Global Supply Chain January 2015 Issue

TRACK AND TRACE

MULTAQA JAFZA Technology

For a bigger market share

Aramex Bio

For better healthcare

EuroMoney Qatar ENHANCING THE BUSINESS OF LOGISTICS

Into the future

January 2015 Issue 11

THE CASE OF THE

MISSING PART The supply chain of critical spares

44 40 12

MEGA GCC PROJECTS

seabury report

THE NEW GATEWAY TO THE GULF

It is, without doubt, one of the harshest environments on earth: the Empty Quarter in the Kingdom of Saudi Arabia – the largest and most barren sand desert in the world, spreading itself over four Arab nations and covering 650,000 km2 which is comparable in size to France. Temperatures range from 50° to -1°C in the course of a single day and the sand and dust are relentless. The nearest city is 1000 kilometres away. So the construction of a 256 kilometre road cutting through this wildnerness, linking Saudi Arabia to the Sultanate of Oman, called for an extraordinary solution. The response: a eet of 95 Volvo machines was assembled. Together, they shifted over 130 million m3 of sand just to build the bridge of the road – an extraordinary feat in such harsh conditions, yet the quality and power of Volvo engineering was up to the challenge. The difculties created by the remote isolation of the worksite were answered with excellent customer support from FAMCO, the authorised Volvo dealer in Saudi Arabia, which included the organisation of mobile 247/ service workshops that moved forward with the construction operation. Discover a new way.

Main Office: Jeddah: Old Makkah Road Kilo 6, Tel: +966 12 680 4444 Riyadh: Khurais Road Exit 30, Tel: +966 11 233 3555 Dammam: Dammam-Khobar Highway, Tel: +966 13 859 8484 Abha: Khamis Mushayt - King Fahad Road, Tel: +966 17 227 4066 Makkah: Al Haaj Road, Tel: +966 12 542 8484 e-mail: famco@alfuttaim.sa www.al-futtaim.ae

www.famcosaudi.com

That part!

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Whether it is big or small, when something breaks down lots of things get affected. Take for instance a spare of an aircraft, or for that matter a machine or system in an assembly line factory, orders cannot be met, customers are unhappy and your supply chain is broken.

So what would be the most important aspect of a critical spare parts’ supply chain - speed and precision for sure. And as everyone reading this must be thinking - easier said than done. Streamlining all the connections that will make that spare part come to your rescue is an effort. The cover story discusses the many sides of this equation. A must read for sure.

The GCC region is on the way to starting a number of mega projects, a few are already underway. We have a comprehensive report by AT Kearney on how the degree of involvement in the work of the main contractors can be the deciding factor in achieving a project on target and within budget.

December is a big holiday season around the world and increasingly people are shopping for some of their gifts online, the last thing anyone wants whether supplier or the person placing the order, that their item doesn’t reach on time! An interesting article on how to avoid unsavoury situations due to risks that aren’t a part of your supply chain is on Page 56.

Aramex Bio the solution by the courier company for the medical industry is proving to be exactly what the market was looking for. This solution caters to the requirements of the medical industry in terms of sending human samples for testing to labs and or for expert diagnosis or another opinion that may be available in more advanced parts of the world, on page 40.

Hope you enjoyed the issue. Have a great year ahead!

Munawar Shariff Managing Editor munawar@signaturemediame.com

JANUARY 2015 3

January 2015 Issue 11

ENHANCING THE BUSINESS OF LOGISTICS

COVER ILLUSTRATION: B RAVI

19 06 News 12 The power of intervention in mega projects

Ensuring reliable delivery of mega GCC projects at optimal costs

19 Crucial shipments: The most important part

The supply chain of that most important part

30 Traceability in manufacturing Why businesses need real time track and trace solutions

34 The new e-commerce/multi channel blue ocean strategy

Improve the customer experience by embracing the right technology

40 Timely medical aid Aramex Bio’s advanced medical solutions 4 JANUARY 2015

44 Strategic focus for

financial stability – Qatar

EuroMoney Qatar – a look at the effects of falling asset prices and the global economy

49 Meeting and reconnecting A look at Multaqa Jafza

34

52 A greener future At BUiD’s Conference on Sustainable Energy and Environmental Protection (SEEP)

56 Keeping vendor risk

under control during the holiday season

There’s a greater demand for on time delivery when it comes to the holiday season.

58 Volvo on growth trajectory 2014 proved to be a successful year for Volvo Middle East

58

2020 READY

We can help your business grow.

When it comes to integrated logistics solutions across the supply chain, you can trust Al-Futtaim Logistics to get your business moving ahead.

• Automotive Logistics • Freight Forwarding & Customs Clearance • Warehousing & Contract Logistics • Corporate Transportation • Goods Transportation & Distribution • Relocations & International Moving

P.O. Box 61450, Dubai, United Arab Emirates. Tel: +971 4 881 8288, Fax: +971 4 881 9157 e-mail: contact@aflogistics.com www.aflogistics.com

Imdaad hosts AUD students

Imdaad recently hosted an educational tour for American University in Dubai’s (AUD) Civil Engineering students. The group visited the company’s Sewage Treatment Plant – 4 (STP-4) located in Jebel Ali to observe all of the facility’s processing stages.

The tour enabled them to better understand the sewage treatment process and techniques being employed in the region.

Imdaad features among UAE’s top 10 smart storytelling brands

Imdaad has revealed that it was recently featured in the ‘Top 10 UAE Smart Storytelling Brands’ at the Social Insights 2014 social media event. The company was adjudged second for its #ActGreen Campaign with 216,633 interactions for the most successful Facebook posts from SMT brands. The criteria were based on the concept of storytelling and number of engagements received for the posts on a page.

Social Insights 2014 was organised

by Socialbakers, a social media analytics

platform that allows brands to measure, compare and contrast the success of their social media campaign with competitive intelligence. Other leading brands that made it to the Social Insight 2014 list were Emirates, Etihad Airways, Jumeirah Group, Armani Hotels and Resorts, Aeropostale, and Giordano. Social media networks have become highly effective channels for increasing brand visibility and voice, making them more familiar to existing customers and more accessible to new customers.

World’s largest sugar carrier calls at Jebel Ali Port

Al Khaleej Sugar has celebrated the arrival of MV UBC OTTAWA , the world’s largest sugar carrying vessel to call at DP World’s flagship Jebel Ali Port. Arriving from Sao Paolo port in Brazil, 106,000 tonnes of sugar was discharged in Dubai

6 JANUARY 2015

during the whole of last week.

Sailing since 2011, the 260 metre length vessel has a load capacity of 118,625 tonnes.

At a ceremony held at the Al Khaleej Sugar refinery yard in Jebel Ali, in presence of Al Khaleej Sugar

Managing Director Jamal Al Ghurair, DP World Chairman HE Sultan Ahmed bin Sulayem congratulated the company, “This historic call is another achievement for Dubai, reinforcing its gateway position for the Middle East and wider region,” he said.

HE bin Sulayem added, “DP World is working closely with Al Khaleej Sugar to safely offload the raw sugar at their berth, illustrating our ability to handle all types of cargo, including food staples such as rice, flour and other perishable goods.”

“Jebel Ali serves a wide variety of customers and this event comes on the heels of the arrival of the biggest ever bulk carrier to visit the port last month, where we handled 79,000 tonnes of reinforcing steel.

These achievements illustrate that we are ready to meet future demands for containerised or non-containerised cargo, with our new, state-of-the-art Container Terminal 3 at Jebel Ali ready to serve customers.”

Emirates Group for national service deployment The Emirates Group has reinforced its commitment and support for the National Service programme recently launched by the government of the United Arab Emirates.

A Memorandum of Understanding (MoU) has been signed between the General Command of the Armed Forces and Emirates Group for cooperation to provide support for the National Service initiative.

The MoU was signed this morning by HH Sheikh Ahmed bin Saeed Al Maktoum, Chairman and Chief Executive, Emirates Airline and Group, and Staff Major General Pilot Sheikh Ahmed bin Tahnoon bin Mohammed Al Nahyan, President of the National Service. The signing took place at Emirates Group headquarters in Dubai.

His Highness remarked on how proud he was of the enthusiasm and commitment being shown by local youth for the National Service programme. His Highness said,“We are pleased to play our part to support the National Service programme, which promotes the spirit of belonging and patriotism amongst the country’s youth. It will also benefit them by developing their full capabilities to give them long-lasting skills for their future careers. This in turn will positively impact the institutions in which they are employed after returning from their National Service duties.�

Major General Pilot Sheikh Ahmed bin Tahnoon Al Nahyan told His Highness Sheikh Ahmed bin Saeed Al Maktoum that the success of this programme stems from the contribution and support of the Group to its employees who are enrolled in the national service.

All of the enrolments ultimately benefit the country, and he called on all government and private agencies to come together to actively implement the national service initiative.

According to the MOU agreement, Emirates staff will undergo their mandatory medical examinations in the Emirates clinic for the National Service programme, based on pre-agreed criteria. Emirates will then provide an electronic copy of the medical examinations results for employees required to join the National Service.

Emirates will also promote the National Service and Reserve Authority initiative at events and programmes throughout the UAE and through social media, in addition to participating in events organised by the National Service and Reserve Authority. Emirates has also committed to create programmes and development plans to support outstanding graduates of the National Service programme. It will also provide training and expertise necessary to support The National Service programme.

JANUARY 2015 7

Dubai Customs bags first prize at annual Enterprise Architecture Awards 2014 Dubai Customs (DC) has earned the coveted Enterprise Architecture Award 2014, presented by Forrester Research, and the Penn State University Center for Enterprise Architecture. The award came to recognise DC’s Business Capability Management developed and implemented by the Business Process Department at the Customs Development Division to upgrade corporate capability at Dubai Customs. The Business Capability Management focuses on four aspects: People, Process, Technology and Information.

Commenting on the advantages of the Business Capability Management, Juma Al Ghaith, Executive Director of Customs Development Division, said that the project provides a comprehensive connected view of DC’s business capability and determines the gaps and requirements of business units while putting forth a plan to fill these gaps.

It also pinpoints strength and weakness points to help make informed decisions, offers improvement recommendations for business capabilities and devises an action plan for implementing these recommendations.

Juma Al Ghaith said the applied Enterprise Architecture at Dubai Customs furnished an environment conducive to creating a better capability

Ahmed Mahboob Musabih presented with the EA Award by Juma Al Ghaith, in presence of Buti Al Jumairi and the award team

management, allowing DC to determine its structural strategy and formulate a clear road map and initiatives for corporate changes. The importance of a clear road map lies in specifying work scope and perspective.

Remarkably, after winning the award, Dubai Customs received an official request

from Forrester Research and the Penn State University Center for Enterprise Architecture to provide more information about its EA to enrich their researches in this field. Moreover, Hussam Juma, Director of Business Process Department at DC, was called in to become a member at the judging panel for next years.

ADCB finances Etihad’s first Airbus A380-800 Etihad Airways was recently named CAPA Airline of the Year at the CAPA Aviation Awards for Excellence 2014 held in Antwerp, Belgium.

Etihad Airways, the UAE’s national carrier, has received financing from Abu Dhabi Commercial Bank (ADCB) for its first Airbus A380-800 aircraft, which was recently showcased to the public at the Abu Dhabi International Airport.

ADCB is providing financing for one A380-800 aircraft following a competitive

8 JANUARY 2015

global request for proposal. The A380 is the first of a fleet of 10 A380s on order from Etihad Airways to enter service.

James Rigney, Chief Financial Officer of Etihad Airways, said,“We are thrilled to secure strong interest from Abu Dhabi’s local banks as we continue our journey of expansion. The new A380 marks the pinnacle of our service development with the unveiling of the Residence by Etihad bringing a new level of luxury to the skies never before seen in aviation history. ADCB

delivered competitive, market leading terms and conditions – a reflection of the growing sophistication of local banks’ knowledge and expertise that is now giving them the competitive advantage.”

During the past 10 years, Etihad Airways has raised more than US$8 billion from 68 financial institutions to fund the purchase of aircraft and engines.

The aircraft commenced operations from Abu Dhabi to London Heathrow on December 27, 2014.

Dubai Airports hiring takes off with new recruitment platform Dubai Airports (DA), domestic product (GDP) operator of one of the around 21 per cent of total world’s busiest airports, employment in Dubai, and Dubai International and Al 27 per cent of Dubai’s GDP. Maktoum International at With the expansion plans Dubai World Central, teamed underway, by 2020 aviation up with Cazar, a recruitment supported employment solutions provider and numbers will grow to more employer branding firm in than 750,000 jobs and the Middle East, to launch the sector will contribute their new career website to US$53.1 billion or 37.5 per power their online candidate cent of the Emirate’s GDP. journey.

Furthermore, with Dubai Airports recently passenger traffic increasing announced a US$32 billion by 15 per cent year-on-year expansion to build the at Dubai International, a Meshari Al Bannai, VP of Human world’s biggest airport scalable talent solution that Resources at Dubai Airports that will serve as a global can handle both current gateway for an expected 200 million and future talent requirements was vital. passengers annually by the end of the next Meshari Al Bannai, VP of Human Resources decade. These plans, in which recruitment at Dubai Airports explains,“You can only build is a strategic part, have fuelled the launch the best if you work with the best. Our focus of DA’s new bespoke mobile-responsive is clear - attract top Emirati and global talent. career portal (http://careers.dubaiairports.

Our growth and success cannot be achieved ae). Designed to attract top talent, it is the without the right people. DA’s career website central hub for all hiring needs. and platform is instrumental in achieving this.”

Dubai International is a major contributor Prior to the recruitment platform, DA’s to the local economy. According to a study hiring was done traditionally. Now the entire conducted by Oxford Economics in 2013-14, process is seamless, online and mobile – from Dubai’s aviation sector supports 416,500 jobs, the application, to scheduling interviews and contributing US$26.7 billion to the gross onboarding new hires.

Al Bannai explains the reasons behind this,“Today smart phones, tablets and social media are a way of life for candidates. They are always connected and mobile. As an innovative employer of choice, we felt it was essential to have a fully mobile responsive career site so anyone, anywhere can apply from any platform or device and have a great user Screen shot of the Dubai Airport’s new career portal experience.” on smartphone and tablet

Olive Group expands into African risk management Global security and safety provider, Olive Group has announced its acquisition of Newport Africa, one of East Africa’s leading risk management and security companies.

The deal consolidates Olive Group’s position in East Africa enabling it to offer an enhanced range of services across that region to its broad client base.

Martin Rudd, MD, Olive Group, announced the deal commenting, “Newport Africa, like Olive Group, has focussed on the development of class-leading compliant security solutions for the oil and gas sector and for governments. Our companies are particularly well matched and we are very excited by the opportunities which are ahead of us”.

For almost a decade the Newport Africa team has deployed specialists to successfully assist clients to accomplish their core objectives in some of Africa’s most challenging and hostile environments.

Their management team have amassed unrivalled expertise in the delivery of risk management solutions to the region’s most influential energy companies. Rob Andrew, MD, Newport Africa said, “Newport Africa has developed a reputation for delivering solutions with an African focus.

We have evolved into one of the leading risk management companies in Africa, offering unrivalled local knowledge and experience.

The acquisition by Olive Group will give us access to technical and operational capabilities which in turn will allow us to better serve our current clients and to expand our range of services and geographic reach.”

With Newport Africa, the Group’s combined services include Global Risk Management and Analysis; Mobile and Static Security; Journey Management; Aviation Security; Maritime Security; Cyber Security; Mine Action; Expeditionary Support Services; Security Technologies and Training.

JANUARY 2015 9

Agility CEO inducted into Supply Chain Asia Hall of Fame Essa Al-Saleh, President and CEO of Agility Global Integrated Logistics (GIL), was inducted into the prestigious Supply Chain Asia Hall of Fame at a ceremony held in Singapore recently.

The Hall of Fame award is given out by Supply Chain Asia, a leading professional group for the logistics and supply chain industry. It honors outstanding individuals from the industry who have demonstrated entrepreneurial and innovative thinking in achieving global success. Previous winners have included Ram Menen, Captain Wei, Luo Kaifo, and John Meredith.

Al-Saleh was nominated for his vision and direction in helping Agility grow from its origins as a local company in Kuwait to a global supply chain leader today. His contributions to the industry, which have come through sharing knowledge and

insights at industry events, demonstrate his passion for the logistics community and his desire to raise the profile of the organisation, along with his interest in expanding Agility’s footprint and presence in Asia.

Receiving the award from S Iswaran, Minister, Singapore Prime Minister’s Office and Second Minister for Trade and Industry and Home Affairs, Al-Saleh said, “It is a personal honour to be selected to join the Hall of Fame with the pioneers and innovators in the logistics industry.

I would like to share this award with all Agility employees who have worked so hard to build the company into a global market leader in the logistics sector.”

In the Asia Pacific region, Agility is represented in more than 20 countries and with more than 7,000 employees who serve customers across a range of industries.

PepsiCo inaugurates new plant in KSA PepsiCo demonstrated its commitment to the Middle East with the inauguration of its newest manufacturing facility. Indra Nooyi, PepsiCo Chairman and CEO inaugurated the all-new snacks plant in Dammam, Kingdom of Saudi Arabia.

This is the company’s 15th facility in the Middle East. PepsiCo has been doing business in the region for 60 years.

Nooyi was accompanied by HE Dr. Tawfig Alrabiah, Minister of Commerce and Industry, HE Eng. Abdullatif Al-Othman, Governor of the Saudi Arabian General Investment Authority (SAGIA) and Eng. Saleh Al Rasheed, Director General of the Saudi Industrial Property Authority (Modon) at the opening of the stateof-the-art facility.

“The Middle East is a dynamic food and beverage market and a critical engine of growth for PepsiCo,” said Nooyi. “Over the

10 JANUARY 2015

years, PepsiCo and Saudi Arabia have prospered together and the investment in this plant is testament to our belief in PepsiCo’s bright future in this country and the wider region. The plant will be a critical hub for our company, bringing some of PepsiCo’s best-loved snacks and newest innovations to Saudi Arabia

and markets throughout the region,” she added.

The Dammam plant covers 55,000 sq metres and will employ 300 staff, including 40 women. It will supply the snack market across Saudi Arabia while further enhancing the companies’ ability to provide consumers throughout the Middle

East with a range of food choices including local innovations such as Lays Forno.

The new facility is the latest addition to PepsiCo’s growing network of energy-efficient buildings around the world. The plant was built in accordance with criteria set by Leadership in Energy and Environmental Design (LEED), the world’s leading green building standard, and is expected to reduce PepsiCo’s environmental footprint by minimising waste and maximizing energy efficiency.

Developing and emerging markets accounted for 35 percent of PepsiCo’s net revenue in 2013.

The opening of the Dammam plant follows two months after PepsiCo opened an innovation center in Dubai’s Dubiotech, its first facility in the Middle East. The facility will serve as a hub of new products and flavors innovations for PepsiCo’s businesses across the region.

Dubai logistics group expands into East Africa Indu Maritime and Logistics (IML), the freight forwarding and distribution arm of the Indu Group, has made the first move in its aggressive growth strategy by expanding operations into East Africa, as the company moves to increase its presence in rapidly growing African markets.

The company has established a new regional head office in Djibouti and has contracts into five more East African nations.

Indu Maritime and Logistics Chairman, Kishore Lakhani, said,“Africa’s markets are being driven by higher trade volumes as local economies diversify and expand. Domestic consumer demand continues to grow and global demand for natural resources escalates.

These drivers, as well as improvements to infrastructure, are boosting international and intra-African trade, creating a growing need for logistical support and expertise.

“Djibouti is the key to successful expansion into the East African markets as many countries and regions are landlocked, with very limited access for delivery of supplies and

goods. We’re looking to open up these new markets to business. From our head office in Dubai we’re able to coordinate logistical challenges originating from anywhere in

the world and our goal is to now serve as a ‘highway’ into East Africa, offering business and organisations easy access to both new and established markets in the region.”

In Ernst and Young’s Africa Attractiveness Survey for 2014, five of the six emerging hotspots (Kenya, Mozambique, Uganda, Tanzania and Zambia) for investment are in East Africa.

Lakhani referred to a 2013 report by British researchers, Analytiqa, that projects logistics spending in Africa by manufacturers and retailers will increase by almost US$28.8 billion, or 5.19 per cent to US$157.3 billion in 2016. The size of the outsourced logistics market alone will increase by 38.4 per cent in a four-year period. The report also predicts food commodities and agri-business will be key drivers as countries move to higher levels of food processing and trade in food products. Facilitating this trade“will require vast improvements in cold-chain services, including both transport and temperature controlled storage facilities,”the report says.

GMG selects SAP for AED 150 million business transformation project Gulf Marketing Group (GMG), one of the Middle East’s leading holding companies, recently announced an AED 150 million deal with SAP, the global enterprise software and software-related services provider, for a major long-term business transformation programme.

As part of the significant Enterprise Resource Planning (ERP) project, SAP will provide GMG with a range of its industry-leading business management tools, as GMG gears up for substantial regional growth.

“GMG has been expanding at a rapid pace over the recent years and adopting the right technology

is of paramount importance to our continued long-term growth,” commented Mohammad A Baker, Deputy Chairman and CEO, GMG.

“Working with SAP as our technology partner over the next 10 years will transform our business functions, significantly increase productivity, and give us the right tools to take our business to the next level.”

GMG has selected a total of seven SAP software solutions to increase efficiencies and reduce operational costs across the Group, which comprises a diverse portfolio of the region’s leading retail outlets, brands and

services including Sun and Sand Sports, Super-Care Pharmacy, Farm Fresh and Trilogi Logistics.

Earlier this year, GMG announced its most ambitious growth plans to date with a target of 43 new store openings in 2014.

So far this year, the company has opened 42 outlets with more in the pipeline before the end of December and in 2015.

“All our businesses rely on having access to high quality information instantly and our ability to make timely decisions and respond rapidly to market demands,” Mr Baker added.

“This ERP project using SAP HANA technology is going to revolutionise the way we gather, analyse and act on information in the increasingly digital world in which we operate.”

JANUARY 2015 11

ANALYSIS

The power of intervention in

mega projects As developers prepare to deliver mega projects in the booming GCC, selective involvement in the work of their main contractors will ensure reliable delivery at optimal costs. AT Kearney’s Salvadore Zarate, Marc Biosca, Javier Gonzalez and Metodija Trajkovski compile this most comprehensive analysis

12 JANUARY 2015

ANALYSIS

The GCC: 2014 to 2036 Over the next 20 years, capital expenditures in the Gulf Cooperation Council (GCC) will focus on construction, power, and transportation (see figure 1). This reflects the economic diversification agenda of the GCC as more countries are using cash flow from their hydrocarbon sectors to build up their non-hydrocarbon industries.

Much of the capital expenditure will come from mega projects – large-scale ventures with significant capital outlays over an extended period of time. For example, three projects in Qatar – Lusail City developed by Qatari Diar; the railway and metro systems developed

by Qatar Rail; and the World Cup stadium precincts developed mainly by the Supreme Committee for Delivery and Legacy – account for about half of the more than US$160 billion the country will spend on confirmed capital projects over the next two decades (see figure 2).

These mega projects are often taken on by a single large developer or a consortium

Much of the capital expenditure will come from mega projects – large-scale ventures with significant capital outlays over an extended period of time

of developers. Because of their sheer scale and duration, many developers split these projects into smaller, more manageable projects and award them to multiple contractors that take responsibility for design finalisation, procurement, and construction.

The developer then focuses on project management of the main contractors. What often gets lost in the process, however, is identifying and capturing design and procurement synergies across the individual projects. This is generally because developers either do not have the necessary capabilities to identify and exploit synergies, or they are deterred by the risks associated with intervening in the contractor’s scope of work. AT Kearney believes that failure to intervene in contractors’ work can mean a loss of potential synergy and increased delivery risks. As construction growth in the GCC soars, there will be considerable strain on the supply markets for labour, materials, and equipment, potentially resulting in

JANUARY 2015 13

cost synergies across projects. A successful intervention depends on choosing the right approach and level of involvement, as well as being selective about when to get involved.

The following outlines five alternative levels of intervention and the prerequisites for success within each one (see figure 3):

supply shortages, price inflation, and delays in project execution. Astute developers will not only anticipate such risks but also be prepared to intervene when necessary.

Five ways to intervene for developers Intervening in a main contractor’s design and procurement activities can feel like too much oversight.

But there is a significant upside to doing so – from alleviating supply and delivery risks to reaping Figure 1

1. Manage demand and supply A level-1 intervention involves standardising requirements, specifications, and supply

Gulf Cooperation Council countries focus on non-hydrocarbon industries

Value of capital projects in the GCC, by industry 2014-2036, 100% = $1.5 trillion) Construction Power

31% 25% 21%

Transportation

8%

Oil

5%

Chemicals

4%

Gas

3%

Industrial

3%

Water

Sources: MEED Projects; A.T. Kearney analysis

Figure 2

Most capital expenditures are in mega projects

Value of capital projects in the GCC: construction, power, and transportation 2014-2036, 100% = $1.2 trillion)

1Weighted by project value Sources: MEED Projects; A.T. Kearney analysis

14 JANUARY 2015

management. There is no need to get involved in procurement activities; rather, the focus is on managing the category to ensure contractors are delivering on category requirements.

Demand management. The developer standardises requirements and specifications for the category and requires contractors to use them during design and construction.

This not only ensures quality and consistency but also minimises the complexity of managing an array of specifications during the operation and maintenance phase.

Prerequisites for success: A central design team that can produce a common specification that meets the design and performance requirements of various projects.

The central team drives the standardisation while working in close collaboration with the design teams and main contractors of the other projects.

