419 MEDIA SPONSOR

Emily Atkins, Publisher, 80 Valleybrook Dr., Toronto, ON, M3B 2S9, T: 416-510-5130 E: EAtkins@bizinfogroup.ca www.mmdonline.com MM&D is Canada’s supply chain management magazine with an editorial mandate to inform, educate and help readers do their jobs more costeffectively. MM&D’s how-to approach shows readers how supply chain management can improve their companies’ productivity, competitiveness, customer service and bottom line. MM&D provides a solution-oriented editorial approach to the movement, storage and control of materials, products and information. With a circulation of 18,000, MM&D reaches the important supply chain decision makers in Canada.

Montreal Port Authority – Booth #226

Réal Bélanger, Director, Growth and Development, Grain & Bulk, 2100 Pierre-Dupuy Ave., Wing 1, Montreal, QC, H3C 3R5, T: 514-283-8585 www.port-montreal.com Operated by the Montreal Port Authority (MPA), the Port of Montreal is a major diversified transhipment centre that handles all types of goods – containerized and non-containerized cargo, liquid bulk and dry bulk. Second largest container port in Canada, it is served by the top container-shipping lines in the world.

MTE Logistix Group of Companies – Booth #127

Michael Haas, Vice President Operations, T: 780-453-9630, E: michaelhaas@mtelogistix.com www.mtelogistix.com Based in Western Canada, MTE Logistix offers flexible client solutions. Call us for 3PL warehousing, distribution, pick/pack order fulfillment and transportation services. We are the west, and we are positioned in the center of Canada’s growing energy market. Clients include food, beverage, consumer products, building materials, paper and industrials.

MTS Allstream Inc. – Booth #131

Olga Kudjerski, Field Marketing Manager, Mid-Market Acquisition, Central Region, 200 Wellington St. W., Toronto, ON, M5V 3G2, T: 416-640-9098 www.allstream.com

Allstream is a Canadian leader in IP communications and the only national provider that works exclusively with business customers. We leverage our nationwide high-performance network to help businesses of all sizes unify the many ways they connect. Our innovative solutions help businesses serve their customers better, improve efficiency and productivity, and maximize payback on communications and IT resources.

Natural Resources Canada’s FleetSmart – Booth #321

Transportation Energy Use Division; 885 Meadowlands Dr., 3rd floor, Ottawa, ON, K1A 0E4, E: info@fleetsmart.gc.ca www.fleetsmart.nrcan.gc.ca or/ou www.ecoflotte.rncan.gc.ca The Government of Canada is committed to supporting energy efficient behaviours through the ecoENERGY Efficiency initiatives. FleetSmart focuses on assisting commercial and institutional fleets become more efficient through fuel management practices and training. SmartDriver training programs, Fuel Management workshops and introducing SmartWay to Canada support this commitment.

Nippon Express Canada Ltd. – Booth #115

Joanne Lavorgna, 6250 Edwards Blvd, Mississauga, ON, L5T 2X3, T: 905-565-7527, E: Joanne_lavorgna@nittsu.com www.nipponexpress.ca Nippon Express is one of the largest global logistics providers offering sophisticated and tailor-made services at

EXHIBITOR LISTINGS competitive pricing. We are committed to our customers by providing the highest quality transportation (Air, Ocean, Truck), customs brokerage and warehouse distribution services with a global network of 387 locations in 37 countries.

NORLEANS Technologies Inc. – Booth #540

Fred Minduik, 6273 Paddler Way, Ottawa, ON, K1C 2G5, E: fminduik@norleanstech.com, T: 613-834-9313, F: 613-834-4693 www.norleanstech.com

NORLEANS offers a full line of various 100 % recycled plastic pallets, HAMMAR sea container sideloaders, Tank Sea Containers (liquids), LOADTAMER Cargo Restraint Nets (vehicle use) and RVM Vehicle Mobility Matts.

Ontario East Economic Development Commission – Booth #113

Opus2 Mobile Solutions – Booth #133

Stephen Grant, 40 Winges Rd., Unit 4, Woodbridge, ON, L4L 6B2, T: 905-850-9111, E: sgrant@opus2mobile.com www.opus2mobile.com Opus2 Mobile Solutions helps businesses to empower their field workers by deploying mobile enterprise applications quickly and inexpensively. By utilizing innovative platforms, data-centric applications can be implemented in days, at a cost that is an order of magnitude less than traditional means. By reducing implementation risk and demonstrating value quickly, customers see a high return on investment and can consider higher-valued levels of mobile data integration.

Paramount Document Solutions Inc. – Booth #438

Innovation Park, 945 Princess St., Kingston, ON, K7L 3N6, T: 613-634-8569, Toll Free: 1-866-641-EAST (3278), E: info@ontarioeast.ca www.onteast.com

Gerson Vijayan, Business Optimization Advisor, 7956 Torbram Rd., Unit # 11C, Brampton, ON, L6T 5A2, Toll Free: 1-877-512-4848, T: 905-581-3108, F: 905-581-3103 www.paramountdocs.ca

OEEDC promotes Eastern Ontario as a centre for investment, representing over 200 communities, with more than two million residents. We offer premier market access into the U.S. with superior transportation infrastructure. The region outperforms most on cost competitiveness with a highly-skilled, motivated workforce; world-class academic institutions with vibrant research centres; excellent R+D tax credit programs; investment support programs; leading edge technologies & training; market ready investment properties.

Paramount Document Solutions Inc. free organizations from high costs and hassles of managing paper based documents. Simple to use state-of-the-art document and data capture solutions help eliminate manual & automate business processes saving organizations money, time and resources. PODs, Account Payables and BOLs are some processes successfully tackled by these solutions.

Polaris Transportation Group – Booth #219

7099 Torbram Rd., Mississauga, ON, L4T 1G7, T: 905-671-3100, F: 905-671-9585 www.polaristransport.com

Polaris Transport is a Canadian-owned, asset-based, C-TPAT & PIP-certified carrier offering both LTL & Full Load service, Cross-Border, Domestic Canada and Domestic USA for both General Commodities and Trade Show Display moves. Polaris also offers complete Canada/US Customs services and a Canada Customs Bonded Warehouse.

Port of Halifax – Booth #122

P.O. Box 336, Halifax, NS, B3J 2P6, T: 902-426-2620 www.HalifaxGetsItThere.com The Port of Halifax is North America’s first westbound container port from South East Asia (via the Suez), the Mediterranean and Europe which allows shippers to access the North American market two days faster than other east coast ports. We also serve the Far East and Latin America with direct calls (via the Panama Canal). Halifax serves central Canada and the Midwest via both road and rail connections with CN rail. Sixteen container lines, and direct services with New England and Newfoundland make Halifax an excellent choice for connecting you with the world.

Psion – Booth #216

Sylvain Parent, 3000 Kustom Dr., Hebron, KY, 4102, Toll-free: 1-800-322-3437 www.psion.com Psion is the pioneer of quality mobile handheld computers and their application in industrial markets around the world. We have been innovators in mobile computing since 1980, starting with the invention of the PDA, through to helping our global customers solve their business problems today. Our clients include Volkswagen, BMW, Goodyear, and many others.

Craving supply chain news?

Purchasingb2b – Booth #421 MEDIA SPONSOR

Emily Atkins, Publisher, 80 Valleybrook Dr., Toronto, ON, M3B 2S9, T: 416-510-5130 E: EAtkins@bizinfogroup.ca www.purchasingb2b.com Purchasingb2b magazine, published 8x a year, reaches over 17,500 qualified Canadian purchasing and supply chain management professionals, including members of PMAC (Purchasing Management Association of Canada). Our readers are responsible for the purchasing/procurement of products and services for their organization on an enterprise basis. For more than 50 years, Purchasingb2b has been a valued and reliable source of information for professional development, trends, and best practices.

qdata inc. – Booth #326

6 Shields Court, Suite 105, Markham, ON, T: 905-477-1367, Toll-free: 1-800-900-SCAN (7226), F: 905-477-0874 www.qdata.com qdata is your trusted leader in mobility solutions, barcoding, software tracking and RFID. Founded in 1993, qdata is headquartered in Markham, ON with a national sales and service team.

RF Pathways WMS – Booth #121

Gordon Smith, Vice-President & General Manager, 7025 Tomken Rd., Unit 29, Mississauga, ON, L5S 1R6, T: 905-565-6560, Toll-Free: 866-823-6114, F: 905-565-6570 www.rfpathways.com Automation Associates Inc. focuses on Warehouse Management and Supply Chain Mobility Software featuring RF Pathways WMS. We are dedicated to a wide variety of vertical markets: distribution, manufacturing, food and

11 July/August 20 $8.00

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bruary 20 11 $8.00

MM&D has what you need.