Supply management. The developer requires contractors to propose a procurement plan for the category, identify potential market risks that could threaten a reliable supply, and recommend ways to alleviate the risks. Also, contractors are asked to develop a shortlist of prequalified suppliers that have demonstrated an ability to supply the product or service in comparable projects. This provides the developer with confidence that the main contractors are capable of supplying the category.

Prerequisites for success: Requires an in-depth understanding of the contractor’s supply market and supply chain.

2. Create an approved suppliers list Intervention at this level is about prequalifying category-specific suppliers and submitting an approved supplier list to the main contractors. The list will ensure that a contractor’s equipment meets a developer’s performance

ANALYSIS

Figure 3

3. Establish master-framework contracts A level-3 intervention takes place after prequalification of suppliers.

The developer bundles volumes across projects, conducts crossproject tendering for the category, and establishes master-framework contracts with the selected suppliers.

The contract specifies the terms and conditions, performance requirements, material and service specifications, volumes, and a schedule of rates and discounts or rebates that the developer gets when a predefined order volume is reached. The main contractors (or sub-contractors) are then given binding access to the contract. They are asked to use these preferred rates, terms and conditions of the master framework when entering into supply agreements with material or service suppliers.

As contractors establish their own supply agreements with the suppliers, they take on many of the risks and liabilities associated with purchasing the materials or services.

Prerequisites for success: Projects are aligned to a standard and optimized set of material and service specifications for cross-project tendering Framework contracts Trees need to grow are established before for at least four years the main works contract is awarded; these can be before they can be introduced as a variation planted on site. If early in the main works contract, but usually at a responsibility for the higher cost tree supply is left to the A legal team that has in three-way main contractor, there’s experience contracting: developer with supplier, developer a good chance that with main contractor, fully grown trees will and main contractor with be imported at a higher supplier Supplier capabilities price (both financial are evaluated in the prequalification and and environmental) tendering stage, thus reducing the risk of suppliers underperforming and of subsequent claims by the contractor Dedicated contract management resources are in place to ensure that the terms and conditions of the framework contract are used effectively in the contractor-supplier Five levels of intervention in contractor’s scope of work agreements In some cases, framework contracts are established with multiple suppliers, for example to de-risk the supply (usually for smaller suppliers).

Or multiple framework contracts are established for categories with specifications that are best supplied by specialised suppliers, with each main contractor having access to all of the contracts.

Master-framework contracts can be applied across a broad range of bulk material and equipment categories, as well as service categories. For example, a developer may choose to centralise procurement of third-party logistics (3PL) service providers, contracted to deliver freight forwarding, warehousing, trucking, or other Sources: A.T. Kearney analysis logistics services to the main

requirements and is capable of integrating with other internal or external systems. The supply of security systems in the base build of buildings (these include video surveillance, access controls, and intrusion alarms) is a good example of where a developer may need to intervene. The developer may also choose to pre-qualify system integrators, capable of designing, supplying, installing, integrating, and maintaining security solutions that use equipment from the prequalified OEMs. This restricted and verified supply of potential integrators increases the reliability of the systems integration process, while minimising the costs and complexity of operating and maintaining the security solutions.

Prerequisites for success: Procurement specialists with expertise in strategic sourcing and knowledge of the relevant supply market. Technical experts are also needed to help define the supplier prequalification criteria, assess their technical capabilities, and help pre-qualify the suppliers.

JANUARY 2015 15

contractors. The benefits of this approach include reduced costs, less risk of scarce supply of logistics assets or resources, and consistent delivery service levels to the construction sites.

Master-framework contracts for 3PL providers were established with DHL Supply Chain and DB Schenker for the 2012 London Olympics construction programme (allowing construction contractors for each venue to access the contracts).

Centralised logistics provision was also performed by Kühne + Nagel for the construction programme of the Sochi Olympics 2014.

4. Novate call-off contracts For materials with long lead times, that must be ordered before the main contractor is appointed, a different type of intervention is often needed.

In these situations, the developer can establish a call-off contract with the chosen supplier and order from it. Once the main contractor is appointed, the developer novates the contract to the main contractor.

The contractor then takes over the liability of managing the contract and making future orders, charging an extra margin for the assumed liability risk and the coordination effort.

A good example of a level-4 intervention is purchasing trees for use in soft landscaping. Trees need to grow for at least four years before they can be planted on site. If responsibility for the tree supply is left to the main contractor, there’s a good chance that fully grown trees will be imported at a higher price (both financial and environmental) and that the trees will not adapt to the GCC’s harsh climate. If there are significant soft landscaping requirements, it makes sense to establish call-off contracts with local nurseries - ordering well in advance to initiate the growing of trees - and then novating the nursery contracts to the main contractors once the main contractors are appointed.

16 JANUARY 2015

Prerequisites for success: A strong, engaged legal function and dedicated contract management resources.

5. Direct purchase At this highest level of intervention, the developer executes the contract and manages the supplier until the contract ends. The developer retains full liability and is responsible for any coordination between the supplier and the main contractor.

These mega projects Because a level-5 intervention has a high are often taken propensity for risk and complexity, it is used only on by a single in exceptional cases.

Prerequisites for large developer or success: Strong project a consortium of management skills developers. Because (typically outsourced) and dedicated contract of their sheer scale management resources to manage both the and duration, many suppliers and the main developers split contractor.

these projects Choosing the into smaller, optimal level of intervention more manageable Each level of intervention projects and award carries incremental benefits and risks. It them to multiple is prudent to begin contractors that take with the lowest level of intervention and move responsibility for to each subsequent level only when the benefits design finalisation, outweigh the risks (see procurement, and figure 4). The following outlines the benefits and construction risks in more detail:

Benefits of intervention Delivery reliability. Intervention is warranted when, compared to the main contractors, a developer is in a better position to: 1. Ensure that the performance requirements of the materials or services are met; this is useful when a supplier or main contractor lacks critical capabilities 2. Mitigate supply risks through early

intervention; this is useful in markets with capacity shortages, long lead times, or other supply chain risks 3. Ensure consistency in performance, design, quality, and service levels across projects Local economic development.

Intervention can help support local business development and increase the capabilities of local suppliers. For example, encouraging partnerships and joint ventures between local and international suppliers facilitates the transfer of knowledge and skills to local markets. In addition, developers can help suppliers improve their skills through supplier management and development programmes.

Cost savings. Interventions can reduce costs in both capital and operating expenditures. Capex savings come from standardising and rationalising specs, bundling procurement across projects, conducting competitive tendering, and having the main contractors transparently price their margin for implementation. Opex savings are primarily the consequence of having fewer category suppliers. With fewer suppliers, property operators can consolidate operation and maintenance (O&M) contracts across projects, thus reducing O&M fees and the internal costs and complexity that are often associated with supplier management.

Risks of intervention Contractor claims. Any failure by a supplier to deliver materials or services to the contractor on time, in full, or in line with the required specs raises the risk of a contractor claim against the developer. Such claims are most likely to occur in three circumstances: (1) when the supplier’s scope of work is interrelated with other works in the main contractor’s scope (requiring skillful coordination and collaboration), (2) when the supplier has not gone through an adequate technical capability assessment, and (3) when the developer is not

ANALYSIS

adequately protected against claims in the contract. Diligent supplier prequalification and selection, and astute development and management of supplier contracts, will mitigate the risk of claims.

Decreased contractor interest.

Intervening in too many – or too valuable – supply categories can reduce the perceived commercial attractiveness of the main works package and cause contractors to lose interest in the project. This in turn could translate into less competition for the main works package and, consequently, fewer competitive bids.

This risk is best mitigated by leaving the high-value packages to the main contractor, unless intervention is needed to ensure reliable delivery or to achieve other strategic goals.

Contractor price markups.

Contractors sometimes perceive intervention by developers as a move that introduces complexity into their delivery process. They will then raise their margins to compensate for the additional risk. This is best mitigated by early intervention at the time of procurement – informing contractors Figure 4

of your intervention plans at the request-for-proposal stage. Also, signing contracts with suppliers before awarding the main works contracts gives contractors a degree of assurance and leaves less room to embed hidden markups.

First steps to success How GCC mega-developers intervene in the delivery of their construction programmes will be essential to success in the next 10 to 20 years. Preparation is key. We recommend beginning now with a few important first steps: Get involved early in design.

Develop a centrally coordinated design standardization process, to ensure consistent delivery and enable cross-project procurement.

Set up a category management (CM) function. Establish a CM function capable of driving category-specific, cross-project strategic sourcing, to ensure a centralised, coordinated, and strategic intervention.

Determine the right level of intervention. Weigh the benefits and risks of intervention before intervening to ensure that all benefits - reliable

project delivery, local economic development, and cost savings – are at an acceptable level of risk.

Assess category suppliers. Evaluate the technical and financial capabilities The benefits of of category suppliers in the prequalification this approach and tendering include reduced stages, to mitigate costs, less risk of the risk of supplier underperformance and scarce supply of subsequent claims from the main contractors. logistics assets Invest in contract management. Build up or resources, contract management and consistent capabilities within the legal and procurement functions, delivery service to reduce the risk of claims, levels to the provide a better chance for construction sites the contract to be executed, and ensure that all potential benefits are realized.

These first moves will not only allow developers to benefit from the scale of their construction projects, but also secure a more reliable delivery against budgeted costs and time.

Developer’s intervention in contractor’s works package has benefits and risks

Sources: A.T. Kearney analysis

Playing the short-term, winning the long-term With economic diversification and a construction boom on the horizon for GCC countries, strategic intervention in mega projects has the power to guarantee more reliable delivery with a more appealing price tag. Developers that identify and embrace the right levels of involvement now will be in a better position to compete more effectively later and, ultimately, to be among the winners of the longer-term game. Who will win the future? We believe the future belongs to those that seize an immediate impact today – in lower costs and fewer supply risks – and capture a lasting growth advantage made possible by a wealth of new opportunities between now and 2036.

The authors wish to thank Arnaldo Conde for his valuable contributions in developing this paper. www.atkearney.com

JANUARY 2015 17

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COVER STORY

A twister hits. Someone drops a house on critical equipment. A service parts logistics manager must be a Wiz of a Wiz to balance time, location, and cost and fix whatever needs fixing – wickedly fast. Merrill Douglas writes about the ways to deal with logistics when an important spare part goes missing or gets spoilt

B

ad things happen when systems break down. Flights get cancelled.

Production lines stop. Wireless devices can’t connect.

It usually takes more than a service engineer to get operations running again; it also takes hardware.“Between 50 and 70 per cent of on-site service calls require a part,” says Vele Galovski, VP Research and Field Services for the Technology Services Industry Association.“Spare parts availability is the single biggest reason why companies can’t hit their first time fix rate numbers.”

JANUARY 2015 19

COVER STORY

Critical spare parts logistics is a discipline all its own. Like logistics for just-in-time manufacturing, critical spare parts logistics demands both precision and speed. But companies that manage critical replacement parts also wrestle with unpredictability.

While it’s possible to forecast demand, you never know what will break next.

The nature of service contracts also complicates spare parts logistics. A product’s service level agreement (SLA) might demand a repair in 24 hours, four hours, or sooner. And a contract might stipulate different SLAs for different products.

Cost factors complicate service logistics, too. When calculating inventory needs, it makes a difference whether the parts in question are US$20 keyboards or

Another complicating factor is the need for reverse logistics. When a technician replaces a part, the failed unit often needs to be shipped to a facility to be repaired and redeployed, or scrapped.

US$20,000 industrial components. Service organizations must constantly balance the urgency of repairs against inventory and transportation costs.

A fourth complicating factor is the need for reverse logistics. When a technician replaces a part, the failed unit often needs to be shipped to a facility to be repaired and redeployed, or scrapped.

Challenges that service organisations face, and strategies for meeting them, vary greatly. Here are some of the many scenarios.

Lions and tigers and spares!

A “critical spare part” might mean a computer motherboard, or it might mean a heart valve to Network Global Logistics (NGL), a Broomfield, Colo.-based thirdparty logistics provider offering missioncritical transportation and logistics services

20 JANUARY 2015

for a range of service operations. NGL maintains more than 500 multi-client stocking facilities worldwide, including about 300 in the United States.

Along with providing storage in distribution centres and forward stocking locations (FSLs), NGL operates its own transportation between storage locations

and repair sites. “Operating our own transportation enables us to provide sameday courier moves,” says Scott Riddle, NGL President and CEO. “We can drive a part across town in one or two hours, 24 hours a day.” NGL can also put a part on a commercial airline, or tender it to a package carrier.

COVER STORY

One big challenge in critical parts logistics is developing inventory strategy.“The goal is to optimise and balance the cost of providing the service with compliance to the end customer’s expectations,” says Paul Gettings, Senior VP, Sales and Marketing at NGL. If the contract requires a fix in four hours, field engineers in multiple

geographies must be able to get their hands on parts fast enough to meet that deadline.

One factor in determining the optimal strategy is the value of the replacement part. “Replicating a low-cost part across 150 sites is not a big deal,” Riddle says. But if the part costs US$1 million, that’s another story. “We have to balance the desire to

have every part exactly where it may be needed when a failure occurs against the cost of the part,” he adds.

If the million-dollar part rarely breaks, the customer might decide to store it in just a few locations and then, if it’s needed in another market, expedite it. It costs less to occasionally use air service than to keep 150

JANUARY 2015 21

22 JANUARY 2015

COVER STORY

million-dollar parts in stock.“The customer is optimising for the combination of cost of inventory and service level of that part,” Riddle says.

Transportation obstacles also pose challenges.“Logistics can be interrupted by events as trivial as heavy traffic, to those as rare as a terrorist attack or major hurricane,” says Gettings.

It’s not unusual for weather to shut down an airport that NGL was relying on to move a part. Then the company must find an alternative.“We’ve faced circumstances where we were bringing parts into areas affected by hurricanes, and we were traveling in the wrong direction – right into the hurricane – because we had to deliver a critical part to keep a generator running,” Gettings says.

There’s no place like home On one occasion, NGL nearly booked an employee on a commercial flight from Los Angeles to Munich to hand-deliver a replacement device for a customer.“Just as we were about to put him on the plane, the customer in Germany found another solution,” recalls Al Morris, Director, Global Supply Chain at TERiX in Sunnyvale, Calif.

Nothing in NGL’s contract required that level of service, he adds.

An independent hardware support company, TERiX repairs and maintains electronics made by IBM, Cisco, HP, Dell, and other manufacturers. Its customers are large and mid-sized companies in industries such as telecommunications, banking, and healthcare. TERiX currently uses NGL’s services in the United States and Singapore; it works with DHL in India.

TERiX offers 20 service levels, but most of its SLAs stipulate a four-hour response.

The company aims to have technicians

arrive at customers’ sites with the correct part in hand more than 95 per cent of the time. “We are currently between 96 and 98 per cent,” Morris says.

When TERiX started working with NGL seven years ago, it stored parts in just two of the 3PL’s locations. Since then, TERiX has expanded its forward stocking strategy.

It currently maintains 54 regional stocking locations, including 39 with NGL in the United States, and one in Singapore, six in India with DHL, several in Canada and Europe with other 3PLs, and three TERiXowned facilities in Japan.

That extended forward stocking strategy has vastly reduced the need to ship parts from one city to another when field engineers require them. It has yielded other benefits as well. “An extended forward stocking strategy got us away from on-site stocking locations at customer facilities. It got us away from trunk inventory – the inventory that

Critical spare parts logistics is a discipline all its own.

Like logistics for justin-time manufacturing, critical spare parts logistics demands both precision and speed. But companies that manage critical replacement parts also wrestle with unpredictability

engineers hold on to. And it got us into more controlled growth,” Morris says.

One big supply chain challenge that TERiX faces is staying on top of new products as computer manufacturers roll them out, or TERiX adds them to its service contracts. To make sure TERiX’s buyers understand the parts involved, when field engineers get trained on new products, buyers take those classes, too.

When determining how many of which parts to keep in each stocking location, Morris’s team considers the replacement parts and the geographies covered by each of its contracts. It also considers the age of each machine the contract covers.

Say, for example, a computer has been in service for 15 years.“Most of the parts will be difficult to locate,” Morris explains.

“But we also know that drives, memory, and power supplies will cover about 73 to 75 per cent of all failures, because of the usage and the mechanical movement or heat of those parts.” Such knowledge helps the supply chain team estimate how many spares it needs to keep in easy reach of those machines.

JANUARY 2015 23

If I only had a plane Choice Logistics and its customers also put great effort into weighing inventory and transportation costs against service requirements.“The inventory plan is based on the service level agreements and looking at how much of the service is two-hour, four-hour, same-day, or next-day,” says James Adams, the company’s Senior VP, Global Sales and Client Services.

Based in New York, Choice provides 3PL solutions, including help with global trade, for service operations run by high-tech original equipment manufacturers (OEMs) and third-party providers. For some clients, Choice coordinates and manages the activities of multiple service providers.

The inventory plan is never perfect, Adams says. That’s because a company that promised to fulfill its SLAs 100 percent of the time would have to tie up a great deal of money in inventory for every stocking location.“To go from 99 percent to 100 percent might double the cost,” he says.“It comes down to what level of service the client is willing to pay for.”

When deciding where to store parts, Choice and its clients also consider all available transportation modes.“We look at the tradeoff between how much we are paying for the linehaul to get the part into the field, how much we are paying for local delivery, and how those costs compare to

24 JANUARY 2015

One factor in determining the optimal strategy is the value of the replacement part. “Replicating a lowcost part across 150 sites is not a big deal,” Riddle says.

But if the part costs US$1 million, that’s another story

a same-day or next-flight-out delivery,” Adams says.

For example, a company might decide to keep a certain kind of part in Chicago, then fly it to any location in North America that needs it.“The question to ask is: How does the next flight out compare to less- thantruckload or truckload moves to service that SLA?”Adams says.

Choice and its clients don’t usually make those decisions case-by-case. Rather, they build the transportation strategy into the logistics plan. But if demand for a certain

part suddenly spikes, and there aren’t enough units in local storage, the plan might not work.“That’s when you shift into scramble mode,”Adams notes.

Adams recalls a situation when a service organization couldn’t find a mission-critical replacement part in storage near a particular oil rig in Canada.“We knew we had one part in Edmonton,”Adams says.“So we had to scramble a jet and get it going. We got the part there in six hours.”

Companies that maintain IT equipment see fewer parts emergencies these days, because so much computing occurs in the cloud, or in data centres with full redundancy at other locations.“When a system goes down, it doesn’t really go down,”Adams notes.“It just pops up somewhere else.”With those safety nets to ensure business continuity, many SLAs have switched from same-day to next-day service.

For many service customers of aviation manufacturer Rockwell Collins, proximity guarantees speed. Some customers keep crucial spare parts on their own premises.

“As soon as a part fails, they replace it with a spare unit, then send the part to a service centre,” says Thierry Tosi, the company’s VP

COVER STORY

and GM, Service Solutions. Once the failed part is fixed, it goes back into the customer’s inventory of spares.

Because a spare is generally available immediately, Rockwell Collins doesn’t need to worry about same-day or four-hour repairs.

Most contracts give the company 10 to 14 days to fix a part and return it to inventory.

Rather than keeping spares on site, other customers contract with Rockwell Collins for access to a pool of Rockwell-owned spares. When they return failed parts, the vendor fixes those units and sends them back to the pool.

The Rockwell Collins Service Solutions division repairs Rockwell products, provides new Rockwell components to customers that do their own repairs, and sells used parts for products made by Rockwell and other manufacturers. Customers worldwide include aircraft manufacturers, commercial airlines, business jet operators, and military agencies. Rockwell Collins stores and repairs parts at one dozen service centers located around the globe.

Logistics can be interrupted by events as trivial as heavy traffic, to those as rare as a terrorist attack or major hurricane,” says Gettings.

It’s not unusual for weather to shut down an airport The ratio of customers that want to keep their own spares on site to those that prefer pools has changed in recent years. In the past, about 60 percent of contracts called for customers to buy and store their own spare parts.“That trend is shifting the other way around,”Tosi says.“Forty per cent of customers still like to buy everything, and 60 per cent prefer to subcontract all the maintenance.”

Because those maintenance contracts are long-term relationships, Rockwell Collins often finds it easier today to forecast parts requirements, Tosi adds.

One function that’s not so easy is managing logistics for replacement parts after Rockwell Collins modifies a

component. The company might make such a change to correct a flaw or to meet a new customer requirement. If the part in question is already in service in the field, and aircraft OEMs are also using it on production lines, that puts a great deal of pressure on the logistics organisation.

“We have to manage the logistics on both sides – satisfying the aircraft manufacturer so it can still have a high production rate, and satisfying the customer that flies the unit and might need a quick repair,”Tosi says.

The change triggers a spike in demand for that component, surpassing the original forecast. Then, not only Rockwell Collins, but its own suppliers as well, must step up production.

Follow the yellow brick road While Rockwell Collins provides repairs and parts replacement services, some of the manufacturers that use its components run substantial repair and maintenance businesses of their own. One example is the Logistics and Sustainment organisation of Lockheed Martin. It provides a range

JANUARY 2015 25

COVER STORY

of post-production support services for US and foreign military agencies that buy the company’s aircraft, missiles, and other aerospace and defense systems.

Those systems are crucial to customers’ national security, and most of their replacement parts come with a high price tag.“The demand forecast is exceptionally important,” says Lou Kratz, VP, Logistics and Sustainment, Corporate Engineering, Technology, and Operations at Lockheed Martin in Bethesda, Md. In some cases, a military agency uses its own engineers to make repairs. In others, Lockheed Martin provides the technicians.

To maintain optimal parts inventories, Lockheed Martin works closely with its customers, who generally own their replacement parts.“They will buy ahead, consistent with the demand forecast,” Kratz says.“Then we place the material in a government or commercial warehouse, depending on their request.”

26 JANUARY 2015

When determining how many of which parts to keep in each stocking location, Morris’s team considers the replacement parts and the geographies covered by each of its contracts. It also considers the age of each machine the contract covers.

Lockheed Martin also shares forecasts with its own suppliers, enabling them to buy materials and plan their production two or three years in advance.“That helps us shrink lead times and be more responsive to the customer,” Kratz says.

One strategy Lockheed Martin uses to produce accurate forecasts is to station employees at customer sites, where they monitor system performance. Lockheed

COVER STORY

Martin also equips systems with sensors that continually measure their health to help technicians predict failures.

“The data is downloaded after the system is used, then fed back through a fleet management system,” says Kratz. If a part is starting to deteriorate, the fleet management system provides an early warning.

Lockheed Martin takes those alerts into account when producing demand forecasts, giving suppliers an integrated demand signal for parts used in both production and replacement.

While it manages inventories of hightech spares, Lockheed Martin also provides logistics support for day-to-day replacement items. For instance, as part of a contract between the company’s Global Supply Chain Services Group and the US Defense Logistics Agency (DLA), Lockheed Martin supplies Michelin tires for every aircraft owned by the US Navy.

Within five years of taking over the contract, Lockheed Martin boosted the tire supply chain’s efficiency.“We increased supply availability from 81 per cent to 98 per cent,” Kratz says.“We reduced inventory on hand from 365 days to 90 days. And we reduced delivery time to the ultimate user from 60 days to an average of 58 hours, anywhere in the world.”

Under another contract with the DLA, Lockheed Martin also provides consumable materials - such as nuts, bolts, fasteners, and lubricants - to all motor pools in the Army, Navy, Air Force, and Marine Corps.

When it put the contract out to bid, the DLA had asked vendors to consider using three regional warehouses in the United States. Lockheed Martin improved on that plan.“By using our network simulation capability, and the demand patterns the DLA supplied to us, we were able to show that we improved service and reduced capital cost by using two warehouses instead of three, placed regionally in the United States,” Kratz says.

Whether the goal is to keep a fighter plane in the air or simply to keep a laser printer in service, people who manage service parts must keep time, location, and cost in equilibrium to stay ready for whatever needs fixing.

The future of spare parts logistics The business of servicing high-tech products is evolving in ways that will make logistics more important than ever, according to Vele Galovski, vice president, research, field services at the Technology Services Industry Association (TSIA).

Based in San Diego, TSIA is a membership organisation that conducts research, sponsors conferences, and provides other services to technology companies. As head of the field service discipline, Galovski observes that some member companies no longer send technicians to customers’ sites for repairs.

“For many of our members, the Holy Grail is to understand which parts of the equipment will fail, and turn those into customer-replaceable units,” Galovski says. The customer removes the failed part, ships it to the service company, and receives a replacement. That scenario places increased emphasis on reverse logistics.

Some companies have gone one step further. “They have remote monitoring, where they can do diagnostics, and even become predictive on a failure,” Galovski says. “The equipment phones home and says, ‘I’m about to fail.’”

The call creates a service request and triggers the shipment of a replacement part. “Customers are able to do the installation themselves, then they have a return merchandise authorization (RMA) that sends the defective part to a depot for repair,” he adds.

For some companies, customer self-service is already the norm. “For some members in the telecommunications field, upward of 90 percent of what they do does not require a technician,” Galovski says.

Another trend with implications for logistics is the move toward outcome-based services.

Historically, technology companies have sold hardware - computers, networking equipment - plus services to maintain and fix those systems. Today, some companies offer a broader range of services to help customers gain more value from their technology. For example, a medical device manufacturer that sells hardware for the operating room might help educate users about new tools, techniques, and enhancements to help them use the hardware more effectively, and in more situations.

For vendors that adopt this strategy, part of the package they sell is a guarantee that the equipment will stay up and running. “So the pressure increases for spare parts to be available quickly,” Galovski says. The pressure comes not from the customer asking for parts to arrive in one day or sooner, but from the extremely high levels of uptime in the new service level agreements.