FREE print or digital subscriptions to qualified supply chain professionals, plus weekly eNewsletters packed with the latest industry updates and new products.

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Drop by our booth, #419, or subscribe online at www.big-pub.com/ Subscription/MMD/ Coming tr EmailNewsletter.aspx e

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EXHIBITOR LISTINGS 3PL. RF Pathways uses wireless technology to capture all inventory transactions in real time for concise supply chain visibility and control.

Ryder Canada – Booth #317

#300-2233 Argentia Rd., Mississauga, ON, L5N 2X7 www.canada.ryder.com

Ryder is a leading Fortune 500 provider of supply chain solutions in business for nearly 80 years. Ryder’s product offerings include comprehensive supply chain solutions, consulting, lead logistics management services, warehousing solutions and e-business solutions that support a customer’s entire supply chains, from inbound raw materials through distribution and delivery of finished goods. Ryder is dedicated to developing customized comprehensive business models that focus supply chain management with well-defined value propositions.

Schulich Executive Education Centre – Booth #120

Sally Ellis, Operations Specialist Domestic &International, SEEC, York University, 4700 Keele St., Toronto, ON, M3J 1P3, T: 416-736-2100 x 22432, F: 416-736-5689, E: sellis@schulich.yorku.ca www.seec.schulich.yorku.ca/mcsclm The Supply Chain programs at the Schulich Executive Education Centre (SEEC) are praised as inspiring, practical, up-to-date and designed for current and future leaders.

Slimstock Canada Inc. – Booth #420

15 Coldwater Rd., Toronto, ON, M3B 1Y8, T: 416-391-5115 www.slimstock.com Slimstock is a leading global supplier of inventory optimization software for wholesale distributors and retailers. Their Slim4 software interfaces with all ERP systems (e.g. SAP, Oracle, Microsoft) to help make dramatic reductions in inventory levels, improve product availability, achieve higher levels of customers’ order fulfillment, resulting in increased customer satisfaction. September/October 2011

0 SlotLabel Inc. – Booth$8.0 #132

Jim Christie, 3470 Laird Rd., Mississauga, ON, L5L 5Y4, T: 905-820-0849, F: 905-820-0852, E: christie@slotlabel.com www.slotlabel.com SlotLabel focuses on location identification and ID labels for warehouses. Our experience allows us to help customers develop optimal solutions for their operations. Products exhibited include synthetic, retro-reflective and magnetic barcode labels for rack shelf and floor locations; man-down scanning systems for high racks; long range placards for storage lanes; freezer labels; custom aisle signs.

Supply Chain & Logistics Association Canada – Booth #314 PARTNER

7270 Woodbine Ave., Suite 204, Markham, ON, L3R 4B9 www.sclcanada.org

With members representing every facet of the supply chain and logistics management, Supply Chain & Logistics Association Canada (SCL) is the leading association, representing the supply chain logistics community in Canada for over 40 years. SCL is the only Canadian association that covers the complete supply chain management spectrum through its

member base and program offerings. SCL is at the forefront of industry developments with access to information on national and global trends in logistics. We actively promote supply chain and logistics management as a significant factor in business profitability, provide leadership to implement integrated logistics solutions and conduct research.

TECSYS Inc. – Booth #216

1 Place Alexis Nihon, Suite 800, Montreal, QC, H3Z 3B8, T: 514-866-0001, Toll-free: 1-800-922-8649, F: 514-866-1805, E: info@tecsys.com www.tecsys.com

izon Plus: Scanning the hor a’s ports

REACH for more.

TECSYS is a market-leading provider of warehouse management, transportation management and distribution management software and industry expert services to over 600 mid-size and Fortune 1000 corporations in healthcare, third-party logistics and general high-volume distribution industries. TECSYS’ solutions enable customers to significantly streamline logistics operations, reduce cost and improve customer satisfaction.

RM 6000 Series

TNT Express – Booth #427

3230 American Drive, Mississauga, ON, L4V 1B3 www.tnt.com/corporate

TNT Express is one of the world’s largest express delivery companies. On a daily basis, TNT Express delivers close to 1 million consignments ranging from documents and parcels to palletised freight. The company operates road and air transportation networks in Europe, the Middle East and Africa, the Asia-Pacific and the Americas. It employs 77,000 people and runs a fleet of 30,000 road vehicles and 46 aircraft. TNT Express made €7.2 billion in revenue in 2011.

triOS College – Booth #227

triOS College Career Services, Nine Campus Locations across Southern Ontario. Windsor – London – Kitchener – Hamilton – Mississauga – Brampton – Toronto – Scarborough – Oshawa Toll Free: 1-888-331-8517 www.triostalent.com HOT OFF THE PRESS! Did you know triOS College has a 1 year Ministry approved program, delivered all across Ontario, that meets the critical demand for skilled Supply Chain and Logistics professionals? Come visit us at booth #227 to learn more about how you can work with our students to host their 4 month FREE internship!

XTL Group of Companies – Booth #129

75 Rexdale Blvd., Etobicoke, ON, M9W 1P1, T: 416-742-2345, Toll Free 1-800-665-9318, F: 416-744-5404 www.xtl.com

XTL Group is an asset-based Transportation Management Company comprised of XTL Transport, XTL Logistics, XTL Distribution & XTL Dedicated with operations throughout Canada. Our assets consist of 450 Power Units with 1,300 Dry &, Temp-Controlled Trailers and heated warehousing. Our mission: Provide value-add services to our customers’ supply chain by leveraging our proprietary assets and strategic partnerships to exceed their expectations.

’s t who u u o d yo in de: F ore than m aking

MM&D | March/April 2012

...The Lift Truck Professionals Since 1930

Ontario

Mississauga Brockville Concord Kitchener Ottawa Windsor Belleville Chatham Hamilton London Samia

Quebec

Drummondville Montreal Ste. Foy-EMU

905.565.2100 613.342.9268 905.660.9925 519.748.5252 613.739.1484 519.966.2450 613.996.4735 800.265.5014 905.561.4862 519.451.1144 519.336.7433 819.478.7220 514.342.3471 418.872.8423

c o n f er en c e k e ynote sp e ak e rs May 8 – opening keynote:

John tory

Most recognized for his contributions as a Member of Provincial Parliament, John Tory’s resume also includes his work as a lawyer, community activist and broadcaster. Beginning his professional journey practicing law in Toronto, John was later elected to one of Canada’s largest firms. Following several successful years practicing law, he went on to serve as Principal Secretary to Ontario Premier Bill Davis and as Associate Secretary of the Ontario Cabinet. In 1995, John joined the Rogers Group of Companies, first as President and CEO of Rogers Media Inc. and then as President and CEO of Rogers Cable, Canada’s

May 8 – closing keynote:

robert Martichenko ceo, leancor

topic: people: key aspects of becoMing a lean leader As Chief Executive Officer of LeanCor Supply Chain Group, Robert leads a team whose purpose is to support their customers in preparing their people, perfecting processes, and successfully implementing and operating a lean supply chain. LeanCor delivers lean third party logistics (3PL) services, warehousing and facility management, lean training and lean supply chain consulting services. With several years of experience in the supply chain and logistics industry

May 9 – opening keynote:

chris Mathers

chrisMathers inc. criMe and risk consulting topic: criMe, terror & the supply chain Posing as a gangster, drug trafficker and money launderer, Chris Mathers has spent most of his adult life working undercover for the RCMP, US Drug Enforcement Administration and the US Customs Service. Retiring after 20 years of service during which time he was the senior undercover operator at the RCMP Proceeds of Crime Section, Chris established and operated a number of “storefront” money laundering businesses in Canada and the US to infiltrate organized crime groups in North and South America,

As a well-known broadcaster he hosts a daily three hour talk show on Canada’s leading talk station Newstalk 1010. During his opening keynote address John will share his perspectives and insight on the current political and economic climates, particularly as they relate to issues that impact the global supply chain. n specializing in lean implementation, Robert has written two books entitled; Success in 60 Seconds and Everything I Know About Lean I Learned in First Grade. He has also co-authored logistics management books entitled Lean Six Sigma Logistics, as well as the workbook Building a Lean Fulfillment Stream published by the Lean Enterprise Institute. He further complements his vast professional experience with a BSc in Mathematics, an MBA in Finance and a Six Sigma Black Belt. Robert imparts his professional experience as a senior instructor for the Lean Enterprise Institute and the Georgia Tech Supply Chain and Logistics Institute. Sharing with us his vast knowledge of lean supply chain theory and experience, Robert will discuss the importance of creating Lean leaders who understand the significance of people power. He will focus his attention on how organizations and businesses must look beyond basic processes to implement Lean tools and initiatives to promote success through sustainable results. n

the Caribbean, Europe and Asia. In 1995, Chris joined the Forensic division of the international accounting firm, KPMG. In 1999, he was appointed to the position of President of KPMG Corporate Intelligence Inc. where he was responsible for international due diligence, asset recovery operations and the investigation and prevention of organized crime and money laundering. In 2004, Chris went on to establish his own consulting firm, chrismathers inc. where he provides crime and risk consulting services to selected domestic and international clients. Known for his controversial and candid speaking style, Chris will describe for our conference attendees the secret underworld of gangsters and terrorists, while providing useful terms and ways of identifying possible threats through characterization. More specifically, he will discuss risk management and loss prevention within the supply chain, along with how to protect your company. n