Among other things, this model creates pressure to get failed parts to repair depots quickly. It’s simply too expensive to stock enough new parts to guarantee that the right part will be available wherever and whenever needed. “Companies are getting to the point where anywhere from 30 to 50 per cent of their spare parts inventory comes from remanufactured product,” says Galovski.

-www.inboundlogistics.com

-www.inboundlogistics.com

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28 JANUARY 2015

‫‪COVER STORY‬‬

‫ﺷﺣﻧﺎﺕ ﺣﺎﺳﻣﺔ‪ :‬ﺍﻟﻣﻛﻭﻥ ﺍﻷﻛﺛﺭ ﺃﻫﻣﻳﺔ‬

‫ﺔ‪ :‬ﺍﻟﻣﻛﻭﻥ ﺍﻷﻛﺛﺭ ﺃﻫﻣﻳﺔ‬ ‫ﺷﺣﻧﺎﺕ ﺣﺎﺳﻣﺔ‪ :‬ﺍﻟﻣﻛﻭﻥ ﺍﻷﻛﺛﺭ ﺃﻫﻣﻳﺔ‬ ‫ﺷﺣﻧﺎﺕ ﺣﺎﺳﻣﺔ‪ :‬ﺍﻟﻣﻛﻭﻥ ﺍﻷﻛﺛﺭ ﺃﻫﻣﻳﺔ‬

‫ﺷﺣﻧﺎﺕ ﺣﺎﺳﻣﺔ‪ :‬ﺍﻟﻣﻛﻭﻥ ﺍﻷﻛﺛ‬

‫ﻳﺟﺏ‬ ‫ﺿﺭﻭﺭﻳﺔ‪.‬‬ ‫ﻏﻳﺎﺭ‬ ‫ﻳﺄﺗﻲﻗﻁﻊ‬ ‫ﻳﺟﺏﺇﻟﻰ‬ ‫ﻳﺿﺭﺏ‪ .‬ﺷﺧﺹ ﻣﺎ ﻓﻲ ﺣﺎﺟﺔ ﻣﺎﺳﺔ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔﻭ‬ ‫ﺍﻻﻋﺻﺎﺭ‬ ‫ﻣﺩﻳﺭﻳﺄﺗﻲ‬ ‫ﻓﺟﺄﺓ‬ ‫ﻟﻘﻁﻊ ﻓﻲ‬ ‫ﺷﺧﺹ ﻣﺎ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﻳﺿﺭﺏ‪.‬‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺍﻻﻋﺻﺎﺭ ﻭ‬ ‫ﻋﻠﻰ ﻣﺩﻳﺭ‬ ‫ﻟﻘﻁﻊ ﻓﻲ ﺣﺎﺟﺔ ﻣﺎﺳﺔ ﺇﻟﻰ ﻗﻁﻊ ﻏﻳﺎﺭ ﺿﺭﻭﺭﻳﺔ‪ .‬ﻓﺟﺄﺓ‬ ‫ﺷﺧﺹ ﻣﺎ‬ ‫ﻳﺿﺭﺏ‪.‬‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺍﻻﻋﺻﺎﺭ ﻭ‬ ‫ﻋﻠﻰ‬ ‫ﻳﺟﺏ ﻳﺄﺗﻲ‬ ‫‪ .‬ﻓﺟﺄﺓ‬ ‫ﻟﻘﻁﻊ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﻣﺩﻳﺭ‬ ‫ﻋﻠﻰ‬ ‫ﺿﺭﻭﺭﻳﺔ‪.‬‬ ‫ﺍﻟﻭﻗﺕ ﻏﻳﺎﺭ‬ ‫ﺣﻘﻕ ﻗﻁﻊ‬ ‫ﺑﻳﻥﺇﻟﻰ‬ ‫ﻣﺎﺳﺔ‬ ‫ﺍﻟﺫﻱﻣﺎ ﻓﻲ‬ ‫ﺷﺧﺹ‬ ‫ﺍﻻﻋﺻﺎﺭ ﻭ‬ ‫ﻳﺄﺗﻲ‬ ‫ﻓﺟﺄﺓ‬ ‫ﺍﻟﺗﺧﺯﻳﻥ‬ ‫ﺍﻟﻼﺯﻡ‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﺍﻷﻣﺛﻝﻳﺟﺏﺑﻳﻥ‬ ‫ﺍﻟﺗﻭﺍﺯﻥ‬ ‫ﺍﻷﻣﺛﻝﻳ‬ ‫ﺣﺎﺟﺔ ﻟ‬ ‫ﺍﻟﻌﺑﺎﻗﺭﺓ‬ ‫ﻋﺑﻘﺭﻱ‬ ‫ﻳﻛﻭﻥ‬ ‫ﺍﻟﻐﻳﺎﺭ ﺃﻥ‬ ‫ﺍﻟﺗﻭﺍﺯ‬ ‫ﺣﻘﻕﺍﻟﺫﻱ‬ ‫ﺍﻟﺟﺯء‬ ‫ﻭﻣﻛﺎﻥﻟﻳ‬ ‫ﺍﻟﻌﺑﺎﻗﺭﺓ‬ ‫ﻭﺗﺣﺩﻳﺩ‬ ‫ﻋﺑﻘﺭﻱ‬ ‫ﻭﺍﻟﺗﻛﻠﻔﺔ‬ ‫ﻳﻛﻭﻥ‬ ‫ﻭﺍﻟﺗﺳﻠﻳﻡ‬ ‫ﺍﻟﻐﻳﺎﺭ ﺃﻥ‬ ‫ﺍﻟﺗﺧﺯﻳﻥ‬ ‫ﻭﻣﻛﺎﻥ‬ ‫ﺍﻟﻼﺯﻡ‬ ‫ﺍﻟﺗﻭﺍﺯﻥ‬ ‫ﺣﻘﻕ‬ ‫ﺍﻟﺟﺯء‬ ‫ﻳﺿﺭﺏﻟ‪.‬ﻳ‬ ‫ﺍﻟﻌﺑﺎﻗﺭﺓ‬ ‫ﻭﺗﺣﺩﻳﺩ‬ ‫ﻋﺑﻘﺭﻱ‬ ‫ﻭﺍﻟﺗﻛﻠﻔﺔ‬ ‫ﻳﻛﻭﻥ‬ ‫ﻭﺍﻟﺗﺳﻠﻳﻡ‬ ‫ﺍﻟﻐﻳﺎﺭ ﺃﻥ‬ ‫ﺧﺯﻳﻥ‬ ‫ﺍﻟﺫﻱ‬ ‫ﺍﻟﺟﺯء‬ ‫ﻭﺗﺣﺩﻳﺩ‬ ‫ﻭﺍﻟﺗﻛﻠﻔﺔ‬ ‫ﻭﺍﻟﺗﺳﻠﻳﻡ‬ ‫ﺍﻟﺗﺧﺯﻳﻥ‬ ‫ﻭﻣﻛﺎﻥ‬ ‫ﺍﻟﻼﺯﻡ‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﺑﻳﻥ‬ ‫ﺍﻷﻣﺛﻝ‬ ‫ﺍﻟﺗﻭﺍﺯﻥ‬ ‫ﺣﻘﻕ‬ ‫ﻳ‬ ‫ﻟ‬ ‫ﺍﻟﻌﺑﺎﻗﺭﺓ‬ ‫ﻋﺑﻘﺭﻱ‬ ‫ﻳﻛﻭﻥ‬ ‫ﺃﻥ‬ ‫ﺍﻟﻐﻳﺎﺭ‬ ‫ﻋﻥﺳ‬ ‫ﺫﻟﻙ ﺑ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﻳﻛﺗﺏ ﻛﻝ‬ ‫ﻳﻔﻌﻝ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺩﻭﻏﻼﺱﻭﺃﻥ‬ ‫ﻣﻊ–‬ ‫ﺻﻼﺡ‬ ‫ﻟﺗﻌﺎﻣﻝ‬ ‫ﺍﻟﻰ ﺍﺍﻹ‬ ‫ﻁﺭﻕ‬ ‫ﻳﺣﺗﺎﺝ‬ ‫ﻋﻥ‬ ‫ﺳﺭﻋﺔﻳﻛﺗﺏ ﻟﻧﺎ‬ ‫ﺩﻭﻏﻼﺱ‬ ‫ﻛﻝﻣﻳﺭﻳﻝ‬ ‫ﺷﺩﻳﺩﺓ‪.‬‬ ‫ﺫﻟﻙﻭ ﺑﺳﺭﻋﺔ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﻳﻔﻌﻝ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺍﻟﻰ– ﻭﺃﻥ‬ ‫ﻣﻊ‬ ‫ﺻﻼﺡ‬ ‫ﻟﺗﻌﺎﻣﻝ‬ ‫ﺍﻟﻰ ﺍ ﺍﻹ‬ ‫ﻁﺭﻕ‬ ‫ﻳﺣﺗﺎﺝ‬ ‫ﺎ ﻋﻥ‬ ‫ﻟﻧﺎ‬ ‫ﺷﺩﻳﺩﺓ‪.‬‬ ‫ﺫﻟﻙ ﺑ‬ ‫ﻳﻔﻌﻝ‬ ‫ﻳﻔﻌﻝﻛﻝ–‬ ‫ﺻﻼﺡ‬ ‫ﻳﺣﺗﺎﺝ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﻣﻳﺭﻳﻝ ﻣﻊ ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﻁﺭﻕ ﺍﻟﺗﻌﺎﻣﻝ‬ ‫ﺩﻭﻏﻼﺱ ﻳﻛﺗﺏ ﻟﻧﺎ ﻋﻥ‬ ‫ﺷﺩﻳﺩﺓ‪ .‬ﻣﻳﺭﻳﻝ‬ ‫ﺃﻥﺳﺭﻋﺔ‬ ‫ﻛﻝ ﺫﻟﻙ ﺑ‬ ‫ﺍﻹ– ﻭﺃﻥ‬ ‫ﺍﻟﻰ ﺍﻹﺻﻼﺡ‬ ‫ﻳﺣﺗﺎﺝ‬ ‫ﻓﻲ ﻣﻭﺍﻗﻑ ﺗﺿﻳﻊ ﻓﻳﻬﺎ ﻗﻁﻌﺔ ﻏﻳﺎﺭ ﺣﻳﻭﻳﺔ ﺃﻭ‬ ‫ﻓﻲ ﻣﻭﺍﻗﻑ ﺗﺿﻳﻊ ﻓﻳﻬﺎ ﻗﻁﻌﺔ ﻏﻳﺎﺭ ﺣﻳﻭﻳﺔ ﺃﻭ ﻳﺻﻳﺑﻬﺎ ﺍﻟﻌﻁﺏ‪.‬‬ ‫ﺍﻟﻌﻁﺏ‪.‬‬ ‫ﻗﻁﻌﺔﻳﺻﻳﺑﻬﺎ‬ ‫ﻓﻳﻬﺎﺣﻳﻭﻳﺔ ﺃﻭ‬ ‫ﻗﻁﻌﺔ ﻏﻳﺎﺭ‬ ‫ﺗﺿﻳﻊ ﻓﻳﻬﺎ‬ ‫ﻓﻲﻣﻭﺍﻗﻑ‬ ‫ﻓﻲ‬ ‫ﺣﻳﻭﻳﺔ ﺃﻭ ﻳﺻﻳﺑﻬﺎ ﺍﻟﻌﻁﺏ‪.‬‬ ‫ﻏﻳﺎﺭ‬ ‫ﺗﺿﻳﻊ‬ ‫ﻣﻭﺍﻗﻑ‬

‫ﺿﺭﺏ‪ .‬ﺷﺧﺹ ﻣﺎ ﻓﻲ ﺣﺎﺟﺔ ﻣﺎﺳﺔ ﺇﻟﻰ ﻗﻁﻊ ﻏﻳﺎﺭ ﺿ‬ ‫ﻱ ﺍﻟﻌﺑﺎﻗﺭﺓ ﻟﻳﺣﻘﻕ ﺍﻟﺗﻭﺍﺯﻥ ﺍﻷﻣﺛﻝ ﺑﻳﻥ ﺍﻟﻭﻗﺕ ﺍﻟﻼﺯﻡ ﻭﻣ‬ ‫ﻭﺃﻥ ﻳﻔﻌﻝ ﻛﻝ ﺫﻟﻙ ﺑﺳﺭﻋﺔ ﺷﺩﻳﺩﺓ‪ .‬ﻣﻳﺭﻳﻝ ﺩﻭﻏﻼﺱ ﻳ‬ ‫ﻗﻁﻌﺔ ﻏﻳﺎﺭ ﺣﻳﻭﻳﺔ ﺃﻭ ﻳﺻﻳﺑﻬﺎ ﺍﻟﻌﻁﺏ‪.‬‬ ‫‪24‬‬ ‫ﺗﺣﺩﺙﻣﺩﺍﺭ‬ ‫ﻭﻋﻠﻰ‬ ‫ﺍﻷﺳﺑﻭﻉ‬ ‫ﻳﻭﻡ ﻓﻲ‬ ‫ﺳﺎﻋﺗﻳﻥ‪ ،‬ﻛﻝ‬ ‫ﻭﻋﻠﻰ ‪24‬‬ ‫ﺗﺣﺩﺙﻣﺩﺍﺭ‬ ‫ﺍﻟﻧﻅﺎﻡ‪،‬ﻭﻋﻠﻰ‬ ‫ﺍﻷﺳﺑﻭﻉ‬ ‫ﻳﻭﻡ‬ ‫ﺳﺎﻋﺗﻳﻥ‪ ،‬ﻛﻝ‬ ‫ﻭﺍﻟﺻﻳﺎﻧﺔ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺷﺭﻛﺎﺕ‬ ‫ﺍﻟﻣﻭﺍﻗﻑ‬ ‫ﻋﻭﺍﻗﺏ ﻏﻳﺭ ﻣﺣﻣﻭﺩﺓ‪،‬‬ ‫ﺍﻟﻧﻅﺎﻡ‪،‬‬ ‫ﻳﺗﻌﻁﻝ‬ ‫ﻋﻧﺩﻣﺎ‬ ‫ﻏﻳﺭ ﻣﺣﻣﻭﺩﺓ‪،‬‬ ‫ﻋﻭﺍﻗﺏ‬ ‫ﻋﻧﺩﻣﺎ‬ ‫ﻣﺩﺍﺭ ‪24‬‬ ‫ﺍﻷﺳﺑﻭﻉ‬ ‫ﻳﺗﻌﻁﻝﻳﻭﻡ ﻓﻲ‬ ‫ﺳﺎﻋﺗﻳﻥ‪،‬ﻓﻲﻛﻝ‬ ‫ﻭﺍﻟﺻﻳﺎﻧﺔ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﻋﻠﻰﺷﺭﻛﺎﺕ‬ ‫ﺩﺍﺋﻣﺎﻋﻠﻰ‬ ‫ﻳﺟﺏ ﺩﺍﺋﻣﺎ‬ ‫ﺍﻟﻣﻭﺍﻗﻑ ﻳﺟﺏ‬ ‫ﻣﺣﻣﻭﺩﺓ‪،‬‬ ‫ﻏﻳﺭ‬ ‫ﻋﻭﺍﻗﺏ‬ ‫ﺗﺣﺩﺙ‬ ‫ﺍﻟﻧﻅﺎﻡ‪،‬‬ ‫ﻳﺗﻌﻁﻝ‬ ‫ﻋﻧﺩﻣﺎ‬ ‫ﻋﻠﻰ‬ ‫ﻏﻳﺎﺭ‬ ‫ﻗﻁﻊ‬ ‫ﺑﺷﺣﻥ‬ ‫ﺍﻟﺷﺭﻛﺔ‬ ‫ﺗﻘﻭﻡ‬ ‫ﻛﺫﻟﻙ‬ ‫‘‘‬ ‫‪.‬‬ ‫ﺳﺎﻋﺔ‬ ‫ﻋﻠﻰ‬ ‫ﻏﻳﺎﺭ‬ ‫ﻗﻁﻊ‬ ‫ﺑﺷﺣﻥ‬ ‫ﺍﻟﺷﺭﻛﺔ‬ ‫ﺗﻘﻭﻡ‬ ‫ﻛﺫﻟﻙ‬ ‫ﻭﺑﻳﻥ‬ ‫ﻺﺻﻼﺡ‬ ‫ﻟ‬ ‫ﺍﻟﻣﻠﺣﺔ‬ ‫ﺍﻟﺿﺭﻭﺭﺓ‬ ‫ﺑﻳﻥ‬ ‫ﺩﻭﻣﺎ‬ ‫ﺍﻟﻣﻭﺍﺯﻧﺔ‬ ‫ﺧﻁﻭﻁ ﺍﻧﺗﺎﺝ ﺃﻭ‬ ‫ﺗﻭﻗﻑ‬ ‫ﺃﻭ‬ ‫ﻁﻳﺭﺍﻥ‬ ‫ﺭﺣﻼﺕ‬ ‫ﺇﻟﻐﺎء‬ ‫ﻣﺛﻝ‬ ‫ﺃﻭ‬ ‫ﺍﻧﺗﺎﺝ‬ ‫ﺧﻁﻭﻁ‬ ‫ﺗﻭﻗﻑ‬ ‫ﺃﻭ‬ ‫ﻁﻳﺭﺍﻥ‬ ‫ﺭﺣﻼﺕ‬ ‫ﺇﻟﻐﺎء‬ ‫ﻣﺛﻝ‬ ‫ﺳﺎﻋﺔ‪ ‘‘.‬ﺳﺎﻋﺔ‪ ‘‘.‬ﻛﺫﻟﻙ ﺗﻘﻭﻡ ﺍﻟﺷﺭﻛﺔ ﺑﺷﺣﻥ ﻗﻁﻊ ﻏﻳﺎﺭ ﻋﻠﻰ‬ ‫ﺍﻟﻣﻭﺍﺯﻧﺔ ﺩﻭﻣﺎ ﺑﻳﻥ ﺍﻟﺿﺭﻭﺭﺓ ﺍﻟﻣﻠﺣﺔ ﻟﻺﺻﻼﺡ ﻭﺑﻳﻥ‬ ‫ﻣﺛﻝ ﺇﻟﻐﺎء ﺭﺣﻼﺕ ﻁﻳﺭﺍﻥ ﺃﻭ ﺗﻭﻗﻑ ﺧﻁﻭﻁ ﺍﻧﺗﺎﺝ ﺃﻭ‬ ‫ﻏﻳﺭﻫﺎ‬ ‫ﺑﺧﺩﻣﺎﺕ‬ ‫ﺗﺳﺗﻌﻳﻥ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺗﺟﺎﺭﻳﺔ‪،‬‬ ‫ﺍﻟﺟﻭﻳﺔ‬ ‫ﺍﻟﺧﻁﻭﻁ‬ ‫ﻏﻳﺭﻫﺎ‬ ‫ﺑﺧﺩﻣﺎﺕ‬ ‫ﺃﻭ‬ ‫ﺍﻟﺟﻭﻳﺔ‬ ‫ﺷﺣﻥ‪.‬‬ ‫ﺗﻛﺎﻟﻳﻑ‬ ‫ﻏﻳﺭﻫﺎ‬ ‫ﺑﺧﺩﻣﺎﺕ‬ ‫ﺗﺳﺗﻌﻳﻥ‬ ‫ﻳﻭﻡﺃﻭ‬ ‫ﺍﻟﺗﺟﺎﺭﻳﺔ‪،‬‬ ‫ﺍﻟﺟﻭﻳﺔ‬ ‫ﺍﻟﺧﻁﻭﻁ‬ ‫ﻭﺍﻟﺷﺣﻥ‪.‬‬ ‫ﺍﻟﻣﺧﺯﻭﻥ ﻭﺍﻟ‬ ‫ﺗﻛﺎﻟﻳﻑ ﺍﻟﻣﺧﺯﻭﻥ‬ ‫ﺑﺟﻬﺎﺯ‬ ‫ﺍﻻﺗﺻﺎﻝ‬ ‫ﻻﺳﻠﻛﻲ‪.‬‬ ‫ﺑﺟﻬﺎﺯ‬ ‫ﺍﻻﺗﺻﺎﻝ‬ ‫ﺍﻟﺧﻁﻭﻁ ﺗﻌﺛﺭ‬ ‫ﻻﺳﻠﻛﻲ‪.‬‬ ‫ﺗﻌﺛﺭ ﺑﺟﻬﺎﺯ‬ ‫ﺍﻻﺗﺻﺎﻝ‬ ‫ﻭﻋﻠﻰ ﻣﺩﺍﺭ ‪24‬‬ ‫ﺍﻷﺳﺑﻭﻉ‬ ‫ﺗﺳﺗﻌﻳﻥﻓﻲ‬ ‫ﺍﻟﺗﺟﺎﺭﻳﺔ‪،‬ﻛﻝ‬ ‫ﺳﺎﻋﺗﻳﻥ‪،‬‬ ‫ﻻﺳﻠﻛﻲ‪.‬ﻭﺍﻟﺻﻳﺎﻧﺔ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺷﺭﻛﺎﺕ‬ ‫ﺗﻌﺛﺭ ﻋﻠﻰ‬ ‫ﺍﻟﻣﻭﺍﻗﻑ ﻳﺟﺏ ﺩﺍﺋﻣﺎ‬ ‫‪.‬‬ ‫ﺍﻟﺷﺣﻥ‬ ‫ﺷﺭﻛﺎﺕ‬ ‫ﻣﻥ ﺷﺭﻛﺎﺕ ﺍﻟﺷﺣﻥ‪.‬‬ ‫ﻣﻥ ﺷﺭﻛﺎﺕﻣﻥﺍﻟﺷﺣﻥ‬ ‫ﻋﻠﻰ‬ ‫ﻏﻳﺎﺭ‬ ‫ﺳﺎﻋﺔ‪ ‘‘..‬ﻛﺫﻟﻙ ﺗﻘﻭﻡ ﺍﻟﺷﺭﻛﺔ ﺑﺷﺣﻥ ﻗﻁﻊ‬ ‫ﻺﺻﻼﺡ ﻭﺑﻳﻥ‬ ‫ﻣﻥ ﻟ‬ ‫ﺍﻟﻣﻠﺣﺔ‬ ‫ﺍﻟﺿﺭﻭﺭﺓ‬ ‫ﺍﻟﻣﻭﺍﺯﻧﺔ ﺩﻭﻣﺎ ﺑﻳﻥ‬ ‫ﺍﻟﺣﺎﺟﺔ‬ ‫ﻫﻭ‬ ‫ﻭ‬ ‫ﺃﻻ‬ ‫ﺗﻌﻘﻳﺩﺍ‪،‬‬ ‫ﺍﻷﻣﺭ‬ ‫ﻳﺯﻳﺩ‬ ‫ﺭﺍﺑﻊ‬ ‫ﻋﺎﻣﻝ‬ ‫ﺛﻣﺔ‬ ‫ﺻﻳﺎﻧﺔ‬ ‫ﻣﻬﻧﺩﺱ‬ ‫ﺃﻛﺛﺭ‬ ‫ﺍﻷﻣﺭ‬ ‫ﻳﺗﻁﻠﺏ‬ ‫ﻣﺎ‬ ‫ﻋﺎﺩﺓ‬ ‫ﺛﻣﺔ ﻋﺎﻣﻝ ﺭﺍﺑﻊ ﻳﺯﻳﺩ ﺍﻷﻣﺭ ﺗﻌﻘﻳﺩﺍ‪ ،‬ﺃﻻ ﻭﻫﻭ ﺍﻟﺣﺎﺟﺔ‬ ‫ﻋﺎﺩﺓ ﻣﺎ ﻳﺗﻁﻠﺏ ﺍﻷﻣﺭ ﺃﻛﺛﺭ ﻣﻥ ﻣﻬﻧﺩﺱ ﺻﻳﺎﻧﺔ‬ ‫ﻋﺎﺩﺓ ﻣﺎ ﻳﺗﻁﻠﺏ ﺍﻷﻣﺭ ﺃﻛﺛﺭ ﻣﻥ ﻣﻬﻧﺩﺱ ﺻﻳﺎﻧﺔ‬ ‫ﺍﻟﻐﻳﺎﺭ‬ ‫ﻠﻭﺟﺳﺗﻳﺔ ﻟﺗﻭﻓﻳﺭ ﻗﻁﻊ‬ ‫ﺍﻟﺧﻁﻭﻁﺩﻳﺎﺕ ﺍﻟ‬ ‫ﺃﺣﺩ ﺃﻛﺑﺭ ﺍﻟﺗﺣ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﺍﻟﻌﻛﺳﻳﺔ‪ .‬ﻋﻧﺩﻣﺎ ﻳﺳﺗﺑﺩﻝ ﻓﻧﻲ‬ ‫ﺑﺧﺩﻣﺎﺕﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻷﻋﻁﺎﻝ ﻭﺇﻋﺎﺩﺓ ﺗﺷﻐﻳﻝ ﻛﻝ ﺷﻲء ﻣﺭﺓ‬ ‫ﻹﺻﻼﺡ‬ ‫ﻏﻳﺭﻫﺎ‬ ‫ﺗﺳﺗﻌﻳﻥ‬ ‫ﺍﻟﻐﻳﺎﺭ ﺃﻭ‬ ‫ﺍﻟﺗﺟﺎﺭﻳﺔ‪،‬‬ ‫ﺍﻟﺟﻭﻳﺔ‬ ‫ﺷﺣﻥ‪.‬‬ ‫ﺃﺣﺩ ﻭﺍﻟ‬ ‫ﺍﻟﻣﺧﺯﻭﻥ‬ ‫ﺗﻛﺎﻟﻳﻑ‬ ‫ﻟﺗﻭﻓﻳﺭ ﻗﻁﻊ‬ ‫ﺩﻳﺎﺕ‬ ‫ﺃﻛﺑﺭ ﺍﻟﺗﺣ‬ ‫ﻟﺗﻭﻓﻳﺭ ﻗﻁﻊ‬ ‫ﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﺃﺣﺩ ﺃﻛﺑﺭ ﺍﻟﺗﺣﺩﻳﺎﺕ‬ ‫ﻳﺳﺗﺑﺩﻝ ﻓﻧﻲ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﺍﻟﻌﻛﺳﻳﺔ‪ .‬ﻋﻧﺩﻣﺎ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﻐﻳﺎﺭﺷﻲء ﻣﺭﺓ‬ ‫ﺗﺷﻐﻳﻝ ﻛﻝ‬ ‫ﻠﻭﺟﺳﺗﻳﺔ ﻭﺇﻋﺎﺩﺓ‬ ‫ﻹﺻﻼﺡ ﺍﻟﺍﻷﻋﻁﺎﻝ‬ ‫ﺷﻲء ﻣﺭﺓ‬ ‫ﺗﺷﻐﻳﻝ ﻛﻝ‬ ‫ﻭﺇﻋﺎﺩﺓ‬ ‫ﻹﺻﻼﺡ ﺍﻟﺍﻷﻋﻁﺎﻝ‬ ‫ﺟﺯءﺍ ﻣﻧﻬﺎ‪ ،‬ﻏﺎﻟﺑﺎ ﻣﺎ ﻳﺗﻁﻠﺏ ﺍﻷﻣﺭ ﺷﺣﻥ ﺍﻟﻘﻁﻌﺔ ﺍﻟﺗﻲ‬ ‫ﺃﺧﺭﻯ‪ ،‬ﺧﺎﺻﺔ ﻭﺃﻧﻪ ﻓﻲ ﺣﺎﻻﺕ ﺇﺻﻼﺡ ﺍﻷﺟﻬﺯﺓ ﻓﻲ‬ ‫ﺍﻟﺩﻗﻳﻘﺔ ﻫﻭ ﺗﻁﻭﻳﺭ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺍﻟﻣﺧﺯﻭﻥ‪ .‬ﻭﺗﻌﻠﻳﻘﺎ ﻋﻠﻰ‬ ‫ﺍﻟ‬ ‫ﺍﻟ‬ ‫ﺍﻟﺗﻲ‬ ‫ﺍﻟﻘﻁﻌﺔ‬ ‫ﺷﺣﻥ‬ ‫ﺍﻷﻣﺭ‬ ‫ﻳﺗﻁﻠﺏ‬ ‫ﻣﺎ‬ ‫ﻏﺎﻟﺑﺎ‬ ‫ﻣﻧﻬﺎ‪،‬‬ ‫ﺟﺯءﺍ‬ ‫ﺍﻷﺟﻬﺯﺓ ﻓﻲ‬ ‫ﺃﺧﺭﻯ‬ ‫ﺍﻷﺟﻬﺯﺓ ﻓﻲ‬ ‫ﺇﺻﻼﺡ‬ ‫ﺣﺎﻻﺕ‬ ‫ﻧﺎﺋﺏﻓﻲ‬ ‫ﻭﺃﻧﻪ‬ ‫ﺍﻟﻧﻘﻁﺔﺧﺎﺻﺔ‬ ‫ﺗﻁﻭﻳﺭ‪،‬‬ ‫ﺃﺧﺭﻯ‬ ‫ﺇﺻﻼﺡﻋﻠﻰ‬ ‫ﻭﺗﻌﻠﻳﻘﺎ‬ ‫ﺍﻟﻣﺧﺯﻭﻥ‪.‬‬ ‫ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ‬ ‫ﺗﻁﻭﻳﺭ‬ ‫ﺩﻗﻳﻘﺔ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺗﻌﻠﻳﻘﺎ‬ ‫ﺍﻟﻣﺧﺯﻭﻥ‪.‬‬ ‫ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ‬ ‫ﺍﻟﺭﺋﻳﺱ‪.‬‬ ‫ﺍﻟﺷﺣﻥ‬ ‫ﺷﺭﻛﺎﺕ‬ ‫ﻣﻥ‬ ‫ﺗﻡ ﺗﻐﻳﻳﺭﻫﺎ ﺇﻟﻰ ﻣﺭﻛﺯ ﺍﻟﺧﺩﻣﺔ ﻟﺗﺻﻠﻳﺣﻬﺎ ﻭﺇﻋﺎﺩﺓ‬ ‫ﺣﺎﻻﺕﻣﻥ‬ ‫‪%‬‬ ‫ﻓﻲ ‪70‬‬ ‫ﻭﺃﻧﻪ ﺇﻟﻰ‬ ‫‪%‬‬ ‫ﺧﺎﺻﺔ‪50‬‬ ‫ﻓﻲ‪ ،‬ﻣﺎ ﺑﻳﻥ‬ ‫ﻣﻭﺍﻗﻊﻫﻭﺍﻟﻌﻣﻝ‪،‬‬ ‫ﻟﻠﻣﺑﻳﻌﺎﺕ‬ ‫ﺍﻷﻭﻝ‬ ‫ﻳﺧﺑﺭﻧﺎ‬ ‫ﺩﻗﻳﻘﺔ ﻫﻭ ﻫﺫﻩ‬ ‫ﺍﻟﺧﺩﻣﺔ ﻟﺗﺻﻠﻳﺣﻬﺎ ﻭﺇﻋﺎﺩﺓ‬ ‫ﺗﻡ ﺗﻐﻳﻳﺭﻫﺎ‬ ‫ﻟﻠﻣﺑﻳﻌﺎﺕ‪ %70‬ﻣﻥ‬ ‫‪ %‬ﺇﻟﻰ‬ ‫‪50‬‬ ‫ﺍﻟﺭﺋﻳﺱﺑﻳﻥ‬ ‫ﻣﺎ‬ ‫ﻳﺗﻁﻠﺏﻓﻲ‬ ‫ﺍﻟﻌﻣﻝ‪،‬‬ ‫ﺍﻟﻧﻘﻁﺔ ﻣﻭﺍﻗﻊ‬ ‫ﺗﺣﺳﻳﻥ‪ %‬ﻣﻥ‬ ‫ﻟﻠﻣﺑﻳﻌﺎﺕ‪70‬‬ ‫ﺇﻟﻰ‬ ‫ﺑﻳﻥ‬ ‫ﺑﻭﻝ ﻓﻲ‬ ‫ﺍﻟﻌﻣﻝ‪،‬‬ ‫ﻫﺫﻩ ﺍﻟﻧﻘﻁﺔ ﻣﻭﺍﻗﻊ‬ ‫ﺍﻷﻭﻝ‬ ‫ﺍﻹﺻﻼﺡ‪،‬ﻧﺎﺋﺏ‬ ‫ﻳﺧﺑﺭﻧﺎ‬ ‫ﺍﻷﻭﻝ‬ ‫ﻭﺍﻟﺗﺳﻭﻳﻕ‪،‬ﻧﺎﺋﺏ‬ ‫ﻳﺧﺑﺭﻧﺎ‬ ‫ﻣﺭﻛﺯ ﺑﺷﻛﻝ‬ ‫ﺇﻟﻰ ﺗﻔﻛﻳﻛﻬﺎ‬ ‫ﺍﺳﺗﺧﺩﺍﻣﻬﺎ‪ ،‬ﺃﻭ‬ ‫ﻏﻳﺎﺭ‪،‬‬ ‫ﻗﻁﻌﺔ‬ ‫ﺗﻐﻳﻳﺭ‬ ‫ﺍﻷﻣﺭ‬ ‫ﻫﺫﻩﻋﻣﻠﻳﺎﺕ‬ ‫‪ %‬ﻫﻭ‬ ‫‪ 50‬ﻫﻧﺎ‬ ‫ﺍﻟﻬﺩﻑ‬ ‫ﺍﻟﺭﺋﻳﺱ ’’‬ ‫ﻣﺎ‪:‬‬ ‫ﻏﻳﻧﻐﺯ‬ ‫ﺍﻟﺣﺎﺟﺔ‬ ‫ﻫﻭ‬ ‫ﺍﻟﻬﺩﻑ ﻭ‬ ‫ﺃﻻ‬ ‫ﺗﻌﻘﻳﺩﺍ‪،‬‬ ‫ﺍﻷﻣﺭ‬ ‫ﻳﺯﻳﺩ‬ ‫ﺑﺷﻛﻝﺳﻠﻳﻡ‪.‬ﺳﻠﻳﻡ‪ .‬ﺛﻣﺔ ﻋﺎﻣﻝ ﺭﺍﺑﻊ‬ ‫ﺍﺳﺗﺧﺩﺍﻣﻬﺎ‪ ،‬ﺃﻭ ﺗﻔﻛﻳﻛﻬﺎ‬ ‫ﺍﻟﺑﺣﻭﺙ ﻗﻁﻌﺔ ﻏﻳﺎﺭ‪،‬‬ ‫ﺗﻐﻳﻳﺭ‬ ‫ﺍﻷﻣﺭ‬ ‫ﻳﺗﻁﻠﺏ‬ ‫ﺍﻹﺻﻼﺡ‪،‬‬ ‫ﻋﻣﻠﻳﺎﺕ‬ ‫ﺗﻠﺑﻳﺔ ﻏﻳﺎﺭ‪،‬‬ ‫ﺗﻐﻳﻳﺭﻣﻊﻗﻁﻌﺔ‬ ‫ﻋﻣﻠﻳﺎﺕ‬ ‫ﺗﺣﺳﻳﻥ‬ ‫ﻧﺎﺋﺏ ﻫﻧﺎ‬ ‫ﻏﻳﻧﻐﺯ‪’’ :‬‬ ‫ﻳﺧﺑﺭﻧﺎﺑﻭﻝ‬ ‫ﻭﺍﻟﺗﺳﻭﻳﻕ‪،‬‬ ‫ﺗﺣﺳﻳﻥ‬ ‫ﻳﺗﻁﻠﺏﻫﻭ‬ ‫ﺍﻟﻬﺩﻑ ﻫﻧﺎ‬ ‫ﻏﻳﻧﻐﺯ‪:‬‬ ‫ﻭﺍﻟﺗﺳﻭﻳﻕ‪ ،‬ﺑﻭﻝ‬ ‫ﺭﺋﻳﺱﻫﻭﻗﺳﻡ‬ ‫ﻏﺎﻟﻭﻓﺳﻛﻲ‪،‬‬ ‫ﻓﻳﻠﻲ‬ ‫ﻛﻣﺎ‬ ‫ﺩﻣﺔ‬ ‫ﺍﻷﻣﺭﺍﻟﺧ‬ ‫ﺗﻭﻓﻳﺭ‬ ‫ﺗﻛﻠﻔﺔ‬ ‫ﺍﻹﺻﻼﺡ‪،‬ﺑﻳﻥ‬ ‫ﺍﻟﺗﻭﺍﺯﻥ’’ ﻣﺎ‬ ‫ﻭﺗﺣﻘﻳﻕ‬ ‫ﺷﺭﻛﺎﺕ‬ ‫ﻗﻁﻊ ﻣﻣﺎ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺻﻧﺎﻋﺔ‬ ‫ﻟﺭﺍﺑﻁﺔ‬ ‫ﺍﻟﻣﻳﺩﺍﻧﻳﺔ‬ ‫ﻭﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺻﻼﺡ‬ ‫ﺍﻟﺧﺩﻣﺔ ﺍﻹ‬ ‫ﺍﺷﺗﺭﻁ‬ ‫ﺇﺫﺍ‬ ‫ﻓﻳﻠﻲ‘‘‬ ‫ﺍﻟﻌﻣﻼء‪.‬‬ ‫ﺍﻟﻐﻳﺎﺭ‬ ‫ﻟﺗﻭﻓﻳﺭ‬ ‫ﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﺩﻳﺎﺕ‬ ‫ﺃﻛﺑﺭ‬ ‫ﺃﺣﺩ‬ ‫ﺍﻟﺗﻘﻧﻳﺔ‪،‬ﻓﻧﻲ‬ ‫ﻳﺳﺗﺑﺩﻝ‬ ‫ﻋﻧﺩﻣﺎ‬ ‫ﺍﻟﻌﻛﺳﻳﺔ‪.‬‬ ‫ﺳﺑﻕ‪ ،‬ﻻ ﺷﻙ ﺃﻥ ﺍﻟﺗﺣﺩﻳﺎﺕ ﺍﻟﺗﻲ ﺗﻭﺍﺟﻬﻬﺎﺇﻟﻰ‬ ‫ﺗﻠﺑﻳﺔ ﻗﺳﻡ ﺍﻟﺑﺣﻭﺙ‬ ‫ﺭﺋﻳﺱ‬ ‫ﻏﺎﻟﻭﻓﺳﻛﻲ‪،‬‬ ‫ﻓﻳﻠﻲ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔﻛﻣﺎ‬ ‫ﺍﻟﺑﺣﻭﺙ‬ ‫ﻗﺳﻡ‬ ‫ﺭﺋﻳﺱ‬ ‫ﻏﺎﻟﻭﻓﺳﻛﻲ‪،‬‬ ‫ﻭﺗﺣﻘﻳﻕ ﻛﻣﺎ‬ ‫ﻧﺎﺋﺏﻣﻊ‬ ‫ﺩﻣﺔ‬ ‫ﺍﻟﺧ‬ ‫ﺗﻭﻓﻳﺭ‬ ‫ﺗﻛﻠﻔﺔ‬ ‫ﻳﺧﺑﺭﻧﺎﺑﻳﻥ‬ ‫ﺍﻟﺗﻭﺍﺯﻥ ﻣﺎ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ ﻭﺗﺣﻘﻳﻕ‬ ‫ﺗﻠﺑﻳﺔ‬ ‫ﻧﺎﺋﺏﻣﻊ‬ ‫ﻋﻘﺩﺍﻟﺩﻣﺔ‬ ‫ﺍﻟﺧ‬ ‫ﺍﻟﺗﺣﺗﻭﻓﻳﺭ‬ ‫ﺗﻛﻠﻔﺔ‬ ‫ﻳﺧﺑﺭﻧﺎﺑﻳﻥ‬ ‫ﺗﻭﻗﻌﺎﺕﻣﺎ‬ ‫ﺍﻟﺗﻭﺍﺯﻥ‬ ‫ﺗﺧﺗﻠﻑ‬ ‫ﺗﻠﺑﻳﺗﻬﺎ‪،‬‬ ‫ﻭﺍﺳﺗﺭﺍﺗﻳﺟﻳﺎﺕ‬ ‫ﺍﻟﺻﻳﺎﻧﺔ‪،‬‬ ‫ﺍﻟﺧﺩﻣﺔ ﻭ‬ ‫ﺍﻟﺧﺩﻣﺔﻫﻭ‬ ‫ﺍﻟﻐﻳﺎﺭ‬ ‫ﻗﻁﻊ‬ ‫ﺗﻭﻓﺭ‬ ‫ﺇﺫﺍ"ﻣﺩﻯ‬ ‫ﺑﻘﻭﻟﻪ‪:‬‬ ‫ﻭﻳﻭﺿﺢ ﺫﻟﻙ‬ ‫ﺍﻟﻣﻬﻧﺩﺳﻭﻥ‬ ‫ﻳﻛﻭﻥ‬ ‫ﻋﻘﺩﺃﻥ‬ ‫ﻳﺟﺏ‬ ‫ﺳﺎﻋﺎﺕ‪،‬‬ ‫ﺃﺭﺑﻊ‬ ‫ﺗﻭﻗﻌﺎﺕ ﻓﻲ‬ ‫ﺷﺭﻛﺎﺕ‬ ‫ﻬﺎ‬ ‫ﺗﻭﺍﺟﻬ‬ ‫ﺍﻟﺗﻲ‬ ‫ﺍﻟﺗﺣﺩﻳﺎﺕ‬ ‫ﺃﻥ‬ ‫ﺷﻙ‬ ‫ﻻ‬ ‫ﺳﺑﻕ‪،‬‬ ‫ﻣﻣﺎ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ ﺍﻟﺗﻘﻧﻳﺔ‪،‬‬ ‫ﺻﻧﺎﻋﺔ‬ ‫ﻟﺭﺍﺑﻁﺔ‬ ‫ﺍﻟﻣﻳﺩﺍﻧﻳﺔ‬ ‫ﻭﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺍﻟﺗﻘﻧﻳﺔ‪،‬‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺻﻧﺎﻋﺔ‬ ‫ﻟﺭﺍﺑﻁﺔ‬ ‫ﺍﻟﻣﻳﺩﺍﻧﻳﺔ‬ ‫ﻭﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺻﻼﺡ‬ ‫ﺍﻹ‬ ‫ﻋﻘﺩ‬ ‫ﺍﺷﺗﺭﻁ‬ ‫‘‘‬ ‫‪.‬‬ ‫ﺍﻟﻌﻣﻼء‬ ‫ﺗﻭﻗﻌﺎﺕ‬ ‫ﺻﻼﺡ‬ ‫ﺍﻹ‬ ‫ﺍﻟﺧﺩﻣﺔ‬ ‫ﺍﺷﺗﺭﻁ‬ ‫ﺇﺫﺍ‬ ‫‘‘‬ ‫‪.