May 9 – closing keynote:

CF mission in the Kandahar province which included over 1,500 CF members from across Canada.

canadian forces

Brigadier-General Lamarre is a graduate of the Royal Military College in Kingston, Ontario, Command and Staff College, Toronto, and the Industrial College of the Armed Forces, National Defence University, Washington D.C. He holds a Master’s degree in Defence Studies (RMC) and a Master’s degree in Science in National Resource Management (NDU).

brigadier-general charles laMarre

topic: the logistics of WithdraWing froM southern afghanistan Joining the Canadian Armed Forces in 1981, Charles Lamarre has commanded and served in several levels of the Canadian Armed Forces. Commanding at the Platoon, Company, Battalion and Formation level he has also served as a G4, the officer within a headquarter responsible for logistics, at the District, Brigade and Area level, and is a former G4 of the Canadian Army. His most recent assignment was as Commander Joint Task Force Afghanistan, Mission Transition Task Force, which was responsible for enabling the transition to Operation ATTENTION (Canada’s Training Mission in Kabul), and the closure of Operation ATHENA, Canada’s ten year commitment in Southern Afghanistan. Brigadier-General Lamarre was responsible for concluding all aspects of the

largest cable and internet service provider. With his extensive background in community service, John has served as volunteer Chairman and Commissioner of the Canadian Football League and has chaired fundraising campaigns for St. Michael’s Hospital and the United Way. He maintains an active involvement in those two organizations, as well as chairing the current fundraising campaign for the Toronto International Film Festival. He was also a founding Board Member and is the voluntary Chair of the Greater Toronto CivicAction Alliance (formerly the Toronto City Summit Alliance), a highly respected city-building organization.

Following his most recent assignment as Commander of the Canadian Forces’ (CF) Mission Transition Task Force (MTTF) in Afghanistan, Brig.-Gen. Lamarre will discuss Canada’s military role overseas and the transition process from Operation ATHENA to Operation ATTENTION. Brigadier-General Lamarre will provide conference attendees with both a comprehensive discussion on military logistics, as well as a first-hand account of how the Canadian Armed Forces organizes their supply chain. Issues relating to design and development, acquisition, storage, movement, distribution, maintenance, evacuation, and disposition of materials, as well as the movement and evacuation of personnel will be discussed. n

MM&D | March/April 2012

45th AnnuAl ConferenCe & trAde Show - Supply ChAin CAnAdA presented by SCl and CitA

the international Centre - Mississauga, May 8 & 9, 2012 May 8, 2012 7:30 - 8:00 am

Registration and Breakfast

8:00 - 8:15 am

Welcome, opening remarks, housekeeping

8:15 - 9:15 am

opening Keynote: John tory

Concurrent tracks

Supply Chain transformation Sponsored By: Initiatives Prince George

human resources

transCanadaâ&#x20AC;&#x2122;s experience in Aligning Vendor Capabilities with program requirements Nicole Wershler, CSSGB Manager, Energy Operations Strategy & Planning, TransCanada

the tsunami Comes Ashore: workforce issues About to Swamp Canadian Supply Chain Kevin Maynard, Executive Director, Canadian Supply Chain Sector Council

Supply Chain transformation in Municipal Government Mobile Assets Mike Croza, Managing Partner, Supply Chain Alliance Inc. Dan Lajeunesse, Branch Manager, Materials Management, City of Edmonton

top talent Supply Chain Addressing the challenges to drive success in Attraction and retention of top graduates to our industry Moderator: John Clark, Managing Director, Draper Whitman Panel Discussion

11:35 - 12:20 pm

the need for a Standard reference Model for food Chains Dr. Amar Ramudhin, Director,Supply Chain and Logistics Institute, Georgia Institute of Technology

Building high performance in your Supply Chain workforce Chris Hoban, Senior Manager, Accenture

12:20 - 1:45 pm

Lunch and Awards

9:20 - 10:15 am

10:45 - 11:30 am

Concurrent tracks Going Global 1:45 - 2:30 pm

2:30 - 3:15 pm

technology

Going Global Moderator: Cheryl Paradowski,President & CEO,Purchasing Management Association of Canada Panel Discussion

Cloud Computing, transforming More than it John Weigelt, National Technology Officer, Microsoft Canada

Global logistics Strategies to Support a demand-driven Value network Greg Aimi, Research Director, Gartner

discover the frontier of Visual Voice in Supply Chain John Reichert, Product Marketing Manager, TECSYS Inc.