‬‬ ‫ﺍﻟﻌﻣﻼء‬ ‫ﺍﻟ‬ ‫ﺍﻟﺗﻲ‬ ‫ﺍﻟﻘﻁﻌﺔ‬ ‫ﺷﺣﻥ‬ ‫ﺍﻷﻣﺭ‬ ‫ﻳﺗﻁﻠﺏ‬ ‫ﺟﺯءﺍ ﻣﻧﻬﺎ‪ ،‬ﻏﺎﻟﺑﺎﺍﻟﻣﺎ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻁﻭﻳﺭ‬ ‫ﺩﻗﻳﻘﺔ ﻓﻲﻫﻭ‬ ‫ﻭﻓﻘﺎ ﻟﻛﻝ ﻣﻭﻗﻑ‪ ،‬ﻭﻫﻧﺎ ﻧﻌﺭﺽ ﻟﻛﻡ‬ ‫ﻭﺗﻌﻠﻳﻘﺎﻛﺑﻳﺭﺍ‬ ‫ﺍﻟﻣﺧﺯﻭﻥ‪ .‬ﺍﺧﺗﻼﻓﺎ‬ ‫ﺃﻋﻁﺎﻝ‬ ‫ﻣﻥ ﺇﺻﻼﺡ‬ ‫ﺍﻟﺷﺭﻛﺎﺕ‬ ‫ﻌﺩﻡ ﺗﻣﻛﻥ‬ ‫ﺳﺑﺏ ﺍﻷﻭﻝ ﻟ‬ ‫ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔﻋﻠﻰ‬ ‫ﺟﻐﺭﺍﻓﻳﺔ ﻣﺗﻌﺩﺩﺓ ﻗﺎﺩﺭﻳﻥ‬ ‫ﻣﻧﺎﻁﻕ‬ ‫ﺍﻟﻣﻳﺩﺍﻧﻳﻭﻥ‬ ‫ﺍﻟﺧﺩﻣﺔ ﻭﺍﻟﺻﻳﺎﻧﺔ‪ ،‬ﻭﺍﺳﺗﺭﺍﺗﻳﺟﻳﺎﺕ ﺗﻠﺑﻳﺗﻬﺎ‪ ،‬ﺗﺧﺗﻠﻑ‬ ‫ﺗﻭﻓﺭﻭﻥﻗﻁﻊ ﺍﻟﻐﻳﺎﺭ ﻫﻭ‬ ‫ﻳﻛﻭﻥﻣﺩﻯ‬ ‫ﺑﻘﻭﻟﻪ‪" :‬‬ ‫ﺗﻭﻓﺭﻭﻥﻗﻁﻊ ﺍﻟﻐﻳﺎﺭ ﻫﻭ‬ ‫ﻳﻛﻭﻥﻣﺩﻯ‬ ‫ﺑﻘﻭﻟﻪ‪" :‬‬ ‫ﺍﻟﻣﻬﻧﺩﺳ‬ ‫ﺫﻟﻙ ﺃﻥ‬ ‫ﻭﻳﻭﺿﺢﻳﺟﺏ‬ ‫ﻓﻲ ﺃﺭﺑﻊ ﺳﺎﻋﺎﺕ‪،‬‬ ‫ﺍﻟﻣﻬﻧﺩﺳ‬ ‫ﺫﻟﻙ ﺃﻥ‬ ‫ﻭﻳﻭﺿﺢﻳﺟﺏ‬ ‫ﻓﻲ ﺃﺭﺑﻊ ﺳﺎﻋﺎﺕ‪،‬‬ ‫ﺑﻌﺿﺎ ﻣﻥ ﺍﻟﺳﻳﻧﺎﺭﻳﻭﻫﺎﺕ‬ ‫ﺍﻷﻭﻟﻰ‪".‬‬ ‫ﺍﻟﺧﺩﻣﺔﺔ ﺍﻹﺻﻼﺡ‬ ‫ﺃﺟﻬﺯﺗﻬﺎ ﻣﻥ ﻣﺣﺎﻭﻟ‬ ‫ﻛﺎﻓﻳﺔ ﻟﺗﻠﺑﻳﺔ ﻫﺫﺍ‬ ‫ﺑﺳﺭﻋﺔ‬ ‫ﻗﻁﻊ ﻏﻳﺎﺭ‬ ‫ﺍﻟﺣﺻﻭﻝ ﻋﻠﻰ‬ ‫ﻭﺇﻋﺎﺩﺓ‬ ‫ﻟﺗﺻﻠﻳﺣﻬﺎ‬ ‫ﺍﻟﻣﺣﺗﻣﻠﺔ‪.‬ﻭﻫﻧﺎ ﺗﻡ‬ ‫ﺇﺻﻼﺡﺍﻷﻭﻝ‬ ‫ﺍﻟﺭﺋﻳﺱ‬ ‫ﻧﺎﺋﺏ‬ ‫ﻳﺧﺑﺭﻧﺎ‬ ‫ﺍﻟﻣﻳﺩﺍﻧﻳﻭﻥ ﺍﻟﻓﻲﻫﺫﻩ‬ ‫ﻧﻌﺭﺽ ﻟﻛﻡ‬ ‫ﻟﻠﻣﺑﻳﻌﺎﺕﻛﺑﻳﺭﺍ ﻭﻓﻘﺎ ﻟﻛﻝ ﻣﻭﻗﻑ‪،‬‬ ‫ﺃﻋﻁﺎﻝ ﺍﺧﺗﻼﻓﺎ‬ ‫ﻋﻠﻰﺇﺻﻼﺡ ﺃﻋﻁﺎﻝ‬ ‫ﺍﻟﺷﺭﻛﺎﺕﻳﻥﻣﻥ‬ ‫ﺗﻣﻛﻥ‬ ‫ﺍﻷﻭﻝ ﻟﻌﺩﻡ‬ ‫ﻣﺭﻛﺯﻥ ﺍﻟﻓﻲﺳﺑﺏ‬ ‫ﺍﻟﺷﺭﻛﺎﺕﻳﻥﻣﻥ‬ ‫ﺟﻐﺭﺍﻓﻳﺔﺗﻣﻛﻥ‬ ‫ﺍﻟﻧﻘﻁﺔﻌﺩﻡ‬ ‫ﺍﻷﻭﻝ ﻟ‬ ‫ﺳﺑﺏ‬ ‫ﻣﺗﻌﺩﺩﺓ ﻗﺎﺩﺭ‬ ‫ﺟﻐﺭﺍﻓﻳﺔ‬ ‫ﻣﻧﺎﻁﻕ‬ ‫ﺗﻐﻳﻳﺭﻫﺎ ﺇﻟﻰ ﺍﻟﻣﻳﺩﺍﻧﻳﻭ‬ ‫ﻋﻠﻰ‬ ‫ﻣﺗﻌﺩﺩﺓ ﻗﺎﺩﺭ‬ ‫ﻣﻧﺎﻁﻕ‬ ‫ﺍﻟﺷﺭﻁ‪.‬‬ ‫ﺍﻟﺳﻳﻧﺎﺭﻳﻭﻫﺎﺕ‬ ‫ﺍﻟﻬﺩﻑ ﻫﻧﺎ ﻫﻭ ﺑﻌﺿﺎ‬ ‫ﻫﺫﺍ‪".‬‬ ‫ﺍﻷﻭﻟﻰ‬ ‫ﺍﻹﺻﻼﺡ‬ ‫ﻣﺣﺎﻭﻟﺔ‬ ‫ﺃﻫﻣﻳﺔﻣﻥ‬ ‫ﺃﺟﻬﺯﺗﻬﺎ‬ ‫ﻫﺫﺍ‪".‬‬ ‫ﺍﻷﻭﻟﻰ‬ ‫ﺍﻹﺻﻼﺡ‬ ‫ﻣﺣﺎﻭﻟﺔ‬ ‫ﻗﻁﻊ ﻣﻥ‬ ‫ﺃﺟﻬﺯﺗﻬﺎ‬ ‫ﻟﺗﻠﺑﻳﺔ‬ ‫ﻛﺎﻓﻳﺔ‬ ‫ﺑﺳﺭﻋﺔ‬ ‫ﻏﻳﺎﺭ‬ ‫ﻗﻁﻊ‬ ‫ﺗﻔﻛﻳﻛﻬﺎﻋﻠﻰ‬ ‫ﺍﻟﺣﺻﻭﻝ‬ ‫ﺑﺳﺭﻋﺔ ﻛﺎﻓﻳﺔ‬ ‫ﺍﻟﺣﺻﻭﻝ ﻋﻠﻰ‬ ‫ﺳﻠﻳﻡ‪.‬‬ ‫ﺑﺷﻛﻝ‬ ‫ﺗﺣﺳﻳﻥ‬ ‫ﻟﺗﻠﺑﻳﺔ’’‬ ‫ﻏﻳﻧﻐﺯ‪:‬‬ ‫ﺑﻭﻝ‬ ‫ﻏﻳﺎﺭ‪،‬‬ ‫ﻭﺍﻟﺗﺳﻭﻳﻕ‬ ‫ﺍﻟﻐﻳﺎﺭ!‬ ‫ﻣﻥﻭﺍﻟﻧﻣﻭﺭ ﻭﻗﻁﻊ‬ ‫ﺍﻻﺳﻭﺩ‬ ‫ﻗﻁﻊ‬ ‫ﻟﺗﻭﻓﻳﺭ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‬ ‫ﺷﺭﺡ‬ ‫ﻳﻣﻛﻥ‬ ‫ﺍﻟﻣﺣﺗﻣﻠﺔ‪ .‬ﺍﺳﺗﺧﺩﺍﻣﻬﺎ‪ ،‬ﺃﻭ ﻻ‬ ‫‪.‬‬ ‫ﺷﺭﻁ‬ ‫ﺍﻟ‬ ‫ﺍﻟﻐﻳﺎﺭ ﺍﻟﺣﺎﺳﻣﺔ ﺑﻣﺎ ﻳﻛﻔﻲ‪ .‬ﺧﺫ ﻣﺛﺎﻻ ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺍﻟﺷﺭﻁ‪ .‬ﺃﺣﺩ ﺍﻟﻌﻭﺍﻣﻝ ﺍﻟﺣﻳﻭﻳﺔ ﻓﻲ ﺗﺣﺩﻳﺩ ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺍﻟﻣﺛﻠﻰ‬ ‫ﺗﻠﺑﻳﺔ‬ ‫ﻣﻊ‬ ‫ﺩﻣﺔ‬ ‫ﺍﻟﺧ‬ ‫ﺗﻭﻓﻳﺭ‬ ‫ﺗﻛﻠﻔﺔ‬ ‫ﻭﻓﻘﺎ ﺑﻳﻥ‬ ‫ﺍﻟﺗﻭﺍﺯﻥ‪ ،‬ﻣﺎ‬ ‫ﻭﺗﺣﻘﻳﻕ‬ ‫ﺍﻷﻡ‬ ‫ﺍﻟﻠﻭﺣﺔ‬ ‫ﻌﻧﻲ‬ ‫ﺗ‬ ‫ﻗﺩ‬ ‫ﻭﺣﺎﺳﻣﺔ‬ ‫ﺿﺭﻭﺭﻳﺔ‬ ‫ﻏﻳﺎﺭ‬ ‫ﻗﻁﻊ‬ ‫ﺍﻟﻣﻧﺎﺳﺏ‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﻓﻲ‬ ‫ﺍﻟﻣﻛﻭﻧﺎﺕ‬ ‫ﺗﻭﻓﻳﺭ‬ ‫ﻟ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫‪:‬‬ ‫ﺃﺿﺎﻑ‬ ‫ﻟﺳﻛﻭﻁ ﺍﻟﺫﻱ‬ ‫ﺳﺗﺑﺩﻝ‬ ‫ﺷﺭﺡ ﺍﻟﻣ‬ ‫ﻗﻳﻣﺔ ﺍﻟﺟﺯء‬ ‫ﺍﻻﺳﻭﺩ ﻭﺍﻟﻧﻣﻭﺭ ﻭﻗﻁﻊ ﺍﻟﻐﻳﺎﺭ!‬ ‫ﻻ ﻳﻣﻛﻥ ﺷﺭﺡ ﺃﻫﻣﻳﺔ ﺍﻟﻌﻣﻠﻳﺎﺕ ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻟﺗﻭﻓﻳﺭ ﻗﻁﻊ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻟﺗﻭﻓﻳﺭ ﻗﻁﻊ‬ ‫ﺍﻟﻌﻣﻠﻳﺎﺕ‬ ‫ﺃﻫﻣﻳﺔ‬ ‫ﻻﻫﻲﻳﻣﻛﻥ‬ ‫ﺍﻟﻌﺎﻟﻣﻳﺔ‬ ‫ﻠﺷﺑﻛﺔ‬ ‫ﻟ‬ ‫ﻭﻓﻘﺎ‬ ‫‪،‬‬ ‫ﻗﻠﺏ‬ ‫ﺻﻣﺎﻡ‬ ‫ﺃﻭ‬ ‫ﻟﻠﻛﻣﺑﻳﻭﺗﺭ‬ ‫‪.‬‬ ‫ﻟﺳﺭﻋﺔ‬ ‫ﻭﺍ‬ ‫ﺍﻟﺩﻗﺔ‬ ‫ﺗﺗﻁﻠﺏ‬ ‫ﻭﺍﻟﺗﻲ‬ ‫ﺍﻟﻔﻭﺭ‪،‬‬ ‫ﻋﻠﻰ‬ ‫ﻬﺎ‬ ‫ﺗﺻﻧﻳﻌ‬ ‫ﻟ‬ ‫‪150‬‬ ‫ﻣﻥ‬ ‫ﺃﻱ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺗﻛﻠﻔﺔ‬ ‫ﻣﻧﺧﻔﺽ‬ ‫ﻣﻛﻭﻥ‬ ‫ﺗﻭﺻﻳﻝ‬ ‫ﺃﺣﺩ ﺍﻟﻌﻭﺍﻣﻝ’’‬ ‫ﺷﺭﻛﺎﺕ‬ ‫ﻬﺎ‬ ‫ﺗﻭﺍﺟﻬ‬ ‫ﺍﻟﺗﻲ‬ ‫ﺍﻟﺗﺣﺩﻳﺎﺕ‬ ‫ﺃﻥ‬ ‫ﺷﻙ‬ ‫ﻻ‬ ‫ﺳﺑﻕ‪،‬‬ ‫ﻣﻣﺎ‬ ‫ﺻﻼﺡ‬ ‫ﺍﻹ‬ ‫ﺍﻟﺧﺩﻣﺔ‬ ‫ﻋﻘﺩ‬ ‫ﺍﺷﺗﺭﻁ‬ ‫ﺇﺫﺍ‬ ‫‘‘‬ ‫‪.‬‬ ‫ﺍﻟﻌﻣﻼء‬ ‫ﺗﻭﻗﻌﺎﺕ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺗﺣﺩﻳﺩﻳﻛﻔﻲ‪ .‬ﺧﺫ‬ ‫ﺍﻟﺣﺎﺳﻣﺔ ﺑﻣﺎ‬ ‫ﺃﺣﺩ ﺍﻟﻌﻭﺍﻣﻝﺍﻟﻐﻳﺎﺭ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺗﺣﺩﻳﺩﻳﻛﻔﻲ‪ .‬ﺧﺫ‬ ‫ﺍﻟﺣﺎﺳﻣﺔ ﺑﻣﺎ‬ ‫ﺍﻟﻐﻳﺎﺭ‬ ‫ﻣﺛﺎﻻﺍﻟﻣﺛﻠﻰ‬ ‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ‬ ‫ﺍﻟﺣﻳﻭﻳﺔ ﻓﻲ‬ ‫ﻣﺛﺎﻻﺍﻟﻣﺛﻠﻰ‬ ‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ‬ ‫ﺍﻟﺣﻳﻭﻳﺔ ﻓﻲ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ )‪ ،(NGL‬ﻭﻫﻲ ﺷﺭﻛﺔ ﻣﻘﺭﻫﺎ ﺑﺭﺭﻭﻣﻔﻳﻠﺩ‬ ‫ﻟﻛﻥ ﺍﻟﺷﺭﻛﺎﺕ ﺍﻟﺗﻲ ﺗﺩﻳﺭ ﻋﻣﻠﻳﺎﺕ ﺗﻭﻓﻳﺭ ﻗﻁﻊ ﺍﻟﻐﻳﺎﺭ‬ ‫ﻣﻭﻗﻌﺎ ﻟﻳﺱ ﺑﺎﻷﻣﺭ ﺍﻟﺻﻌﺏ‪ ،‬ﻭﻟﻛﻥ ﺇﺫﺍ ﻛﺎﻧﺕ ﺗﻛﻠﻔﺔ‬ ‫ﺍﻟﺧﺩﻣﺔﺍﻷﻡ‬ ‫ﻗﻁﻊ ﻏﻳﺎﺭ ﺿﺭﻭﺭﻳﺔ ﻭﺣﺎﺳﻣﺔ ﻗﺩ ﺗﻌﻧﻲ ﺍﻟﻠﻭﺣﺔ‬ ‫ﺍﻟﻣﻧﺎﺳﺏ‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﺍﻟﻣﻛﻭﻧﺎﺕ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻟ‬ ‫ﺍﻟﻭﻗﺕ‬ ‫ﺍﻟﻣﻛﻭﻧﺎﺕ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻟ‬ ‫ﺃﺿﺎﻑ‪:‬‬ ‫ﻓﻲﺫﻱ‬ ‫ﻟﺳﻛﻭﻁ ﺍﻟ‬ ‫ﺗﻭﻓﻳﺭﻭﻓﻘﺎ‬ ‫ﻭﺍﺳﺗﺭﺍﺗﻳﺟﻳﺎﺕﻝ‪،‬‬ ‫ﺳﺗﺑﺩ‬ ‫ﻫﻲ ﻗﻳﻣﺔ ﺍﻟﺟﺯء ﺍﻟﻣ‬ ‫ﺃﺿﺎﻑ‪:‬‬ ‫ﻓﻲﺫ‬ ‫ﻟﺳﻛﻭﻁ ﺍﻟ‬ ‫ﺗﻭﻓﻳﺭﻭﻓﻘﺎ‬ ‫ﺳﺗﺑﺩﻝ‪،‬‬ ‫ﻓﻲ ﺍﻟﻣ‬ ‫ﻫﻲ ﻗﻳﻣﺔ ﺍﻟﺟﺯء‬ ‫ﺗﺧﺗﻠﻑ‬ ‫ﺗﻠﺑﻳﺗﻬﺎ‪،‬‬ ‫ﺍﻟﻣﻧﺎﺳﺏ ﺍﻟﻣﻬﻧﺩﺳﻭﻥ‬ ‫ﻳﻛﻭﻥ‬ ‫ﻳﺟﺏﻱﺗﻠﻙﺃﻥ‬ ‫ﺳﺎﻋﺎﺕ‪،‬‬ ‫ﻓﻲ ﻭﻻﻳﺔ ﻛﻠﻭﺭﺍﺩﻭ ﺍﻷﻣﺭﻳﻛﻳﺔ‪ ،‬ﻭﺗﻌﻣﻝ ﻛﻣﺯﻭﺩ ﻟ‬ ‫ﻔﻲ‬ ‫ﻋﻠﻰ ﺍﻟﺗﻧﺑﺅ‪ ،‬ﻓ‬ ‫ﻋﺩﻡ ﺍﻟﻘﺩﺭﺓ‬ ‫ﻠﺧﺩﻣﺎﺕﻭﺍﻟﺻﻳﺎﻧﺔ‪،‬ﺍﻟﺣﺭﺟﺔ ﺗﺻﺎﺭﻉ ﺃﻳﺿﺎ‬ ‫ﺇﺫﻥ ﻗﺻﺔ‬ ‫ﺃﻣﺭﻳﻛﻲ‪،‬‬ ‫ﺃﺭﺑﻊﻣﻠﻳﻭﻥ ﺩﻭﻻﺭ‬ ‫ﻗﻁﻌﺔ ﺍﻟﻐﻳﺎﺭ‬ ‫ﺍﻟﻌﺎﻟﻣﻳﺔ‬ ‫ﻠﺷﺑﻛﺔ‬ ‫ﻟ‬ ‫ﻭﻓﻘﺎ‬ ‫‪،‬‬ ‫ﻗﻠﺏ‬ ‫ﺻﻣﺎﻡ‬ ‫ﺃﻭ‬ ‫ﻟﻠﻛﻣﺑﻳﻭﺗﺭ‬ ‫ﺍﻟﺩﻗﺔ ﻭﺍﻟﺳﺭﻋﺔ‪.‬‬ ‫ﺗﺗﻁﻠﺏ‬ ‫ﻭﺍﻟﺗﻲ‬ ‫ﺍﻟﻔﻭﺭ‪،‬‬ ‫ﻋﻠﻰ‬ ‫ﻬﺎ‬ ‫ﺗﺻﻧﻳﻌ‬ ‫ﻟ‬ ‫‪.‬‬ ‫ﻟﺳﺭﻋﺔ‬ ‫ﻭﺍ‬ ‫ﺍﻟﺩﻗﺔ‬ ‫ﺗﺗﻁﻠﺏ‬ ‫ﻭﺍﻟﺗﻲ‬ ‫ﺍﻟﻔﻭﺭ‪،‬‬ ‫ﻋﻠﻰ‬ ‫ﻬﺎ‬ ‫ﺗﺻﻧﻳﻌ‬ ‫’’ﺗﻭﺻﻳﻝ ﻟ‬ ‫‪150‬‬ ‫ﻣﻥ‬ ‫ﺃﻱ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺗﻛﻠﻔﺔ‬ ‫ﻣﻧﺧﻔﺽ‬ ‫ﻣﻛﻭﻥ‬ ‫ﺗﻭﺻﻳﻝ‬ ‫’’‬ ‫‪150‬‬ ‫ﻣﻥ‬ ‫ﺃﻱ‬ ‫ﺇﻟﻰ‬ ‫ﺍﻟﺗﻛﻠﻔﺔ‬ ‫ﻣﻧﺧﻔﺽ‬ ‫ﻣﻛﻭﻥ‬ ‫ﻭﺗﻭﻓﺭ ﺍﻟﺧﺩﻣﺎﺕ ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻭﺍﻟﺷﺣﻥ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﻣﻌﺭﻓﺔ‬ ‫ﻳﻣﻛﻥ‬ ‫ﺍﻟﻣﺳﺗﻘﺑﻠﻲ‪ ،‬ﻻ‬ ‫ﺎﻟﻁﻠﺏ‬ ‫ﻣﻛﻥ ﺍﻟﺗﻧﺑﺅ ﺑ‬ ‫ﺍﺧﺗﻼﻓﺎ ﻛﺑﻳﺭﺍ ﻭﻓﻘﺎﺣﻳﻥ ﻳ‬ ‫ﻓﻲ‬ ‫ﻣﻧﺎﻁﻕ ﺑﻳﻥ ﺍﻟﺭﻏﺑﺔ‬ ‫ﺗﺣﻘﻳﻕ ﺍﻟﺗﻭﺍﺯﻥ‬ ‫ﻋﻠﻳﻧﺎ‬ ‫ﻳﺟﺏ‬ ‫ﺃﺧﺭﻯ‪.‬‬ ‫ﻟﻛﻡ‬ ‫ﻧﻌﺭﺽ‬ ‫ﻭﻫﻧﺎ‬ ‫ﻣﻭﻗﻑ‪،‬‬ ‫ﻟﻛﻝ‬ ‫ﻋﻠﻰ‬ ‫ﻳﻥ‬ ‫ﻗﺎﺩﺭ‬ ‫ﻣﺗﻌﺩﺩﺓ‬ ‫ﺟﻐﺭﺍﻓﻳﺔ‬ ‫ﻓﻲ‬ ‫ﻥ‬ ‫ﻭ‬ ‫ﺍﻟﻣﻳﺩﺍﻧﻳ‬ ‫ﺍﻟﺧﺩﻣﺎﺕﺑﺭﺭﻭﻣﻔﻳﻠﺩ‬ ‫ﺷﺭﻛﺔ ﻣﻘﺭﻫﺎ‬ ‫)‪،(NGL‬‬ ‫ﺗﻭﻓﻳﺭ ﻗﻁﻊ ﺍﻟﻐﻳﺎﺭ‬ ‫ﺍﻟﺷﺭﻛﺎﺕ‬ ‫ﻟﻳﺱﻟﻛﻥ‬ ‫ﺣﺩﻭﺙﺍﻟﻐﻳﺎﺭ‬ ‫ﻭﻗﺕ ﻗﻁﻊ‬ ‫ﺗﻭﻓﻳﺭ‬ ‫ﺍﻟﺷﺭﻛﺎﺕ‬ ‫ﻣﻭﻗﻌﺎ ﻟﻳﺱﻟﻛﻥ‬ ‫ﻋﻣﻠﻳﺎﺕ ﺗﻛﻠﻔﺔ‬ ‫ﺗﺩﻳﺭﺇﺫﺍ ﻛﺎﻧﺕ‬ ‫ﺍﻟﺗﻲ‪.‬ﻭﻟﻛﻥ‬ ‫ﺍﻟﺻﻌﺏ‪،‬‬ ‫ﺑﺎﻷﻣﺭ‬ ‫ﻋﻣﻠﻳﺎﺕﻓﻲﺗﻛﻠﻔﺔ‬ ‫ﺍﻟﻼﺯﻣﺔﺕ‬ ‫ﺗﺩﻳﺭﺇﺫﺍ ﻛﺎﻧ‬ ‫ﺍﻟﺗﻲﻭﻟﻛﻥ‬ ‫ﺍﻟﺻﻌﺏ‪،‬‬ ‫ﺑﺎﻷﻣﺭ‬ ‫ﻭﻫﻲﺷﺭﻛﺎﺕ‬ ‫ﻟﻠﻌﺩﻳﺩ ﻣﻥ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﺍﻟﺣﺭﺟﺔ‬ ‫ﻟﻠﺷﺣﻧﺎﺕ‬ ‫ﺃﻭﻻ‬ ‫ﻭﻳﺗﻌﻁﻝ‬ ‫ﺳﻳﺧﺭﺏ‬ ‫ﻣﻭﻗﻌﺎﺍﻟﺫﻱ‬ ‫ﻣﺎ‬ ‫ﺍﻟﻐﻳﺎﺭ‬ ‫ﻗﻁﻌﺔ‬ ‫ﺍﻟﺣﺻﻭﻝ ﻋﻠﻰ‬ ‫ﺩﻭﻻﺭ‪.‬‬ ‫ﺍﻟﻣﺣﺗﻣﻠﺔ‬ ‫ﺗﺧﺯﻳﻥﻣﻥ‬ ‫ﺑﻌﺿ‬ ‫ﻗﻁﻊ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺣﺻﻭﻝ‬ ‫ﻛﻣﺯﻭﺩﺎ ﻟ‬ ‫ﺍﻷﻣﺭﻳﻛﻳﺔ‪،‬‬ ‫ﻫﺫﺍ‪.‬ﻛﻠﻭﺭﺍ‬ ‫ﻟﺗﻠﺑﻳﺔﻭﻻﻳﺔ‬ ‫ﻛﺎﻓﻳﺔ ﻓﻲ‬ ‫ﻋﻠﻰ ﺍﻟﺗﻧﺑﺅ‪ ،‬ﻓﻔﻲ‬ ‫ﺃﻣﺭﻳﻛﻲ‪،‬ﻋﺩﻡ‬ ‫ﺗﺻﺎﺭﻉ ﺃﻳﺿﺎ‬ ‫ﺍﻟﺳﻳﻧﺎﺭﻳﻭﻫﺎﺕﺣﺭﺟﺔ‬ ‫ﻠﺧﺩﻣﺎﺕ ﻗﻁﻌﺔ ﺍﻟﻐﻳﺎﺭﺍﻟ‬ ‫ﺑﺳﺭﻋﺔ ﻓﻔﻲ‬ ‫ﻋﻠﻰ ﺍﻟﺗﻧﺑﺅ‪،‬‬ ‫ﺍﻟﻘﺩﺭﺓ‬ ‫ﺃﻣﺭﻳﻛﻲ‪،‬ﻋﺩﻡ‬ ‫ﺃﻳﺿﺎ‬ ‫ﺗﺻﺎﺭﻉ‬ ‫ﺣﺭﺟﺔ‬ ‫ﺍﻟﻘﺩﺭﺓ ﻗﺻﺔ‬ ‫ﺗﻠﻙ ﺇﺫﻥ‬ ‫ﻣﻠﻳﻭﻥ‬ ‫ﻏﻳﺎﺭﻗﺻﺔ‬ ‫ﺗﻠﻙ‘‘ﺇﺫﻥ‬ ‫ﺩﻭﻻﺭ‬ ‫ﻭﺗﻌﻣﻝﻣﺭﻓﻕ‬ ‫ﻣﻥ ‪500‬‬ ‫ﺗﻣﺗﻠﻙﺩﻭ‪ NGL‬ﺃﻛﺛﺭ‬ ‫ﻭﺍﻟﺻﻳﺎﻧﺔ‬ ‫ﺍﻟﻘﻁﻌﺔ‪.‬‬ ‫ﻫﺫﻩ‬ ‫ﺗﻛﻠﻔﺔ‬ ‫ﻣﻠﻳﻭﻥﻭﺑﻳﻥ‬ ‫ﻗﻁﻌﺔ ﺍﻟﻐﻳﺎﺭﺍﻟﺍﻟﻌﻁﻝ‪،‬‬ ‫ﺑﻣﺎ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﺍﻟﻌﺎﻟﻡ‪،‬‬ ‫ﺍﻟﺧﺩﻣﺎﺕ ﺟﻣﻳﻊ ﺃﻧﺣﺎء‬ ‫ﻭﺗﻭﻓﺭﻣﺗﻌﺩﺩﻳﻥ ﻓﻲ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔﻋﻣﻼء‬ ‫ﻳﺧﺩﻣﻭﻥ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﻟﺗﻧﺑﺅﻣﻥﺑ ﺗﻌﻘﻳﺩ‬ ‫ﻣﻛﻥ ﺍﺗﺯﻳﺩ‬ ‫ﺍﻟﺻﻳﺎﻧﺔ‬ ‫ﻋﻘﻭﺩ‬ ‫ﻭﺍﻟﺷﺣﻥ‬ ‫ﻓﻲ ﻳﻣﻛﻥ ﻣﻌﺭﻓﺔ‬ ‫ﺍﻟﺭﻏﺑﺔ‪ ،‬ﻻ‬ ‫ﺍﻟﻣﺳﺗﻘﺑﻠﻲ‬ ‫ﺣﻳﻥ ﻳ‬ ‫ﻓﻲ ﻳﻣﻛﻥ ﻣﻌﺭﻓﺔ‬ ‫ﺍﻟﺭﻏﺑﺔ‪ ،‬ﻻ‬ ‫ﺍﻟﻣﺳﺗﻘﺑﻠﻲ‬ ‫ﻟﺗﻧﺑﺅ ﺑ‬ ‫ﻣﻛﻥ‪.‬ﺍ‬ ‫ﺣﻳﻥ ﻳ‬ ‫ﺎﻟﻁﻠﺏﺑﻳﻥ‬ ‫ﺍﻟﺗﻭﺍﺯﻥ‬ ‫ﺗﺣﻘﻳﻕ‬ ‫ﻋﻠﻳﻧﺎ‬ ‫ﻁﺑﻳﻌﺔﻳﺟﺏ‬ ‫ﺃﺧﺭﻯ‪.‬‬ ‫ﺎﻟﻁﻠﺏﺑﻳﻥ‬ ‫ﺍﻟﺗﻭﺍﺯﻥ‬ ‫ﺗﺣﻘﻳﻕ‬ ‫ﻋﻠﻳﻧﺎ‬ ‫ﺷﺭﻁ‬ ‫ﺃﺧﺭﻯ‪ .‬ﻳﺟﺏﺇﺫﺍﺍﻟ‬ ‫ﺎﺕ ﺍﻟﻣﺗﺣﺩﺓ‬ ‫ﻣﺭﻓﻕﻣﻥﻓﻲ ﺍﻟﻭﻻﻳ‬ ‫‪300‬‬ ‫ﻟﻠﺷﺣﻧﺎﺕ ﺣﻭﺍﻟﻲ‬ ‫ﻓﻲ ﺫﻟﻙ‬ ‫ﺍﻟﺧﺩﻣﺔ‬ ‫ﻣﺳﺗﻭﻯ‬ ‫ﻘﻁﻊ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻟ‬ ‫ﺍﻟﺗﻲ ﺗﻛﻠﻑ‬ ‫ﺍﻟﻐﻳﺎﺭ‬ ‫ﻟﻘﻁﻌﺔ‬ ‫ﻳﺣﺩﺙ‬ ‫ﻧﺎﺩﺭﺍ ﻣﺎ‬ ‫ﻋﻠﻰﻛﺎﻥ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺷﺭﻛﺎﺕ‬ ‫ﻟﻠﻌﺩﻳﺩ‬ ‫ﺍﻟﺣﺭﺟﺔ‬ ‫ﺃﻭﻻ‪.‬‬ ‫ﺳﻳﺧﺭﺏ‬ ‫ﺍﻟﺫﻱ‬ ‫ﻣﺎ‬ ‫ﺃﻭﻻ‪.‬‬ ‫ﻭﻳﺗﻌﻁﻝ‬ ‫ﺳﻳﺧﺭﺏ‬ ‫ﺍﻟﺫﻱ‬ ‫ﺍﻟﺣﺻﻭﻝ ﻣﺎ‬ ‫ﻭﻗﺕ ﺣﺩﻭﺙ‬ ‫ﻭﻳﺗﻌﻁﻝ ﻓﻲ‬ ‫ﺍﺗﻔﺎﻗﻳﺔﺍﻟﻼﺯﻣﺔ‬ ‫ﺍﻟﻐﻳﺎﺭ‪.‬ﺍﻟﻐﻳﺎﺭ‬ ‫ﻗﻁﻌﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺣﺻﻭﻝ‬ ‫ﺣﺩﻭﺙ‬ ‫ﻭﻗﺕ‬ ‫ﻋﻁﻝ ﻓﻲ‬ ‫ﺍﻟﻼﺯﻣﺔ‬ ‫ﺍﻟﻐﻳﺎﺭ‬ ‫ﻗﻁﻌﺔ‬ ‫‪.‬‬ ‫ﻭﺣﺩﻫﺎ‬ ‫!‬ ‫ﺍﻟﻐﻳﺎﺭ‬ ‫ﻭﻗﻁﻊ‬ ‫ﻭﺍﻟﻧﻣﻭﺭ‬ ‫ﺍﻻﺳﻭﺩ‬ ‫ﻋﻁﻝ ﺧﻼﻝ ‪ 24‬ﺳﺎﻋﺔ‬ ‫ﺃﻱ‬ ‫ﺇﺻﻼﺡ‬ ‫ﺗﺗﻁﻠﺏ‬ ‫ﻗﺩ‬ ‫)‪(SLA‬‬ ‫ﺑﺿﻌﺔ‬ ‫ﻓﻲ‬ ‫ﺎ‬ ‫ﺗﺧﺯﻳﻧﻬ‬ ‫ﺍﻟﻌﻣﻳﻝ‬ ‫ﻘﺭﺭ‬ ‫ﻳ‬ ‫ﻗﺩ‬ ‫ﺩﻭﻻﺭ‪،‬‬ ‫ﻣﻠﻳﻭﻥ‬ ‫ﺗﺧﺯﻳﻥ‬ ‫ﻣﺭﻓﻕ‬ ‫‪500‬‬ ‫ﻣﻥ‬ ‫ﺃﻛﺛﺭ‬ ‫‪NGL‬‬ ‫ﺗﻣﺗﻠﻙ‬ ‫‪.‬‬ ‫ﻭﺍﻟﺻﻳﺎﻧﺔ‬ ‫ﺍﻟﻌﻁﻝ‪ ،‬ﻭﺑﻳﻥ ﺗﻛﻠﻔﺔ ﻫﺫﻩ ﺍﻟﻘﻁﻌﺔ‪‘‘.‬‬ ‫ﺍﻟﻌﻁﻝ‪ ،‬ﻭﺑﻳﻥ ﺗﻛﻠﻔﺔ ﻫﺫﻩ ﺍﻟﻘﻁﻌﺔ‪‘‘.‬‬ ‫ﺃﻭ ﺃﺭﺑﻊ ﺳﺎﻋﺎﺕ ﺃﻭ ﺃﻗﻝ ﻣﻥ ﺫﻟﻙ‪ ،‬ﻛﻣﺎ ﺳﺗﺟﺩ ﻋﻘﻭﺩﺍ ﻗﺩ‬ ‫ﺃﻣﺎﻛﻥ ﻭﻣﻥ ﺛﻡ‪ ،‬ﻋﻧﺩ ﺍﻟﺣﺎﺟﺔ ﺇﻟﻳﻬﺎ ﻓﻲ ﺳﻭﻕ ﺃﺧﺭﻯ‪،‬‬ ‫ﻋﻣﻼء ﻣﺗﻌﺩﺩﻳﻥ ﻓﻲ ﺟﻣﻳﻊ ﺃﻧﺣﺎء ﺍﻟﻌﺎﻟﻡ‪ ،‬ﺑﻣﺎ‬ ‫ﻳﺧﺩﻣﻭﻥ‬ ‫ﻁﺑﻳﻌﺔ ﻋﻘﻭﺩ ﺍﻟﺻﻳﺎﻧﺔ ﺗﺯﻳﺩ ﻣﻥ ﺗﻌﻘﻳﺩ ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﻓﻲﻳﺩ‬ ‫ﻣﻥ ﺗﻌﻘ‬ ‫ﺍﻟﺻﻳﺎﻧﺔ ﺗﺯﻳﺩ‬ ‫ﻁﺑﻳﻌﺔ ﻋﻘﻭﺩ‬ ‫ﺍﻟﻣﺛﻠﻰ‬ ‫ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ‬ ‫ﺗﺣﺩﻳﺩ‬ ‫ﺍﻟﺣﻳﻭﻳﺔ‬ ‫ﺍﻟﻌﻭﺍﻣﻝ‬ ‫ﺑﺟﺎﻧﺏ ﺍﻟﺗﺧﺯﻳﻥ ﻓﻲ ﻣﺭﺍﻛﺯ ﺍﻟﺗﻭﺯﻳﻊ‪ ،‬ﺗﺩﻳﺭ ‪NGL‬‬ ‫ﻋﻠﻰ ﺗﻧﺹ ﺍﺗﻔﺎﻗﻳﺎﺕ ﺧﺩﻣﺔ ﻣﺧﺗﻠﻔﺔ ﻟﻣﻧﺗﺟﺎﺕ ﻣﺧﺗﻠﻔﺔ‪.‬‬ ‫ﺑﺳﺭﻋﺔ‪ .‬ﺇﻥ ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﺷﺣﻥ ﺍﻟﺟﻭﻱ ﺃﻗﻝ‬ ‫ﺃﺣﺩﺇﺭﺳﺎﻟﻬﺎ‬ ‫ﻳﺟﺏ‬ ‫ﺍﻟﻣﺗﺣﺩﺓ‬ ‫ﺎﺕ‬ ‫ﺍﻟﻭﻻﻳ‬ ‫ﻓﻲ‬ ‫ﻣﺭﻓﻕ‬ ‫‪300‬‬ ‫ﺣﻭﺍﻟﻲ‬ ‫ﺫﻟﻙ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺧﺩﻣﺔ‬ ‫ﻟﻘﻁﻌﺔﺍﺗﻔﺎﻗﻳﺔ‬ ‫ﺍﻟﻐﻳﺎﺭ‪.‬‬ ‫ﻳﺣﺩﺙﻘﻁﻊ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻟ‬ ‫ﺍﻟﺧﺩﻣﺔ‬ ‫ﻣﺳﺗﻭﻯ‬ ‫ﺍﺗﻔﺎﻗﻳﺔ‬ ‫‪.‬‬ ‫ﺍﻟﻐﻳﺎﺭ‬ ‫ﻘﻁﻊ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻟ‬ ‫ﻣﺳﺗﻭﻯﺗﻛﻠﻑ‬ ‫ﺍﻟﻐﻳﺎﺭ ﺍﻟﺗﻲ‬ ‫ﻋﻁﻝ‬ ‫ﺇﺫﺍ ﻛﺎﻥ ﻧﺎﺩﺭﺍ ﻣﺎ‬ ‫ﺗﻛﻠﻑ‬ ‫ﺍﻟﺗﻲ‬ ‫ﺍﻟﻐﻳﺎﺭ‬ ‫ﻟﻘﻁﻌﺔ‬ ‫ﻋﻁﻝ‬ ‫ﻳﺣﺩﺙ‬ ‫ﺗﻛﻠﻔﺔﻣﺎ‬ ‫ﺇﺫﺍ ﻛﺎﻥ ﻧﺎﺩﺭﺍ‬ ‫ﻗﻁﻊﺗﺧﺯﻳﻥ‬ ‫ﺃﺿﺎﻑ‪:‬ﻭﺍﻟﻧﻘﻝ ﺍﻟﺧﺎﺻﺔ ﺑﻬﺎ ﺑﻳﻥ ﻣﻭﺍﻗﻊ ﺍﻟ‬ ‫ﺧﻁﻭﻁ ﺍﻟﺷﺣﻥ‬ ‫ﺇﺑﻘﺎء ﻗﻁﻊ ﻏﻳﺎﺭ‬ ‫ﻫﻲﻣﻥ‬ ‫ﻏﻳﺎﺭ ﺿﺭﻭﺭﻳﺔ ﻭﺣﺎﺳﻣﺔ ﻗﺩ ﺗﻌﻧﻲ ﺍﻟﻠﻭﺣﺔ ﺍﻷﻡ‬ ‫ﺩﻭﻻﺭﻟﺳﻛﻭﻁ ﺍﻟﺫﻱ‬ ‫ﻣﻠﻳﻭﻥﻭﻓﻘﺎ‬ ‫‪150‬ﻝ‪،‬‬ ‫ﻗﻳﻣﺗﻬﺎﺳﺗﺑﺩ‬ ‫ﺍﻟﺟﺯء ﺍﻟﻣ‬ ‫ﻗﻳﻣﺔ‬ ‫‪.‬‬ ‫ﻭﺣﺩﻫﺎ‬ ‫ﺑﺿﻌﺔﺧﻼﻝ ‪ 24‬ﺳﺎﻋﺔ‬ ‫ﻋﻁﻝ‬ ‫ﺃﻱ‬ ‫ﺇﺻﻼﺡ‬ ‫ﺗﺗﻁﻠﺏ‬ ‫ﻗﺩ‬ ‫)‪(SLA‬‬ ‫ﺳﺎﻋﺔ‬ ‫‪24‬‬ ‫ﺧﻼﻝ‬ ‫ﻋﻁﻝ‬ ‫ﺃﻱ‬ ‫ﺇﺻﻼﺡ‬ ‫ﺗﺗﻁﻠﺏ‬ ‫ﻗﺩ‬ ‫)‪(SLA‬‬ ‫ﻓﻲ‬ ‫ﺎ‬ ‫ﺗﺧﺯﻳﻧﻬ‬ ‫ﺍﻟﻌﻣﻳﻝ‬ ‫ﻘﺭﺭ‬ ‫ﻳ‬ ‫ﻗﺩ‬ ‫ﺩﻭﻻﺭ‪،‬‬ ‫ﻣﻠﻳﻭﻥ‬ ‫ﺑﺿﻌﺔ‬ ‫ﻓﻲ‬ ‫ﺎ‬ ‫ﺗﺧﺯﻳﻧﻬ‬ ‫ﺍﻟﻌﻣﻳﻝ‬ ‫ﻘﺭﺭ‬ ‫ﻳ‬ ‫ﻗﺩ‬ ‫ﺩﻭﻻﺭ‪،‬‬ ‫ﻣﻠﻳﻭﻥ‬ ‫ﻭﻣﻭﺍﻗﻊ ﺍﻹﺻﻼﺡ‪ .‬ﺗﻌﻠﻳﻘﺎ ﻋﻠﻰ ﺫﻟﻙ ﻗﺎﻝ ﺍﻟﺭﺋﻳﺱ‬ ‫ﻋﺎﻣﻝ ﺍﻟﺗﻛﻠﻔﺔ ﻳﻌﻘﺩ ﺍﻟﺧﺩﻣﺎﺕ ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﺃﻳﺿﺎ‪ .‬ﻋﻧﺩ‬ ‫ﻓﻲ ﺍﻟﻣﺧﺎﺯﻥ‪ ،‬ﻭﻓﻘﺎ ﻟﺳﻛﻭﻁ ﺍﻟﺫﻱ ﻳﻘﻭﻝ‪" :‬ﻳﻘﻭﻡ ﺍﻟﻌﻣﻳﻝ‬ ‫ﺍﻟﻌﺎﻟﻣﻳﺔ‬ ‫ﻭﻓﻘﺎ ﻟ‬ ‫ﻗﻠﺏﺃﻭ‪،‬‬ ‫ﺻﻣﺎﻡ‬ ‫‪150‬‬ ‫ﺍﻟﺗﻛﻠﻔﺔ‬ ‫ﻣﻛﻭﻥ‬ ‫ﺗﻭﺻﻳﻝ‬ ‫ﺍﻟﺗﻧﻔﻳﺫﻱ ﻟﻠﺷﺭﻛﺔ ﺳﻛﻭﻁ ﺭﻳﺩﻝ‪’’ :‬ﺗﺷﻐﻳﻝ‬ ‫ﺇﻟﻰ ﻗﺩﺃﻱ ﻣﻥﻭﺍﻟﻣﺩﻳﺭ‬ ‫ﻛﺑﻳﺭ‬ ‫ﻓﺭﻕ‬ ‫ﻓﻬﻧﺎﻙ‬ ‫ﺍﻟﻣﺧﺯﻭﻥ‪،‬‬ ‫ﺍﺣﺗﻳﺎﺟﺎﺕ‬ ‫ﺣﺳﺎﺏ‬ ‫ﻣﻘﺎﺑﻝ‬ ‫ﻭﻥ‬ ‫ﺍﻟﻣﺧﺯ‬ ‫ﺗﻛﻠﻔﺔ‬ ‫ﺍﻷﻣﺛﻝ‬ ‫ﻋﻧﺩﻣﺯﻳﺞ‬ ‫ﺃﺭﺑﻊﺍﻟ‬ ‫ﺑﺗﺣﺩﻳﺩ‬ ‫ﺃﺧﺭﻯ‪،‬ﺳﺗﺟﺩ ﻋﻘﻭﺩﺍ ﻗﺩ‬ ‫ﺫﻟﻙ‪،‬ﻓﻲﻛﻣﺎ‬ ‫ﻠﺷﺑﻛﺔﺃ‬ ‫ﺍﻟﺣﺎﺟﺔ ﺃﻭ‬ ‫ﺳﺎﻋﺎﺕ‬ ‫ﺃﺭﺑﻊ‬ ‫ﻣﺳﺗﻭﻯﻋﻘﻭﺩﺍ‬ ‫ﺳﺗﺟﺩ‬ ‫ﻣﻧﺧﻔﺽﻛﻣﺎ‬ ‫ﺫﻟﻙ‪،‬‬ ‫ﻓﻲﻣﻥ‬ ‫ﻗﻝ‬ ‫ﺃﻭ ﻟﺃ‬ ‫ﺳﺎﻋﺎﺕ‬ ‫ﻣﻥﺳﻭﻕ‬ ‫ﻗﻝﻓﻲ‬ ‫ﺇﻟﻳﻬﺎ‬ ‫ﻋﻧﺩ‬ ‫ﺛﻡ‪،‬‬ ‫ﻭﻣﻥ‬ ‫ﻟﻠﻛﻣﺑﻳﻭﺗﺭ ﺃﻭ ﺃﻣﺎﻛﻥ‬ ‫ﺃﺧﺭﻯ‪،‬‬ ‫ﺳﻭﻕ‬ ‫ﺇﻟﻳﻬﺎ‬ ‫ﺍﻟﺣﺎﺟﺔ‬ ‫ﺃﻣﺎﻛﻥ ﻭﻣﻥﺃﻭ’’ﺛﻡ‪،‬‬ ‫ﺧﺩﻣﺎﺕ‬ ‫ﻣﻛﻧﻧﺎ ﻣﻥ‬ ‫ﺍﻟﺧﺎﺻﺔ ﺑﻧﺎ‬ ‫ﺧﻁﻭﻁ ﺍﻟﻧﻘﻝ‬ ‫ﻣﺧﺗﻠﻔﺔﻣﻧﻬﺎ‬ ‫ﺍﻟﻭﺍﺣﺩﺓ‬ ‫ﻗﻳﻣﺔ‬ ‫ﻣﻔﺎﺗﻳﺢ‬ ‫ﻟﻭﺣﺎﺕ‬ ‫ﺗﺧﺯﻳﻥ‬ ‫ﺍﻟﺗﻛﻠﻔﺔ ﺑﻳﻥ‬ ‫ﺍﻟﻘﻁﻌﺔ‪‘‘.‬‬ ‫ﻟﻬﺫﻩ‬ ‫ﺍﻟﺧﺩﻣﺔ‬ ‫‪NGL‬‬ ‫ﺗﻭﻓﻳﺭﺗﺩﻳﺭ‬ ‫ﺍﻟﺗﻭﺯﻳﻊ‪،‬‬ ‫ﻣﺭﺍﻛﺯ‬ ‫ﺍﻟﺗﺧﺯﻳﻥ ﻓﻲ‬ ‫ﺑﺟﺎﻧﺏ‬ ‫ﺃﻗﻝ ﻣﺧﺗﻠﻔﺔ‪.‬‬ ‫ﻟﻣﻧﺗﺟﺎﺕ‬ ‫ﺍﺗﻔﺎﻗﻳﺎﺕ‬ ‫ﺗﻧﺹ‬ ‫ﻋﻠﻰ‬ ‫ﻣﺧﺗﻠﻔﺔ‪.‬‬ ‫ﻟﻣﻧﺗﺟﺎﺕ‬ ‫ﺧﺩﻣﺔ‬ ‫ﺍﺗﻔﺎﻗﻳﺎﺕ‬ ‫ﺗﻧﺹ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺟﻭﻱ‬ ‫ﺧﺩﻣﺔﺍﻟﺷﺣﻥ‬ ‫ﺍﺳﺗﺧﺩﺍﻡ‬ ‫ﺇﻥ‬ ‫ﺑﺳﺭﻋﺔ‪.‬‬ ‫ﺇﺭﺳﺎﻟﻬﺎ‬ ‫ﻳﺟﺏ‬ ‫ﺃﻗﻝ‬ ‫ﻣﺧﺗﻠﻔﺔﺍﻟﺟﻭﻱ‬ ‫ﺑﺎﻷﻣﺭﺍﻟﺷﺣﻥ‬ ‫ﺍﺳﺗﺧﺩﺍﻡ‬ ‫ﺑﺳﺭﻋﺔ‪ .‬ﺇﻥ‬ ‫ﻳﺟﺏ ﺇﺭﺳﺎﻟﻬﺎ‬ ‫ﺑﺭﺭﻭﻣﻔﻳﻠﺩ‬ ‫ﻣﻘﺭﻫﺎ‬ ‫ﺷﺭﻛﺔ‬ ‫ﻭﻫﻲ‬ ‫)‪،(NGL‬‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﺗﻛﻠﻔﺔ‬ ‫ﺇﺫﺍ ﻛﺎﻧﺕ‬ ‫ﻭﻟﻛﻥ‬ ‫ﺍﻟﺻﻌﺏ‪،‬‬ ‫ﻟﻳﺱ‬ ‫ﻣﻭﻗﻌﺎ‬ ‫ﻧﻘﻝ‬ ‫ﻋﻠﻰ‬ ‫ﻗﺎﺩﺭﻭﻥ‬ ‫ﻧﺣﻥ‬ ‫‪.‬‬ ‫ﺍﻟﻳﻭﻡ‬ ‫ﻧﻔﺱ‬ ‫ﻓﻲ‬ ‫ﺍﻟﺳﺭﻳﻊ‬ ‫ﺍﻟﺗﺳﻠﻳﻡ‬ ‫ﻗﻳﻣﺔ‬ ‫ﺻﻧﺎﻋﻳﺔ‬ ‫ﻣﻛﻭﻧﺎﺕ‬ ‫ﻥ‬ ‫ﺗﺧﺯﻳ‬ ‫ﻭﺑﻳﻥ‬ ‫ﺩﻭﻻﺭ‪،‬‬ ‫‪20‬‬ ‫ﺧﻁﻭﻁ ﺍﻟﺷﺣﻥ ﻭﺍﻟﻧﻘﻝ ﺍﻟﺧﺎﺻﺔ ﺑﻬﺎ ﺑﻳﻥ ﻣﻭﺍﻗﻊ ﺍﻟﺗﺧﺯﻳﻥ ﺗﻛﻠﻔﺔ ﻣﻥ ﺇﺑﻘﺎء ﻗﻁﻊ ﻏﻳﺎﺭ ﻗﻳﻣﺗﻬﺎ ‪ 150‬ﻣﻠﻳﻭﻥ ﺩﻭﻻﺭ‬ ‫ﺗﻛﻠﻔﺔ ﻣﻥ ﺇﺑﻘﺎء ﻗﻁﻊ ﻏﻳﺎﺭ ﻗﻳﻣﺗﻬﺎ ‪ 150‬ﻣﻠﻳﻭﻥ ﺩﻭﻻﺭ‬ ‫ﺳﺎﻋﺔ ﺃﻭ‬ ‫ﻗﻁﻊ ﻏﻳﺎﺭ‬ ‫ﻫﺫﻩ‬ ‫ﺃﻣﺭﻳﻛﻲ‪ .‬ﻟﻣﺛﻝ‬ ‫ﺃﻟﻑ ﺩﻭﻻﺭ‬ ‫ﻭﻻﻳﺔ ﻛﻠﻭﺭﺍﺩ ﺍﻭﻟﻭﺍﺣﺩﺓ ﻣﻧﻬﺎ ‪20‬‬ ‫ﻠﺧﺩﻣﺎﺕ‬ ‫ﻛﻣﺯﻭﺩ ﻟ‬ ‫ﻭﺗﻌﻣﻝ‬ ‫ﺍﻷﻣﺭﻳﻛﻳﺔ‪،‬‬ ‫ﻗﺻﺔﺣﺎﺳﻣﺔ ﺑﻌﺭﺽ ﺍﻟﺑﻼﺩ ﻓﻲ ﺧﻼﻝﻓﻲ‬ ‫ﺃﻣﺭﻳﻛﻲ‪ ،‬ﺗﻠﻙ ﺇﺫﻥ‬ ‫ﻣﻠﻳﻭﻥ ﺩﻭﻻﺭ‬ ‫ﺍﻟﻐﻳﺎﺭ‬ ‫ﻗﻁﻌﺔ‬ ‫ﻭﻣﻭﺍﻗﻊ ﺍﻹﺻﻼﺡ‪ .‬ﺗﻌﻠﻳﻘﺎ ﻋﻠﻰ ﺫﻟﻙ ﻗﺎﻝ ﺍﻟﺭﺋﻳﺱ‬ ‫ﺃﻳﺿﺎ‪ .‬ﻋﻧﺩ‬ ‫ﻭﻓﻘﺎﺍﻟﺗﻛﻠﻔﺔ ﻳ‬ ‫ﻋﺎﻣﻝ‬ ‫ﺃﻳﺿﺎ‪ .‬ﻋﻧﺩ‬ ‫ﻭﻓﻘﺎﺍﻟﺗﻛﻠﻔﺔ ﻳ‬ ‫ﻋﺎﻣﻝ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔﻣﻳﻝ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‪" :‬ﻳﻘﻭﻡ ﺍﻟﻌ‬ ‫ﻟﺳﻛﻭﻁﻌﻘﺩﺍﻟﺫﻱ ﻳﻘﻭﻝ‬ ‫ﻓﻲ ﺍﻟﻣﺧﺎﺯﻥ‪،‬‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔﻣﻳﻝ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‪" :‬ﻳﻘﻭﻡ ﺍﻟﻌ‬ ‫ﻟﺳﻛﻭﻁﻌﻘﺩﺍﻟﺫﻱ ﻳﻘﻭﻝ‬ ‫ﻓﻲ ﺍﻟﻣﺧﺎﺯﻥ‪،‬‬ ‫ﻭﺍﻟﺷﺣﻥ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﻭﺗﻭﻓﺭ‬ ‫ﻭﺍﻟﻣﺩﻳﺭﻓﻲ‬ ‫ﺍﻟﺗﻭﺍﺯﻥﻓﻲﺑﻳﻥ ﺍﻟﺭﻏﺑﺔ‬ ‫ﻋﻠﻳﻧﺎ‬ ‫ﺃﺧﺭﻯ‬ ‫ﺍﻟﺗﻧﻔﻳﺫﻱ ﻟﻠﺷﺭﻛﺔ ﺳﻛﻭﻁ ﺭﻳﺩﻝ‪’’ :‬ﺗﺷﻐﻳﻝ‬ ‫ﻣﺳﺗﻭﻯﻛﺑﻳﺭ ﻓﻲ‬ ‫ﻓﻬﻧﺎﻙ ﻓﺭﻕ‬ ‫ﺍﻟﻣﺧﺯﻭﻥ‪،‬‬ ‫ﺍﺣﺗﻳﺎﺟﺎﺕ‬ ‫ﺣﺳﺎﺏ‬ ‫ﻣﺳﺗﻭﻯﻛﺑﻳﺭ‬ ‫ﺗﺣﻘﻳﻕﻓﺭﻕ‬ ‫ﻓﻬﻧﺎﻙ‬ ‫ﺍﺣﺗﻳﺎﺟﺎﺕ‬ ‫ﺣﺳﺎﺏ‬ ‫ﻣﻘﺎﺑﻝ‬ ‫ﺍﻟﻣﺧﺯﻭﻥ‬ ‫ﺍﻷﻣﺛﻝ ﻟﺗﻛﻠﻔﺔ‬ ‫ﺑﺗﺣﺩﻳﺩ ﺍﻟﻣﺯﻳﺞ‬ ‫ﺍﻟﻣﺧﺯﻭﻥ‪،‬ﻣﻘﺎﺑﻝ‬ ‫ﻭﻥ‬ ‫ﻳﺟﺏﺍﻟﻣﺧﺯ‬ ‫ﺍﻷﻣﺛﻝ‪ .‬ﻟﺗﻛﻠﻔﺔ‬ ‫ﺑﺗﺣﺩﻳﺩ ﺍﻟﻣﺯﻳﺞ‬ ‫ﺣﺩﻭﺙﺍﻟﺧﺎﺻﺔ ﺑﻧﺎ ﻣﻛﻧﻧﺎ ﻣﻥ ﺗﻭﻓﻳﺭ ﺧﺩﻣﺎﺕ‬ ‫ﺧﻁﻭﻁ ﺍﻟﻧﻘﻝ‬ ‫ﻣﻔﺎﺗﻳﺢ ﻗﻳﻣﺔ ﺍﻟﻭﺍﺣﺩﺓ ﻣﻧﻬﺎ‬ ‫ﺷﺭﻛﺎﺕ ﻟﻭﺣﺎﺕ‬ ‫ﺑﻳﻥ‘‘ ﺗﺧﺯﻳﻥ‬ ‫ﻟﻠﻌﺩﻳﺩﺍﻟﺗﻛﻠﻔﺔ‬ ‫ﺍﻟﻐﻳﺎﺭ ﺍﻟﻭﺍﺣﺩﺓ‬ ‫ﻣﻔﺎﺗﻳﺢ ﻗﻳﻣﺔ‬ ‫ﻋﻠﻰﻟﻭﺣﺎﺕ‬ ‫ﺗﺧﺯﻳﻥ‬ ‫ﺍﻟﺧﺩﻣﺔ ﻟﻬﺫﻩﺍﻟﺗﻛﻠﻔﺔ‬ ‫ﺍﻟﻘﻁﻌﺔ‪.‬‬ ‫ﺍﻟﺧﺩﻣﺔ ﻟﻬﺫﻩ‬ ‫ﺑﻳﻥ‘‘‬ ‫ﺍﻟﻘﻁﻌﺔ‪.‬‬ ‫ﺍﻟﺧﺩﻣﺎﺕ‬ ‫ﻣﻥ‬ ‫ﻟﻠﺷﺣﻧﺎﺕ ﺍﻟﺣﺭﺟﺔ‬ ‫ﻣﻧﻬﺎﻓﻲ ﻭﻗﺕ‬ ‫ﺍﻟﻼﺯﻣﺔ‬ ‫ﻗﻁﻌﺔ‬ ‫ﺍﻟﺣﺻﻭﻝ‬ ‫ﺍﻟﺗﺳﻠﻳﻡ ﺍﻟﺳﺭﻳﻊ ﻓﻲ ﻧﻔﺱ ﺍﻟﻳﻭﻡ‪ .‬ﻧﺣﻥ ﻗﺎﺩﺭﻭﻥ ﻋﻠﻰ ﻧﻘﻝ‬ ‫‪ 20‬ﺩﻭﻻﺭ‪ ،‬ﻭﺑﻳﻥ ﺗﺧﺯﻳﻥ ﻣﻛﻭﻧﺎﺕ ﺻﻧﺎﻋﻳﺔ ﻗﻳﻣﺔ‬ ‫‪ 20‬ﺩﻭﻻﺭ‪ ،‬ﻭﺑﻳﻥ ﺗﺧﺯﻳﻥ ﻣﻛﻭﻧﺎﺕ ﺻﻧﺎﻋﻳﺔ ﻗﻳﻣﺔ‬ ‫ﺗﺧﺯﻳﻥ‬ ‫ﻣﺭﻓﻕ‬ ‫ﻭﺍﻟﺻﻳﺎﻧﺔ‪.‬ﺃﻭ ﺗﻣﺗﻠﻙ‬ ‫ﺍﻟﻘﻁﻌﺔ‪‘‘.‬‬ ‫ﺩﻭﻻﺭ ﻫﺫﻩ‬ ‫ﻭﺑﻳﻥﺃﻟﻑﺗﻛﻠﻔﺔ‬ ‫ﺍﻟﻌﻁﻝ‪،‬‬ ‫ﻗﻁﻊ ﻏﻳﺎﺭ ﺣﺎﺳﻣﺔ ﺑﻌﺭﺽ ﺍﻟﺑﻼﺩ ﻓﻲ ﺧﻼﻝ ﺳﺎﻋﺔ‬ ‫ﻟﻣﺛﻝ ﻫﺫﻩ‬ ‫ﺃﻣﺭﻳﻛﻲ‪.‬‬ ‫‪500‬ﺩﻭﻻﺭ‬ ‫ﻣﻥ‪ 20‬ﺃﻟﻑ‬ ‫ﺃﻛﺛﺭﻣﻧﻬﺎ‬ ‫‪NGL‬ﻟﻭﺍﺣﺩﺓ‬ ‫ﺍ‬ ‫ﻫﺫﻩ‬ ‫ﺃﻣﺭﻳﻛﻲ‪ .‬ﻟﻣﺛﻝ‬ ‫ﻣﻧﻬﺎ ‪20‬‬ ‫ﺍﻟﻭﺍﺣﺩﺓ‬