3:45 - 4:45 pm

Keynote: robert Martichenko, Ceo, leanCor People: Key Aspects of Becoming a Lean Leader Sponsored By: SCI Group Inc.

4:45 - 5:00 pm

Summation and Synthesis

5:00 - 7:00 pm

Reception and Trade Show Opening

thAnK you to our SponSorS: diAMond

MM&D | March/April 2012

plAtinuM

45th AnnuAl ConferenCe & trAde Show - Supply ChAin CAnAdA May 9, 2012 8:05 - 9:05 am

Keynote: Chris Mathers, chrismathers inc. Crime and risk Consulting Crime, Terror and the Supply Chain Sponsored By: Allstream

9:05 - 9:45 am

trade Show opens - networking / Coffee Break on the Show floor

Concurrent tracks

transportation Sponsored By: CT&L

Best practices / Case Studies Sponsored By: MM&D

9:45 - 10:30 am

Strengthening Goods Movements in ontario Jill Hughes, Director, Transportation Policy Branch, Ontario Ministry of Transportation

Supplier Based Management Steve Melnyk, Professor of Operations and Supply Chain Management, Michigan State University

transportation Buying trends research Moderator: Lou Smyrlis, Editorial Director, Transportation Media, Business Information Group Panel Discussion

the hamilton Advantage: A Multi-Modal Gateway Moderator: Karen Medweth, Air Service Development & Marketing Director, Hamilton International Airport Panel Discussion

10:35 - 11:20 am

trade Show open from 9:05 am to 4:00 pm

11:20 - 12:50 pm

Lunch

Concurrent tracks

transportation Sponsored By: CT&L

Best practices / Case Studies Sponsored By: MM&D

the end of Shipping Conferences Chris Welsh, Secretary General, Global Shippers’ Forum, UK Freight Transport Association

Creating your Company’s Carbon footprint and why it is important for the future Moderator: Jody Fitzpartick, Associate Vice President, International Transportation & Operations Support, Canadian Tire Corporation Panel Discussion

Soft Skills: the Key to Getting a Job, and progressing up the Career ladder Kevin Maynard, Executive Director, Canadian Supply Chain Sector Council

u.S. department of transportation’s Compliance, Safety, and Accountability program Bryan Price, Senior Transportation Specialist, Federal Motor Carrier Safety Administration (FMCSA)

implementing off-peak deliveries in the GtA: Costs, Benefits and Challenges Management Engineering Graduates, University of Waterloo: Jessica McPhee Ari Paunonen, Taufiq Ramji

it Starts (and ends) with Customers Ric Williams, President, Williams & Goffin Consulting Inc.

the Canada-uS perimeter Security & economic Competitiveness Matthew Wilson, Vice President, National Policy, Canadian Manufacturers and Exporters

forming a partnership with Automation Bernard Betts, Vice President, Worldwide Operations, Future Electronics Karl Hoegen, CEO, WITRON North America, WITRON Integrated Logistics

Strategies for professional Success Scott Hadley, PhD, Professor, Sheridan College

12:50 - 1:35 pm

1:40 - 2:25 pm

3:45 - 4:45 pm

Student track Sponsored By: Schulich

Keynote: Brigadier-General Charles lamarre, Canadian forces The Logistics of Withdrawing from Southern Afghanistan

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MM&D | March/April 2012

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Materials Handling | Dave Luton