‫ﻰ ﻣﺩﺍﺭ ‪24‬‬ ‫ﻗﻁﻊ ﻏﻳﺎﺭ ﻋﻠﻰ‬ ‫ﻌﻳﻥ ﺑﺧﺩﻣﺎﺕ ﻏﻳﺭﻫﺎ‬

‫ﺍﻟﻣﻭﺍﻗﻑ ﻳﺟﺏ ﺩﺍﺋﻣﺎ ﻋﻠﻰ ﺷﺭﻛﺎﺕ ﺍﻟﺧﺩﻣﺎﺕ ﻭ‬ ‫ﺍﻟﻣﻭﺍﺯﻧﺔ ﺩﻭﻣﺎ ﺑﻳﻥ ﺍﻟﺿﺭﻭﺭﺓ ﺍﻟﻣﻠﺣﺔ ﻟﻺﺻﻼﺡ‬ ‫ﺗﻛﺎﻟﻳﻑ ﺍﻟﻣﺧﺯﻭﻥ ﻭﺍﻟﺷﺣﻥ‪.‬‬

‫ﺛﻣﺔ ﻋﺎﻣﻝ ﺭﺍﺑﻊ ﻳﺯﻳﺩ ﺍﻷﻣﺭ ﺗﻌﻘﻳﺩﺍ‪ ،‬ﺃﻻ ﻭﻫﻭ ﺍﻟ‬ ‫ﻳﺭ ﻗﻁﻊ ﺍﻟﻐﻳﺎﺭ‬ ‫ﺇﻟﻰ ﺍﻟﺧﺩﻣﺎﺕ ﺍﻟﻠﻭﺟﺳﺗﻳﺔ ﺍﻟﻌﻛﺳﻳﺔ‪ .‬ﻋﻧﺩﻣﺎ ﻳﺳﺗﺑ‬ ‫ﺟﺯءﺍ ﻣﻧﻬﺎ‪ ،‬ﻏﺎﻟﺑﺎ ﻣﺎ ﻳﺗﻁﻠﺏ ﺍﻷﻣﺭ ﺷﺣﻥ ﺍﻟﻘﻁ‬ ‫ﺧﺯﻭﻥ‪ .‬ﻭﺗﻌﻠﻳﻘﺎ ﻋﻠﻰ‬ ‫ﻟﺗﺻﻠﻳﺣﻬﺎ ﻭﺇﻋﺎ‬ ‫ﻣﺭﻛﺯ‬ ‫ﻷﻭﻝ ﻟﻠﻣﺑﻳﻌﺎﺕ‬ ‫ﺍﻟﺧﺩﻣﺔ ﺃﻧﺣﺎء ﺍﻟﻌﺎﻟﻡ‪ ،‬ﺑﻣﺎ‬ ‫ﻣﺗﻌﺩﺩﻳﻥ ﻓﻲ ﺟﻣﻳﻊ‬ ‫ﺇﻟﻰﻋﻣﻼء‬ ‫ﺗﻡ ﺗﻐﻳﻳﺭﻫﺎﻳﺧﺩﻣﻭﻥ‬ ‫ﻓﻲ ﺫﻟﻙ ﺣﻭﺍﻟﻲ ‪ 300‬ﻣﺭﻓﻕ ﻓﻲ ﺍﻟﻭﻻﻳﺎﺕ ﺍﻟﻣﺗﺣﺩﺓ‬ ‫ﺇﺫﺍ ﻛﺎﻥ ﻧﺎﺩﺭﺍ ﻣﺎ ﻳﺣﺩﺙ ﻋﻁﻝ ﻟﻘﻁﻌﺔ ﺍﻟﻐﻳﺎﺭ ﺍﻟﺗﻲ ﺗﻛﻠﻑ‬ ‫ﺍﺳﺗﺧﺩﺍﻣﻬﺎ‪ ،‬ﺃﻭ ﺗﻔﻛﻳﻛﻬﺎ ﺑﺷﻛﻝ ﺳﻠﻳﻡ‪.‬‬ ‫ﻧﺎ ﻫﻭ ﺗﺣﺳﻳﻥ‬ ‫‪JANUARY 2015 29‬‬

FEATURE

Traceability in manufacturing Jody Costa of Barcoding, Inc tells us about the reasons businesses need real time track and trace solutions immediately

30 JANUARY 2015

Traceability: defined For discrete manufacturers, it makes complete sense to track and trace each component that comprises their product – from suppliers and manufacturers through assembly and final delivery to customers.

For food and other process manufacturers, it’s the ability to trace each ingredient of a product from “farm to fork” through the creation of a batch genealogy.

According to ISO 8402, traceability is “the ability to trace the history, application or location of an entity by means of recorded identifications.”

Basics of traceability:

Use technologies such as direct part marking for discrete manufacturers, where parts and components receive a permanent mark either as they enter assembly or by suppliers.

FEATURE

Manufacturers can’t think of themselves as separate entities – they must acknowledge the greater supply chain

Protect your reputation

With competitive pressures on the rise and consumer confidence becoming harder to earn and maintain, companies are finding that now, more than ever, there is a need to protect their brands and reputations.

Completely negating or being able to minimise the impact of recalls is critical to maintaining customer and distribution channel loyalty and minimising costs.

Recalls are costly

Track-and-trace solutions not only aid in managing food recalls, they also help stop unnecessary recalls.

From recalls to compliance

Compliance mandates are increasing as are the associated fines for non-compliance.

The Federal Transportation, Recall Enhancement, Accountability and Documentation (TREAD) Act requires vehicle and equipment manufacturers to report to the National Highway Traffic Safety Administration (NHTSA) US Department of Defense requires suppliers to complete Universal Identification (UID) marking of all legacy items.

Also, Aerospace Spec 2000 and SEMI standards and regulations must be met Manufacturers are turning to traceability solutions to help close some of the information gaps that exist in disparate supply chains, track warranty data and meet customer safety and demand requirements.

The costs of inaction are too high

Track and trace of critical components within the manufacturing process begins with both process and technological changes. In order for traceability to be effective, companies must shift from errorprone manual processes to automated ones – capturing, storing and managing information automatically.

In traceability solutions, system capabilities may include serialised container and individual part tracking; built-in barcode printing and scanning, RFID, and direct part marking; and detailed traceability from any point in the manufacturing process.

Component in addition to MES, ERP and professional services: Data capture and mobility hardware

1D and 2D bar codes Radio frequency identification (RFID) So manufacturers need to chose a traceability method and then determine if Global Trade Item Number (GTIN), lot or serial level identification is needed based on their operations.

Mobile computers, bar code scanners, RFID tags and readers, and industrial wireless local area network (WLAN) Devices to capture all traceability methods, including: 1D and 2D bar codes RFID Direct part marking: laser etch, dot peen, chemical edge, stamped Additional Software Systems Applications that create mobile and fixed reader front-end interfaces to MES and ERP systems, quality and lab systems.

Management software to: Manage, maintain and monitor mobile devices

JANUARY 2015 31

Manage, monitor, and ensure security and compliance within wireless networks Achieve REAL-TIME

Real-time data capture when combined with a robust data management system, RFID and bar code scanning solutions can create a versatile data capture and reporting system.

Manufacturing traceability RFID and bar code scanning

Global trade identification numbers (GTINs) Ranch, feedlot, auction house, and processor locations Condition, quantity and historical data within the supply chain Handling instructions Lot/batch numbers Authentication codes Inspector IDs Transportation information

32 JANUARY 2015

FEATURE

You can’t afford not to…

Be able to identify the origin of a particular unit located within the supply chain.

Traceability technologies and processes ensure product quality standards are met and give real-time information about production and equipment. Track production information back to the exact date, time, supplier components, operator and machines used.

Increase customer satisfaction and safety

In the event a recall does take place, manufacturers are able to minimise the impact by only recalling those items with the specific serial numbers that were built with the faulty component, material or process – thus significantly reducing expenses and customer impact.

Meet government and compliance mandates

Ease the burden and lessen the chances for fines and penalties associated with noncompliance. Meet the challenges of stricter government regulations and manage detailed product histories to meet discrete and process manufacturing standards and regulations.

Operational benefits Improve data accuracy

General Motors paid a $1 million civil penalty for failing to conduct a timely recall of failed windshield wiper components on more than a half a million vehicles Real-time transparency

Implementing a wireless local area network (LAN) within a production or staging facility enables a business to collect and correlate the various data in real time as it moves to, from and throughout a facility. Respond instantly with mobile computers equipped with voice, RFID and/or bar code scanning.

Reduce human error. Components or ingredients are handled within the manufacturing plant with the use of mobile computers, bar code scanners, RFID and wireless data technology.

Automatically capture product, ingredient, part, employee number, quantity and supplier information Increase operational productivity Save millions in lost revenue, recall costs, damage control campaigns, litigation and fines. From an operations perspective, automated KanBan for justin-time (JIT) line side replenishment of component parts can also significantly increase productivity. Protect your brand and bottom line Mobile track-and-trace solutions can prevent quality issues before they occur or, in the event of a product recall, allow manufacturers to act swiftly as well as

narrow the scope of the recall to reduce exposure to negative brand impressions and damage to revenues.

Focus on revenue Reduce warranty claim costs

Traceability enables manufacturers to accurately analyze the root cause of a product or part failure to recover warranty costs from liable suppliers. Focus on generating revenue With automation and traceability solutions for discrete manufacturers you can track warranty and part information to up-sell and cross sell complementary products and services.

In addition, labour hours can be reallocated to focus on revenue-generating activities versus the double reporting that occurs when data is collected manually and then later transferred into a computer system.

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Solutions

JANUARY 2015 33

ANALYSIS

The new e-commerce/ multi channel blue ocean strategy As new business methods make their presence felt, businesses that are constantly looking to improve the customer experience by embracing the right technology will conquer market share. Tom Craig, President LTD Management, explains the way forward

W

“

e typically lose out when a market commoditises and we no longer differentiate, further aggravated by us being too slow or expensive.� -Frans van Houten, CEO, Royal Philips Electronics.

Too many manufacturers, wholesalers, and retailers do the same old thing when it comes to supply chain management.

34 JANUARY 2015

They lack competitive differentiation that new supply chain management provides.

As a result, these firms compete on price.

They have created a de facto world of commoditisation that means missed sales and reduced margins.

These firms treat their supply chains as cost centres. They provide standard monolithic supply chains services that have problems. These companies lack supply

ANALYSIS

JANUARY 2015 35

chain value innovations for customers.

They are far behind the new supply chain paradigm that gives rise to blue ocean strategy. Instead, these enterprises are moving closer to competitive black holes.

Companies can create a blue ocean strategy with the new supply chain management. Examples of strong opportunities are:

1) new e-commerce 2) global e-commerce 3) multichannel / omnicommerce 4) competitive differentiator

36 JANUARY 2015

They lack competitive differentiation that new supply chain management provides. As a result, these firms compete on price.

They have created a de facto world of commoditisation that means missed sales and reduced margins

A blue ocean strategy with the new supply chain is continuation of progress for some companies; for others, it involves transformation. And it raises questions.

Why are so few firms positioned to exploit these opportunities? Or the counterpoint, why are so many companies stuck in the ruts of what they are doing and cannot and do not move into these openings? Why are they more likely to change the colour of a box as an attempt to grow business instead of changing how they use their supply chains to expand? Why do any strategies of theirs not recognise supply chain management?

ANALYSIS

You can easily identify these firms.

Instead of seeing e-commerce as a strategic, competitive, disrupter to traditional selling, they basically think of e-commerce as sales done by a website and shipping orders via parcel carriers. They have much money tied up in inventory and many are products which do not sell or are out-dated. They rationalise about the low cost of capital to explain inventory levels. But they had the same problem when interest rates were higher. Yet with all the inventory, they struggle to deliver orders, complete, accurate and on-time.

Look at this quote from Kevin Plank, CEO, of Under Armour on what he sees for online shopping,“One of the big themes you hear right now is virtual reality. Imagine the day when you can put on a headset and actually walk through a mall. That’s how you have to think about selling online in three or four years.” How many firms doing e-commerce see that as reality? And what will they do about it?

Divergence is occurring, both with e-commerce and with supply chain management. New e-commerce, unlike old e-commerce, has immediacy to it,

as Amazon and a handful of others understand. Delivery expectation is moving to within 48 hours of ordering. Prompt, immediate deliveries complement the convenience of online commerce – and not going to brick and mortar facilities. Days, even weeks, to deliver complete orders negates the benefit of e-commerce and puts the advantage back to stores for immediate product availability and order completion.

The requirement of immediacy challenges the concept of click-and-collect as a solution – and positions click-and-collect as a transient niche. Immediacy also negates much of customer returns caused by buyer remorse from impulse buying.

Even businesses – and their supply chains – that originated with e-commerce are falling behind and are becoming commoditised as too many basically do the same thing. They were designed along customary ways to pull orders and ship.

These use website design and shopping cart technology to mask inventory and other supply chain issues. The concerns were ignored before; now they are becoming obstacles to repeat order placement and customer retention as the new e-commerce grows.

Using old supply chain practices with a new business model is shortsighted. Trying to copy what another company is doing is not strategy. Imitation may be a form of flattery, but it is a poor substitute for the kind of supply chain management needed for blue ocean strategy. Copies are not as good as originals.

Having a supply chain organisation does not, by itself, create blue ocean opportunity.

Everyone has a supply chain group. Not everyone does supply chain management as a way to develop new business opportunities and to create important competitive differentiation.

The blue ocean supply chain uses the new supply chain management and:

is designed from the customer back through the company and to suppliers.

That provides ways to incorporate service. It is not based on just picking and shipping orders from their facilities.

JANUARY 2015 37

ANALYSIS

Why are so few firms positioned to exploit these opportunities? Or the counterpoint, why are so many companies stuck in the ruts of what they are doing and cannot and do not move into these openings?

is segmented to tailor and provide best service to key sectors. That is contrary to the monolithic supply chain now used. is built on integrated process throughout the entire supply chain. This is different from trying to cobble dysfunctional company activities together. includes high-level, integrated technology that provides visibility across the supply chain, uses RFID at the item level, and works on all devices. It is more than WMS and using carrier track-andtrace information.

uses logistics service providers that complement innovative supply chain service. It is about performance, not low price bids.

The new supply chain enables a firm to be more responsive to customers. It compresses time. All of it builds brand and creates competitive advantage and value to customers. Innovative supply chains support blue ocean business strategies for global e-commerce and multichannel sales. All of this means increased revenue and profits.

Old Supply Chain Management for E-Commerce / Multichannel

New Supply Chain Management for New E-Commerce / Multichannel Blue Ocean Strategy

· Are monolithic

« Are segmented by channel

· Are defined by functions

« Are defined by integrated process

· Are measured by costs

« Are measured by performance and service

· Focus on orders

« Focus on customers

· Focus on shipping

« Focus on delivery

· Focus on inventory

« Focus on product positioning and availability

· Struggle to ship orders complete, accurate and on-time

« Deliver orders complete, accurate and on-time

· Utilise technology primarily for functions, such as for warehouses and “track and trace” transport for orders

« Utilise integrated supply chain execution technology across the supply chain

38 JANUARY 2015

Omnichannel necessitates distinct ways to service each channel’s customers.

Supply chains often have a single focus and are an amalgamation of discrete actions by internal and external parties that add time. Time is critical for the service required by customers.

Supply chains are not designed to effectively handle multiple, distinct channel needs, especially those that are speed sensitive. The monolith supply chain management is becoming out-dated by omnicommerce service demands.

New supply chain dynamics are emerging. Omnichannel and its e-commerce have become competitive forces for supply chains that force changes with internal and external participants and stakeholders.

The new supply chain is innovation.

Where are you on the adoption curve? &&&&& Where are you on the blue ocean supply chain for your industry and market innovator, early majority, or laggard?

What are you waiting for? What does it take to begin to transform your supply chain approach and take your company to new areas and to higher levels? Do not be complacent. Do not become a non-factor or obsolete from competitive conditions or changing markets.

The change for supply chain management has begun. The power of this new supply chain will not be limited to omnicommerce.

It will transition to and transform supply chains for many channels, industries and markets who will want “immediate” service performance.

Drive strategy. Drive change.

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COOL CHAIN SOLUTIONS

d i a l a c i d e m ly

e m i T

ses busines ical g in t c med s attra vanced is statu d h t a h o t It led et. W be entit t g mark o in n g r le e n p is an em hould its peo e right directio n io g e tr th ys dle Eas ion, wh steps in e r a io The Mid tries to the reg B us Aramex and ind tions such as olu care. S outside of Africa for example have a high he Middle East and Africa

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region is on the threshold of experiencing immense growth moving forward in all aspects and categories, forward thinking companies such as Aramex are providing solutions not available earlier for the medical industry in the region.

Aramex Bio is a customised solution catering to the medical and research industries giving them easy access to medical hubs and labs in Europe, America and the Middle East as well. Since areas

concentration of clinical excellence in all medical fields, with this transportation solution, it is now possible for a patient in Sudan needing an urgent diagnosis to have his/her blood tested in a facility in Jordan.

Or time sensitive medical diagnosis can be made as Aramex Bio provides the ability for human samples to be transported and tested in a facility that has the ability to do so and provide a firm diagnosis of a patient’s condition thereby speeding up the process and improving healing ability.

The transportation of such tissues, though, is of critical importance.

Maintaining the physical integrity, preventing contamination and ensuring stable temperatures in transit is key. Indeed, leading research centres issue compliance documents for handling human tissue and most state the need for specialist transportation services to move specimens around the country or continent.“Where

Aramex Bio is a customised solution catering to the medical and research industries giving them easy access to medical hubs and labs in Europe, America and the Middle East 40 JANUARY 2015

possible,” Cardiff University advises, “the use of professional courier services is recommended when transporting internationally.”

This solution provides a temperaturecontrolled, door-to-door answer that can be tracked en route and in real time. It also provides temperature guarantees for shipments in transit for up to 72 hours.

The fact that Aramex Bio is tailored for shipments not subject to dangerous good regulations, designated as “Exempt Patient

Specimens” which are judged to be free from pathogens – bacteria, viruses and similar – likely to cause diseases in humans or animals. Typically, these are blood samples for the testing of glucose, cholesterol, alcohol or prostate-specific antigen levels, and tissues to monitor heart, liver or kidney function, or conduct biopsies. Medical swabs containing other bodily secreta or excreta are also transportable in this manner.

In intrinsic part of Aramex’s Aramex Bio service is the use of special packaging that uses iced gel packs – not dry ice – to ensure IATA compliance. This means that clinical specimens can be shipped at two temperatures: cold and ambient. The former ships packages between 2 and 8 degrees Celsius, which can be guaranteed for 70 hours at an average room temperature of 20

degrees, while ambient keeps any materials between 15 and 20 degrees Celsius.

Sami Hammoudeh, Global Director of Customer Relationships Management, Aramex spoke to GSC about the details of this end-to-end solution.

What kind of market research and intelligence led to the Aramex Bio solution being launched?

Aramex continuously works on understanding and meeting the evolving needs of customers. While developing Aramex Bio, we examined the needs of customers and conducted a research to identify the different elements required to build a complete solution for the healthcare industry. These requirements include international regulations such as IATA, packing procedures, temperatures needed and transit times required.

How has this solution been received in the market?

Aramex Bio has been very successful. It was developed to meet the needs of an existing market gap and laboratories, hospitals and pharmaceutical

JANUARY 2015 41

COOL CHAIN SOLUTIONS

invest in Aramex employees and provide them with the required training to handle such samples and ensure health and safety of both Aramex employees as well as the samples being transported. In addition, this industry requires the right awareness companies to move their samples from one place to another without jeopardizing the quality of the samples at hand.

With Aramex Bio: Patients- in emerging markets - can now access diagnostic tests globally from their local country Medications can now be safely delivered to patients Athletes participating in competitions, can now be tested for illegal substances Hospitals and labs can now access global expertise You would ask, how some of the organisations managed before this solution was introduced?

Those organisations had to worry about the packing material, necessary documentation,

42 JANUARY 2015

transportation standards, clearance, temperature control, delivery time as well as total visibility.

Aramex Bio is an end to end solution designed to get our customers to focus on their core business and not have to worry about anything else. Aramex Bio will support the growth of the healthcare sector and enhance health quality of people.

What are the investment initiatives behind this solution?

The solution requires major investments to ensure requirements of sensitive and complicated business is being met. These include constant research and development to enhance the current setup and introduce new solutions to meet new demands,

This solution provides a temperature-controlled, door-to-door answer that can be tracked en route and in real time. It also provides temperature guarantees for shipments in transit for up to 72 hours and education on the proper handling and packing of samples because the responsibility falls on all parties involved: shipper, shipping company and consignee.

What is the geographical jurisdiction of this solution?

Aramex Bio is available globally, key markets include ME, Africa, India, Europe and US Can you tell you in numbers as to who are the major chunk of the users of this solution?

Aramex Bio is developed to cater for the needs of hospitals, laboratories, veterinarians and pharmaceutical companies, that need to move clinical specimens and medical samples under controlled temperatures to maintain the quality and integrity of the sample within.

With this solution, the healthcare sector can move samples from one place to another with ease of mind.

Tell us in detail about the actual box.

Aramex constantly conducts R&D to develop new solutions tp meet the needs of the healthcare industry. Since the introduction of the Aramex Bio solution, EPS boxes are being used that can preserve the inner temperature of the boxes for a period of 72 hours. We are now introducing a new smaller box that can preserve the inner temperature for 48 hours. The new

box is suitable for customers with small quantities and so this box will be more cost efficient solution for them.