Organize yourself and others

Standards for suppliers make receiving easier

s your receiving area organized for flow-through efficiency? If not, organize your suppliers and carriers first. Warehouse managers traditionally give the most attention to the revenue (ie shipping) side of the business for obvious reasons. This means management attention is devoted to activities like order picking and shipping, sometimes at the expense of other warehouse operations, like receiving. Over time, the need for warehouse accuracy and speed have increased and the need for an integrated approach has become evident. Now, flaws in formerly lower priority areas, like receiving, garner greater management attention. The reasons for this are obvious. Mistakes in receiving can have a bigger effect than mistakes in shipping. A mistake, for example, in product identity during shipping affects one customer and one order. The corresponding mistake in receiving—say a wrongly identified pallet that is used for case pickingorder selection—can affect twenty orders and twenty different customers. To have an efficient warehouse, you must know what’s in it. You can’t manage what you can’t measure. You need to have information readily available. You need key performance indicators (KPIs). Common receiving KPIs are: • Measures of accuracy (such as receiving errors) usually measured as an absolute number or occurrence on a number of receipts, or receiving lines measured as a percentage. • Inventory accuracy and analysis of cause (receiving errors may show up in inventory counts as errors). • Measurement of ability to meet rush receipts (back orders or out-of-stocks). • Measurement of processing speed (like average time to process a receipt). • Worker productivity (such as units received or overtime—which can be tracked per hour/day etc). Organize your suppliers and their transportation partners. Many receiving problems originate with suppliers and their carriers. To have an efficient, cost-effective receiving process, it is best that most of the work be done before it hits your receiving loading dock, not after. To achieve that you need to ask yourself some questions. Do you have receiving standards and have you established them with your inbound carriers and suppliers? Are your inbound shipments packaged and identified to meet those standards?

Human factors Raw material warehouse packaging standards need to be more oriented to safety and to the warehouse and handling equipment you employ. To save money some suppliers package their items in 45-kg (100-lb) bags which are unsafe for a single person to manually handle. Packing them in more ergonomically friendly sizes is critical from a safety perspective. By employing unitization standards for your pallet sizes, types and related unit load dimensions, products can be offloaded and put directly into your rack slots without a lot of manual handling by the carrier’s driver or the receiving warehouse. Labeling Labeling and product identification needs are commonly overlooked. Although pallet, case and even sub-case identification needs can differ, in an ideally run warehouse, your auto ID scanning equipment (barcode or RFID) would be set up so it can be quickly wanded over the products in order to save terminal entry time and errors by your receivers.

The receiving area How your receiving area is organized depends on the type of operation you run and the needs of your carriers. You really need to ask yourself the basics. Do you have enough docks and doors? Do you have a modern scheduling system that allows carriers to book themselves in, or are you relying on an old, telephone-based system? In bigger operations, if you have a large number of doors, are they numbered? Do you use a dropPackaging trailer shunt-tractor yard operation and is it Packaging standards should outline what is acceptable and what isn’t. There is a equipped with a yard management system that uses fair variation in requirements depending on the type of receiving and warehousing. technology like RFID trailer identification? A retailer being sent finished goods should have standards that meet store-ready No matter how large your operation, you should needs. This means having them prelabelled and packaged for retail use. have a system of exception management in place. Assume you are selling a line of seasonal winter boots. Your sales analysis Track your carriers’ and suppliers’ performance, will show the most common sizes, styles and colours. For your initial order, and note how often they meet their appointment it’s most efficient to package them in the proportion of historical sales, adjusted times. When you identify the bad apples, fix for style changes. Later orders in the season can be adjusted to the actual them. If they cannot be fixed they may have to seasonal sales pattern depending on sales volatility. Combine this with pretick- be replaced. MM&D eting and you can save a lot of labour both at warehouse and store level, as well as greatly increasing the speed with which the product gets to the store Dave Luton is a consultant in the greater Toronto shelf, compared to traditional packaging in a single size, style and colour. area. dluton@cogeco.ca

MM&D | Mar/Apr 2012

2012 is the year

to Rise with the tides in Moncton, new Brunswick Like the Rising Tides in New Brunswick’s famous Bay of Fundy, modern supply chain management ebbs and flows with change and unpredictable challenges. Join your peers in Moncton, New Brunswick, June 6 – 8, 2012, at the 87th PMAC National Conference, Canada’s largest supply chain event. • GET aHEad! Gain fresh ideas from the experts and take away new tools. • GET CONNECTEd! Build and enhance your professional network. • GET iNSPiREd! Hear from keynote speakers who will motivate you into action. Stay up to date and enhance your skills at 28 educational sessions including:

KEYNOTES Pete Luckett, Entrepreneur & Retail Expert Turning Buyers into Believers: How to Create Raving Fans!

• Legal Update and Best Practices: New and Emerging Trends in Procurement and Contract Management • Evolve or Die: A Survival Guide for Procurement Organizations

Merge Gupta-Sunderji, Leadership Expert Why Does the Lobster Cast Off Its Shell?

• Going Global • Procurement Mastery in the Public Sector

Guy Cabana, Consultant, Motivation Sailing on High Tides: The Art of Doing the Impossible

• Supply’s Organizational Roles and Responsibilities • Project Management Practices and Discipline in Supply Chain Management

Russ Howard, Canadian curler and Olympic champion Passion Lives Here

• Global Standards: The Key to Unlocking Supply Chain Efficiency, Safety and Value • Reduce Workplace Stress Through Humour • Supply Chain within the Construction Industry: An Inside Perspective Get a head-start at one of the Pre-Conference Seminars:

Thank you to our sponsors for their generous support PLATINUM

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Learning Curve | Tracy Clayson

Access granted

Helping people with disabilities do business with you

f your organization employs a staff of more than 20 full-timers, part-timers and contractors, hopefully you have already met the requirements of the Accessibility for Customer Service Standard, part of the Accessibility for Ontarians with Disabilities Act (AODA), which is now law. These standards are aimed at improving the way disabled people can access the products and services they need. If you have a family member who is disabled, you are well aware of the challenges they experience when trying to access buildings with insufficient ramps, walkways, elevators and access points. A simple outing can be just as awkward, even in a well-designed building, when service staff lack the training or experience to assist the disabled. Similarly, Ontario’s Accessibility for Customer Service Standard is not only about ramps and automatic doors. Rather, it is about understanding that people with disabilities have different needs—and addressing them.

Ontario legislation Canada, and Ontario in particular, is a leading jurisdiction in this effort. It has often legislated inclusiveness in business. Now all businesses in the province must comply or face fines of up to $100,000. The general guidelines to meet compliance include: • Creating a policy to outline procedures • Training staff on the procedures • Establishing a feedback process for customers with disabilities who have complaints • Providing alternate means of communication • Allowing for service dogs in areas open to the public • Accommodating support persons who assist the disabled • Providing notice of service disruption that affects accessibility • Documenting all the policy requirements and providing customers access to policy information. Additionally, private organizations with 20 or more employees are required to file accessibility reports with their compliance strategies outlined. So what steps do you need to take to ensure your company meets the accessibility standards? Policy: Create a policy that outlines how well-positioned your business is in assisting disabled individuals to buy products and services from you in person, over the phone or through your website. Policies should include procedures that follow four principles: independence, dignity, integration and equal opportunity. Procedures should set guidelines to enable all customers the same access and to maintain the independence and respect of those customers. By setting a standard of inclusiveness, you have a chance to develop the best brand of customer loyalty and care, which benefits those with disabilities while recognizing your organization as a responsible corporate citizen. Training: Define disability for your staff and explain the various assistive devices used by those who are disabled. Demonstrate how to communicate with and accommodate people with mobility and/or communication challenges. Professionals in supply chain already specialize in finding solutions to obstacles

and in getting products to end users in the most efficient, economical and accessible manner. This mandate gives supply chain participants an opportunity put those talents to good use in a “supply chain without barriers”-type model, applying lessons learned to provide great service to all. Feedback process: Make a customer feedback process available so you can understand any limitations in your facilities and services and eliminate them. List telephone numbers, email addresses, web sites and other means of communicating with your organization about this process and set out timelines and policies that indicate when you will respond to requests and comments. Interruptions in service: Properly explain any interruption in accessibility services through announcements and notices, including changes to hours of business and alternative means of accessing your facilities. Service animals and support persons: Explain to staff what to do around service animals and support persons. They should never approach the animal and they should always direct questions to the customer, and not the support person (where possible). Make your facilities, where allowed by law, accessible for service animals and announce this allowance for potential customers. We all play a part in making sure that those with disabilities enjoy the same privileges and comforts we do. Obviously they should be treated as valuable customers and be offered a positive experience. Unless you have personally experienced discrimination, you might not appreciate the importance of inclusiveness. After all, every individual is important, no matter what. And every individual is also a potential customer or employee. Materials on providing equal access can be obtained through Service Ontario. Guidelines and training materials are available at : www.businesstakesaction.ca www.ndeam.ca www.Ontario.ca/Accesson www.w3.org/WAI MM&D Tracy Clayson is managing partner, business development, of Mississauga, Ontario-based In Transit Personnel. tracy@in-transit.com

MM&D | March/April 2012

The Company You Thought You Knew.

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