The solution provides different temperature ranges, covering Frozen (below zero temperatures) Cold (2-8C), Controlled Ambient (15-25C) and Ambient (+25).

Box

Capacity (Ltr)

Internal Dimensions (cm)

Controlled Temperature Max Duration (Hours)

Aramex B10

10.4 L

25.6 x 20.5 x 19.8

72

Aramex B06

6.2 L

19.8 x 19.8 x 16.0

48

Aramex is constantly expanding the product selection available and will introduce different packages and solutions as we go forward.

On another note, Aramex Bio follows international regulations for shipping (IATA) and all packages must adhere to IATA packing requirements. Moreover, the solution brings an added value to customers whereby it offers temperature monitoring from pickup to delivery, using special data loggers. The data loggers can be used several times and collect temperatures at specific intervals as required by the client to sample the quality of the temperature maintained.

The solution is of major value for both individuals and businesses. For individuals, they can have the medications“maintained under the right conditions/environment� delivered to their doorsteps on time.

Individuals, can now access global diagnostics without leaving their home country. This is why we always say that Aramex Bio provide access to a better life. Businesses can access bio technology easily and without the need to worry about shipping, customs and regulation/ cooling requirements.

What challenges are you facing currently in this solution?

Aramex Bio has met many challenges as many stakeholders, authorities are involved some of those challenges include customs, economics of scale at this early stage and in some cases the lack of standards and regulations. We’ve had to overcome a lot of obstacles and ensure consistency among the different parties handling the shipment.

Our solution has however, helped customers to overcome packing issues faced and international regulations required, solved clearance issues when sending samples from one country to another and most importantly it provides protection to the samples but offering tools to preserve the quality and safety of the samples held.

JANUARY 2015 43

EVENT

Strategic focus for financial stability

Qatar At the recently held EuroMoney Qatar Conference experts and analysts concluded that oil and gas-producing nations were likely to come under pressure from falling asset prices and the global economy required concerted effort to resist stagnation and resolve debt issues

44 JANUARY 2015

T

he global economy is being pushed off-track by a rising range of pressures that require concerted action, and oil and gas-exporting nations in particular face new risks, according to global financial leaders attending a major event held in Doha, Qatar recently.

More than 700 senior finance and banking executives – a new record – attended The Euromoney Qatar Conference 2014 this year, and heard a range of senior speakers outline the challenges and risks facing the national, regional and global economies.

Globally, the world economy is still unbalanced, having lost US$16 trillion in household wealth during the 2008 economic crisis and still seeing more than 50 per cent of global financial transactions concentrated in a small handful of financial centres, such as New York, London and Tokyo.

The economy of the MENA region may be compromised by the fall in the price of key asset prices. With the price of oil dropping more than 30 per cent in 2014, oil and gas exporting nations require fresh thinking and new approaches to stave off recession.

Senior Qatari leaders took to the stage to outline the positive steps taken

by Qatar to ensure on-going financial stability and position the country as a role model for sustainable development.

His Excellency Abdullah bin Nasser bin Khalifa Al-Thani, Prime Minister, State of Qatar, delivered the official

EVENT

JANUARY 2015 45

HE Abdullah bin Nasser bin Khalifa Al-Thani, Prime Minister, State of Qatar

address. He outlined Qatar’s success in building infrastructure assets that support all sectors, as well as investing in the development of the citizen, through initiatives that support education, health and transformation of the economy.

His Excellency Abdullah bin Nasser bin Khalifa Al-Thani, said,“We are supporting the sustainable growth of Qatar’s economy through major development projects, including those that will support our hosting of the FIFA World Cup in 2022 and the Qatar National Vision 2030. Importantly, we are modernising our legal framework through a series of recent decrees that will encourage

Globally, the world economy is still unbalanced, having lost US$16 trillion in household wealth during the 2008 economic crisis and still seeing more than 50 per cent of global financial transactions concentrated in a small handful of financial centres 46 JANUARY 2015

HE Sheikh Abdullah bin Saoud Al Thani, Governor of the Qatar Central Bank

EVENT

Financial stability is a top priority and at the heart of the Qatar National Vision 2030. We are investing in major projects in education, health and transport infrastructure and managing the development process so that they are rolled-out in harmony and have limited logistical issues

HE Sheikh Abdullah Bin Mohammed Bin Saud Al Thani, Chairman of Ooredoo

HE Sheikha Hanadi Nasser Bin Khaled Al Thani, Founder and Chairperson, Amwal

local and global investment in Qatar, and the development of the private sector.

“The whole government is working in unison, following the recent directive of His Highness The Emir that all government departments should review and revise current policies that could encourage investment and boost economic activity.”

The Prime Minister’s remarks were reinforced by His Excellency Ali Shareef Al-Emadi, Minister of Finance, State of Qatar, who stressed that Qatar’s economy is being rebalanced, so that the nonenergy industries – and the private sector in particular – is set to play a growing role in the coming years.“Financial stability is a top priority and at the heart of the Qatar National Vision 2030. We are investing in major projects in education, health and transport infrastructure and managing the development process so that they are rolled-out in harmony, limiting logistical issues and delivering for the benefit of the people of Qatar. We have develop a progressive, reliable regulatory and legal framework to provide a solid foundation for our development strategy,” he said.

His Excellency Sheikh Abdullah bin Saoud Al Thani, Governor of the Qatar Central Bank, highlighted the key role played by central banks in Qatar and across the global economy. As part of his

comments, he noted that the work of central banks had become both more important and more complex since the financial crisis, both in Qatar and around the world.“Qatar Central Bank has launched initiatives to promote the effectiveness of the finance sector in developing capital markets and increasing financial stability. We have launched a strategy for the development of capital markets with other ministries, based on the Qatar National Vision 2030,” he said.

His Excellency also noted the coordinated work done by Qatar Central Bank (QCB), the Qatar Financial Centre Regulatory Authority (QFCRA) and the Qatar Financial Markets Authority (QFMA) to deliver on key strategic priorities, particularly in developing a plan to encourage more companies to list on the stock market. In addition, he pointed to the Central Bank’s success in forging international links with other central banks around the world, demonstrated by recent agreements with China and Korea.

The strong focus on Qatar’s vision for economic development was reinforced by commentary from some of the country’s leading business executives. HE Sheikh Abdullah Bin Mohammed Bin Saud Al Thani, Chairman of Ooredoo spoke of Qatar’s sustained and strategic investment in network infrastructure, and made the case that Qatar’s investment in a nationwide

communication infrastructure, championed and led by Ooredoo, is set to be a vital economic asset.“Qatar, with its strong programme of investment in networks and mobile innovation, is well-positioned to play a leadership role in transforming both the finance sector and society as a whole.

Ooredoo is striving to make our nation an ideal hub for business, creativity, and innovation, and we are already enabling businesses in Qatar to achieve their objectives, through the provision of 4G, Fibre and enterprise services,” he said.

Senior representatives of Qatar’s banking sector – including Ali Al Kuwari, Acting Group CEO of Qatar National Bank and Abdulla Al Raisi, CEO of Commercial Bank of Qatar – highlighted the robust range of national and international assets under management

by Qatari banks, with H.E. Sheikha Hanadi Nasser Bin Khaled Al Thani spoke of her work as Founder and Chairperson of Amwal, Qatar’s leading asset management group.

International perspective was provided by experts from Gulf One Investment Bank and Sarkis Yoghourtdjian, Assistant Director, Banking Supervision and Regulation at the Federal Reserve System, who made the point that the 2008 crisis was predominantly driven by a failure of global governance, and outlined some of the related structural challenges still facing the global economy.

JANUARY 2015 47

GIL 2015: MIDDLE EAST The Global Community of Growth, Innovation and Leadership 16 February 2015 | Atlantis The Palm, Dubai, U.A.E

CONVERGENCE

The Journey to Visionary Innovation!

The Journey to Visionary Innovation continues‌ Join us and fellow members of our global community of Growth, Innovation and Leadership executives at GIL 2015: Middle East as we examine all of the critical growth factors Converging and transforming our companies, our industries and our careers.

Renew your passion, fuel your creativity and reaffirm your commitment to excellence and join us on our Journey today!

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To register or for additional information Please email us at: gilglobal@frost.com or Visit: www.gil-events.gilcommunity.com

EVENT

Meeting and reconnecting

Jafza recently organised its annual event – Multaqa Jafza where all of Jafza’s business associates, partners in development, commercial attaches and trade commissioners come together to discuss the respective roles and the ways and means of developing and sustaining Dubai’s business lead in the region

T

he impact of economic growth impact is usually what triggers a population shift, moving from west towards east, moving at a rate of 140 km every year. UAE Vice President, Prime Minister and Ruler of Dubai His Highness Sheikh Mohammed bin Rashid Al Maktoum has a vision to call Dubai the central world economic zone and the business capital of the central world. Dubai ranked the 8th in the World Bank Report and has created a DNA in the infrastructure and economic growth sector in the Middle East and is said to be a small place with the pace larger than it is, a price maker and the key to strength in mobility.

Government directed proposals as well as development in the private sector will be the foremost drivers of growth for Dubai, being the principal up to the year 2020.

Initiating the Islamic economy, ecommerce and innovations - new ideas to bring in prospective investors.

The Multaqa which means ‘Bringing together’ was held this year at the One and Only Royal Mirage, in Dubai.

It began with an integrated panel discussion, moderated by Kailash Nagdev, MD, YouGov MENA. Panelists included Issam Kazim, CEO of DTCM, Dr Yasar Jarrar, Partner at Bain and Company Inc, and Dr Khaled Ahmed, the Chief Planning Officer, Jafza.

As the discussions began, the general apprehensions on tourism attractions to aim at 20 million tourists by 2020 was posed to Issam Kazim, CEO, DTCM. His response supported Dubai as a trading hub, with a diverse mix of nationalities that attract various communities. Kazim said, “Dubai Tourism, is focusing on newlyweds and honeymooners, to maintain the tourism growth and to make Dubai as the number one holiday destination for various societies and encourage to convert tourists into residents.”

JANUARY 2015 49

Companies that have started to invest in Dubai, consider it to be the regional hub.

Moving on to the sectors that will grow towards 2020, Dr. Yasar Jarrar, Partner at Bain & Company Inc. said,“As a strategist, we always look at things for the next five years ahead, so Dubai now is the business capital of the region, I will not comment on the competition coming up left, right and centre.

However, the story in Africa has never been

50 JANUARY 2015

told, the story in Africa is unbelievably exciting, there is immense growth there.

And since Dubai is a hub and there can be only one hub.�

Dubai reaching out to other markets, as Africa and Iran are the talk of the town, Khaled Ahmed, Chief Planning Officer, Jafza, commented on Africa being an export story and that it has a lot to offer, however they need a platform and Dubai offers

EVENT

not only a legislative but also a regulatory infrastructure. Dubai is willing to offer financial support, hence this makes Dubai the right place and creating a geographical footprint for many investors for the possibilities to reach Dubai markets.

There is a buzz on the opening up of Iran, it has been predicted that once Iran opens up, Dubai will be the off-shore centre for many years and a compound for China

for the next 20 years. Right now being of concern is the major drop in oil price, which is hoped to be only a passing phase, Dubai seeks to build speed in taking advantage of opportunities, avoiding any drawbacks that could be encountered.

At the horizon of 2020, the kind of infrastructure and developments, key to strategise and leadership would be part of building Dubai as a hub and a place to serve

the region, Dubai has the most efficient and strongest private sector, private sectors are risk takers and proactive, on the concern of the maximum growth, Dr. Khaled Ahmed emphasised that Dubai proves that the retail has maximum growth and as ecommerce is extending its capacity, Dubai has to be simultaneously efficient, fast and cheap to remain the business capital.

China’s perspective which means having a very strong interest to make China the largest trading hub for Dubai and to introduce many Chinese tourists to Dubai and to avail its many possibilities.

Dubai has always been ahead of the curve, maintaining a fantastic track record, the audience expressed their challenges after the September 11 attack in America, produced negative vibes throughout Islamic regions, and Dubai was the driving force to extinguish the downbeat atmosphere, if not; Dubai would have been a different panorama.

As for the geopolitics surrounding the region, with India’s aggressive Prime Minister pushing towards growth, Dubai has the vision to overcome and achieve.

Aiming to beat New Zealand and Singapore by 2021; Dubai’s smart city initiative to provide all government and federal services to have mobile accessibility. Hosting the biggest event, the Expo 2020, touching the challenges, bringing opportunities, inviting 20 million tourists, maintaining growth after 2020 and pushing to the period of sustainability. Dubai is moving at a fast pace.

Her Excellency Salma Ali Saif bin Hareb, CEO of Economic Zones World and Jafza said,“As one of the key drivers of the Dubai and UAE Economy, and an enabler of trade and commerce in the region, Jafza works closely with investment promotion agencies to not only bring foreign direct investment to the UAE, but also to carve out a strategy in line with the vision of Dubai, to make it the investment destination of choice.”

“The success of the public-private partnership has already become evident through the success achieved by Dubai thus far. We must now work towards enhancing this success and increasing the potential of further developing and maintaining Dubai’s position as not only the business capital of the middle east, but a key business destination in the world,” she added.

JANUARY 2015 51

CONFERENCE UPDATE

e r u t u f r e en

e r g A

Recently The British University in Dubai (BUiD) held the 7th International Conference on Sustainable Energy and Environmental Protection (SEEP) – a three-day event.

SEEP which began in 2008, is a platform for sustainable energy research practitioners from around the world to gather and present recent developments in the field

52 JANUARY 2015

S

ince sustainable energy is created using Earth’s natural resources, it is the best form of energy which is able to meet the growing population’s increasing demand for energy without putting a strain on any resources or have a threat of depleting them. And the best part is it can be used over and over again and is available widely and is free.

Many analyses have been carried out in the direction of 100 per cent renewable and sustainable energy. There have been studies on incorporating renewable energy systems into transport with results showing that complete renewable energy transport solution is possible for common use.

These methods embrace saving and efficiency development, alternating resources, electric vehicles and trains, hydrogen technologies and more. It is, however connected to larger procedural challenges to fully incorporate transport with this sustainable system. In the short term, these hurdles can only be met by merging and setting up this long term goal!

Prof. Bassam Abu Hijleh, Dean of Faculty of Engineering and IT at the university said,

JANUARY 2015 53

CONFERENCE UPDATE

Delegates at one of the sessions

”Sustainability has significant importance and recognition in the region in general and in the UAE in particular. This is clear from the range of local practices and regulations introduced recently both at the national and local levels. It’s both a systematic and specific understanding of multiple components needed to address and tame the challenges of sustainability.

This conference showcases the latest relevant international as well as regional technologies, practices, innovations, experiences and policies. It provides a focus on the intellectual rigour and debate required for transition to a more sustainable lifestyle as well as a greener economy.”

Dr. Henrik Lund, has studied the efficiency of storage and repositioning options in renewable energy systems.

Keeping in mind 100 per cent sustainability and cost-efficient renewable energy, ‘Smart Energy Systems’ have come to focus, whereas; introducing “Smart Grid”. Looking at renewable electricity as a part of ‘Smart Energy Systems’ including beating gas and transportation industries, which opens for cheaper and better solutions. Lund has identified that ‘Smart Energy Systems’ or ‘Smart Grids’ are defined as an approach in which Smart Electricity, Thermal and Gas

54 JANUARY 2015

Grids are combined and coordinated to identify synergies between them in order to achieve an optimal solution for each individual sector as well as for the overall energy system.

Professor Abdul Ghani Olabi describes the energy scenario in Scotland to have 100 per cent electricity from renewable by 2020, a draft target of 59 per cent electricity from renewable by 2015, 11 per cent heat from renewable by 2020 and at least 30 per cent overall energy from renewable sources by 2020. Which would reduce total energy consumption over the period to 2020 by 12 per cent. He also said that the renewable energy industry currently supports over 11,000 jobs in Scotland. The aim is to bring the renewable generation in Scotland to have enough energy to power the equivalent of every household in Scotland As far as sustainability is concerned in the United Arab Emirates, in implementation on the decision of the UAE Vice President, Prime Minister and the Ruler of Dubai, His Highness Sheikh Mohammed bin Rashid Al Maktoum, and in line with the Dubai Strategic Plan 2015, and the directives for applying green building qualifications on all building in the Emirate of Dubai as per the best environment-friendly integrations

principles modified to local conditions of the Emirate of Dubai, to keep Dubai a healthy city that follows the highest standards of sustainable development and has clean pollution-free environment. The Dubai Electricity and Water Authority (DEWA) has brought the sustainability concept to reality with its building showcase by Mohammad Alshami, VP-Civil (P&E) and Water Maintenance.

DEWA’s vision; a sustainable worldclass utility. It’s mission; meeting customer satisfaction and promoting Dubai’s vision through delivery of electricity and water services at a world-class level of reliability, efficiency, safety and environment by a competent workforce and effective partnerships supporting resources sustainability. Its motto; for generations to come. However, what makes the DEWA sustainable building a landmark for the future? Achieving a high performance green building rating and being awarded the coveted LEED Platinum Award, achieving 98 LEED Points on a 110-point US Green Building Council’s LEED NC rating system scale, The Dubai Electricity and Water Authority (DEWA Sustainable Building) located at Al Qouz which opened in January 2013, is the first public sector building to successfully integrate and implement many sustainability features. DEWA Sustainable building sets a new global sustainability standard for other government and private sector building to follow, leading to the overall carbon for print reduction of the built environment.

The Conference has approved 82 submitted papers from different areas of the world.

These papers were presented through 16 sessions which took place throughout the conference. Different sessions were conducted under themes like: Biomass conversion, Solar and Wind Applications, Materials and Fuel Developments, Vehicle Technology and Drives, Modeling and Simulation, Health and Environment, and Environment Management and Climate Change.

With sustainability, mobility and opportunity as the fundamental theme of Expo 2020, this Conference signifies another revolutionary aspects on some of the most important journey of BUiD, throughout nation and the region in the 21 century.

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SEASONAL FEATURE

Keeping vendor risk under control during the holiday season There’s a greater demand for on time delivery when it comes to the holiday season. Sonal Sinha, Associate Vice President at MetricStream highlights how not to get caught up in risks which aren’t a part of your supply chain

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ast month ‘twas the season to be jolly. Yet, for logistics managers, ‘twas perhaps the most stressful time of the year. With businesses offering customers attractive deals and promises of just-in-time delivery, logistics managers were under tremendous pressure to make sure that customer orders were fulfilled in time. Nobody wants to see their name in front-page headline news, and nobody wants a repeat of last year’s delivery fiasco, in which packages failed to reach their destination on time.

This year, a higher percentage of shoppers did at least some of their shopping online.

Logistics managers had to scale up their network of drop-shippers, distribution centres, and transportation service providers to ensure that their products reach their end-customers on time.

Engagements with each of these vendors brings a unique set of risks - delivery schedules might be delayed, products might be damaged during transport, or products might be delivered to the wrong customer. Even if it’s the vendor’s fault, the seller’s brand and reputation are the ones at stake.

This is precisely where logistics managers play a key role. Logistics managers can help protect the reputation of the business, and keep customers satisfied by effectively mitigating and managing their vendor risks.

Here’s how: 1. Make it easy to manage vendor information. Coordinating thousands of

orders across multiple distribution vendors during the busy holiday season is no small feat. Simplify this process by consolidating all vendor information into a central database, and mapping each vendor to the associated product or service, along with delivery schedules and other key data. This helps in tracking vendor activity, and quickly tracing any delivery or quality issues back to the source.

2. Identify high-risk vendors. The first step to managing risks is to know where they lie.

So, list out the most critical vendor risks (i.e. delivery delays), and evaluate each vendor against those risks. Categorize your vendors into high-risk, medium-risk, or low-risk categories. Then, proactively

audit all high-risk vendors to determine if they have the adequate controls in place to mitigate all of the identified risks. If they don’t, work closely with them to resolve the issue. Have a contingency plan in place if a vendor failure is likely.

3. Report and analyse data. Adopting a federated risk model is a common best practice that gives logistics teams the flexibility to manage vendor risks independently, while at the same time rolling up risk data to the top for reporting and analysis. Monitor risk data against pre-defined vendor KPIs and KRIs to identify trends and areas of concern. Engage key stakeholders who can help mitigate vendor risks and

resolve issues in a timely manner.

4. Automate wherever possible. When dealing with vendor risks, especially during the holiday rush, speed and agility are crucial. Minimize the use of cumbersome spreadsheets and manual tools, and instead, automate vendor risk assessments and reporting processes. This approach not only saves a lot of time and effort, but also helps logistics managers focus more on strategic activities and tasks, such as vendor risk analysis, which is crucial. Cloud-based risk management and automation tools can be implemented quickly and cost-effectively.

5. Put the customer front and center. Listen to your customers. Understand what

they’re asking for. Is it better service?

Faster deliveries? Choose vendors who can help achieve these demands. Also, develop internal policies in line with what customers want. Communicate those policies clearly to your vendors, so that they understand what is expected of them. The idea is to create an enterprisewide culture that extends throughout the organization’s ecosystem and is focused squarely on delighting your customers.

The holiday season is a great opportunity to build customer loyalty and strengthen your brand. Mitigate vendor risks effectively, and you’ll be in a great position to keep your customers coming back.

-www.inboundlogistics.com

JANUARY 2015 57

REPORT

Volvo

on growth trajectory 2014 proved to be a successful year for Volvo Middle East with an increasing percentage of deliveries as well as spare parts across the region

58 JANUARY 2015

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olvo Trucks Middle East has announced a 24 per cent increase in deliveries and 27 per cent increase in parts sales year on year for 2014 across its 13 active Middle East markets.

The announcement comes almost 12 months after the Swedish premium truck manufacturer launched three new, topof-the-range models in the biggest truck launch ever held in the region.

It also comes at a time when the regional construction industry is set for rapid growth thanks to heavy government investments and diversified market drivers, including, a growing population, infrastructure development, an increase in tourism, and preparations for the

upcoming Dubai World Expo 2020 and FIFA World Cup 2022.

In January 2014, Volvo Trucks unveiled its new FH, FM and FMX models and the range has made a significant contribution to the company’s overall performance in the Middle East this year. In particular, the brand’s on-going best-seller, the FH, led sales in regional markets with significant fleet deliveries made to customers in the UAE, KSA, Oman and Iraq, accounting for more than 70 per cent of overall regional sales.

The most significant deals completed this year included a delivery of 250 FH 4x2 tractor heads all equipped with I-Shift gearboxes to a major construction firm in Dammam, KSA, and a delivery of 100 FH

6x4 tractor heads, all equipped with I-Shift, to a construction company in Dubai, UAE. In Muscat, Oman, an order of 80 trucks was delivered including a mix of FH 6x4 tractors, 50 per cent of which were equipped with I-Shift, and 8x4 concrete mixers to a construction company.

Iraq VT delivered 282 FMX units to Baghdad Municipality, which included a mix of FMX 6x4 and 4x2 rigid trucks equipped with different types of superstructure, including vacuum tankers, garbage compactors and Tipper bodies. A further 100 units of FH tractor heads 6x4, with flatbed general cargo semitrailers, were delivered to the Ministry Of Transport in Baghdad. The UAE and Iraq specifically, reported the highest percentage growth

2014 has been an extremely important year for Volvo Trucks Middle East. We began in January with the launch of our incredible new range. This was followed by the introduction of our flexible financing options in an effort to support the region’s surging industry.

with increases of 49 per cent and 67 per cent respectively.

The brand’s dedicated construction model the FMX, also helped Volvo Trucks to increase its position in the construction and transport industry offering a robust exterior and revolutionary new design features built for operating in the toughest working conditions in the Middle East.

Lars-Erik Forsbergh, President of Volvo Trucks for the Middle East, said, “2014 has been an extremely important year for Volvo Trucks Middle East. We began in January with the launch of our incredible new range. This was followed by the introduction of our flexible financing options in an effort to support the region’s surging industry. We also optimised our

JANUARY 2015 59

REPORT

transport solutions around the new models to provide our regional customers with the best the market has to offer in terms of care packages that help increase productivity and truck efficiency.

“The ongoing development of the Middle East truck market makes it a key focus for Volvo Trucks, and we will be building on this year to reach our goals of double digit growth in 2015. The new FH, FM and FMX models and the solutions

60 JANUARY 2015

“The ongoing development of the Middle East truck market makes it a key focus for Volvo Trucks, and we will be building on this year to reach our goals of double digit growth in 2015.

we offer our customers, will continue to help us to do that as they offer the highest possible standards of reliability, handling, robustness, fuel-efficiency, safety and driver comfort to our Middle East customers.”

The new Volvo Trucks range features a totally redesigned cab, both inside and out, with improved seating position, increased usable window area and an innovative rear-view mirror design.

Ground-breaking features include Volvo Dynamic Steering, which delivers exceptional handling – very similar to a car – in all operating conditions, as well as intelligent I-Shift gearbox technology and the option of having the air suspension in addition to the traditional mechanical one.

The Volvo FH has been Volvo Trucks’ flagship model for almost 20 years, accounting for more than 60 per cent of total global sales, with the latest model already setting the world alight, having been named International Truck of the Year 2014.

The new Volvo FM provides all-round capabilities and has been flagged the best truck in its class on the market.

Taking reliability and productivity to the extreme, it is designed to provide the perfect platform for bodybuilders to customise it for any job.

Rounding off the trio of newcomers, the even more robust Volvo FMX construction truck is loaded with new features that benefit haulers as well as drivers.

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